Account Management Process Guide

Last updated: 10/27/03

 

CONTENTS

 

I.   Account Management Process Guide

     How to Use the Guide

     Account Management Process Guide Calendar

 

II.  Account Establishment

     Management Reports Summary for Account Establishment

     Using the SPS New Account Set Up Checklist

     SPS New Account Set Up Checklist

 

III. Account Transaction and Document Management

     Management Reports Summary for Acct. Transaction & Doc. Mgmt.

     Using the Department New Account Set Up Checklist

     Department New Account Set Up Checklist

     Major/Minor Allocations & Adjustments - Sample

     Account Expiration Procedures

     Aging of Accounts (Expiring Accounts)

     Questionable Object Code Listing

     Four Months of Management Balance Overdrafts

     Balances on Overdrafted Accounts

     High Dollar Transactions

     Cost Sharing - 011 Fund Balance

     Admin/Clerical Charging of Salaries to Federal Projects

 

IV. Cash Management

     Management Reports Summary for Cash Management

     Cash Deficits Summary

     Daily Cash Balance Report

     Cash Deficits

     Accounts Receivable Aging Reports

     Quarterly Expenditure Report (QER)

 

V.  Closeout Management

     Management Reports Summary for Closeout Management

     Using the Department Closing Check List

     Department Closing Check List

     Using the SPS Closing Check List

     SPS Closing Check List

     Expired Accounts with Any Balance

 

VI. AIMS

     Expectations

 

VII. Appendix

     A - Tip Sheet for Account Management Reports

     B - Form #27 (Notice to Proceed)

     C - Form #44 (Voluntary Support/Gift Report)

     D - SPS Instruction #4 (Unexpended Balance)

     E - Request for Transfer of Unexpended Funds

 

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ACCOUNT MANAGEMENT PROCESS GUIDE

TO USING MANAGEMENT REPORTS

Please keep in mind that no group of reports can detect every error!

   

 

How to Use the Guide              

• As you review and implement reports and analyses in this Guide to the current departmental workload identify what current work can be streamlined or eliminated.

• Champion change -- be willing to try focusing on exceptions instead of spending time checking every single thing. Remember that the current system doesn’t catch every problem -- but with the focus on problem identification and analysis, the return on time invested is greatly improved.

For example, approximately 80% of all research expenditures are associated with research salaries. There is no exception report which can alert the business office to changes in research effort. Business offices must work with researchers to encourage each PI to scan the staff paid from their projects -- every month.

 

Errors and upcoming changes should be communicated to the business office so that payroll distributions may be corrected as quickly as possible (resulting in more accurate AIMS balances). Likewise, business offices need to carefully manage and review PAIS data entry to assure payroll charges are associated with the correct accounts.

 

Useful account management tools include a recommended timeline for effective use of management exception reports (Account Management Process Guide Calendar for Use of Management Reports), and a grid which lists the core management reports recommended for business office use.

 

For each management report recommended in this guide, a few examples are identified. These examples are intended to spark analytical thinking -- not to detail every possible problem. These examples may serve as discussion items for staff account management training.

       

ACCOUNT MANAGEMENT PROCESS GUIDE CALENDAR FOR USE OF MANAGEMENT REPORTS

 

Step & Timing	Task	Deliverables	Resources
Daily	Suspense List	Review list of invalid transactions	Business Office Staff
by 15th of each month	Review Cash Deficit Accounts to determine if expenditures exceed cash available	Identify accounts with cash deficits and resolve discrepancies	Business Office Staff
by 15th of each month	Review Questionable Object Code Listing	Validate charges and document any unlike circumstances	Business Office Staff & SPS staff
by 15th of each month	Review Expired Accounts with Balances	Clear overdrafts & post term charges; complete closing process no later than 60 days after expiration	Business Office Staff & SPS staff
by 15th of each month	Review Overdrafts	Proceed correcting document	Business Office Staff & SPS staff
by 15th of each month	Review various Account Management reports (high dollar transactions; cost sharing 011 fund balance; benchmark queries)	Evaluate progress and compliance with Account Management guidelines	Business Office Staff & SPS staff
by 15th of each month	Review Base Budget and RUP	Compare listing to school budget sheets to ensure transactions recorded correctly	Business Office Staff
by 20th of each month	Review outstanding encumbrances	Review for completeness. Process Form 26 if necessary	Business Office Staff
by 20th of each month	Review Expiring Accounts in 120 Days	Use Account Management checklist to initiate closing process	Business Office Staff & SPS
Quarterly	Review Income Producing Accounts	Evaluate differences in balances	Business Office Staff

 

Business Management Task Checklist

 

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II. Account Establishment

 

Management Reports Summary for Account Establishment

 

Topic	Query	Location	Utilization Level	Frequency	Comments
Account Establishment
SPS New Account Setup Check list		Download here	SPS CLERK	When award or notification is received	Use as a guide to establish a new account, or additional funding, or extension/changes in project period
Guidelines for Classification of Gift Funds		http://www.purdue.edu/sps/pdf/fundguide.pdf	Bus. Office Account Clerk	When establishing	Use as a decision guide for classification of gift funds
Fund Classification Guide		http://www.purdue.edu/oop/policies/pages/ advancement/ix_6_2.html	SPS and Bus. Office Account Clerk	When establishing	Use as a decision guide for classification of funds

 

 

USING THE SPS NEW ACCOUNT SETUP CHECKLIST

 

The following issues/needs should be addressed when setting up a new account. Refer to the SPS NEW ACCOUNT SETUP CHECKLIST.

 

• Check award file for proper documentation. To complete the CADE document, you will refer to the contract or notice to proceed, transmittal checksheet and the form 32 (if cost sharing is applicable).

• Watch for restrictions on contracts/grants. Refer to the FMIS manuals on how to set up restrictions on the accounts.

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III. Account Transaction and Document Management

 

Management Reports Summary for Account Transaction and Document Control
Topic	Query	Location	Utilization Level	Frequency	Comments
Department New Account Set Up Checklist		Download here.	CLERK/FRONT-LINE STAFF, DEPARTMENT	When notice of award is received from SPS	Use to validate award information. A tool to help insure cost sharing, F&A, and other issues are addressed and set up properly.
Major/Minor Allocations and Adjustments		See here	CLERK/FRONT-LINE STAFF, DEPARTMENT	At time of establishing minor accounts or rebudgeting between minors	Use these tools when setting up minor accounts. Send on to SPS to make the allocations. When rebudgeting between minors needs to be done, revised worksheet or memo needs to be sent on to SPS Clerk
Account Expiration Procedures		See here	CLERK/FRONT-LINE STAFF, DEPARTMENT	Prior to Expiration	Use to prepare an account for closing at 120, 90, 60, 30 days prior to expiration.
Aging of Accounts	swatexp.bqy	Combined Repository - Std Query with Reports/ SWAT Aging of Accounts Detail	CLERK/FRONT-LINE STAFF, DEPARTMENT	Monthly	Use to anticipate the coming work load, start working expiring accounts before the end date
Questionable Object Code Listing		Page Center	DEPARTMENT	Monthly	Manager scans reports. Discusses with staff as needed to assure good practices, take advantage of training opportunities
Account Balance Report	acctbal2.bqy	FTP win3/swap/showcase/shared	SCHOOL,DEPARTMENT	Monthly	Manager should use this report to track progress of clearing overdrafts.
Balances on Overdrafted Accounts	swatoany.bqy	Combined Repository - Std Query with Reports / SWAT Bals on ODd Accts	CLERK/FRONT-LINE STAFF, DEPARTMENT	Monthly	Use with Acct Management Tip Sheet to identify overdrafts and appropriate actions
High Dollar Transactions	hi-dollr.bqy	Combined Repository - Std Query with Reports / High dollar transactions	CLERK/FRONT-LINE STAFF	Monthly	Use to review high dollar transactions. You can't (and shouldn't try to) check every transaction. Report is currently set for transaction of $1000 or more--Limit is variable and can be set as needed. This report may be set to include salaries, fringes, stipends, and F&A costs (makes it much longer)
Reporting Requirements	reptreq.bqy	Combined Repository - Std Query with Reports / SPS Reports Due and Overdue	CLERK/FRONT-LINE STAFF, DEPARTMENT	Monthly	Use to identify technical, financial, patent, and property report deadlines
Cost Sharing-011 Fund Balance	Swat011.bqy	Combined Repository - Std Query with Reports / SWAT 011 other CS Fdctr	DEPARTMENT	Quarterly	Run this report more frequently if dept has high volume of research
Admin/Clerical charging of salaries to Federal projects	pyrl-det.bq3	FTP win3/swap/Brioqry/Std / pyrl-det.bq3	CLERK/FRONT-LINE STAFF, DEPARTMENT	PAR time (3 times a year)	Any charges appearing on this report should be supported by documented unlike circumstances (should be clearly documented in the proposal, and awarded as proposed).

 

 

USING THE DEPARTMENT NEW ACCOUNT SETUP CHECKLIST

 

Determine cost sharing issues (refer to Form 32 for project)

1. Single Account: recorded on NOA (Notice of Award)
   Journal voucher and 1008 prepared by SPS
   Adjust Salary Projections and PAIS, if applicable

2. Memo Match: determine if any action is needed

The following issues/needs should be addressed when setting up a new account and speaking with the PI. Refer to the DEPARTMENT - NEW ACCOUNT SETUP CHECKLIST.

 

Salaries for staff working on the project (Note: Clerical, Service and Administrative salaries on Federal funds are by exception only)

 

MERS, calling card, other S&E items

 

Equipment

 

Special procurement needs (such as separate purchasing card)

 

Establishing AIMS bookmark for account https://www.purdue.edu/aims/

 

Signature delegation

 

Subcontracting Plan requirements (if applicable)

 

Special sponsor requirements (deviations from normal Sponsor Guidelines should come with NOA)

 

Major/Minor Allocations and Adjustments - Sample
Allocations for: Major account number							whitaker2.xls
Principal Investigator		FUND 672
xx/xx/xx - xx/xx/xx		1296-xxxx	1285-xxxx	1288-xxxx	1285-xxxx	1285-xxxx	1246-xxxx	1296-xxxx
		BME	ECE	ME	ECE	ECE	BMS	BME
Category	Award	1296	1285	1288	1285	1285	1246	1296
		Co-PI Name	Co-PI Name	Co-PI Name	Co-PI Name	Co-PI Name	Co-PI Name	Co-PI Name	Balance
Salaries
Principal Investigator	7658		7592						66
Co. P.I. Smith	7925		7592						333
Co. P.I. Jones	16056	16056							0
Graduate Students	34206			3600	2608				27998
	65845	16056	15184	3600	2608	0	0	0	28397
Fee remissions	7800			762	526				6512
Fringe Benefits	11821	4965	4816	242	136				1662
	19621	4965	4816	1004	662	0	0	0	8174
Non Personnel Costs									0
IU Sub contract	100000							100000	0
Start up funds	100000					50000	50000		0
	200000	0	0	0	0	50000	50000	100000	0
Total Direct	285466	21021	20000	4604	3270	50000	50000	100000	36571
IDC	55534	4204	4000	769	105	10000	10000	0	26456
Total costs	341000	25225	24000	5373	3375	60000	60000	100000	63027

 

 

Department Activities - Account Expiration Procedures

 

The timely closing of expiring project accounts will yield great efficiencies for business office staff and SPS staff. In order for departments to complete all activities for the second statement generated past project expiration, discuss with the PI the options available for the expiring project. The following activities will help staff meet this expectation.

 

120 Days Before Expiration

• Account projection should be completed. Review and advise PI of projected balances and make necessary adjustments according to his/her intentions. Review with PI should include salary commitments, RIF (Reduce In Force) actions, and subcontracts, if applicable.

• Review outstanding encumbrances, pending travel, and outstanding procurement card orders.

• A no-cost extension, if applicable, should be requested.

• Ensure all major equipment has been ordered and will be received in adequate time to benefit project.

• Review possibility of a continuation. Submit a report or proposal if applicable. (For NSF awards, use FastLane to check status of annual progress report and continued grant increment funding.)

• Review cost sharing commitments.

• If the project is a fixed price and the balance will not be returned to the sponsor, review and prepare the residual form (Instruction #4).

• Review FSSR to ensure charges have been properly recorded (F&A, cost sharing, remits, etc.).

• Run SPTS reporting requirements Brio query (reptreq.bqy) for reporting deadlines.

90 Days Before Expiration

• Account projection should be completed.

• Review projected available balances and previously stated intentions with PI

• Review outstanding encumbrances, outstanding procurement card orders, pending travel, gasoline cards, etc. Determine if purchasing card activity should be stopped or used with caution.

• Ensure all allowable materials and services have been encumbered and will be received prior to expiration.

• Review status of a continuation if applicable.

• Inform the PI of pending project expiration. Discuss payroll certification changes with him/her.

• Review cost sharing commitments.

• Check status of no-cost extension, continuation, or move to residual if applicable.

• Remind PI of necessary progress reports if applicable.

• Run SPTS reporting requirements Brio query (reptreq.bqy) for reporting deadlines.

60 Days Before Expiration

• Account projection should be completed. Review projected available balances with the PI

• Review salary distribution with PI and adjust accordingly (SalProj, PAIS).

• Review outstanding encumbrances and outstanding purchasing card orders. Discuss status and/or special procurement needs with the PI

• Ensure all allowable materials and services have been encumbered and will be received prior to expiration.

• Begin paperwork to transfer or cancel automatic charges such as Demurrage, MERS numbers, calling cards, purchasing cards, gasoline cards, etc. to an appropriate fund center.

• Review status of a continuation if applicable.

• Discuss any issues with the appropriate SPS staff which would affect closing the account.

• Inform PI of continuation account number or status of continuation if applicable.

• Review cost sharing commitments.

• Review subcontracts, if applicable.

• Check status of no-cost extension, continuation, or move to residual if applicable.

• Remind PI of necessary progress reports if applicable.

• Run SPTS reporting requirements Brio query (reptreq.bqy) for reporting deadlines.

30 Days Before Expiration

• Account projection should be completed. Review projected available balances with PI

• Review Statement of Payroll Charges and determine the action to be taken for those paid from the expiring account.

• Finalize paperwork to transfer or cancel automatic charges to appropriate fund/center.

• Ensure all encumbered materials, services and orders will be received before project expiration.

• Inform PI of continuation account number or status of continuation if applicable.

• Review cost sharing commitments.

• Review subcontracts if applicable.

• Check status of no-cost extension, continuation, or move to residual if applicable.

• Remind PI of necessary progress or final reports if applicable.

• Run SPTS reporting requirements Brio query (reptreq.bqy) for reporting deadlines.

• Request a Notice to Proceed if applicable.

 

Information Sources

• SPS Questionable Transaction Listing

• Questionable Object Review by Dept

• Suspense List

• Management Reports

• Page Center

• ODS

• ARIBA

 

Websites

 

    AIMS (Administrative Information Management System) https://www.purdue.edu/aims/

 

    CAS (Cost Accounting Standards) http://www.purdue.edu/costing/BPM/CAS_Guidelines/cost1.htm

 

    Prior Approval:

 

    Definition of Prior Approval http://www.purdue.edu/sps/accountmgmt/priorapproval/paexplain.html

 

    Sponsor Guidelines http://www.purdue.edu/accountmgmt/priorapproval/paguidelines.html

 

    Prior Approval Templates http://www.purdue.edu/sps/accountmgmt/priorapproval/index.html

 

    Record Retention Guide http://www.purdue.edu/Business/Quick_Links/records.xls

 

    Account Management Guidelines http://www.purdue.edu/sps/accountmgmt/acctmgmt.html

 

    Department New Account Setup Checklist

 

    Policy IX.6.2 (Classification, Administration and Reporting of Non-Governmental Support) http://www.purdue.edu/oop/policies/pages/advancement/ix_6_2.html

 

    DSS Query Catalog http://www.purdue.edu/wai/DSS/QueryCatalog.htm

 

    Instruction #4 http://www.purdue.edu/sps/accountmgmt/i4.html

 

 

AGING OF ACCOUNTS.....(swatexp.bqy)

 

    This report is located in the Combined BRIO Standard Query with Reports Repository as SWAT Aging of Accounts. Use report tab Detail by Dept to learn which accounts are overdue for closing, and which accounts will be expiring in the next 90 and 120 days. Where appropriate, prepare account projections to discuss with the PI.

 

    Closing effort should begin at least 90 days before the expiration of the project -- not after the project has ended.

 

    This is a core Management report -- use it every month. (The Account Management Guidelines call for account projections beginning 120 days prior to expiration).

 

    Managers should expect to see management balance overdrafts cleared before projects expire.
Illustrated are some of the questions which staff should ask when reviewing this report.

 

 

 

SPONSORED PROGRAM QUESTIONABLE OBJECT CODE REVIEW

 

    This report is produced monthly and can be reviewed through Page Center.

 

    Business Managers should review this report and share with their account management staff as appropriate. Discussion of QTL items with staff may provide good training opportunities. Some of the questions a manager might ask are indicated below:

 

    Illustrated are some of the questions which staff should ask when reviewing this report.

 

 

 

FOUR MONTHS OF MANAGEMENT BALANCE OVERDRAFTS.....(acctbal2.bqy)

 

    This report shows four-month’s management balances for accounts which had any management balance overdraft during the period. Managers will find this report very helpful in tracking progress in clearing of overdrafts.

 

    Try highlighting or circling the balances which staff expect to clear this month, then refer to those notations the following month to see if accomplishments match expectations.

 

    This is a core Management Report -- use it every month. The examples represent just some of the account management analyses which you can (should) do with this report.

 

 

 

BALANCES ON OVERDRAFTED ACCOUNTS.....(swatoany.bqy)

 

    This report lists all departmental sponsored program accounts which have any sort of overdraft. These are "known problems" -- a work list of items to check and resolve. To better understand each "balance" column, please refer to Appendix A (Tip Sheet).

 

    This is a core Management Report -- use it every month. The examples represent just some of the management analyses which you can (should) do with this report.

 

 

 

HIGH DOLLAR QUERY.....(hi_dollr.bqy)

 

    For most departments there is not enough time to review every transaction. This Management Exception report focuses on transactions over a selected amount threshold, so that first, strongest efforts can be focused where the dollar exposure is greatest. This report is located in the Combined Brio Standard Query with Reports as Swat Hi dollar transaction. The file name is hi_dollr.bqy.

 

    The report provides a number of variable options. The criteria in the stored report exclude salaries, fringes, stipends and F&A costs. If you are not confident that salary charges are being carefully monitored, you may wish to include them on this report, given that salary-related charges comprise about 80% of all sponsored research expenditures.

 

    Customize this report and run it monthly -- careful use of this report can assure that no large dollar amounts slip past unobserved or unaudited.

 

    Illustrated are some of the questions which staff should ask when reviewing this report.

 

 

 

COST SHARING.....(swat011.bqy)

 

    This report is a listing of the department’s fund 011 (Other Cost Sharing) accounts and balances. The report shows both the fund 011 account and the supported sponsored program account. Footnotes at the bottom of each report page explain the "danger signals" and actions which should be taken to resolve problems.

 

    Run this report at least quarterly -- more often if you have a lot of single-account cost sharing. Don’t leave cost sharing questions for resolution after a sponsored project has expired -- good management practice requires ongoing monitoring of cost sharing.

 

    The management questions illustrated represent just some of the problems which may be identified using this report.

 

 

 

DIRECT ADMINISTRATIVE & CLERICAL CHARGES TO SPONSORED PROGRAMS.....(pyrl_det.bq3)

 

    In accordance with OMB circular A-21, administrative and clerical salaries are included in the University’s overhead rate and are not to be directly charged to federally funded sponsored programs. Administrative and clerical salaries may be charged directly only in unique and special circumstances -- and where those "unlike circumstances" are clearly documented.

 

    This report should be run three times a year -- once each time PARS are distributed. Check to see what direct charges are booking to the department’s federally sponsored projects, and be sure that in each case the unlike circumstances are fully documented. (For any questions about what constitutes unlike circumstances, please refer to the Guidelines for Budgeting, Allocating and Charging Costs to Sponsored Programs available on-line at: http://www.purdue.edu/costing/BPM/CAS_Guidelines/chrgindx.htm

 

 

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IV.  Cash Management

 

Management Reports Summary for Cash Management

Topic	Query	Location	Utilization Level	Frequency	Comments
Cash Management
Cash Deficits Summary	swatcash.bqy	Combined Repository - Std Query with Reports/ SWAT Cash Deficits	DEPARTMENT/SPS	Monthly	Use to determine potential department liability. Work with SPS to clear, if necessary
Daily Cash Balance Report		Page Center	SPS	Daily	Used to report cash balances by fund and center by letter of credit (LOC)
Aging Reports		Page Center	SPS	Monthly	Used to determine aging of account by name and amount
Quarterly Expenditure Report	qerrpt.bqy	SPS Cash Mgmt. Area	SPS	Quarterly	Used to determine quarterly expenditures by sponsor and project

 

 

CASH DEFICITS.....(swatcash.bqy)

 

    This report is located in the Combined BRIO Standard Query with Reports Repository as SWAT Cash Deficits. The report tab to use is Detail by Dept and Amt.

 

    It is important to know what payment arrangements support sponsored program accounts. Each Letter of Credit or advance payment account should have a positive balance.

 

    While cash collection is the primary responsibility of SPS, the department needs to be aware of cash deficits. Cash deficits which cannot be collected become the responsibility of the department. Use this report to understand potential departmental exposure.

 

    Watch for possible errors in budgets. They do happen. If the budget is increased in error the department might accidentally spend money it will never receive!

 

    This is a core Management report. Generate and review it monthly.

 

    Illustrated is one of the questions which staff should ask (and answer) when reviewing this report.

 

 

 

Accounts Receivable Aging Reports

 

 

Quarterly Expenditure Report

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V. Closeout Management

 

Management Reports Summary for Closeout Management
 

Topic	Query	Location	Utilization Level	Frequency	Comments
Close Out Management
Department Expired/Closing Account Checklist		Download here	CLERK/FRONT-LINE STAFF, DEPARTMENT	When preparing to and /or closing a project	Use as a guide to prepare in closing an account.
SPS Account closing Checklist		Download here	SPS CLERK	When preparing to and /or closing a project	Use as a guide to prepare in closing an account.
Expired/Expiring Accounts with Balances	swatxany.bqy	Combined Repository - Std Query with Reports/ SWAT expd w ANY balance	CLERK/FRONT-LINE STAFF, DEPARTMENT	Monthly	Expired/expiring accounts with any balance should know the status and have a plan of action for every account. This report is a key account management work list.

 

 

USING THE DEPARTMENT EXPIRED/CLOSING ACCOUNT CHECKLIST

 

Review cost sharing

1. Single Account: Adjust Salary Projection and PAIS, if applicable
   Notify SPS for change in budget adjustment
   SPS will process necessary documents

2. Memo: Determine if any action is necessary. Make sure documentation is in the file assuring commitment has been met.

The following issues/needs should be addressed when closing account and reviewing with PI. Refer to the DEPARTMENT EXPIRED/CLOSING ACCOUNT CHECKLIST

 

Adjustment to salary distribution, if applicable in Salary Projection, PAIS and/or PARS

 

Change account distribution for MERS, Calling Cards, Demurrage, Mail Card, Copy Machine, Library Card and other S & E

 

Review post term expenses, journal voucher/APC/APD charges as necessary

 

Review and transfer, as necessary, encumbrances and standing orders

 

Clear overdrafts within 30 days of cutoff date the overdraft occurs. Notify SPS if problem

 

Transfer balance remaining to 100 fund in accordance with SPS Instruction No. 4, if applicable

 

Contact PI for technical report status, notify SPS

 

Contact SPS for cash issues

 

Review subcontracts, if applicable

 

 

USING THE SPS ACCOUNT CLOSING CHECKLIST

 

The following issues/needs should be addressed when setting up a closing an account . Refer to the SPS ACCOUNT CLOSING CHECKLIST.

 

Lock account and shut off cost sharing (N in User Code 1) – Use CIA

 

Review all charges for allowability:

1. Charges prior to beginning date (entry codes 92 or 99 on first 2 months FSSRS). If grant allowed preaward cost up to 90 days prior to Effective date, was prior approval granted if required:_____________

2. Charges after termination date:
   Services must have been completed and items must have been received
   prior to expiration date. No salary should be on account after it has expired unless 
   it occurred during the project period and correction needed to be made.

Encumbrances

 

Encumbrance must be removed if item not received by expiration date. If item was paid, charge must be transferred if item was not received by expiration date.

 

Foreign Travel

 

Each trip needed to be approved

 

Facilities & Administration Cost (IDC)

1. Check to see if F&A (IDC) is restricted (USDA caps, fixed rate, not allowed
   by sponsor)

2. Calculate F&A (IDC) using method allowed by sponsor. If overcharged
   or undercharged, make appropriate adjustment using a JV.

Cost Sharing (if required)

1. Central Reserve – Check amount charged and make any adjustments using a JV.

2. Single Account – Check amount charged to project as well as balance of the special 011 fund/center. Adjustments should be done on 1008/JV forms. Return any unexpended funds in the special 011 fund/center to the department/school.

3. Contributed F&A (IDC) – Check amount charged and make appropriate adjustments using a JV.

4. Memo Match – Make sure documentation has been provided.

Reduce budgets through CADE using the Change in Budget Estimate (1008A) if applicable.

 

Check to make sure all applicable deliverables have been met (reports) and final billing has been done. If all income received, any excess income needs to be either transferred to a residual account (Instruction #4) or returned to sponsor. Check contract/grant to see which applies. Transfer to a residual is completed on a JV. Funds returned to sponsor requires an Invoice Voucher.

 

Print Zero FSSR

 

Using Page Center, print off FSSR. Prepare a Change in Attribute to inactivate account, put in ASA date, and shut off FSSR. Obtain authorized signature and input in FIAA. Stamp folders (award and project files) with termination stamp and fill in appropriate information. Place files in box and store until sent out to ASA warehouse.

 

 

EXPIRED ACCOUNTS WITH ANY BALANCE.....(swatxany.bqy)

 

This report is located in the Combined BRIO Standard Query with Reports Repository as SWAT expd w ANY balance. The report tab to use is Dept Detail. This report lists all departmental sponsored program accounts which are already expired or expiring within 120 days and which have any sort of balance -- a management balance, income balance, cost sharing balance, an unallocated balance, cash balance or encumbrance balance.

 

This is a core Management Report -- use it every month. The examples represent just some of the account management analyses which you can (should) do with this report.

 

 

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VII. AIMS

 

What is AIMS:

 

Account Information Management System: Web based application for Faculty and Staff to access their own accounting information for Sponsored Research Projects. This is a password secure site on the Purdue University Home Page. https://www.purdue.edu/aims/

 

AIMS information is provided to the Business Office and PI via the Electronic Notice of Award that is sent once an award has been released by SPS.

 

 

Expectations:

• After Electronic Notice of Award has been received, follow-up needs to be done to insure principal investigator knows how to access the Web page.

• Assistance needs to be offered to Principal Investigator on an as needed basis.

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VIII.  Appendix

 

Tip Sheet for Account Management Reports

 

Management Balance

 

Definition:  

 

Total Cost Budget less Acc to Date Expenditures and Encumbrances

[Total Award Column of the Total Cost Line Minus Acc to Date Exp/Inc Column and Encumbrance Column of the Total Cost Line]

 

Expectations: 

• The unencumbered total cost balance should not be less than $0

• If above balance is less than $0, account should be corrected by the cut off date for the month after receipt of the FSSR.

• Account should be ready to close by 60 days after expiration.

• Accounts will be zeroed in accounting records within 4 months of project expiration except if awaiting income.

• Primary responsibility is with the Department but is a dual responsibility once account has been communicated to SPS that it's ready to close.

Tips:

 

Balance doesn't include F & A (IDC) charges (if applicable) for the encumbrance amount.

 

 

Income Balance

 

Definition:

 

Total Income Budget (6-4199) less Income Received

[Total Award Column of the Income Line minus Acc to Date Exp/Inc Column of the Income Line]

 

Expectations:

 

Primary responsibility is with SPS.

 

Tips:

• Accounts which are on Letter of Credit (identified by a hold fund center in FIAA) may have a large Income Balance until it is closed.

• Minor accounts will have a zero income balance.

 

Cost Sharing Balance

 

Definition:

 

Total Cost Sharing Budget (7-8900) less Acc to Date Cost Sharing Expenditures

[Total Award Column of the Total CS Line minus Acc to Date Exp/Inc Column of the Total CS Line]

 

Expectations:

• The balance should not be less than $0.

• Dual responsibility between SPS and Department that funds have been allocated correctly and are charging correctly.

Unallocated Balance

 

Definition:

 

Unexpended Balance for Unallocated Available Budget

[Total Award Column of the Total Unallocated Line minus Acc to Date Exp/Inc Column of the Total Unallocated Line]

 

Expectations:

 

Dual responsibility as Department is primarily responsible for unallocated available balance and SPS for unallocated restricted balance.

 

 

Cash Balance

 

Definition:

 

Total Cash Received less Total Expenditures (1-1101) Less Accounts Receivable (1-2140)

[Acc to Date Exp/Inc Column of the Income Line minus Acc to Date Exp/Inc Column of the Total Cost Line minus Accounts Receivable(1-2140)]

 

Expectations:

• Cash Deficits should be minimized.

• Each letter of credit or other advance payment account should have a positive balance.

• Primary responsibility is with SPS but Department should be aware and provide information as necessary.

Tips:

• Letter of credit accounts (see income balance above) may have a large balance until ready to close.

 

Encumbrances

 

Definition:

 

Total Amount of Outstanding Encumbrances

[Encumbrance Column of the Total Cost Line]

 

Expectations:

• Encumbrance balance should be zero by 60 days after expiration.

• Primary responsibility is with the Department.