Research Accounting & Analysis University of Washington

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1 Research Accounting & Analysis Grant & Contract Accounting? Management Accounting & Analysis Operational Performance Dashboard for November 2 Quarter 2 FY 2 (October - December 2) Grant and Contract Accounting Mission As a professional accounting team, our mission is to provide support to the UW Research Community by proactively delivering consistent, accurate and timely financial products and services. We anticipate and creatively respond to the needs of our customers through collaboration and commitment to continuous improvement. Management Accounting and Analysis Mission Our mission is to craft a department that anticipates and is responsive to the costing and other informational needs of the campus community. Enhance services by collaboratively analyzing and developing data, methodologies, and policies to maximize flexibility for academic departments while complying with governmental regulations. Our key processes include: Accurate Reporting Timely Invoicing Full Compliance Responsible Cash Management Efficient Recharge Accounting Oversight Comprehensive Develop and Negotiate Indirect Cost Rates (F&A) For questions about this report, please contact: Vincent Lau, vlau@u.washington.edu, (2) 1-912

2 National Benchmark Efficiency %.3%.% FY 2 7'th percentile FY 2 2'th percentile FY 2 Median FY 2 Mean FY 2 UW Post-award Administrative Costs as a % of Total Sponsored Project Costs (Source: Preliminary data from Bearing Point survey, October 2) Hours Required to Manage One Budget, FY Dean s Report Change - FSR Value / Importance of Service Average RAA Effectiveness of Service % 8% 7% 77% 8 9% % % % 8% 7% 3% Target = 8% 2 UW Support Services Assessment Report* (Average represents Office Ratings from 2 SSA) *A biennial assessment process administrative units. Percent of Financial Status Reports (FSR) Completed by Sponsor Due Date (12 Month Rolling Average = 7.9%) 1

3 Operational Performance Dashboard for Quarter 2 Fiscal Year (Calendar: November 2) Customer Perspective Financial Perspective Process New Budgets Measure 1) Average number of days from receipt of award in GCS to notification of budget number received by Principal Investigator from GCA. * Current Output Measure 1.8 (Nov ) Target Gap (Target- Output) Process Billing Measure 11) Unbilled cost reimbursable expenditures as a percentage of monthly cost reimbursable expenditures.* Current Output Measure 127.1% (Nov ) Target Gap (Target - Output) % Customer Satisfaction 2) 2 Dean s Report (UW Support Services Report) (2) - - Aged Receivables 12) Percent of aged receivables outstanding more than 1 days overdue. 2.2% (Nov ) 1..2% RTEs 3) Number of days to process Request to Transfer Expenditures (RTEs) submitted by departments to GCA..1 (Nov )..1 DHHS 13) Potential liability from DHHS Awards that are closing in the next 3 years..9 M (Qtr 1-). M 1.9 M Closings ) Percent of budgets expired more than 1 days and not closed. 2.9% (Nov ) 2..9% F&A Indirect Cost 1) Percent of dollar increase from year to year (fiscal) for indirect-cost recovery. Rolling -year average.* 9.7% (2). No gap Recharge Centers Web Pages ) Percent of submitted recharge that MAA has approved (NEW GRAPH. Target will be set using surveys) ) Percent of all Management Accounting and Analysis (MAA) WEB pages, links and major revisions completed Internal Business Process Perspective Process Measure tba tba tba 77. (Qtr 1- ) Current Output Measure 9. by June Target 13. Gap (Target- Output) Learning and Growth Perspective Process Measure Current Output Measure Target Gap (Target - Output) Cash Applied 7) Percent of cash applied to budgets. 99. (Qtr 1- ) 97. No gap 2 Emp. Survey 1) 2 UWFM Employee Survey Results (2 tba tba FSRs 8) Percent of final (and interim) Financial Status Reports (FSRs) completed within 9 days of budget expiration. 7.9% (Nov ) % Employ. Satisfac. 1) Employee Satisfaction (next survey in 2); points possible:. 3.7 (2)..2 FECs Cost- Share 9) Faculty Effort Certificates (FECs) overdue. 1) % Of budgets expired more than 9 days with unmet cost sharing. * (NEW GRAPH) 2.8% (Qtr - ) 3. No gap * Measure is on FM Dashboard. Rolling 12-month average; all days are calendar days 2

4 Output Measure #1 New Budgets Number of Days from Receipt of Award to PI Notification (12 Month Rolling Average = 1.8 Days) Number of Calendar Days Target = 13 Days Number of Calendar Days Avg. Number of Days in New Account Setup Process - Award through PI Notification Award - Nea (GCS) NEA - PI Notify (GCA) Target = 1 day from NEA to PI notification by GCA NEA = Notice to Establish Account. The NEA is sent by Grant & Contract Services to the New Accounts section of GCA. Note: Data relates to grants only, since July 21 3

5 Output Measure #2 Dean s Report 2 UW Support Services Assessment Report Value / Importance of Service Average RAA Effectiveness of Service

6 Output Measure #3 Request to Transfer Expenditures (RTEs) Number of Calendar Days Number of Days to Process RTEs (12 Month Rolling Average =.1 Days) Total Number of RTEs per Month Note: Materiality level changed from to 2 for total deficits or total cash in March 2.

7 Output Measure # Closings 8 Percent of Budgets Expired More Than 1 Days and Not Closed (12 Month Rolling Average = 2.9%) 22% 23% 29% 29% 23% 27% 2% 2% 2% 23% 22% 27% Non-Letter of Credit Interim & Final Combined Letter of Credit Interim & Final Combined Combined Combined Target = Number of Budgets Expired More Than 1 Days and Not Closed Non-Letter of Credit Interim & Final Combined Letter of Credit Interim & Final Combined Combined Target = 12 Budgets

8 Output Measure # Recharge Centers 12 1 Average Number of Days from Rate Submission to Approval for Recharge Center Proposals (July 21 - June 2) 98 Number of Calendar Days 8 82 Target = 2 1 Target = Target = Target = >2 (17 Proposals) (1 Proposals) (1 Proposals) (7 Proposals) Number of Rates Avg # of Days 7

9 Output Measure # Web Pages Percent of All Web Pages, Links and Major Revisions Completed Percentage Complete % 7% % 71 3% 3% % % 3 19% % 22 8 Qtr 1- Qtr 2- Qtr 3- Qtr - Qtr 1- Qtr 2- Qtr 3- Qtr - Qtr Number of Pages Number of Web Pages Completed Percentage of Web Pages Completed Target = 9 of Web Pages Completed by End of 2 8

10 Output Measure #7 Cash Applied 1 Percent Of Cash Applied to Budgets % 99% 98% 98% 9% 9% 9% 9% 91% 99% 98% 9 Checks amount % applied EFT amount % applied LOCs amount % applied Target = 97% 1 98% 9% 9% 92% 9 Percent of Total Cash Received in Quarter That is Applied By End of 1st Month Following End of Quarter 99% 99% 98% 1 99% Target = 97% 9

11 Output Measure #8 Financial Status Reports (FSRs) 1 8 % 7% 9% Percent of Financial Status Reports Completed by Sponsor Due Date (12 Month Rolling Average = 7.9%) 9% 8 % % 7% 8% 1% 7% % 9% % % 8% 8% % 7% 77% 89% 7% 8 3% 1 1 Target = 8% Federal and Non-Federal FSRs Completed by Sponsor Due Date Letter of Credit Interim & Final Combined Non-Letter of Credit Interim & Final Combined 1

12 Output Measure #9 Faculty Effort Certification (FECs) 9% 8% 7% % % % 3% 2% 1% 8.2% 1.7%.% % of Faculty Effort Certification Forms (FECs) overdue (12 Month Rolling Average = 3.3%).3%.2% 3.% 3.%.%.7%.%.7%.7%.%.8%.%.3%.3%.2%.2%.3%.1%.1% 2.8% Qtr 1 - Qtr 2- Qtr 3- Qtr - Qtr 1- Qtr 2- Qtr 3- Qtr - 3.% % overdue Total % overdue over 2 Qtrs % overdue over Qtrs Target = % of Total FECs Overdue to 3. by 2 Target = % of FECs Overdue by 2 Qtrs to.% by 2 Note: Measurements for an academic quarter are not available until the end of the following quarter. 11

13 Output Measure #1 Cost Share Number of budgets with unmet cost share greater then 9 days. Rolling Average = 33 Unmet Cost Share for the Month of November ,93,9 21,877 1,371,771-3 days overdue 31- days overdue 1-9 days overdue >9 days overdue,78,9 >9 days overdue Target (3 budgets) Total Number of Expired Budgets with Unmet Cost Sharing Number of Budgets >9 days overdue days overdue days overdue days overdue Total # Exp Note: Cost share includes committed and mandatory. 12

14 Output Measure #11 Billing Scheduled Payment Budgets Scheduled Invoice Budgets Cost Reimbursable and Fixed Price Budgets Billing -- November 2 Expenditures Billed Difference (in millions) (in millions) (in millions) (.2) Unbilled Cost Reimbursable Expenditures -- Current Month 9,73,7 1,98,2, Total Deficits Avg. Advance Other Billing Freq. Net Unbilled Annual Lost Interest on Cost Reimbursable Expenditures Annual Lost Interest on Unbilled Portion: 12 month rolling average 8,92,22 %,311 Annual Lost Interest on Current Month Billing: (if accounts billed 1 days faster each month) 8,19,29 % 13,12 Grand Total -- Lost Interest 8,37 13

15 Millions Aug '1 Sept '1 Oct. '1 Nov '1 1.8 Dec '1 Billable Cost Reimbursable Expenditures Not Billed Jan ' Feb ' Mar ' Apr ' May June July Aug Sept Oct ' ' ' ' ' ' Target = 2.3 million Nov ' Dec ' Jan ' FebMarch Apr ' ' ' 12. May ' June July ' ' Aug ' Sep ' Oct ' 9.8 Nov ' % % Unbilled Cost Reimbursable Expenditures as a Percentage of Monthly Cost Reimbursable Expenditures* 19.8% 12.% 11.9% 17.9% 112.1% 113.1% 79.1% 9.% 72.7% 8.2%91.8% 7.3% 83.% 9.3% 18.% 173.1% 13.8% 19.2% 128.1% % 73.8% 127.1% Sept '1 Oct. '1 Nov '1 Dec '1 Jan ' Feb ' Mar ' Apr ' May ' June ' July ' Aug ' Sept ' Oct ' Target = 3 Nov ' Dec ' Jan ' Feb ' March Apr ' ' May ' June ' July ' Aug ' Sep ' Oct ' Nov ' * When result < 1, unbilled expenditures are less than total monthly expenditures (unbilled < current monthly expends). * When result > 1, unbilled expenditures are greater than total monthly expenditures (unbilled > current monthly expends). 1

16 Output Measure #12 Aged Receivables Outstanding Aged Receivables Outstanding Aged Receivables (Rolling 12-month average) Over 1 Days 2% 91-1 days 11% 1-9 days % 1-9 days old 91-1 days old 11+ days Millions Outstanding Aged Receivables More Than 1 Days Old Target = million % 1% 1 % Percent of Aged Receivables Outstanding More Than 1 Days Old (Rolling 12 month average = 2.2%) 21% 22% 23% 2% 2% 19% 1% 1% 1% 23% Target = 1% 18% 1

17 Output Measure #13 DHHS 3 3 Potential Liability from DHHS Awards that are Closing in the Next 3 Years (Potential Liability Expressed as a Percentage) 39% 32% 28% 29% 23% 32% 1 1% 2% 2% 1%.7%.8%.3% Qtr 3 Qtr Qtr 1 Qtr 2 Qtr 3 Qtr Qtr 1 Percentage Based on Number of Budgets Percentage Based on Award Dollars Millions Potential Liability from DHHS Awards that are Closing in the Next 3 Years (Potential Liability Expressed in Dollars) * 197 * 211 * 132 * 179 * 189 * Qtr 3 Qtr Qtr 1 Qtr 2 Qtr 3 Qtr Qtr 1 Target = Million * A liability occurs when what the UW shows as the authorized amount for an award is greater than the award amount currently authorized by DHHS. Percentage based on number of budgets compares the number of budgets where there is a liability compared to the total number of DHHS budgets. Percentage based on award dollars compares the award dollars on budgets where there is a liability compared to the total award dollars for DHHS budgets. * Number of budgets where UW award differs from PMS award 1

18 Output Measure #1 F&A Indirect Cost Percent of Dollar Increase from Year-to-Year for Indirect Cost Revenues (Rolling yr Average 9.7%) Target - % increase from previous year Percent Needing Investigation 1 8 Buildings with Room Listing Not Complete for the F&A Rate Proposal by Percent Needing Investigation and Number of Incomplete Room Lists % % 8.% %. 38.8% % 29.9% 2.1% 17.9% 1. Dec 2 Jan 2 Feb 2 Mar 2 Apr 2 May 2 Jun 2 Jul 2 Aug 2 Sep 2 % of Buildings Needing Investigation # of Buildings With Incomplete Room Lists Number of Buildings With Incomplete Room Lists 17

19 Output Measure #1 2 Employee Survey 2 UWFM Employee Survey % % % OVERALL SATISFACTION Highly satisfied 72% 77% 72% 77% CULTURE I believe that making this organization more diverse will make the organization better overall UWFM RAA 21 RAA 2 TRAINING I have the training I need to create and share knowledge 18

20 Output Measure #1 Employee Satisfaction. Employee Satisfaction Survey (Average 3.7 in 2) Morale Performance Feedback Leadership Physical Work Environment Internal Process Partners Communication Teamwork Training External Process Partners Target. of possible. 19

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