| Principal Investigator's Handbook
I. PREFACE
II. INTRODUCTION
III.FREQUENTLY ASKED QUESTIONS (FAQ
SHEET)
IV. PROPOSAL DEVELOPMENT (PRE-AWARD)ACTIVITIES
A. Idea Generation and Development
B. Locating Funding Sources
C. Selecting the Funding Source
D. Pre-application Contacts
E. Organizing and Writing the Proposal
1. Title Page
2. Table of Contents
3. Abstract or Summary
4. Project Narrative or
Description
a. Introduction
b. Statement
of Need and Significance of Project
c. Goals
and Objectives
d. Methodology
e. Evaluation
f. Dissemination
5. References
6. Budget
a. Personnel/Salaries
and Wages
b. Personnel/Fringe
Benefits
c. Expendable
Supplies
d. Equipment
e. Travel
f. Communications
g. Publication
h. Subcontracts
i. Consultants
j. Other
Direct Costs
k. Indirect
Costs
l. Cost
Sharing
m. Appendices
V. SUBMITTING THE PROPOSAL and PROPOSAL
REVIEW
A. Necessary Forms and Approvals
B. Special Reminders
1. Processing Time
2. Application Instructions/Guidelines
3. Specialized Information
4. Format Guidelines
C. Proposals Requiring Special Review
1. Human Research
Subjects
2. Animal Subjects
3. Hazardous Materials
D. Site Visits
E. Declination
VI. POST-AWARD GRANT ADMINISTRATION
A. Acceptance of the Award
B. Award Document
C. CCU Accounts
D. Post Award Activity
1. Rebudgeting
2. Changes Requiring
Funding Agency Approval
a. Change
in Principal Investigator
b. Changes
in Scope of Work
c. No-Cost
Extensions
3. Grant Expenditures
4. Foreign Travel
5. Equipment
6. Purchasing
7. Personnel
8. Miscellaneous
Information
a. Patents
and Inventions
b. Co-Mingling
of Funds
c. Change
of Grantee Institution
d. Final
Reports
VII. APPENDICES
A. Office of Grants and Sponsored Research
Organization Chart
B. Pre-Award Step Summaries
C. Pre-Award Proposal Development Flow
Chart
D. Things You Must Be Aware Of
E. Regulations for Travel Reimbursement
F. Post Award Responsibilities
G. Contacts for Campus Services
H. Important Information about Coastal
Carolina University
I. Kimbel Library Resources
J. Sample Forms
1. OGSR-1
2. OGSR-3
K. Fringe Benefits for Grant Employees
L. University Policies and Procedures
Dealing with Grants
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I.
PREFACE
This manual has been prepared by the Office of Grants and Sponsored Research
(OGSR), Coastal Carolina University, to help faculty and staff in the
preparation and submission of grant proposals and the administration of
grant awards. Material contained in this manual is relevant to any kind
of project or granting agency.
OGSR assists Coastal Carolina
University faculty and staff in the development of proposals to support
research, public service, training, and equipment acquisition as well
as institutional and departmental activities.
A sponsored project is defined
by any or all of the following criteria: the proposed project binds the
University to a specific scope of work as evidenced by required progress,
technical or final reports or other deliverables; the project has a specified
performance period or completion date; a report of expenditures or billing
is required.
OGSR is responsible for the
final review of all proposals to make certain they conform to the current
regulations of the University, the State and the sponsoring agency before
they are signed by a signatory officer of the University and submitted
to the proposed sponsor. No proposal is considered official without such
a signature and the University may, at its discretion, refuse any awards
made for proposals that do not follow this submission procedure. In such
a case the faculty member may be held personally liable for any financial
obligations made on behalf of the University. Official and binding pre-award
and post-award negotiations with sponsors must also be performed through
OGSR.
Upon receipt of an award from
a funding agency, OGSR initiates the internal paperwork to establish a
University account and works jointly with the Principal Investigator,
University administrative offices, and the sponsor to complete the project
in conformance with all contractual terms and agreements. OGSR monitors
the project until its completion and the submission of final technical
and fiscal reports.
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II.
INTRODUCTION
A PROPOSAL is any written request
for financial or other support for a project made to a prospective sponsor.
The role of the proposal is to convince the sponsoring agency that:
· the proposed activities
are within the scope of the established program objectives of the agency
· the proposed activities
will solve an immediate problem or extend existing knowledge in the field
and will eventually aid in the solution of an identified problem
· the proposer is well
acquainted with the state of the art, that he or she knows what has been
accomplished in the field and is qualified to perform the described activities
and that all necessary personnel and facilities are available;
· the importance of
the anticipated results sufficiently justify the expenditure of the proposed
time and money.
While the proposal will be
accepted or rejected primarily on its substantive merit, the manner in
which it is presented can significantly affect the outcome. While the
most important part of any good proposal is a good idea, the best idea
in the world inadequately described and unimaginatively presented can
be misinterpreted or overlooked in the proposal review process. Likewise,
the most well prepared application cannot turn a poorly conceived project
into an inspired idea.
The objectives of the potential
sponsor are usually set out in written or verbal instructions. It is essential
to always follow whatever instructions the sponsoring agency provides.
Two rules of good proposal writing are 1) the sponsor is always right,
and, 2) if in doubt, refer to Rule 1. Although these rules may seem somewhat
facetious, they should be obeyed. Remember, the sponsor will have the
final say on whether or not your proposal is funded.
OGSR is prepared to help review
draft proposals for organization and content, however, a detailed peer
review by colleagues in your own discipline will greatly increase the
probability of funding.
At Coastal Carolina University
a GRANT is defined (modified from the Federal definition) as:
"An award of financial
assistance in the form of money, or property in lieu of money, made by
an outside agency, organization or individual to Coastal Carolina University
which is budgeted and administered through the University." The term
does not include assistance to individuals, such as a fellowship or other
lump sum which the University or recipient is not required to account
for on an actual cost basis."
What this means to you:
Grants-in-aid, stipends, fellowships
and other awards made directly to the individual and which are not deposited
into University accounts are specifically excluded from this definition.
Payments to individuals for
services as consultants are excluded from this definition. Faculty and
staff may use their offices and any equipment or services that are normally
a part of that office (lights, telephone, desktop PC) to support their
work as consultants, however, projects which make use of university facilities,
equipment, vehicles, or personnel are defined as contracts and require
approval from an authorized college or university official.
No individual may accept money
on behalf of the University or make commitments on behalf of the University
without proper authorization from the President or other University Officials
designated by the President.
University and State purchasing
and procurement regulations must be used when spending grant funds - you
must get APPROVED purchase requisitions, travel authorizations etc., PRIOR
to the expenditure of funds.
The Coastal Education Foundation,
Inc. is a private eleemosynary corporation which exists to solicit and
receive funds on behalf of the University.
This guide is designed to assist
the principal investigator in the application process from the generation
of an idea through the actual award of funds and subsequent administration
of the grant or contract.
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III.
Grants FAQ Sheet (Frequently Asked Questions)
How do I know whether a grant application should be submitted through
the University's Office of Grants and Sponsored Research, the Coastal
Education Foundation, or just directly to the funding agency?
The application should be submitted
by whichever body will receive and administer the grant funds. If funds
will go into any University Account or if the proposed project will make
use of any University facilities beyond your office or entail any commitment
or expenditure of funds by the University, the application must be submitted
through the Office of Grants and Sponsored Research. If there are any
personnel costs aside from payments made directly to you, as in the case
of most fellowships or consulting positions, then the application must
be submitted by the Office of Grants and Sponsored Research. If you are
not sure of how your application should be submitted, contact the Office
of Grants and Sponsored Research.
What am I, as the Principal
Investigator, responsible for?
The Principal Investigator
/ Project Director is responsible for the overall direction and successful
completion of project. To insure that all project objectives are accomplished
within the allowed time frame and budget, the project director must take
on a series of administrative responsibilities related to such matters
as fiscal management, purchasing and personnel. It is also the responsibility
of the Principal Investigator to insure that cost sharing funds are properly
spent and accounted for.
The Principal Investigator
maintains contact with the sponsoring agency's Program Officer who is
responsible for the discipline related and technical aspects. The Program
Officer is also the Principal Investigator's contact for programmatic
concerns, changes in scope of work, etc.
The Principal Investigator
is responsible for submitting a final and any other required progress
reports. Financial reports will be submitted by the Grants Accounting
Office. In most cases the University has ninety (90) days from the end
of the grant to submit all required reports. If there are any questions
as to the reporting requirements, OGSR or the granting agency should be
consulted.
Go to Appendix No. 2: Pre-Award
Step Summaries
Why do I have to fill out
University paperwork such as Purchase Order Requisitions, Travel Authorizations
etc. in order to spend my grant money?
In general, grants are made
with the expectation that the University will apply the same standards
of accountability to grant funds as it does to public funds. Federal and
State grants require this and most private funding sources expect it.
If the University fails to apply these standards to the expenditure of
grant funds it may be required to return part or all of the grant funds
or the institution (including all faculty and students at the University)
can lose eligibility to receive future grants.
Go
to "Purchasing"
I am applying for a grant
and the application forms asks for the signature of my "Department
Chairperson, or other University official." Who should I get to sign?
If grant funds are to be deposited
in a University Account or if the University is required to make any commitment
of funds, facilities or personnel-time, the application must be signed
by the official University signatory authority, the President or a University
Official designated by the President. Such a proposal must be submitted
through the Office of Grants and Sponsored Research.
Who types my proposals,
reports, etc. for me?
Coastal Carolina University
policies (INST 6.00 - Preparation of Proposals and Reports and 6.04 -
Grants and Sponsored Research - Routine
Go to Appendix No. 12: University
Policies and Procedures
I am required to submit
eight copies of my proposal. Who makes these copies?
The Office of Grants and Sponsored
Research will make the necessary copies, plus any others required for
campus distribution. Letting OGSR make the copies will help assure that
all changes and corrections which may be made prior to submission are
included in the copies sent to the granting agency.
What do the signatures
on the" Grant Proposal/Award Processing Form" (OGSR-1) mean?
The principal investigator's
signature indicates they have reviewed the proposal and gives their approval
for its submission. Their signature also certifies that he or she is in
compliance with CCU's policies on Debarment and Suspension and Conflict
of Interest in Federally Sponsored Projects. The appropriate Dean or Director's
signature constitute their awareness of and agreement with 1) the relation
of the project to the mission of the School and the University, and 2)
commitments of time, personnel and other costs to the School. The Provost's
signature (and other university officials, if required) indicates the
proposal is appropriate to the overall mission of the university.
Go to Appendix 10: OGSR-1 Form
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IV. PROPOSAL DEVELOPMENT
(PRE-AWARD) ACTIVITIES
A.
Idea Generation and Development
The proposal process begins
with an idea for a project or activity that cannot be undertaken without
securing funds from outside the University. OGSR has lists of projects
that have previously been funded by many different sponsors. Reviewing
such lists is often a good step in determining whether or not an idea
is "potentially fundable."
After the idea has been generated,
discuss your goals and objectives as well as the general ramifications
of the project with your colleagues, Department Chair, Dean and other
institutional officials in order to insure institutional cooperation and
coordination. OGSR has prepared several forms (OGSR-1 and OGSR-3 in the appendices) that are necessary
to document these contacts and approvals.
Before discussing your ideas
or seeking institutional approvals, it is usually a good idea to develop
your ideas as a CONCEPT PAPER. The Concept Paper is an outline of your
project. A complete Concept Paper should always contain:
- a statement of the problem
- a statement of the objectives
of the proposed project
- a description of the methodology
to be used and the roles of the principal project staff
- a summary highlighting the
benefits of the proposed project and qualifications of the proposer, other
staff identified in the proposal and the institution
- an outline of the project's
needs and estimated costs
The Concept Paper then serves
as the focal point of your discussions and should be modified as your
ideas take shape.
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B.
Locating Funding Sources
The most common reason that grant proposals are turned down is because
the applications do not fit the requirements of the agency to which they
are submitted. Applications that are received too late (and sometimes
too early), that are in the wrong format, or which do not address the
objectives of an agency stand no chance of being funded. Therefore, once
you have begun the development of your idea, you will need to find a funding
source whose objectives match those of your proposed project.
The Office of Grants and Sponsored
Research has many sources of information available to help you. The Kimbel
Library maintains a "Grants Table" where some of this information
is kept. Other information is kept in the Reference Section. Appendix
9 provides a list of materials in the Kimbel Library. If you have
trouble locating any of this information just ask a librarian, they're
always very helpful.
Catalog of Federal Domestic
Assistance - A comprehensive catalog to all federal programs authorized
under public law. Copies are available at OGSR and in Kimbel Library.
Federal Register -
Official daily news publication of the federal government. Announces upcoming
proposal deadlines, often including the complete grant guidelines and
application kit, new or changed rules and regulations. Photocopies of
most current guidelines are available from OGSR. Back issues of the complete
publication are kept in Kimbel Library.
Commerce Business Daily - Contains announcements of upcoming contracts and requests for proposals
as well as listing those selected for these awards. Available in Kimbel
Library.
Federal Grants and Contracts - Weekly summary of Federal Register, C.B.D. and other grants announcements.
Includes periodic supplement on private foundations.
The Foundation Directory - The Foundation Center. Listing of all private foundations in US,
gives data on geographic and other restrictions. Updated periodically.
Available in Kimbel Library and on-line through the OGSR Home Page.
The Grant Advisor -
PC an electronic database available over the campus Local Area Network
(LAN) that provides information on upcoming deadlines. Listings of sources
arranged by general categories are placed on the network each month. Individuals
without access to the LAN or with specific requests should contact the
Office of Grants and Sponsored Research.
Sponsored Program Information
Network (SPIN) - A computerized database of funding opportunities
(federal, non-federal and corporate) designed to assist faculty and administrators
in identifying sources of external support. Searches are available at
no cost to Coastal faculty. Contact OGSR for more information on this
service.
Grant*Talk - A monthly
newsletter listing upcoming proposal deadlines for various funding agencies.
Descriptions of the programs are given along with information on contacting
the funding agency.
In addition to these publications,
OGSR maintains a large file of current guidelines and application booklets
for many State and Federal agencies and private Foundations.
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C. Selecting
the Funding Source
In selecting a funding source, the proposer will need to review the source
information to determine which potential sources offer the best funding
opportunities.
In reviewing the funding literature,
the proposer should look for the following information:
o the correct name and address
of the potential source
o the areas of interest
o funding priorities and review
procedures
o size of grants (both maximum
and average)
o restrictions, if any
o cost sharing requirements
o application deadlines and
any special conditions for proposal submission
o name of contact person or
office
o whether there are guidelines
and required forms
Once this information is compiled,
the proposer should select agencies using the following criteria:
o whether you and your institution
are eligible to apply for this program
o whether the proposal idea
fits within the basic philosophy of the source and its funding priories
o whether the proposed costs
are within the allowed range
o whether matching or cost
sharing funds are required and if so, what kind
o whether funding is long-
or short-term and whether renewals are possible
o whether there is a funding
cycle, and if so, the deadlines for proper submission can be met
o whether a draft or pre-proposal
or concept paper is required or whether one can be submitted for review
prior to formal submission of the proposal
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D.
Pre-application Contacts
In a study of over ten thousand
applications for grants made to Federal Agencies, the ONE factor which
clearly separated successful from unsuccessful proposals was whether the
applicants had consulted with the funding agency before submitting their
application. Most foundations and private sources also welcome pre-application
contacts. Some discourage contact other than requests for general information
but others require it, so be sure you know the foundation's preferences
before making such contact. Pre-application contacts are not intended
to influence the funding agency to make a favorable decision, but to allow
you to best "tailor" your application to meet their requirements.
Frankly, information is not always written down in the guidelines and
application instructions so some direct contact with the agency is the
only way to become knowledgeable of these important details. Finally,
being known to the agency usually helps.
In addition to determining
whether your proposal fits within the agency's current guidelines and
funding priorities, it is important to find out how much "new"
money an agency has available (as opposed to money that is restricted
to funding continuation projects). This can be important in helping you
decide whether or not it is worthwhile to submit a proposal to a particular
agency. Most agencies are also prepared to make suggestions about alternate
sources of funding should your ideas not be appropriate for them. Don't
hesitate to ask for this information.
When dealing with public agencies
you should be able to request a list of previous grantees. Many private
foundations will also supply this information. Not only will you be better
able to judge the nature and size of previous awards, but you will also
have a list of institutions and people who you can contact. Most Project
Directors are willing to discuss their projects, some will be willing
to share copies of proposals and other types of experiences relevant to
the grant writing process.
In addition to a list of previous
awardees, you may be able to obtain copies of proposals that were funded.
Some agencies provide "model" proposals, others provide copies
of actual proposals. Any proposal funded with public funds becomes part
of the public domain and you have a right to see it. However you should
be prepared to pay copying charges or to visit the agency to examine these
yourself.
Another excellent source of
information that can improve your chances of being funded is to find out
something about the reviewers - how they are chosen, what qualifications
does the agency look for? You may be able to get a list of recent reviewers.
If so you can contact these people to learn what it is they are told to
look for as well as what mistakes they commonly see that lead to proposals
going
Pre-application contacts are
usually made by telephone, by letter or by personal visit. TELEPHONE contact
is certainly the quickest and is often the best way to confirm whether
your project falls within the funding priorities of a particular agency.
Telephone calls are also appropriate as follow-ups from written communications
or personal visits. Don't expect a telephone call to substitute for these
latter forms of contact. Don't try to read your proposal over the phone
or expect a detailed review back.
WRITTEN COMMUNICATIONS can
take several forms:
- a short preliminary proposal (required by some programs) giving the
Program Title, the name of the submitting organization, a needs statement,
objectives, methodology, resources, personnel and budget
- a letter of intent (also required by some programs) containing a description
of the proposed project, an estimated budget and some information about
the applicant
- an abstract of the proposed project together with a carefully composed
letter of transmittal containing information about the applicant, the
institution and budgetary requirements.
These forms of written communication
are merely the commonest. Details will probably need to be modified to
meet the specific requirements of different funding agencies.
PERSONAL VISITS should always
be preceded by either a telephone call and/ or written communications.
Always make an appointment and always come prepared with an agenda: specific
questions or a planned presentation. Few government or foundation officials
have the time to just sit and chat about your ideas, however personal
visits can be productive for the funding agency as well as yourself. Agencies
need to know what investigators are doing and thinking as this helps them
stay on the "cutting edge."
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E.
Organizing and Writing the Proposal
Most funding agencies require
the same basic information although the details and required forms will
vary. Whether or not application forms are provided or you are given only
sketchy details, a well-written proposal contains the following:
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1.
Title Page
Most Federal and State agencies have their own title page forms which
they require you to use. Whether a form is provided or not, a title page
should supply the following:
o Title of Proposal
o Name of Proposed Funding
Source
o Date of Submission
o Beginning and End Dates of
the Project (or Project Duration)
o Total Funds Requested (and
first year funds for multi-year proposals)
o Name, Institution's address,
Telephone Number(s) and Signature(s) of both the Project Director/Principal
Investigator, an Institutional Official(s) with the Responsibility for
the Administration of Funds, and Designated Endorsement of the Institution.
Titles should be brief and
descriptive of the project. A title that emphasizes your intended result
will grab the reader's attention and focus it where you want it. A poor
title is simply boring and lets the reader make unnecessary assumptions.
Don't call your proposal "Request for Equipment" or "Adult
Education Project", make it "Equipment for a Genetic Engineering
Curriculum" or "Promoting Literacy Among Senior Citizens."
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2. Table of Contents
This is not always necessary
on very short, i.e. 4-5 page, proposals, however, a table of contents
serves as a good outline of the proposal as well as helping the reader
locate specific sections and information. Remember, the individuals who
judge your proposal will have many others to read as well and a table
of contents can be quite helpful in reducing the time and effort required
to evaluate your proposal.
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3. Abstract or Summary
Often the Abstract is the first
thing a reviewer reads. It sets the tone for the rest of the proposal.
A well constructed abstract tells the reviewer the significance and need
for the project, the specific objectives, the general procedures and evaluation
methods that will be employed, the anticipated impact and expected benefits
in 100 - 300 words. Abstracts of proposals to Federal and State agencies
are commonly distributed to legislators and other governmental officials
as a means of keeping them informed of how each agency is spending the
taxpayer's money.
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4. Project Narrative
or Description
This is the main body of your
application in which you must convince the reviewers that: 1) there is
a problem, 2) it can be solved using the methodologies which you are proposing
provided you receive the support requested and 3) nobody but you will
be able to do this as well. Many unsuccessful proposals lack this last
ingredient.
In writing the narrative, pay
attention to any and all requirements given in the guidelines. The First
Rule of grant writing is that THE SPONSORING AGENCY IS ALWAYS RIGHT. The
Second Rule is that, WHEN IN DOUBT, REFER TO RULE ONE. Page limitations
are very important. Some agencies simply reject any application that exceeds
the limits. Others penalize you in some way. In either case your application
will not be among the top ones which get funded.
Write in English. Avoid "bureaucratese"
or jargon. Avoid using abbreviations or acronyms. If you must use them,
always spell them out fully at first. Your writing must convey your enthusiasm
for this project so say what you need to say as forcefully but as simply
as you can. Never assume that the reader knows anything about you, your
institution, the problem, or your solution that you have not provided
in your application.
Always check your proposal
for spelling and typographical errors. Modern word processing equipment
and software can even check your grammar and style and suggest changes.
Lastly, the final copy should
be cleanly printed or typewritten. Modern photocopiers can produce copies
that are as good as the original, but if the original is illegible the
copies won't be any better. Avoid, if at all possible, using a dot matrix
printer.
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Include the following in the
project narrative or description:
A. Introduction
Introductions are not always
required and some guidelines do not allow enough space or page allocation
for one, but the introduction can be one of the most important parts of
your entire proposal. Like the Abstract, this is often the first part
read and so it can set the tone for the rest of the proposal. If the reviewer
is confused by or otherwise doesn't like your Introduction, he/she will
feel the same about the rest.
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B. Statement of Need
and Significance of Project
Good needs statements are often
one of the hardest parts of the proposal to write. Everyone is needy,
but you must not only establish a need, you must also relate that need
to the funding priorities of the intended sponsor. A research proposal
needs to emphasize that the problem, question or hypothesis being addressed
is timely and of interest to a larger community of scholars. A service
proposal must emphasize that it provides a workable and cost-effective
solution to the need or problem.
Include the necessary data
to substantiate your need. Don't rely on just one source and if possible
be sure and include data generated by the proposed sponsor. Most State
and Federal agencies compile statistics and issue reports on problems
and needs in their own fields. These reports are not only good sources
of data but also help you establish that your problem is one that is also
recognized at the State
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C. Goals and Objectives
Goals point to a general direction
that must be taken to achieve the desired outcome. Objectives are specific
statements of desired outcomes. Good objectives should have a clear deadline
or endpoint, should be expressed in measurable terms and should have clear
criteria for success.
Terminology differs depending
on the field and other details, but objectives which meet the three standards
mentioned above are often called Outcome Objectives, Performance Objectives
or Behavioral Objectives. In contrast, "Process Objectives",
which describe outcomes in non-measurable terms without reference to a
standard for success are really your methods. One general rule is if you
have written an objective that can only be accomplished in one way, then
you have probably written a method.
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D. Methodology
Describe in as much detail
as practical the approach you will use to achieve your objectives. Describe
all activities in a step-by-step sequence, including time- estimates whenever
possible. Do not hesitate to use figures or tables to help clarify your
point. Be certain that each proposed activity can be related back to an
objective and that there are no unnecessary or superfluous steps. If the
proposed activity will require an unusual amount of funds, explain this
is detail.
Unless the guidelines specify
otherwise identify important staff persons and their responsibilities
and provide job descriptions for personnel who will need to be hired in
the Methods section.
A final topic which may be
addressed in Methods, or in a separate section as required by the guidelines
is program continuation. No one wants to see a project which they funded
just disappear when their money runs out. Continuity may require long-term
commitments from the Institution, but remember that a successful project
solves or substantially reduces the problem and so should provide the
institution with savings in the long-term.
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E. Evaluation
This section tells how you
will assess on-going process towards achieving your objectives and the
overall outcome of the project. If your objectives are well constructed
(truly "outcome" oriented), evaluation will be much simpler.
Evaluation should address three functions:
- It will monitor progress to determine whether the project is being conducted
as planned.
- It will assess actual outcomes
to measure whether objectives are actually being achieved.
- It will provide constructive
feedback to assess whether modifications to the project are required.
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F. Dissemination
Most funding sources require
that knowledge or experiences gained through your project be made available
to others. This may be through presentations at meetings, publication
or other dissemination of printed reports, or through special workshops
or conferences which you will conduct. Dissemination exposes the results
of individual or local projects to a national or regional audience and
should stimulate ideas, suggestions and constructive criticism from these
groups.
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5. References
If required or if allowed,
references should only be provided if literature has actually been cited
in the proposal narrative. Research proposals usually require an extensive
literature review as a means of demonstrating one's knowledge of the "State
of the Art". Otherwise keep references to a minimum. An alphabetical
or numbers list of any other "standard" bibliographic format
is generally acceptable.
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6. Budget
The needs of your project should
determine your budgetary needs. The key word in budget development is
CONSISTENCY. Consistency with the guidelines is absolutely necessary.
No unallowable costs or items can be included (remember, the Sponsor is
Always Right). Secondly, there must be consistency with your objectives
and methods. Each item in the budget must relate to a program detail.
No extraneous costs are allowed.
Budget information is generally
presented in two different formats:
o Summary by general category
of Direct Costs, Indirect Costs and Cost Sharing, and
o Budget justification or narrative,
a detailed line-item explanation of all costs showing how each total cost
is derived and relating each cost element to a program element. This is
also the section of the budget in which any unusual costs associated with
the proposed project must be justified. If the proposal narrative is well
developed, explaining in detail the activities and anticipated objectives,
the justification should be straightforward. Such items as annual salary
increases, equipment costs, unusually high supply or travel costs, and
stipend costs should be included.
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Typical Cost Elements Included
in a Budget Narrative:
a. Personnel / Salaries
and Wages
All wages and salaries for
personnel who will devote any time to the project must be included. For
key personnel, provide the name, title, amount of time to be spent on
the project, base salary and total amount to paid to the individual. Names
of supporting personnel are not usually necessary. Rates of compensation
for individuals are generally limited by institutional policies or State
and Federal law. Please contact the Office of Grants and Sponsored Research
for specific information. Federal grants and contracts will not allow
salaried personnel to be paid for over-time, overload or extra-compensation
unless this is specifically stated in the proposal and awarded in the
grant.
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Go to Appendix No. 4: Things
To Be Aware Of
b. Personnel / Fringe
Benefits
Fringe benefits must be paid
for all individuals receiving salary or wages from a grant. Fringe benefits
must be included for ANY compensation, except honorariums. The exact rates
for fringe benefits change annually (sometimes semi-annually) so it is
best to always check with the Office of Grants and Sponsored Research
for the current rates. Appendix 11 provides
a break down of fringe benefit rates as of 1 July, 2003.
State and Federal Regulations
require that Fringe Benefits be paid on all salaries charged to a grant.
State Law requires that fringe benefits be paid from the same source as
salaries. If you have questions regarding the correct rates or amounts
of fringe benefits contact the Office of Grants and Sponsored Research
or the Human Resources Office.
Go to current institutional
information: http://www.coastal.edu/grants/rates.html
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c. Expendable Supplies
This category may include a
variety of consumable supplies such as office supplies, glassware, chemicals,
and educational supplies. Depending on the requirements of the sponsoring
agency a single total for this category may be all that is necessary.
However, be prepared to supply a detailed breakdown of unit costs if requested.
Generally the State imposes a 5% use tax on all supplies and materials
purchased from outside suppliers. This tax will also be charged against
your grant.
Go to "Purchasing"
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d. Equipment
Equipment, both purchased and
leased, must be itemized with unit and total costs. Most federal agencies
now define equipment as an item of property that has an acquisition costs
of $5000 or greater and an expected service life of two or more years.
Coastal Carolina University follows State guidelines which has also set
a $5000 limit for equipment items. Many funding agencies do not allow
the purchase of equipment, especially general purpose office equipment,
from grant funds. If you are in doubt about whether or not equipment purchases
are allowed, careful reading of the guidelines and preapplication consultation
with the funding agency should clarify the question for you. Again, the
State imposes a 5% use tax on all equipment purchased with grant funds.
Remember to include these taxes in your budget.
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Go to "Purchasing"
e. Travel
The type and extent of travel
and its relationship to the project's objectives should be specified.
Generally you should specify the purpose of travel, mode of transportation,
length of travel, and costs of transportation, meals, lodging and other
travel-related costs. Reimbursement for travel is based on the State's
and institution's travel policies, so requests should be in line with
these.
Many agencies have special
restrictions on foreign travel. Pre-application contact with the funding
source is the best way to make sure you are familiar with these restrictions
and regulations.
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Go to Appendix No. 5: Regulations for Travel Reimbursement
f. Communications
Telephone, telegraph, cable,
and messenger charges associated with your project are included here.
Some agencies also include postage costs. If there is no separate category
for Communications and/or Postage these should be included under "Other
Direct Costs."
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g. Publication
The costs of preparing and
publishing reports of program activities including printing and photocopying,
art, photography and graphic work, reprint costs and page charges.
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h. Subcontracts
This category should contain
any contractual arrangements to be made by the University with another
institution, agency or corporation. Subcontracts should resemble a proposal
in that they must contain much of the same information as the full proposal.
An officially endorsed subcontract proposal with a complete breakdown
of subcontract costs should be included in the full proposal.
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i. Consultants
Consultant services must be
justified and information furnished on each consultant's name and expertise,
organizational affiliations, compensation rate, and numbers of days or
percent of effort devoted to your project. Federal regulations prohibit
faculty from being paid as consultants if they are in the same department
as the principal investigator. In order to receive compensation, consultation
must be across departmental lines and in addition to the normal work load.
Employees of Coastal Carolina University or of any other state agency
can only be paid for consulting according to the State's Dual Employment
policies which set limits on the amounts that can be earned and requires
that fringe benefits be paid on any compensation.
Go to Appendix No. 4: Things
You Must Be Aware Of (Consultants and Honoraria)
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j. Other Direct Costs
Other miscellaneous costs which
do not fit the above or other required categories in your budget can be
placed here. Stipends to participants, copying fees, postage, maintenance
and repair costs and computer charges are examples of the types of costs
normally found here.
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k. Indirect Costs
Indirect costs are the overhead
costs incurred by the institution in the general support and management
of the proposed activities that cannot readily be determined by direct
measurement. Indirect costs include the costs of general administration,
such as accounting, personnel, payroll, plant operation and maintenance
including utilities, janitorial services, and routine repairs and maintenance,
depreciation and use allowances for existing buildings and capital equipment,
research administration and departmental administration in support of
your project. Coastal's Indirect Cost rate is negotiated with the federal
government but must be applied to all grants and contracts unless an agency
has a written policy prohibiting the payment of Indirect Costs or Overhead.
CCU will use the full amount of indirect costs recovered from its research
grants and contracts to further faculty research and development. Costs
generated by grants and contracts in the Service or Training (Instruction)
categories go to the State Treasury's General Fund. Coastal's approved
Indirect Cost Rate (effective July 1, 2004) is forty-nine point two percent
(49.2%) of the total salaries, wages and fringe benefits. PLEASE CONSULT
THE OFFICE OF GRANTS AND SPONSORED RESEARCH BEFORE CALCULATING THE INDIRECT
COST RATE.
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l. Cost Sharing
Some agencies require that
grantee institutions commit to share in the overall costs of a sponsored
program. The University's share of the project must be shown in the proposal
budget and then documented as the program proceeds. There are several
ways that agencies deal with cost sharing. The most common is for the
agency to specify what percentage of the program must be paid for by the
grantee. This amount can range from as little as 1% to as much as 50%.
The most common and easiest
method of cost sharing from the University's standpoint is the purchase
of equipment and faculty release time. These methods allow for maximum
accountability with relatively simple tracking procedures.
It is the responsibility of
the Principal Investigator to insure that cost sharing funds are properly
spent and accounted for. However, advance approval from the Dean or Department
Chair is required before cost sharing funds can be either committed or
expended.
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m. Appendices
The appendices should contain
information that will strengthen the basic concept developed in the narrative
section of the proposal. Included are items that could have been put in
the main body of the proposal, but in the interest of conciseness are
appended. Examples are: expanded resumes, letters of support, list of
supportive data, publications, etc.
Go to Appendix No. 2: Pre-Award
Step Summaries
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V. SUBMITTING THE PROPOSAL
and PROPOSAL REVIEW
A. Necessary Forms
and Approvals
Before submitting any proposal
to the Office of Grants and Sponsored Research the principal investigator
should be certain that he or she has received the approval from the appropriate
Dean or Director as indicated by that person's signature on the Proposal/Award
Processing form (OGSR-1). This signed form
must accompany all proposals turned in to the Office of Grants and Sponsored
Research. In addition the Principal Investigator must also sign the OGSR-1.
Signing this form indicates that the Principal Investigator has reviewed
the proposal and gives their approval for its submission and certifies
that he or she is in compliance with CCU's policy on Debarment and Suspension
in Federally Sponsored Projects. Other required signatures on the OGSR-1
form will be obtained by the Office of Grants and Sponsored Research before
submitting the proposal to the funding agency.
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B. Special Reminders
1. Processing Time
Please submit proposals to
OGSR at least five working days prior to the deadline. This is the minimum
time required to ensure a complete review and University endorsement.
Some proposals may require additional lead time. Be sure you have discussed
with OGSR whether your proposal will require additional time well in advance
of the deadline.
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2. Application Instructions/Guidelines
If the proposal is being submitted
to other than a federal agency or as special "one-time project"
within a federal agency, please include a copy of the application instructions
and any other written instructions you have received from the funding
source. This is particularly important for foundations, professional societies,
smaller special interest organizations, industry programs, or for RFP's.
OGSR needs this information in order to determine such things as allowable
overhead rates, correct mailing addresses, special restrictions, and other
unusual requirements.
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3. Specialized Information
Occasionally, an application
(for example, Department of Defense and US AID forms) will require a large
number of certifications, special assurances, or financial statements
from the University. If you are working on a proposal of this type, please
send OGSR a copy of these requirements prior to submitting the proposal
to OGSR for review. This will save you time since it often takes several
days to put together the material for specialized information requests.
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4. Format Guidelines
Investigators should read all
application guidelines very carefully. Many agencies and programs have
strict policies concerning the number of pages, type size, format, etc.
Failure to prepare proposals in conformance with guidelines can lead to
rejection of the application.
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C. Proposals Requiring
Special Review
While preparing a proposal
it is important to keep in mind that certain special reviews and approvals
may be necessary to ensure compliance with University and sponsor requirements.
The review and approval procedures listed below are mandated by federal
statute/regulations. Violations can lead to loss of federal and non-federal
support. University policy requires appropriate review of all projects
involving the following:
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1. Human Research Subjects
All research involving human
subjects must be approved by the University's Institutional Review Board
(IRB). The IRB is established in accordance with federal law and is administered
by OGSR. Most funding agencies require evidence of IRB approval prior
to making a grant award for a project involving human subjects. You should
contact OGSR for appropriate forms and procedures for obtaining IRB review/approval.
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2. Animal Subjects
All research involving vertebrate
animals must be approved by the University's Institutional Animal Care
& Use Committee (IACUC). Like the IRB the IACUC has been established
in accordance with federal regulations and most agencies require approval
before they will make a grant for research involving animals. An Animal
Use Questionnaire must be obtained from OGSR and completed in order for
the committee to consider a researcher's project.
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3.
Hazardous Materials
Research involving potential
hazards associated with the use of toxic materials, infectious organisms,
and genetic recombination must be reviewed and approved by the University.
Questions concerning research involving hazardous materials should be
directed to the OGSR (phone 2918).
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D. Site Visits
If the project you have proposed
involves large sums of money or extended support, or if it is to be funded
by an agency which has not given previous support to the University, you
may be "site visited."
Usually, the arrangements for these visits are made directly between a
staff member of the agency and the principal investigator. The agency
representative will outline the subjects to be covered and the facilities
and personnel to be visited, and it will be up to the principal investigator
to see that the requests are met.
Normally, site visits last
only a day, but the principal investigator and other staff associated
with the proposal should be well-prepared to answer questions concerning
the proposed project, and the available facilities and personnel to be
involved.
The OGSR office welcomes the
opportunity to havea member of its staff in attendance at site visits
since at least one member of most site teams is a business or administrative
officer of some type.
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E. Declination
The total dollars available
for sponsored programs are far exceeded by those sought by competing proposals.
Declination of a proposal does not necessarily mean that it was not well-conceived
or presented; indeed, it may have received favorable reviews.
It is discouraging to spend
a great deal of time and effort developing a proposal only to have it
declined without knowing the reasons. The proposer may want to request
whatever comments are available from the agency so he/she can determine
why the proposal was not funded. In many cases, the proposer may want
to make appropriate changes in the proposal, based on reviewer's comments,
and resubmit the proposal.
The staff of the OGSR office
would appreciate the principal investigator sharing the reviewers' comments.
Often, the comments will allow the OGSR office to recognize important
trends in sponsor attitude which can be used throughout the University.
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Go to Appendix No. 2: Pre-Award Step Summaries
VI. POST-AWARD ADMINISTRATION
The receipt of funds from external
sources means that the University, the official recipient, and the project
director must take on a series of administrative responsibilities related
to such matters as fiscal management, purchasing and personnel. This section
of the workbook has been designed to aid the project director, working
closely with the administrative staff, in the performance of these functions.
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A. Acceptance of the
Award
After a proposal has been approved
for support, official notification is usually sent to OGSR and the project
director. Occasionally, with non-federal awards, only the project director
will be notified. In such situations, it is extremely important that the
project director send the original notification to OGSR immediately so
that the process of establishing an account within the University system
can be initiated promptly.
OGSR will check the terms and
conditions of the award (grant, contract or letter of intent) with those
contained in the original application. Further, the award will be reviewed
for compliance with University and State regulations. If there are differences,
they are resolved with the project director and the appropriate University
officials, and where necessary, with the sponsoring agency. In many cases,
official acceptance of the funds is required, and this must be by signature
of the designated University signatory authority.
Once the terms are judged acceptable,
OGSR authorizes the University's fiscal officer to open an account and
a budget is established based on the award notice and the proposal budget.
A start date and a termination date encompassing the period of award are
also set. From this point on, the Office of Grants Accounting is responsible
for keeping the fiscal records pertaining to the award and for preparing
the expenditure reports to the granting agency.
The Office of Grants Accounting
provides a monthly management report to the project director as an aid
for fiscal management of the project. These reports cannot be expected
to reflect all expenditures that may have been made on the date they are
received by the project director. Often, there is a lag of several weeks.
Neither can the reports "predict" expected costs which have
not been committed. Relying solely on these reports as a guide to the
funds remaining in the project account may lead to over-expenditures and
poor long-term fiscal management. The responsible individual (project
director, administrative assistant or secretary) should maintain a daily
log of expenditures.
Occasionally, it is necessary
to open an account before an official award document is received from
the funding agency. OGSR will set up a RISK account only after determining
that the proposal has been approved and will be funded by the agency and
a statement from the department's chair confirming that, should the award
not be made, the department would be responsible for any costs incurred.
Contact the Office of Grants and Sponsored Research at Coastal Carolina
University for more information regarding Risk Accounts.
Many federal agencies allow
a grantee to incur expenses prior to receiving an award. This usually
is in the form of a 90 day pre-award period. If an investigator has confirmed
that an award is forthcoming, he/she can request in writing that OGSR
set-up an account. No expenses may be incurred prior to the approval of
OGSR.
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B. Award Document
The official award document
varies considerably in format. Generally, however, it will give the following
information:
- Amount awarded
- Project period (begin and end dates)
- Funding agency contacts:
The Program Officer, who is responsible for
the scientific and technical aspects - the P.I.'s
contact for programmatic concerns, changes
in scope of work, etc.
The Office of Grants and Sponsored
Research, who is the contact for
administrativeconsiderations such as
re-budgeting,assurances and certifications.
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C. CCU Accounts
The account number assigned
to an award is comprised of two digits that denote the source of funding
(31 = federal, 32 = state, 33 = county or local government, 34 = business/
commercial, and 35 = philanthropic) and four digits, the first of which
identifies the purpose of the grant (1 = instruction, 2 = research, 3
= service); the second identifies the cost center (School, Center, etc.)
and the final two identify a specific grant or account.
OGSR prepares an Account Memorandum
and a Sponsored Project Budget Sheet which, along with the Award Document,
are forwarded to the Office of Grants Accounting for entry into the University's
accounting system.
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D. Post Award Activity
Post award activities likely
will involve the administrative staff to a high degree. The comments that
follow address some of the more usual situations you will encounter.
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1. Re-budgeting
Often it is necessary to modify
budgeted line items to meet unforeseen needs or changes during a project.
OGSR will help expedite required or desired budget modifications. Most
major federal agencies have liberal rules concerning the transfer of funds
between approved budget categories. For the most part changes can be made
at the request of the P.I. with no further sponsor approval required.
Other agencies (e.g., private foundations and state agencies) have stricter
re-budgeting requirements and may require agency prior approval before
modifying an approved budget. OGSR should be consulted as to grant/contract
requirements. If prior approval is required by the funding agency, a written
request processed through OGSR for University concurrence will be necessary.
Note that a budget reallocation
should also consider whether indirect cost adjustment is required. Reallocating
to or from personnel and fringe benefits requires an adjustment in indirect
cost because Coastal's indirect cost rate is based on total salaries,
wages and fringe benefits. For example, moving $1,000 from personnel and
fringe benefits should also include moving $530 from indirect cost (given
the current rate of 53%), so that $1,530 is available for other direct
cost categories. The reverse is true if funds are moved from equipment
to personnel. (Note: There are some agencies that do not allow re-budgeting
of indirect costs).
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2. Changes Requiring
Funding Agency Approval
As a rule, funding agency prior
approval is required in the following situations. These requests should
be prepared by the P. I. and routed through OGSR for university concurrence.
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a. Change in Principal
Investigator (PI)
The University is required
to seek approval before a substitute PI is appointed to replace an absent
or departed PI. If the PI is absent from the project for a period of 3
months or more, the agency must be notified. Often a substitute PI must
be proposed by the grantee and must be approved by the granting agency.
The request for a substitution should include a justification for the
change, the qualifications of the proposed substitute, and any budgetary
changes resulting from the change.
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b. Changes in the original
scope of work or research objectives
Examples of such changes include change in the specific aims approved
at the time of award; change in key personnel whose expertise is critical
to the approved project; or shifting of the emphasis from one research
area to another.
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c. No-cost extensions
the P.I. should submit a request
to the funding agency 60 days in advance of the end date. This request
should justify the need for additional time and be routed through OGSR
for concurrence. Having funds left is usually not justification. There
are exceptions to this as many federal agencies allow extensions without
requiring prior approval.
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3. Grant Expenditures
All expenditures charged to
a grant or a contract must be within the time period of the award. (Exceptions:
some federal agencies allow pre-award costs and end-date extension.) Payment
can take place after the grant or contract terminates, but only when funds
were committed prior to the effective end date.
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4. Foreign Travel
Travel costs are limited to
those allowed by state policy and, in the case of air travel, less than
first-class travel must be used when available. Grant recipients (federal)
must comply with the requirement that U.S. flag carriers be used to the
maximum extent possible when commercial transportation is the means of
travel. This requirement shall not be influenced by factors of cost, convenience
or personal preference. If it is impossible to use a U.S. carrier, written
prior approval to use non-U.S. carriers must be received from the federal
agency.
Additionally, the State of
South Carolina requires that all foreign travel be reported to the Budget
and Control Board.
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Go to Appendix No. 5: Regulations
for Travel Reimbursement
5. Equipment
Equipment is usually defined
as nonexpendable, tangible property having a useful life of more than
2 years and an acquisition cost of $5000 or more per unit. Some federal
agencies view equipment in two categories:
General Purpose: Equipment
not used exclusively for research, medical, or other technical activities.
It is the potential use, not the actual use that must be considered. Examples
include typewriters, refrigerators, freezers, computers, cameras, vehicles
and office furniture.
Special Purpose: Equipment which can be used only for research, medical
and other technical activities.
When purchased with federal grant funds, the title to equipment normally
is vested in the University. However, agencies do reserve the right to
require transfer of equipment. All equipment purchased from grant or contract
funds is subject to CCU inventory controls and property management policies.
Equipment purchased with grant or contract funds only may be transferred
by the P.I. to a new institution should he/she leave CCU. This can be
a long process. Removal of equipment from inventory requires signed approval
by several divisions within the University including the Office of the
President.
ONE FINAL REMINDER: Do not
make large expenditures for equipment in the last few months of the project;
do request equipment purchases as early as possible because of the time
necessary for state bidding procedures.
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6. Purchasing
All purchases of materials
and equipment with grant funds must be handled through standard University
procedures (i.e., don't do anything without a purchase order).
Purchase of equipment items
must follow certain procedures so it is important to allow time to meet
all necessary requirements. The following is a breakdown of CCU equipment
purchase requirements.
Price |
Procedure |
Time |
| Up to $1,500 |
Needs One Quote |
|
| $1,501-5,000 |
Must have Three
Documented telephone Quotes |
5
Days |
| $5,001-10,000 |
Must have Three
Written Quotes |
14
Days |
| $10, 001-24,999 |
Competitive
Bids in accordance with SC Procurement code and Five Written Quotes |
30
Days |
| $25,000 and
Up |
Must be handled
by State Procurement Office |
45
Days |
If equipment is to be purchased on a sole-source basis, the request must
be justified and routed through the Purchasing Office and final approval
granted by the President.
Purchasing will need a copy
of the section within the grant that shows the specific item to be purchased
(or the name and/or organization to perform services). Attach this to
the purchase requisition.
South Carolina sales tax must
be added to the purchase price of any equipment or supplies.
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7. Personnel
Hiring Procedures for grant-supported
personnel must adhere to the same University and State of South Carolina
guidelines, requirements, regulations, and policies that apply to all
other employees hired by the University. Contact the University Human
Resources Office for guidance in the proper procedures and forms to use.
It must be remembered that certain procedures (establishing a new position,
dual employment, upgrading a position, etc.) require several weeks for
completion. Contact the University's HRAA office to obtain copies of procedures
and forms for personnel related items, including how to establish a temporary
grant position and how to complete the Personnel Action Form (PAF).
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8. Miscellaneous Information
a. Patents and Inventions
The University has a Patent
and Copyright Committee which serves as an advisory group to the Provost.
A P.I. who wishes to pursue a patent should contact OGSR for assistance
(extension 2918).
University policy requires
that faculty disclose inventions to the Patent and Copyright Committee
at the time of discovery. Disclosure forms are available from the Office
of Grants & Sponsored Research. Most federal grants allow the patent
rights to remain with the University. However, all inventions must be
reported to the agency. Non-federal agencies have many different requirements
and each grant or contract must be reviewed to determine the appropriate
policy. It is important to contact OGSR whenever a patent is being considered
so that the P.I. can receive assistance in complying with the agency and
the University policy as well as in preparing the required documents.
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b. Co-Mingling of Funds
Funds in one CCU grant or contract
account cannot be transferred to another account. If an account has been
incorrectly charged for an item or service, and if that charge should
have been placed against another account number, this must be done by
journal entry in Grant Accounting. A memo should be sent to Office of
Grants Accounting or OGSR requesting that the charges be moved from one
account to another.
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c. Change of Grantee
Institution
In most cases, principal investigators
may transfer their grants or contract with them when they move to a new
institution. Several reports will be required (final financial reports,
invention statements, equipment transfer requests, relinquishing forms,
revised applications for the new institution, etc.). Since the process
differs with each agency, OGSR should be contacted immediately when it
is known that a new P.I. will be bringing an award to the University or
when a P.I. at CCU is planning to transfer his/her award to another institution.
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d. Final Reports
At the end of a grant there
are usually a number of required reports. These are a final progress report
(technical), expenditure report (fiscal), invention statement, and equipment
inventory. In most cases the University has ninety (90) days from the
end of the grant to submit all required reports. If there are any questions
as to the reporting requirements, OGSR or the granting agency should be
consulted.
The final progress report or
technical report should be completed by the principal investigator and
should be prepared according to instructions from the granting agency.
This report usually includes a summary statement of progress toward the
originally stated aims, a list of significant results (positive or negative),
a list of publications resulting from the project, and any other material
required by the award instrument.
The final expenditure report
will be completed by Grant Accounting. This report documents the financial
status of the grant according to the official records of the University.
Many agencies require an invention
statement whether the grant produced an invention or not. If there were
inventions, the P.I. identifies them on the report and submits it to the
granting agency with the P.I.'s signature and the appropriate signature
from the OGSR office. If there were no inventions, the same reporting
procedure is used to state that no inventions were made during the grant
period.
Most agencies require that
any equipment purchased with grant funds be reported. This inventory report
is prepared by the University property officer in Grant Accounting.
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APPENDICES
APPENDIX NO. 1: ORGANIZATIONAL
CHART
APPENDIX NO. 2: PRE-AWARD
STEP SUMMARIES
APPENDIX NO. 3: PRE-AWARD
PROPOSAL DEVELOPMENT FLOW CHART
APPENDIX NO. 4: THINGS
YOU MUST BE AWARE OF
APPENDIX NO. 5: REGULATIONS
FOR TRAVEL REIMBURSEMENT
APPENDIX NO. 6: POST
AWARD RESPONSIBILITIES - ACTION MATRIX
APPENDIX NO. 7: CONTACTS
FOR CAMPUS SERVICES
APPENDIX NO. 8: IMPORTANT
INFORMATION ABOUT COASTAL CAROLINA UNIVERSITY
APPENDIX NO. 9: KIMBEL
LIBRARY RESOURCES
APPENDIX NO. 10: SAMPLE FORMS
- OGSR 1 and OGSR
3
APPENDIX NO. 11: FRINGE
BENEFITS FOR GRANT EMPLOYEES
APPENDIX NO. 12: POLICIES
AND PROCEDURES PERTAINING TO GRANTS
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