UCD – Office of Grants and Contracts

Close-Out Timeline

Effective for all Projects with Budget Date End on or after April 1, 2012

Project in Final Months Before Budget end
/
Budget/Project End:
End date to 45 days
/
Budget/Project End:
Days 46 - 60
/
Budget/Project End:
Days 61 - 75
/
Budget/Project End:
Days 76 – 90
Departmental Fiscal Personnel complete monthly financial information review/reconciliation to source documents for timely identification and correction of errors.
Departmental Fiscal Personnel address the specific items outlined below and any other additional activity as required by the award / Departmental fiscal personnel review and resolve all deficits, unallowable expenses, expenses booked after budget end, required personnel forms such as termination notices, and any other needed corrections. / OGC completes review/audit of project’s financial activity. Checklist outlined below.
OGC compiles a list of any additional items that need to be resolved prior to the Sponsor Financial Report submission. This list is emailed to the fiscal manager of record and the PI. / Departmental fiscal personnel complete or work with OGC to resolves all items this list. / OGC completes PET’s, JE’s of any outstanding items. These transactions will be booked to the Fund 10 ST provided by the Department.

Note: If the sponsor allows 60 days for the financial report, the segments of time would be defined as:

Project in Final Months Before Budget end / Budget/Project End:
End date to 30 days / Budget/Project End:
Days 31 - 37 / Budget/Project End:
Days 38 - 45 / Budget/Project End:
Days 46 – 60
Same activity as above / Same activity as above / Same activity as above / Same activity as above / Same activity as above

UCD – Office of Grants and Contracts

Planning for Projects Approaching Budget End Dates

March 2012

90 Days before Budget End Date
  • Ensure all necessary remaining purchases are planned and sufficient funds are available to cover these expenditures. All purchases must be used for project-related purposes, allocated according tot he benefit received by the project, and allowable per regulations and/or award requirements.
  • If you need extended time to complete a project ( a no-cost extension), contact the PreAward department in the Office of Grants and Contracts. Depending on the agency, such requests generally need to be received by the Sponsor 60 to 90 days prior to the project end date.
  • Work with any subcontractors to identify and resolve any issues that could delay receipt of the final invoice.
  • Verify that all related funding distributions are accurate so that no corrections will be required in the ePER.
60 Days before Budget End Date
  • Ensure all necessary remaining purchases are planned and sufficient funds are available to cover these expenditures. All purchases must be used for project-related purposes, allocated according to the benefit received by the project, and allowable per regulations and/or award requirements.
  • Determine and enter into PeopleSoft Human Resources Management System (HRMS) the necessary funding distribution changes for personnel whose salary needs to be allocated to other funding sources when the project budget ends.
  • Verify that all related funding distributions are accurate so that no corrections will be required in the ePER.
  • Review any Standing Purchase Orders (SPO) charged to the project and determine whether they should be extended, amended, or closed.Contact PSC to request closing SPO/PO in Marketplace. This will remove the associated encumbrance.
  • Identify and resolve any outstanding encumbrances. Contact the Procurement Service Center (PSC) for procurement related encumbrances issues.
  • If you are planning on purchasing any equipment, contact your PostAward administrator to determine its allowability, as equipment should not normally be purchased close to the end date.
  • Work with any subcontractors to identify and resolve any issues that could delay receipt of the final invoice.
  • For any approved direct charges of campus services such as local telephone or computer jacks, request discontinuance of service or a change in the speedtype to be charged.
30 Days before Budget End Date

In addition to the steps mentioned for 60 days:

  • No equipment should normally be purchased at this time. If there is a plan or need, contact your PostAward administrator to determine its allowability.
  • Verify all issues that may delay sub-contractor and other invoices has been resolved.

UCD – Office of Grants and Contracts

Project Close-out Review/Audit items

March 2012

Dependent upon the type of award or circumstances surrounding the award, additional review items can be added to the following list:

Starting on the 46th day after budget end:

  • Departmental Staff will have completed their close-out review covering, but not limited to the following items:
  • All invoices have been received and booked/accrued.
  • All subcontract invoices have either been received and booked to the project or are on schedule to be booked to the project by the 60th day after budget end.
  • PO’s or SPO’s have been or will be closed by checking the encumbrance balances. Note: to close SPO’s/PO’s in Marketplace, Departmental fiscal team members should contact the PSC
  • All planned or required JE’s and PET’s have been completed
  • All ePERs have been completed – or will be if budget end is mid-term
  • Sub-contract invoices have been booked to the appropriate account code for proper calculation of F&A
  • Suspense Account Codes are zero balance – example account code 699999
  • All accounts on the Income Statement have normal balances
  • Any budget deficits have been resolved.
  • Changes to Funding Distribution have been completed
  • If a training grant or fellowship, accurate SOA’s and Termination Notices have been submitted to X-Train
  • OGC Reviews for Unallowable Expenses:
  • Review – at the account code level – for expenses specifically disallowed by OMB Circular A-21or that appear to be unusual based on the type of award and sponsor.
  • Review project-specific of sponsor-specific restrictions and compare to expenses to ensure compliance
  • Complete a cut-off analysis around both the budget begin and budget end dates. (This review looks at expenses booked around the time periods of both the budget start date and end date to ensure all expenses were booked to the proper budget period.)
  • Capital Equipment purchases within the last 60 days of the project generally require prior approval. Ensure such documentation is in the project file
  • For an expense that is normally charged via the F&A rate but has been direct-charged on this project – verify that there is sufficient and proper supporting documentation in project file. This documentationshould include why this expense should be a direct charge and how the expense benefited meeting the scope of work. An approved A-21 checklist would be an acceptable document. Common items to be included in this review include, but are not limited to:

Classified Staff and Hourly Salary Expense

Office Supplies

Postage

Custodial Supplies

Office Space Rental (if on-campus)

Building Maintenance and Repair

  • Verify subcontract expenses were booked correctly between account codes for first $25k of expenses and expenses over $25k for the grant segment.
  • Recalculate F&A expenses to verify total F&A expense is accurate - book any corrections as needed
  • Verify correct revenue was properly booked via revenue recognition process – book any corrections as needed
  • Verify fringe allocation was run against all Payroll transactions
  • Verify all Suspense Account Codes are zero balance
  • Verify all payments on sponsor invoices have been received (If invoiced by Departmental personnel, this require only verifcation)
  • Verify all accounts have normal balances on the Income Statement
  • Verify Balance Sheet balances are zero. This includes the proper resolution of a deficit (cash or budget) or a residual cash balance
  • Determine if there is program income associated with the award. If so, ensure the sponsor reporting is correct.
  • Determine if there is cost sharing with the award that requires reporting. If so, ensure these costs are properly tracked in UCD’s systems and properly reported.
  • Training Grants –
  • Verify accurate SOA’s and Termination Notices were submitted to X-Train
  • Appropriate stipend amount agrees to:
  • The stipend amount expensed for per trainee
  • The stipend amount on the Statement of Appointment (SOA)
  • The Termination Notice
  • Via Account Code usage, verify additional unallowable expenses have not been booked and that re-budgeting between expense categories outlined by the sponsor have been upheld
  • Calculate un-liquidated obligations for any off-cycle trainees

By day 60 after budget end (day 37 if the financial report is due in 60 days):

OGC send list of outstanding items for correction.

File: H:\Departmental References\close out timeline and checklist March 2012.doc