Research Accounting & Analysis€¦ · Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05...

Research Accounting & Analysis University of Washington

Operational Performance Dashboard

As of June 2005 Quarter 4 - Fiscal Year 05

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.

Key processes include: Prompt New Award Setup, 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, [email protected], (206) 616-4912

Revised Date: 12/21/2005

mailto:[email protected]

Research Accounting and Analysis

National Benchmark Efficiency

8.0

7.0 7.06.5

6.05.4 5.7

5.24.7 5.0 5.0

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Good 0.75%

0.35%

0.65%0.60%

0.30%

0.00%

0.10%

0.20%

0.30%

0.40%

0.50%

0.60%

0.70%

0.80%

FY 200275'th

percentile

FY 200225'th

percentile

FY 2002Median

FY 2002Mean

FY 2002UW

Good

4.29

3.44

4.55

3.58

00.5

11.5

22.5

33.5

44.5

5

Value / Importance of Service Effectiveness of Service

Average RAA

Good

Post-award Administrative Costs as a % of Total Sponsored Project Costs (New Benchmark study beginning Fall 2005, data available Spring 2006)

2003 Dean’s Report

Hours Required to Manage One Budget, FY 1993-2004 New Budget Setup

Number of Days to Setup New Budgets in GCA only GCA target = 1 day

0 0 0 0

1

2

1

3

2 2

6

3

1

0

2

4

6

8

10

Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05

Num

ber o

f Cal

enda

r Day

s

Good

2003 UW Support Services Assessment Report* (Average represents Office Ratings from 2003 SSA

on a satisfaction scale rating of 1-5)

*A biennial assessment process administrative units.

RAA Operational Performance Dashboard - University of Washington Vincent Lau [email protected]

2

Research Accounting and Analysis Operational Performance Dashboard

As of JUNE 2005 Quarter 4 - Fiscal Year 05

Process / Measure Current Output Target Target-

Output Process / Measure Current Output Target Target-

Output

Customer Perspective Financial Perspective 1) NEW BUDGETS Average number of days from receipt of award in OSP to notification of budget number received by Principal Investigator from GCA. * †

12days Jun 05

12 days

No gap

10) BILLING Cumulative grant expenditures not invoiced. (Measure to be updated Feb05 using new receivables info)

$6.3 M Jun 05 $2.0M $4.3 M

2) CUSTOMER SATISFACTION 2003 Dean’s Report (UW SSA Report). Measures university support services based on value/importance of service and effectiveness of service.

Above UW

Average (2003)

UW average No gap

11) AGED RECEIVABLES Percent of aged receivables outstanding more than 150 days overdue. †

19.1% Jun 05 15.0% 4.1 %

3) RTE Number of days to process Request to Transfer Expenditures (RTEs) submitted by departments to GCA. †

4.7 days Jun 05 4 days 0.7

days

12) TOTAL UNCOLLECTED A combination of billing (#10) and aged receivables (#11). The amount of award dollars owing to the university. * (Measure to be updated Feb05 using new receivables info)

$30.6M Jun 05 $33M No gap

4) CLOSINGS Number budgets expired more than 150 days and not closed.

Jun 05 13) DHHS Potential liability from DHHS Awards that are closing Sept 30/2005

$51k Q3–05 $0 $51k

5) RECHARGE CENTERS Average number of MAA days + Combined MAA / Dept days to prepare, review, and approve proposals. Three targets for three levels of rate complexity.

All three within target

See graph No gap

14) F&A INDIRECT COST Percent of dollar increase from year to year (fiscal) for indirect-cost recovery. Rolling 5-year average.*

9.5% Q4–05 5.0% No gap

Internal Business Process Perspective Learning and Growth Perspective 6) CASH APPLIED Percent of cash applied to budgets. * Future measure will display 12 month rolling average. (Measure to be updated Feb05 using new receivables info)

36 days Jun 05

15 days 21 days 15) STAFF SATISFACTION

2003 Highly Satisfied Employees 55%

(2003) 42% No gap

7) FSR’s Percent of final (and interim) Financial Status Reports (FSRs) completed within 90 days of budget expiration. †

41.0 % Jun 05 85.0% 44.0 % 16) CULTURE & DIVERSITY

2003 Culture - Diversity 77%

(2003) 90% 13%

8) FEC’s Faculty Effort Certificates (FECs) overdue. †

6.5% Q2-05 3.0% 3.5% 17) TRAINING & KNOWLEDGE

2003 Training & Knowledge 77%

(2003) 90% 13%

9) COST SHARE Number of budgets expired more than 90 days with unmet cost sharing. *†

111 Jun 05

30 budgets

81 budgets

* Measure is on FM Dashboard. † Rolling 12-month average; all days are calendar days


3


4

ACRONYM DEFINITION

Additional definitions maybe found here: HTUhttp://www.washington.edu/research/guide/glossary.htmlUTH

Cost Share Cost Share

Cost sharing is the portion of project or program cost not borne by the sponsor. It is the University's share of the cost of research. FEC Faculty Effort Certification

Faculty effort is the time that faculty spend on instruction, research, patient care, administration, etc., which is compensated by the University of Washington. (FEC) reports are forms faculty complete to document:

• Effort paid from both Federal and Non-Federal sponsored projects, which include grants and contracts. • Cost sharing performed on Federal and Non-Federal sponsored projects, which include grants and contracts.

FSR Financial Status Reports A Financial Status Report (FSR) is a statement of expenditures sent to the sponsor of a grant or contract. It is prepared and submitted by Grant and Contract Accounting (GCA) on behalf of the Principal Investigator (PI). FSR can be further segmented by: (Federal versus non-Federal) or ( Letter of Credit versus non-Letter of Credit).

GCA Grant & Contract Accounting GCA is UW central administration office for post-award (OSP is UW central administration office for pre-award). GCA’s responsibility includes creating a budget for the award in the University financial system, completing financial reports, invoicing, collecting funds, document cost-share, and budget closing.

IDC Indirect Cost Indirect Costs (aka facilities and administrative) costs are those incurred for common or joint objectives and cannot be identified readily and specifically with a particular sponsored project.

LOC Letter of Credit In the context of GCA (Grant & Contract Accounting), LOC represents a means to differentiate FSR (Financial Status Report). A compliant completion of LOC FSR provides a favorable setting for the institution to receive expanded authorities.

MAA Management Accounting & Analysis UW central administration office responsible for setting and negotiating the University’s IDC (Indirect Cost) rate, recharge center rates, and documenting FEC forms (Faculty Effort Certification)

NEA Notice to Establish Account A NEA (Notice to Establish Account) is a form used by Office of Sponsored Programs to formally notify the Grant and Contract Accounting office to establish, extend, supplement or reduce a budget number for a grant/contract award. When a sponsor approves an award, a formal notice is sent by the sponsoring agency to the University's Office of Sponsored Programs. This notice is usually in the form of a grant or a contract. The Office of Sponsored Programs issues a Notice to Establish Account (NEA). The NEA is sent to Grant and Contract Accounting who will then establish a budget for the amount of the award.

ACRONYM DEFINITION

Additional definitions maybe found here: http://www.washington.edu/research/guide/glossary.html OSP Office of Sponsored Projects

OSP is UW central administration office for pre-award. RAA Research Accounting & Analysis

The combined organization of GCA (Grant & Contract Accounting) & MAA (Management Accounting & Analysis) Recharge Centers Recharge Centers

Recharge and cost centers are organizational units or activities that provide goods and services primarily to internal university operations and secondarily to external users, and charge the users for these services.

RTE Request to Transfer Expenditures A transfer of expenditures between budgets.

Wires Wires & Electronic Fund Transfers Wires represent the electronic transfer of funds from the sponsoring agency to University bank accounts. Wires typically take the form of an electronic fund transfer (EFT).


5

http://www.washington.edu/research/guide/glossary.html

(1) NEW BUDGETS

GCA Number of Days to Setup New Budgets in OSP & GCAReceipt of Award at OSP to P.I. Notification by GCA

Twelve month rolling average: 12 days

14

21

6

9

15

21

13

810 11

14

10

6

0

5

10

15

20

25


Num

ber o

f Cal

enda

r Day

s

Average OSP Time Average GCA Time Combined Target

Good

GCA Number of Days to Setup New Budgets GCA OnlyReceipt of Award at GCA to P.I. Notification by GCA

0 0 0 0

1

2

1

2

1

2

5

2

1

0

1

2

3

4

5

6


Num

ber

of C

alen

dar D

ays

Average GCA Time Target (GCA only)

Good

Effective January 2005, calculation is for business days only (excludes weekends & holidays)RAA Operational Performance Dashboard - University of Washington Vincent Lau [email protected]

6

(2) DEANS REPORT 2003 UW Support Services Assessment Report

FM Customer Service Survey will replace Dean’s Report in late 2005 (early 2006)

4.293.44

4.55

3.58

0

1

2

3

4

5

Value / Importance of Service Effectiveness of Service

Average RAA

Good

2003 Support services assessment report represents the comments/findings from interviews with Deans and key administrative support.


7

(3) REQUEST TO TRANSFER EXPENDITURES - RTE

Number of Days to Process RTEs(12 Month Rolling Average = 4.7 days)

3.72.1

4.8 5.2

10.6

4.5 3.95.0

1.01.8

0.8 0.41.7 1.7 2.3

4.63.3

4.8 4.55.6 5.0

10.4

7.2

5.1

0.00

2.00

4.00

6.00

8.00

10.00

12.00

Jul-03

Aug-03

Sep-03

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

Num

ber o

f Cal

enda

r Day

sGood

Total Number of RTEs per Month

727

510 528648

369

607

438544 575 569 545

620 587 587468

619488 445 419 464

662547

689

954

0

200

400

600

800

1000

Jul-03

Aug-03

Sep-03

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

Note: March 2002, implemented $250 materiality threshold for total deficits or total cash.


8

(4) CLOSINGS

Backlog (cumulative) of Budgets NOT ClosedBudgets have expiration date > 150 days

2037 1935 1949 17342109

1821 20572419 2462 2482

2768 2867

0

500

1000

1500

2000

2500

3000

3500

Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05

Num

ber o

f Bud

gets

Good

Closings

141222

129 123

479

158

324394

6297

357

8134

324

115

338

104

446

8832 19

77 71

-18-100

0

100

200

300

400

500

600


Num

ber o

f Bud

gets

Budgets Expired Budgets Closed

Budgets Expired = only budgets with expiration date of 150-180 days prior (eg. Jun05 = budgets w ith expiration date betw een Jan 1st - 31st, 2005)Budgets Closed = budgets with expiration date > 150days that have been closed this monthBacklog (cumulative) = Budgets Expired - Budgets Closed


9

No rates were reviewed in FY05-Q3 due to the transition of personnel.

(5) RECHARGE CENTERS

Average Number of Days to Prepare, Review and Approve Recharge Center Proposals

35

06

2 2

2

0

5

21

00

25

50

75

100

125

150

175

200

FY05-Q1 FY05-Q2 FY05-Q3 FY05-Q4 FY05-Q1 FY05-Q2 FY05-Q3 FY05-Q4 FY05-Q1 FY05-Q2 FY05-Q3 FY05-Q4

EASY COMPLEXITY MEDIUM COMPLEXITY DIFFICULT COMPLEXITY

Day

s

Avg MAADays

Avg CombinedDays

Avg Dept(Center)

Target

Target = 30 daysMAA days + Combined days



Good

Number of proposals The number of proposals approved is numerically expressed at the top of each column. Number of rates within each proposal The number of rates is not expressed numerically expressed in this graph; instead it is captured in the overall complexity of the proposal.

Classifying the complexity of rates is a subjective determination based on: How many internal rates are in the proposal? Has the reviewer worked on the proposal before? Is this a new or established center? Are there significant changes from prior approved proposal? Has the person preparing the proposal worked on it previously? Is this a University-wide center?


10

(6) CASH APPLIED

Average Number of Days to Apply Cash Receipts to Appropriate Budget

12

29

16 15

56

18

51

4245

139

4 510 8 6

1310

12

22

11 12

44

15

36 34 33

0

10

20

30

40

50

60

Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05

Num

ber o

f day

s

Checks Total Wires Total Grand Total Target

Good

Total Dollar Amount in Cash SuspenseSuspense items will adversely impact the average number of days to apply cash.

$6.5 $5.5$4.1 $5.0 $4.8 $4.8

$3.4$5.0 $4.1

$5.9$6.3

$6.8 $5.0$4.0 $4.7

$4.9$4.6 $5.3

$1.4 $1.5$1.7

$1.7$1.1

$1.6 $0.2$2.4

$2.9

$13.9 $13.4 $12.6$11.6

$9.9$11.1 $11.2

$9.9

$11.8

0

2

4

6

8

10

12

14

16


Millions

Total $ Amou

nt in Cash Su

spen

se

$ GCA Suspense $ OSP Suspense $ Wire Suspense

Good

Number of Items in SuspenseSuspense items will adversely impact the average number of days to apply cash.

110 158 172234 220 220 167 173 211

100

162

277240 223 246

219 216

273

20

28

25 24 4249

52 61

68

230

348

474 498 485515

438 450

552

050

100150200250300350400450500550600


Total N

umbe

r of Items in Cas

h

Susp

ense

# GCA Suspense # OSP Suspense # Wire Suspense # of Items

Good


11

(7) FINANCIAL STATUS REPORTS - FSR

Percent of FSR Completed by Sponsor Due DateTwelve month rolling average: 41.0 %

65% 62%

53% 53% 52% 51%

25% 29% 28%22%

29%25%

0%

20%

40%

60%

80%

100%


FSR

Com

plet

ed

Total% FSR Completed

Target = 85%

Good

Percent of Federal & Non-Federal FSR Completed by Sponsor Due Date

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


FSR

Com

plet

ed

% Federal FSRCompleted

% Non-Federal FSRCompleted

Good


12



65% 62%

53% 53% 52% 51%

25%29% 28%

22%29%

25%

0%

20%

40%

60%

80%

100%


FSR

Com

plet

ed


Target = 85%

Good

Total FSR Due versus Completed

0

50

100

150

200

250


FSR

Com

plet

ed

Total# FSR Due

Total# FSR Completed

Good

Percent of Federal & Non-Federal FSR Completed by Sponsor Due Date

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


FSR

Com

plet

ed

% Federal FSRCompleted

% Non-Federal FSRCompleted

Good

Percent of LC & Non-LC FSR Completed by Sponsor Due Date

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


FSR

Com

plet

ed

% LC FSRCompleted

% Non-LC FSRCompleted

Good


13

Begin data collection of LC

vs. Non-LC



65% 62%

53% 53% 52% 51%

25% 29% 28%22%

29%25%

0%

20%

40%

60%

80%

100%


FSR

Com

plet

ed


Target = 85%

Good

Federal & Non-Federal FSR Due vs. Completed

020406080

100120140160

Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05

FSR

Com

plet

ed

# FederalFSR Due

# FederalFSR Completed

# Non-FederalFSR Due

# Non-FederalFSR Completed

Good

* Collection of data between Federal vs. Non-Federal began in August 2004


14

(8) FACULTY EFFORT CERTIFICATION - FEC

Percent of Faculty Effort Certification Forms (FECs) Overdue(12 Month Rolling Average = 8.1%)

3.5%

5.5%

4.2%5.0%

6.1%

7.9%7.2%

11.1%

0.8% 1.0% 0.8%1.4%

2.1% 2.2%2.6%

3.0%

0.1% 0.3% 0.2% 0.3% 0.7% 0.8% 1.0% 1.3%

0%

2%

4%

6%

8%

10%

12%

FY03-Q4 FY04-Q1 FY04-Q2 FY04-Q3 FY04-Q4 FY05-Q1 FY05-Q2 FY05-Q3

% Total Overdue (based on last 8 Qtrs printed) % 2 Qtrs Overdue% 4 Qtrs Overdue Target 3% Total OverdueTarget 0.5% Overdue 2 Qtrs

Good

Note: Measurements for an academic quarter will not be available until the end of the following quarter (i.e. there is a 3 month lag).


15

(9) COST SHARE – All Teams

Number of expired budgets with unmet cost share greater then 90 days.12 Month Rolling Average = 76

33 3444 44

5773

94 95

115104 111 111

020406080

100120140


>90 days overdue Target (30 budgets)

Good

Unmet Cost Share for current month

31-60 days overdue, $4,124

>90 days overdue, $6,926,111

0-30 days overdue,

$4,115,843

61-90 days overdue, $202,631

Total Dollars of Outstanding Unmet Cost Sharing

$3.8

$8.1

$11.8 $11.4 $11.5 $12.4

$8.3 $8.5 $8.5$10.3

$7.7

$11.2

0

5

10

15

Mill

ions

>90 days overdue $2,084,335 $1,957,658 $1,957,587 $2,075,532 $4,921,739 $10,604,160 $6,775,586 $6,980,586 $7,938,140 $7,737,712 $6,973,036 $6,926,111

61-90 days overdue $84,124 $545,058 $507,266 $3,256,477 $5,973,519 $37,623 $362,600 $302,593 $280,609 $149,729 $202,631

31-60 days overdue $1,044,765 $540,700 $3,272,557 $6,032,105 $6,142 $582,740 $888,637 $884,290 $274,140 $218,520 $4,124

0-30 days overdue $612,161 $5,079,320 $6,075,702 $48,380 $638,844 $1,188,120 $248,436 $348,383 $250,180 $2,300,962 $343,550 $4,115,843

Total Amount Exp. $3,825,385 $8,122,736 $11,813,112 $11,412,494 $11,540,244 $12,412,643 $8,275,259 $8,515,852 $8,462,460 $10,319,283 $7,684,835 $11,248,709


Note: Cost share includes committed and mandatory.

Effective November 2004, total dollars replaced total number of unmet cost share.


16

(10) BILLING

Billing -- Feb 2005 Expenditures Billed Difference (Previous Month) (Current Month)

Scheduled Payment Budgets $ 261,045,930 $ 304,379,294 $ 43,333,364

Scheduled Invoice Budgets N/A N/A N/A

Cost Reimbursable $ 333,853,831 $ 642,137,209 $ 308,283,379 Total $ 594,899,761 $ 946,516,503 $ 351,616,743

Unbilled Cost Reimbursable ExpendituresCurrent M onth

Deficits, $3,868,828

Avg. Advance, $1,116,306

OtherBilling

Freq., $0

Net Unbilled, $6,273,916

Annual Lost Interest on Cost Reimbursable Expenditures Annual Lost Interest on Unbilled: Unbilled (12 month rolling average) $ 11,457,192 Assume 5% interest rate 5% $ 572,860 Annual Lost Interest on Current Month Billing (if billed 10 days faster) Billed (12 month rolling average) $ 9,240,506 Assume 5% interest rate 5% $ 151,899 Grand Total -- Lost Interest $ 724,758

UNDER REVISION


17

(cont’d) BILLING Supplemental

Grant Expenditures Not Invoiced (cumulative)

$6.4$7.4

$4.7 $4.8

$9.8

$6.5 $7.2 $7.1 $7.4$6.1 $6.8

$8.1 $8.1 $7.6 $7.4

$5.2

$9.9$11.3 $11.8

$10.4

$8.0$6.7 $6.4 $6.3

$-$2.00$4.00$6.00

$8.00$10.00$12.00$14.00

Jul-03

Aug-03

Sep-03

Oct-03

Nov-03

Dec-03

Jan-04

Feb-04

Mar-04

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

Mill

ions

Net Unbilled (Gross Unbilled - Advances - Deficits - Other Billing Freq) Target

Good

Monthly Billing versus Monthly Expenditures

$10.4

$13.6$10.9 $10.3 $11.4 $10.8

$12.3$14.1 $14.3

$6.6

$9.6$11.0 $11.9 $11.5

$13.5$12.3$12.7

$11.1 $11.0 $11.7 $11.3 $10.7

$0.0

$5.0

$10.0

$15.0

$20.0

Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05

Mill

ions

Monthly Expenditures Monthly Billing

* Expenditures = Current monthly billing + change in cumulative unbilled


18

(11) AGED RECEIVABLES

Outstanding Aged Receivables

0%10%20%30%40%50%60%70%80%90%

100%

Jun-04

Jul-04 Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

1-90 days old 91-150 days old 151+ days

Outstanding Aged Receivables(Rolling 12-month average)

% of Total $outstanding1-90 days

66%

% of Total $outstanding91-150 days

11%

% of Total $outstanding

Over 150 Days23%

Outstanding Aged Receivables More Than 150 Days Old

$6.1$5.3 $5.6

$5.1

$4.1 $4.3 $4.0$4.6 $4.7 $4.7

$5.5 $5.5 $5.7

$0$1$2$3$4$5$6$7

Jun-04

Jul-04

Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

Mill

ions

Target = $5 million

Good

Percent of Aged Receivables Outstanding More Than 150 Days Old

Twelve month rolling average = 19.1%

19%17% 18% 17%

14% 15% 15%18% 19% 20%

24%

0%

5%

10%

15%

20%

25%

Jun-04

Jul-04

Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

Target = 15%

Good


19

(12) TOTAL UNCOLLECTED

Total UncollectedUnbilled Invoices & Aged (Billed Invoices pending payment)

8.1 7.6 7.45.2

9.9 11.3 11.8 10.48.0 6.7 6.4 6.3

27.4 28.8 29.5

18.5

20.0 16.017.0

18.119.6

20.123.6 24.3

35.5 36.4 36.9

23.7

29.927.3

28.8 28.4 27.6 26.8

30.0 30.6

$-

$5.00

$10.00

$15.00

$20.00

$25.00

$30.00

$35.00

$40.00


Mill

ions

UNBILLED AGED Target (33M)

Good

33M target = [combination of two targets] and one estimate. 33M = [2M (unbilled) + 5M (aged > 150 days)] + 26M (12 mos. Average, Jul 02 – Jun 03, aged < 150 days)


20

(13) DEPARTMENT OF HEALTH & HUMAN SERVICES - DHHS

DHHS Historical Writeoffs

$992.3

$0.0 $0.0 $0.0 $0.0 $0.0 $0.0

$247.1

$0.0 -$0.8 -$6.0

-$200

$0

$200

$400

$600

$800

$1,000

$1,200

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Thou

sand

s

UW Financial Risk for September 30th Deadline

$234,810 $131,128$26,383 $0 $0

$2,393,936

$200,000$50,999

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

9/30/2003 12/31/2003 3/31/2004 6/31/04 9/30/2004 10/31/2004 12/31/2004 3/31/2005

UW Award > PMS Award De-obligating Sept 30/2004

1 140 105 14

Risk = budgets that will de-obligate on Sept 30 where UW Award > NIH Payment Management System * Number in box = number of grants and contracts where UW award > PMS award


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(14) FACILITIES & ADMINISTRATION (INDIRECT) COSTS

Percent of Dollar Increase from Quarter-to-Quarter for Indirect Cost Revenues(Rolling 5 yr Average 9.5%)

$125 $128 $132 $137 $141 $146 $150 $153 $158 $162 $165 $169 $174 $178 $181 $184 $182

$0

$50

$100

$150

$200

FY01

-Q4

FY02

-Q1

FY02

-Q2

FY02

-Q3

FY02

-Q4

FY03

-Q1

FY03

-Q2

FY03

-Q3

FY03

-Q4

FY04

-Q1

FY04

-Q2

FY04

-Q3

FY04

-Q4

FY05

-Q1

FY05

-Q2

FY05

-Q3

FY05

-Q4

Millio

ns

Indirect Cost Recovery Target=5% increase previous year

Good

Dollar figure at top of column represents an annualized total that includes the last four quarters.

% Annual Change for Indirect Cost Revenues

(Rolling 5 yr Average 9.5%)

6.6% 6.6%8.7%

12.0% 12.5%13.7% 13.6%

11.9% 12.2%11.1%

10.0% 10.4% 9.7% 10.2% 9.9%8.4%

4.8%

0%2%4%6%8%

10%12%14%16%

FY01

-Q4

FY02

-Q1

FY02

-Q2

FY02

-Q3

FY02

-Q4

FY03

-Q1

FY03

-Q2

FY03

-Q3

FY03

-Q4

FY04

-Q1

FY04

-Q2

FY04

-Q3

FY04

-Q4

FY05

-Q1

FY05

-Q2

FY05

-Q3

FY05

-Q4

Indirect Cost Recovery Target=5% increase previous year

Good

Percent of Indirect Cost Recovered relative Direct Cost Excluding Gifts

22.4% 22.8% 22.3% 22.6% 22.3% 21.4% 20.8% 21.0% 22.7% 22.6% 21.9% 21.0% 22.7% 23.0% 22.3% 23.1%21.7%

0%10%20%30%40%50%

FY01

-Q4

FY02

-Q1

FY02

-Q2

FY02

-Q3

FY02

-Q4

FY03

-Q1

FY03

-Q2

FY03

-Q3

FY03

-Q4

FY04

-Q1

FY04

-Q2

FY04

-Q3

FY04

-Q4

FY05

-Q1

FY05

-Q2

FY05

-Q3

FY05

-Q4

IDC as % of DC excluding gifts Std IDC Rate @ 51.6%

Good


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15) EMPLOYEE SATISFACTION

Overall Highly Satisfied Staff

53%66%

55%

0%

20%

40%

60%

80%

100%

UWFM 2003 RAA 2001 RAA 2003

Target = 42%

Good

Source: 2003 RAA Employee Survey

Overall satisfaction of highly satisfied staff.

(16) CULTURE AND DIVERSITY

Culture - Diversity

72% 77%

0%

20%

40%

60%

80%

100%

UWFM 2003 RAA 2001 RAA 2003

Target = 90%

Good

Source: 2003 RAA Employee Survey I believe that making this organization more diverse will make the

organization better overall.

(17) TRAINING AND KNOWLEDGE

Training - Knowledge

72% 77%

0%

20%

40%

60%

80%

100%

UWFM 2003 RAA 2001 RAA 2003

Target = 90%

Good

Source: 2003 RAA Employee Survey I have the training I need to create and share knowledge


23

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