FI0205 – Sponsored Grants and Contracts

Effective: February 6, 2013
Revision No: 10
General Policies Subcontracting With Federal Funds
Accounting Classifications Charging Salaries To Grant And Contract Wbs Elements
General Obligations And Requirements Charging Salaries On An After-Performance Basis
Grant Proposals And Applications Faculty Salaries Chargeable To Federal And Federal Flow-Through Grants And Contracts
Contract Proposals And Execution Payments To Hourly Clerical And Supporting Personnel
Direct Costs And Facilities And Administrative Costs Procedures
Direct Costs Forms
Facilities And Administrative (F & A) Costs Contacts
Subawards Related Policies

To provide policies and procedures for administering grants and contracts, including budgets, proposals and applications, cost sharing, subcontracts, and salary allocation.


General Policies[top]

  1. The term "grant" designates funds the university receives from outside sources for the purpose of accomplishing instruction, research, public service, or other designated functions in a specific area of mutual interest to the university and the grantor. The governing documents furnished by the grantor at the time of such grant awards usually designate the funds as grants and specify the degree of accounting and reporting obligations for such funds. Grants may be exchange or non-exchange transactions. See the definition of exchange and non-exchange transaction below.

    The term "contract" designates funds received by the university for specific services provided to agencies, corporations, or others under negotiated contracts. Contracts, including clinical trials, are always considered to be an exchange transaction.

  2. Grants are classified as exchange or non-exchange transactions. This designation determines the method that the university uses to recognize revenue.

    1. An exchange transaction is a reciprocal transfer in which each party receives and sacrifices something of approximately equal value. Revenue is deferred until it is earned.
    2. A non-exchange transaction occurs when the grantor does not receive financial benefit equal to the amount granted. There is either no deliverable or the deliverable is of less value than the amount granted. Revenue is recognized in the accounting period in which all eligibility requirements are met.
  3. The following policies apply to grants received and contracts entered into by the university. Because the volume of grant and contract transactions and funds varies widely and the administrative organization differs among the various university campuses and institutes, each campus and institute is responsible for providing additional written procedures necessary for maintaining adequate control of such funds within the framework of these policies.
  4. Campus or institute procedures must provide for sufficient prior review of proposals, applications, and agreements to ensure that all personnel responsible for committing university resources (personnel, facilities, and equipment) and for administering the proposed agreements are fully aware of their obligations. In addition, the procedures should provide for coordination with the Controller's Office in activating WBS element numbers for grants and contracts.
  5. The contracting process should allow sufficient time to have fully executed contracts prior to the starting date of the contract.

Accounting Classifications[top]

  1. For accounting purposes, grants and contracts are grouped into two major classifications.

    1. Restricted Grants and Contracts. Practically all of the grant and contract funds received by the university are accounted for as Restricted Current Funds, which require that a separate WBS element be established for each grant or contract to document and account for the receipt and expenditure of such funds. Restricted grants and contracts processed through the university will have "R" WBS elements.
    2. Unrestricted Grants and Contracts. General program support grants to university campuses and institutes, which do not require separate accounting for the expenditure of funds should be accounted for as General Current Funds/Unrestricted Revenue of the appropriate campus or institute when received. Documents indicating the source and nature of such funds must be sent to the Controller's Office when the request is made to establish an appropriate revenue cost center. Normally, the university receives relatively few "unrestricted" grants. An example is an Institutional Educational Allowance received to support graduate student instruction.

General Obligations and Requirements[top]

  1. The university is responsible for complying with the regulations, guidelines, technical and fiscal reporting and billing requirements, and management procedures as prescribed by the sponsoring agency. The majority of grant and contract awards received by the university are not more restrictive in accounting, reporting, and billing requirements than will be provided through the university's normal fiscal procedures.
  2. The principal investigator is primarily responsible for administering the grant or contract. The following areas require the principal investigator's special attention.

    1. Administrative Responsibilities. The general administrative responsibilities for grants and contracts are as follows.

      1. Performance Regulations. The campus or institute research office is responsible for being fully aware of applicable regulations (particularly for federally sponsored projects) that must be followed in conducting such projects. This office is responsible for maintaining current information on such regulations; reviewing proposals, applications, and agreements to comply with current regulations; and disseminating information on such regulations to appropriate campus or institute staff.
      2. University Obligations. The department head and principal investigator of the grant or contract project must be thoroughly familiar with all obligations assumed by the university on grants and contracts under their administration and see that requirements are met, charges are processed promptly, and required technical reports are submitted on schedule (or that time extensions are obtained when necessary or appropriate). These personnel should also obtain advance approval for significant revisions to budget or program plans. In addition, the department head and principal investigator must ensure that project costs are reasonable, allocable to the grant or contract within the stated time period, allowable, and consistently charged. See item 10 below for more information on project costs.

        Note: When developing contracts, employees should be aware of the university's policy on conflict of interests (see FISCAL POLICY FI0125).

      3. Fiscal Responsibility. The Controller's Office is responsible for maintaining the official accounting records pertaining to all grants and contracts. This is accomplished through the establishment of appropriate university WBS elements by the campus or institute business office in which all grant and contract expenditure and reimbursement transactions are recorded. The Controller's Office is also responsible for making available monthly accounting reports of the financial status of each grant and contract to principal investigators and other appropriate university officials to assist them in the financial management of these projects.
      4. Grant and Contract Funding Methods. The three methodologies for receiving monies from granting agencies to fund grant and contract expenditures are:

        1. Cost Reimbursement. For most grants or contracts, reimbursement for actual expenditures is requested from granting agencies through periodic invoices or financial reports. These invoices and financial reports are normally prepared by the campus or institute business office. Invoicing and financial report preparation by departments are permitted only in situations when the campus or institute business office cannot practically comply with the contract terms. In such cases, prior approval by the campus or institute business office is required.
        2. Cash Drawdowns. Agreements with certain federal agencies allow the university to obtain funds as needed to cover actual expenditures made prior to submitting detailed expenditure reports. After work on the project has begun and expenditures are incurred, the campus or institute business office may process a cash drawdown to cover the university's expenses to date. Cash drawdowns should not be processed in advance of actual expenditures, and the amount of the drawdown should not exceed the actual expenditures for the applicable grant or contract on the funds transfer date. Granting agencies have individual rules pertaining to excessive cash transfers, and personnel responsible for processing drawdowns should be familiar and comply with applicable regulations. Whenever excess cash transfers are made, the campus or institute business office will request the Controller's Office to remit the required interest due the Department of Health and Human Services.
        3. Cash Advances. Occasionally federal grants or contracts are awarded for which funds are received in advance of expenses incurred by the university. The campus or institute business office will request the Controller's Office to remit any interest payments to the appropriate federal granting agency as required by law. Private sponsored research funded in advance does not accrue interest earnings.
    2. Timeliness in Charges and Adjustments. So that required reporting and funding of sponsored projects are accomplished in a timely manner, all charges and adjustments to sponsored projects should be recorded on the official records as soon as possible. Department heads and project directors should promptly review the monthly Grant and Contract Budget and Expenditure Report. Departments may access this report online and print as needed. Sponsors and external auditors are extremely critical of late charges, late transfers, and late adjustments to WBS elements for sponsored projects. Charges or transfers delayed beyond the normal processing schedule must be accompanied by an explanation and justification. All charges should be processed against such accounts within 60 days after the project end date so that final financial reports can be submitted and the WBS elements closed on a timely basis. For complete information about cost transfer requirements, see FISCAL POLICY FI0220, COST TRANSFERS.
    3. Grant and Contract Budget and Expenditure Report. The Grant and Contract Budget and Expenditure Report, or the "R ledger sheet," is an official accounting document for a particular project. The R ledger sheet shows budget information for a particular project, direct expenditures and facilities and administrative (F&A) costs that have been charged to the project, and funding or invoicing activity. Auditors and others use this report to trace project charges to the original documents that support and contain detailed information about the recorded transactions. The report also serves as a management tool for the principal investigator. When the financial transactions are processed in a timely manner, the report will accurately indicate expenditures for project budget objectives and will be a helpful guide in planning and controlling further expenditures. Principal investigators should ensure that this report is reviewed monthly and appropriate action is taken. For example, expenditures should be reviewed for accuracy, applicability, and completeness. The budget should be updated if it does not match the contract or proposal, if there have been any changes to the award amount, or for any other planned spending changes as approved by the funding agency. Also, the principal investigator may want to initiate requests for project time extensions or additional funding based on R ledger information.
    4. Budget Monitoring. Expenditures require continuous internal monitoring by the department to prevent budget category overruns. Occasionally, line-item budget overruns require prior approval by the sponsor or are unallowable. Variances between actual and budgeted expenditures by category may result in additional F&A costs and may cause a WBS element to be overspent. Generally, invoicing and financial reporting cannot occur when a restricted WBS element is overspent. Principal investigators and/or department heads should ensure that over-expenditures are transferred quickly to an appropriate cost object since the department is ultimately responsible for these costs and for any lost funding caused by late invoicing on overspent WBS elements.
    5. Equipment Procured on Federally Sponsored Projects. All research equipment costing $5,000.00 or more and all general-purpose equipment (i.e., equipment that can be readily used other than for research) costing $5,000.00 or more should be itemized in detail in the proposal and in the approved grant or contract. Otherwise, written approval may be required from the sponsor before purchasing such equipment. In addition, for equipment costing $5,000.00 or more, an internal (within a campus or institute) and external (when applicable) search for available suitable equipment must be conducted. If suitable equipment is available, it must be used instead of purchasing additional equipment. All requisitions for the purchase of such equipment must contain a statement certifying that appropriate approvals and search for the requisitioned equipment have been completed. (Note: See FISCAL POLICY FI0605, 15b for a list of sensitive minor equipment costing $1,000-4,999, which must be accounted for on university equipment inventory records.)
    6. Other Federal Regulations Relating to Conflict of Interests, Protection of Human Subjects, Care of Animals, Inventions and Patents, Publications, Copyrights, etc. Contact the campus or institute research office for assistance.
    7. Unusual Requirements. A grant or contract proposal with unusual procedural, reporting, or billing requirements beyond the university's normal policies or practices should not be accepted or recommended for approval until both the campus or institute research office and the principal investigator of the project have cleared the requirements with appropriate university officials.

Grant Proposals and Applications[top]

  1. University policy permits (1) the preparation and submission of grant proposals through campus or institute procedures as approved by the chancellor or administrative head of each campus and institute and (2) the acceptance of such grants for purposes that are clearly within the stated mission of the campus or institute. The campus or institute chief business officer should approve any grant that contains cost-sharing or matching provisions. When any question exists as to whether the purpose of a prospective grant is outside the mission of the campus or institute, the appropriate vice president must approve the application before it is submitted. Some granting agencies require an official university acceptance of the award documents and, in such cases, the documents must be forwarded to the office delegated for review and signature. (See FISCAL POLICY FI0420, 25.)

Contract Proposals and Execution[top]

  1. Only authorized University officials are allowed to sign contracts on behalf of the University. University Bylaws, Article IV, Section I, and University Contracts Fiscal Policy (FI0420) specify the University officials who are authorized to sign contracts. A list of these officials is also available on the University of Tennessee System Administration's contract office's website. Review and approval procedures specified in Contracts Fiscal Policy shall be followed for all contracts. This policy allows the following to be executed at the campus or institute level:

    1. Proposals for contracts;
    2. Domestic sponsored grants and contracts that are receivable agreements;
    3. No-cost Material Transfer Agreements with domestic (U.S.) entities; and
    4. No-cost Confidentiality/Non-Disclosure Agreements with domestic entities.
  2. Although the above contracts do not have to follow the review and approval procedures detailed in University Contracts policy, only authorized officials may sign them. Further, University Research Offices are responsible for ensuring that all terms and conditions are acceptable under University Contracts policy and that no prohibited provisions remain in such contracts. The Research offices are also responsible for retaining these original agreements in accordance with the University’s Records Management policy FI0120.

    The contracting process should allow sufficient time to have fully executed contracts prior to the starting date of the contract.

Direct Costs and Facilities and Administrative Costs[top]

  1. University policy requires that grants and contracts bear the full cost of rendering the service. Full cost includes the direct costs and recovery of facilities and administrative costs at the full rate that has been negotiated with and approved by the federal audit agency for the particular campus or institute rendering the service. Obligations for cost sharing should be limited to amounts that can be justified as appropriate to accomplish the stated objectives of the university. Direct and facilities and administrative costs are defined as follows.

Direct Costs[top]

  1. When charging expenses to federally (includes federal flow-through) sponsored projects, university faculty and staff must ensure the appropriateness of the charges. The guidelines below are designed to assist faculty and staff in determining the appropriateness of certain charges on either federal awards to UT or awards that involve pass through of federal funds. These are intended to clarify certain details of charges that are allowable as direct costs under the restrictions included in Office of Management and Budget (OMB) Circular A-21. While the explicit language of the Circular should be applied to clarify any situation arising regarding allowable charges, these guide lines may be referred to in justifying charges included in proposals submitted for approval by the appropriate UT research office. These guidelines are not intended to be exhaustive, but do include specific mention of cases that are known to arise and that may not be immediately determinable from A-21.

    1. Allocable. The cost must have a direct benefit and be directly attributable to the project or activity being performed. For example, an investigator purchases a piece of equipment to conduct a sponsored project. This equipment is allocable to that project and can be charged as a direct cost to the project. The investigator also purchases office supplies for general office use. These office supplies are not directly attributable to a specific project and are therefore not allocable and cannot be charged as a direct cost to the project.
    2. Allowable. The cost must be allowed by university policy, sponsor policies, and OMB Circular A-21. For example, an investigator has three lab technicians working on a project and charges their salaries to the project. These are allowable costs to the project and can be charged as direct costs. The investigator takes the three lab technicians out to lunch during the project. This expense is an unallowable cost to the project and cannot be charged as a direct cost. See a list of UNALLOWABLE COSTS on federal and federal flow-through sponsored projects. These costs should never be proposed or charged on a federally-funded sponsored project even though they may be allowable as a standard business practice under the university's fiscal policies. For more detailed information about these unallowable costs, see OMB Circular A-21, Section J.
    3. Reasonable and Necessary. The cost must be reasonable and necessary for the performance of the project. For example, an investigator purchases lab supplies to complete the work on his project. These supplies are reasonable and necessary to the performance of the project and can be charged as direct costs. The investigator also purchases a new microscope that was on sale at the store. The microscope is not needed for the current project, but may be needed for an upcoming project. This expense is not reasonable and necessary for the performance of the current project and therefore cannot be charged as a direct cost.
    4. Consistently Treated. All costs incurred for the same purpose, in like circumstances, are either direct costs only or Facilities and Administrative (F & A) costs only. The university cannot double-charge the government for similar costs by directly charging a cost to a sponsored project and by including the same type of cost in the F & A rate charged to the sponsored project. For example, a bookkeeper purchases stamps for the department. Investigator A uses five stamps for various mailings related to his project and Investigator B uses eight stamps for various mailings related to her project. If the cost of the stamps is included as a direct cost to Investigator A's or B's sponsored project, and similar costs (stamps) incurred in like circumstances (general purpose) are included in the university's F & A rate, the cost of stamps is not treated consistently.

      Any expense that does not meet all of these criteria should not be directly charged to a federally sponsored project. The fact that a cost requested in a budget is awarded as requested does not ensure a determination of allowability. The university is responsible for presenting costs consistently and must not include costs associated with its F&A rate as directcosts.See attached EXAMPLES of costs normally considered to be direct costs versus F & A costs. Additional details to provide guidance to faculty and staff follow below.

Facilities and Administrative (F & A) Costs[top]

  1. Facilities and administrative costs are usually stated as a percentage of modified total direct costs for larger university entities and as a percentage of salaries and wages for smaller entities. Modified total direct costs are the total of all direct costs except for the following cost elements: student maintenance fees (4441XX), cost sharing (4444XX), equipment (461XXX), and subcontracts exceeding $25,000 (4821XX), real estate rental (4413XX), and patient care costs.

    F&A costs include use allowances, operations and maintenance expenses, general and administrative expenses, departmental administration expenses, sponsored projects administration, library expenses, and student administration and services. Lease and rental expenses, along with utility charges and basic service changes (including phones, network port charges, building maintenance fees, etc.) are allowable as direct expenses if the location of the activity is not owned by the university.

  2. Administrative costs such as salaries for clerical positions or items such as office supplies and postage are generally viewed by the federal government as facilities and administrative (F & A) costs. Within limited circumstances, administrative costs may be directly charged to a federally sponsored program. The rules for directly charging these administrative costs are found in OMB Circular A-21 section F.6.b(2) and F.6.b(3), along with Exhibit C.

    1. OMB Circular A-21 F.6.b(2):"The salaries of administrative and clerical staff should normally be treated as F & A costs. Direct charging of these costs may be appropriate where a major project or activity explicitly budgets for administrative or clerical services and individuals involved can be specifically identified with the project or activity. 'Major project' is defined as a project that requires an extensive amount of administrative or clerical support which is significantly greater than the routine level of such services provided by academic departments."
    2. OMB Circular A-21 F.6.b(3): "Items such as office supplies, postage, local telephone costs, and memberships shall normally be treated as F & A costs."
    3. OMB Circular A-21 Exhibit C:"Examples of "major projects" where direct charging of administrative or clerical staff salaries may be appropriate.

      1. Large, complex programs such as General Clinical Research Centers, Primate Centers, Program projects, environmental research centers, engineering research centers, and other grants and contracts that entail assembling and managing teams of investigators from a number of institutions.
      2. Projects which involve extensive data accumulation, analysis and entry, surveying, tabulation, cataloging, searching literature, and reporting (such as epidemiological studies, clinical trials, and retrospective clinical records studies).
      3. Projects that require making travel and meeting arrangements for large numbers of participants, such as conferences and seminars.
      4. Projects whose principal focus is the preparation and production of manuals and large reports, books and monographs (excluding routine progress and technical reports).
      5. Projects that are geographically inaccessible to normal departmental administrative services, such as research vessels, radio astronomy projects, and other research field sites that are remote from campus.
      6. Individual projects requiring project-specific database management; individualized graphics or manuscript preparation; human or animal protocols; and multiple project-related investigator coordination and communications."
  3. If a principal investigator wishes to charge any of the type of expenditures described in 14 above directly to a federally sponsored program (or federal flow-through), the following criteria must be satisfied:

    1. The charges must be clearly spelled out in the initial budget submitted to the sponsoring federal agency.
    2. An explanation of why these charges should be made directly to the project should be provided, and the relationship of the charges to the scope of the work of the project should be clearly identified in the proposal. The DIRECT CHARGE JUSTIFICATION FORM must be completed and submitted with the proposal for approval by the campus or institute research office.
    3. For clerical and administrative salary costs, it is important to describe how the nature of the work performed differs from general clerical services provided in the department and how this work is an integral part of achieving programmatic goals of the project.
  4. Some examples of projects considered to meet the criteria above, and thus allowing the direct charging of clerical and administrative support include:

    Instances where sponsored projects require the services of administrative and clerical staff, and may be budgeted on federally sponsored projects as direct costs occur when:

    • the services are required by the project scope;
    • the cost can be accurately identified to the project;
    • the approved project budget clearly describes the need for the services; and
    • the expense is justified within "Unlike Circumstances" exception outlined in the OMB Circular A-21, Exhibit C.

    Some specific examples include:

    • Projects for which the scope of the project requires making travel and meeting arrangements for large numbers of participants, such as conferences and seminars, then since administration of arrangements for such participants are beyond the normal scope of activity of university units, such costs are allowable as a direct cost.
    • Projects which serve as a hub, prime contractor or fiscal agent, or are contracted to provide logistics for multi-institutional activities. The scope may include arranging for contracts and agreements and providing business services for other entities, or administering grant programs. Such projects may involve a large number of subcontracts, contracts and purchase orders, which are beyond the scope of activity of the clerical staff or normal university units.
    • Projects which provide data services including data entry, database products and data verification and which require administrative staff with detailed program knowledge in addition to high level clerical skills in order to maintain the data.

    Computer purchases, and the purchase of computer peripherals (including attached storage devices and printers as well as removable devices such as USB devices) are allowable as direct costs on a sponsored project if they are specifically required for the completion of the project and funding for them is included in the initial budget submitted in the proposal for the project. Thus computers required for data collection or storage, analysis, code development or research for a project are allowable. General purpose computers, for example those used by faculty in carrying out the variety of activities required of them in meeting their responsibilities for teaching, research, and service, are not allowable as direct charges even if such computers will be utilized in part to carry out the activities of a sponsored project.


  1. Subawards issued by the university under federal awards are subject to the direct costing rules described in 13. above. The funding and the regulations flow through the university to the subrecipient. The evaluation of subrecipient costs by principal investigators and academic departments should therefore include the same tests as described above for proper costing. Any subrecipient costs considered to be in violation of these rules should be disallowed from payment of the subrecipient's invoice. See FISCAL POLICY FI0230 for details on monitoring subawards.


  1. RESTRICTED BUDGET FORM (FORM T-1). This form must be completed for each grant or contract when the proposal is completed. Upon execution by the university, the original grant or contract documents should be forwarded to the campus or institute business office for the official files so that the required WBS elements can be established. A campus or institute receiving direct grants that do not require official acceptance by the chief financial officer (or designee) should immediately forward copies of all pertinent documents, accompanied by a completed FORM T-1, to the campus or institute business office so that the required WBS elements can be established and the documents filed. Restricted WBS element numbers for sponsored projects generally will not be assigned until the approved award and a copy of the FORM T-1 have been received in the appropriate campus or institute business office and entered into IRIS. Also, the budgeted amounts must be valid and reasonable by line item amount compared to the proposal and award budget line items before restricted WBS element for a sponsored project will be released for posting. However, provisions may be made for assigning an advance restricted WBS element by contacting the appropriate campus or institute business office. Refer to the REQUEST FOR ADVANCE WBS ELEMENT (ADVANCED ACCOUNT REQUEST) form,
  2. Supplemental Budget and Cost Information. Each campus or institute chief business office and research office should develop supplemental budget and cost information forms to use in reviewing grant and contract proposals. Such supplemental budget and cost information forms should (1) require that the total costs involved in the proposed project be given and (2) reflect any portion of both direct and facilities and administrative costs being borne by the department or the university as joint-effort cost sharing that is in addition to the mandatory direct or F&A cost sharing proposed for the project budget. See FISCAL POLICY FI0210 for more information on cost sharing.

Subcontracting With Federal Funds[top]

  1. To comply with Federal Acquisitions Regulations, the university requires campus or institute research offices to include the following certification on subcontracts (see FAR 52.209-6).

    The subcontractor certifies that he/she is not presently debarred, proposed for debarment, suspended, or declared ineligible for covered transactions by any federal agency or department. The subcontractor also certifies that within the past three years he/she has not been convicted of or had civil judgment rendered against them for a fraudulent contract or transaction, violation of federal or state antitrust laws, or the commission of embezzlement, theft, forgery, bribery, falsifying or destroying records, receiving stolen property, or making false statements.

    Before a subcontract is issued with funds coming directly to the university from the federal government or indirectly through the state government or another agency or entity, the campus or institute research office should consult the government's FISCAL POLICY FI0230, SUBCONTRACT MONITORING.

Charging Salaries to Grant and Contract WBS Elements[top]

  1. Through its payroll system, the university maintains an appointment and position cost distribution system to properly document charges to sponsored project WBS elements for personal services of professorial and professional staff. The following guidelines apply to the allocation of salaries to grant and contract WBS elements through this system. For additional information, refer to FISCAL POLICY FI0215, EFFORT CERTIFICATION.

    1. Percentage of Salary. The planned percentage of salary allocated to the grant or contract account must reflect the planned percentage of effort to be devoted to the project.
    2. Allocation of Salaries Through the University's Accounting System (IRIS). The appropriate salary allocations must be made through IRIS for faculty and staff who perform services under grants and contracts and whose position cost distribution can be determined in advance. The department head and principal investigator are responsible for continuously reviewing such salary allocations and for initiating a revised PERSONNEL INFORMATION FORM (PIF) whenever the percentage of effort assigned to a grant or contract varies as much as five percentage points of total effort from the current allocation. This is accomplished by indicating the proper salary distribution on the PIF.
    3. After-the-fact Certification of Effort. This type of certification is required of all salaried personnel whenever a portion of their effort is devoted to a grant or contract. Certification is accomplished through the IRIS electronic effort certification system. The planned position cost distribution from the PIF is shown on the effort certification form and may be confirmed or changed by the employee, as appropriate, to accurately reflect the employee's actual expenditure of effort for the period. Any change to the position cost distribution on the effort certification form will result in an automated retroactive payroll adjustment to accurately reflect the confirmed distribution. Several exception codes are available to explain a distribution change so that no retroactive payroll adjustment is made. This may be appropriate, for example, to document effort devoted to a project that fulfills the university's cost sharing commitment where the actual salary charge should remain on another university cost object.

Charging Salaries on an After-Performance Basis[top]

  1. When faculty and staff perform services under grants and contracts occasionally (and under conditions that do not require using the planned position cost distribution system as described above such as for longevity or nine over twelve month adjustment), the transfer of such salary charges to grants and contracts may be accomplished after the fact with the SALARY TRANSFER VOUCHER FORM using the following guidelines.

    1. Internal Records. Department heads and principal investigators have the responsibility for (1) maintaining records on time and effort devoted by faculty and staff to grant and contract projects and (2) initiating Salary Transfer Voucher forms for appropriate salary allocation to be posted monthly in the correct fiscal year. Salary Transfer Vouchers must reach the Payroll Office by the 15th of the following month.
    2. Information Required. At a minimum, Salary Transfer Vouchers should contain the following information:

      • Names and Titles. The names and titles of the faculty or staff whose salaries are being transferred.
      • Time Period. The time period when services were performed.
      • Type of Pay. The type of payment to be transferred.
      • Amounts of Transfer. The amounts to be debited and credited to each cost center or WBS element.
      • Calculation of Amounts Transferred. The percentage of effort or the quantity of time (days or hours) devoted to work on the grant or contract should be used to explain the amounts to be transferred. If time is expressed in days or hours, the Salary Transfer Voucher must identify the time by dates or state that detailed time records are maintained in departmental files and will be available for audit purposes. The unit salary rate on which the transfers are based (monthly, academic term, or effective daily or hourly rate) should be determined in accordance with the guidelines below.
    3. Effective Daily or Hourly Salary Rate. If possible,grantsand contracts should have professional salaries distributed through the planned position cost payroll distribution system on a percentage-of-effort basis. However, properly computed daily or hourly rates may be used: (1) when short periods of service are required, (2) when sponsors specifically required this method, or (3) to calculate compensation for appropriately approved extra services on grants and contracts. The following guidelines apply for all campuses and institutes unless an alternate calculation procedure has been approved by the chief financial officer (or designee).

      • Faculty on Academic Year Appointments. The academic year is defined as 39 calendar weeks ending on the date of commencement for spring semester. When salary allocations are made on a daily-rate basis for faculty on an academic year appointment, the rate is the current academic year salary divided by 168 days. Allowance is made here for official university holidays as well as an allowance for days of administrative closing. When an hourly rate computation is necessary, eight hours are considered a duty day. Similarly, for such work performed in these categories during summer semester, the semester is defined as 56 duty days, and the applicable daily rate is also the current academic year salary divided by 168.
      • Faculty and Professional Staff on Twelve-month Appointments. To convert the salary of a faculty or professional staff member appointed on a twelve-month service basis to an effective daily rate, divide the current annual salary rate by 224 duty days. This figure reflects an allowance made for annual leave, official holidays, and days of administrative closing. To compute an hourly rate, eight hours are considered a duty day.
      • Salaried Non-exempt Staff Appointments. To convert the salary for non-exempt staff to an effective daily rate, 260 work days reduced by 7 holidays, 5 administrative closing days, and the individual employee's annual leave accrual rate determine the effective number of duty days. This number is then divided into the base annual salary to obtain the appropriate daily rate. To compute an hourly rate, a duty day consists of eight hours.

Faculty Salaries Chargeable to Federal and Federal Flow-through Grants and Contracts[top]

  1. All university faculty are expected to contribute to the research enterprise and, by definition, research is a primary, ongoing responsibility of all faculty. Generally, faculty salaries charged to the grant or contract result in release time for the faculty, and the released salary dollars are used to hire replacement services or support other departmental operations. Faculty, as defined in this policy, includes twelve-month and nine-month appointments, regular, term, full-time, or part-time faculty.

    1. Extra-service pay (i.e., additional pay) is compensation paid by the university beyond the established monthly base salary of the faculty member. Extra-service pay is for university activity that is not part of the individual's job responsibilities and is not otherwise defined under the individual's appointment and/or his or her 100 percent effort distribution. For part-time employees, this policy applies after the employee reaches 100 percent of his or her annualized compensation. It is the joint responsibility of the individual and his or her immediate supervisor to ensure that the individual is fulfilling primary job responsibilities, and the activities leading to extra-service pay shall in no way detract from the performance of his or her assigned responsibilities and 100 percent effort distribution. The ADDITIONAL PAYMENT E-FORM should be used for processing extra-service pay.
  2. During the summer months, nine-month faculty may earn extra-service pay on grants and contracts, provided that the total income earned, including pay for summer teaching and/or administration, does not exceed 33 1/3 percent of the individual's base salary.
  3. Faculty can receive extra-service pay as consultants for federal and federal flow-through projects in other departments under the following guidelines:

    1. Consulting must be allowed by and is subject to any conditions of the sponsoring agency.
    2. Consulting must be across departmental lines.
    3. The consulting fee cannot exceed the faculty member's rate of pay calculated on base salary.
    4. Consulting fees cannot be paid if the faculty member is a project investigator or named in the proposal and/or budget.
  4. For example, a contract to conduct a social science survey requires three hours of statistician work to fulfill the report requirements. A faculty member in the Statistics department may receive extra-service pay from the grant or contract assuming the abovementioned requirements are met and the consulting time does not interfere with the statistician's primary job responsibilities.

    Questions related to faculty salaries chargeable to federal or federal flow-through projects should be directed to the campus or institute research office.

Payments to Hourly Clerical and Supporting Personnel[top]

  1. These biweekly employees are paid after the fact on reported hours worked. Their time is charged to the individual cost object as reported; therefore, no effort reporting is required for them.

Health Science Center:
Institute of Agriculture:



Ron Maples  (865) 974-2493