Question 1: Please indicate the type of Organization with which you are associated

• All of the above, FastLane Contact, Financial Administrator, and FastLane Fin. Function user
• Research Accountant
• I am both the FastLane contact and one of two functional users
• Controller
• As a small institution, I function in all areas of FastLane: pre- and post-award research admin., and primary financial user.
• Grant Accountant
• Used for SF 272 reporting only
• Quarterly Reporting only
• Sr. Grants Accountant - I am responsible for submitting the SF 272 Federal Cash Transaction Report.
• All of the above
• I am also very much a FastLane Financial Function User, but have Administrator privileges as well.
• All three
• All of the above
• Asst. Dir. For administration
• Function as both FastLane Contact and Financial Administrator/User
• Also PI
• All of the above
• All of the above
• PI
• Individual Grant – all functions
• All of the above
• I don't know. Most of your terms and procedure are either confusing to, or do not apply to, unaffiliated individual grantees. It would certainly help if you took my category into consideration when designing automated tools and procedures!
• I have received this grant as an individual. I am PI, Financial Administrator and FastLane Contact

Question 2: The New FastLane Cash Request Edit 'Current Cash on Hand.' Was it helpful for managing cash balances and drawdowns?

Yes:

• Facilitates reconciliation
• have not drawn cash post 12/03 but assume you've made it more helpful

No:

• Our draw downs are always reimbursement, no advances, so the negative cash balance is drawn down.
• No benefit
• Draws are in arrears. Therefore Current (negative) Cash on Hand is the requested draw amount.
• The institution financial mgmt system tracks sufficiently, I do not use this enhancement
• All transactions on reimbursement basis
• We ask for reimbursement of expenses already incurred, only
• We are on reimbursement basis. We do not request funds in advance
• we draw on reimbursement method
• Negative cash on hand, therefore, cash request and coh is always the same dollar amount.
• Our Organization typically carries negative balance at the end of each month
• We drawdown on actual expenses, therefore our cash is always negative
• We drawdown funds only after expense has been recorded, so we never have cash on hand.
• Funds are drawn down on a reimbursement basis
• We spend the NSF money from our general fund and then request re-imbursement. It doesn't help much to calculate what our balance is for NSF programs.
• We draw in on a reimbursement basis
• This feature was not helpful at all, we internally keep track of cash received and cash due. if anything, this question generated confusion
• we operate on a reimbursement basis only with federal grants
• We do not request cash unless current cash on hand is negative
• Our draws are for reimbursement of expenditures therefore the "current cash on hand" does not apply to us
• Drawdowns are reimbursement based, we do not drawdown monies in advance
• first we spend the money and then we ask for reimbursement but it could help other organizations
• n/a never carry balance
• Our drawdowns are reimbursement only.
• I haven't had to request for advance funds. All requests are done as a reimbursement.
• Don't see any use for this, it's always negative.
• we bill on a monthly basis, based on expenses actually incurred
• our cash requests are for reimbursements
• we draw on a reimbursement basis
• It is better if we can follow Dept of Ed in requesting cash by individual awards
• waste of time
• Because we only draw down actual expenditures
• It allowed us to verify our records to yours and fix any inaccuracies in a timely manner
• N/A New User with Fast Lane System.
• Very helpful
• We operate on reimbursement basis.
• Doesn't serve any purpose for us. Balance always a minus/quarterly reimbursement.
• The Museum operates primarily on a reimbursement basis
• We do not carry a cash balance, we do just cash reimbursements
• we request funds on a reimbursement basis only, so our cash on hand is always zero
• made me more cognizant of actual balance
• The changes conformed with the NIH DSHS Financial site requiring manual entry. I think the Government sites should conform with each other as much as possible to limit complexity.
• We have good cash mgmt procedures in place. This requires estimates as of a month
• We only request reimbursements, so our cash on hand is always less than zero.
• - end and is not relevant for us.
• I keep a close tab on our balance anyway...
• There is a balance carried - over from prior periods that need to be cleared.
• I already knew the cash balance. That is how I decided how much to draw down
• On reimbursement basis
• It is not relevant for us, since we request cash only on a reimbursement basis.
• We are on a cost reimbursement basis
• Order funds on about 16th to use for monthly payroll service. Current NSF cash always negative by 16th but don't know exactly how much
• This is the only one I've ever used.
• It is a straight wash for us. We always have a negative balance that exactly equals the amount we are requesting. So it is a duplicate entry for us.
• HRC draws funds at the end of each month, after expenses are paid. We don't have "cash on hand".
• We have internal methods to monitor this. Just one more field to have to enter.
• we always request cash for reimbursement, so we never have cash on hand
• We are on a reimbursement basis.
• We are reimbursed only at this time
• I use an excel spreadsheet to manage my cash, so I don't find it helpful.
• did not find that this helped with management of account
• It has been a burden to input; we never have any cash on hand.
• We do reimbursement only so do not have cash balances and drawdowns.
• We are a recent first time awardee, so we did not participate in the former system.
• We draw cash for the expenses that already have happened, so there is no cash balance left
• Confusing and not sure what is exactly expected - balance to draw, current program cash or overall financial cash
• I did have to doublecheck the first few times whether "current cash" meant before or after the cash request.
• The request is based on internal system
• Because you need to spend what you draw down within three days, this really doesn't matter and actually it is an extra step since I have to go to the checkbook to see what it is.
• We draw down on a reimbursement basis - there is never any excess cash on hand
• For a small non-profit like ours, "cash on hand" can sometimes reflect other financial parameters, such as donor contributions, that are fundamentally independent of NSF award use.
• The record is important in terms of dates and amounts.
• Did not notice. Very little contact with the system post 12/2003
• I didn't use the earlier forms so can't comment on the change....
• I had not used it before and so far we have always done reimbursements, so it has not really be applicable.
• didn't use it
• I have difficulty understanding the meaning of some terms
• I am always reimbursed, and run a deficit

Neutral:

• No comments, I don't handle cash flow
• User only since 2/1/2005 - experience only with the enhanced version
• This enhancement is not connected to anything
• It did not affect me either way
• It really didn't help or hurt our process
• no impact
• I am a first-time user.
• I do not draw down funds from NSF
• No effect
• I do not work on the drawdowns - I have now viewed this enhancement
• Does not affect my input.
• Neither Good nor bad
• I am able to manage the cash balances and drawdowns through my accounting system plus I also do program analysis that also helps me manage my cash balances. I'm neutral about this feature
• My grant is small, so this has not either helped or hindered my cash management, but I can see its use

Other:

• Wording does not explain well enough
• However, it required too much administrative work and our system does not provide the required information, thus manual intervention is necessary
• Funds are systematically drawn through ASAP on a weekly basis.
• I use ASAP
• Function not used
• I have no comment at this time. Our former Financial Administrator is no longer with the Institution
• N/A - we do reimbursement only
• Not applicable, only FCTR is processed through FastLane, not cash requests.
• We don't manage our cash balances and don't get drawdowns
• as not US organization, we do not use it (Sweden)
• Did not understand what information was required for the field
• did not use prior to May 2004
• N/A -- my cash requests are made in writing
• N/A -- I did not experience this, since my last cash request was submitted on paper back

Question 3: Does your organization typically carry a positive cash balance at quarter end?

• With university only since 2/1/2005 - based on prior year's data
• Always carry a negative cash balance so we are not penalized for having excess cash on hand.
• We have chosen to drawdown cash on a reimbursement basis
• Not sure
• by positive cash balance, I assume you mean we have drawn more funds than we have expended
• This is a step that we have never been really on, because you can't have cash on hand more than thirty days; however you are running a quarterly report
• This cash balance includes our endowment fund
• since we can only do "reimbursement" not advance (nsf rule, I thought) we tend to keep it on hand until it reaches a certain level then request transfer
• We only ask for cash when needed, for reimbursement. We tried to keep "0" balance for quarter end
• The NSF positive cash balance is a reimbursement of last quarter's expenditures which can be utilized until the next cash request
• We do not carry a positive cash balance for NSF because we are on a reimbursement basis
• We aim to have NSF owe CC money at end of each month and quarter. In almost all cases this happens.
• I do not know
• We submit the cash request annually for funds spent
• We submit reimbursement and not advance
• This balance comes from non NSF sources

Question 4: Do you typically run a negative cash on hand balance at quarter end in excess of 5% of your grant portfolio valued in question 3 above?

Yes:

• Sometimes it's more than 5% but not always
• We may occasionally, if we can't draw cash monthly or timely after a large expense
• This is particularly true during fall semester
• Typically it is 8% or more
• Occasionally yes

No:

The institution only requests reimbursements for expenses

We generally drawdown funds to cover expenses before the quarter ends

No providing grant portfolio means total award authorization. If it means total qtr. Disbursements the answer is yes

May not be 5%, but we prefer to request money after it has been expensed or disbursed

Average is 3% and was only over 5% out of the last three quarters

We request only for reimbursement of quarter end expenses

We normally request funds monthly

For our organization as a whole, we have a positive quarterly balance; but for 95% of our grants (all Federal grants), we run our programs on a reimbursement basis, resulting in negative quarterly balances

no where near 5%

Only one quarter was in excess of 5%

The negative cash position usually ranges between 1% to 2% of total net awards portfolio

we ask for reimbursement in less than 24 hours after we spent the money

We draw down funds on a reimbursement basis weekly.

Awards are reimbursement of expenditures

We try to get close, but I just discovered last quarter that it takes 2 days for our funds drawn in ASAP to show in FastLane. Our March 30 draw was received, but did not show in FastLane

We operate on a cost reimbursable basis

We typically run a negative cash on hand balance, but not that much.

we choose to work on a reimbursement basis

We are on an reimbursement method for our drawdowns

We typically carry a negative balance, but not as large as 5% of our grant portfolio.

we never request grant in advance, we use our own funds and then request from NSF what we have spent Since we do monthly reimbursement reports, we typically do not exceed the 5%

we request money on a reimbursement basis so each month we have a negative balance that is off set by the amount of our request

Other:

• Our negative cash on hand margin will decrease now since we have begun the use of the Oracle system and our procedures have changed due to this
• we make drawdowns monthly in arrears
• our cash need/projection is based on 3mo.using average expenditures which actual months expenditures does not amounted to as projected
• With university only since 2/1/2005 - based on prior year's data
• IT VARIES ON GRANT ACTIVITY DURING THE QUARTER
• We have not used any of these funds yet
• Not certain - have never calculated negative COH as a percentage of grant total
• I have not calculated the actual percentage
• Prior to 4th QRT 2004 is was negative
• We aim at being plus or minus within $10,000 or better
• We are on reimbursement status and have to wait months in order to be reimbursed for
• CC aims at negative balance of at least negative 5% to offset occasional positive quarter. Averaged negative 6% last 8 quarters

Question 5: What is the usual explanation for why your typical quarter end cash position in number 3 and 4 above runs in the manner it

• We usually drawdown once a quarter.
• We rather recover our disbursement to the penny in our cash request
• We now draw down only reimbursement funds at the end of each month, use to be quarterly.
• College bills in arrears
• We try to drawdown funds to cover expenses that occur near month end
• Timing issues and constraints which will now be less due to Oracle implementation.
• We always work on a reimbursement system and collect these funds quarterly
• Arizona State University does not wish to pay interest on any positive cash balance from federal sponsors
• high level of grant expenditure activity
• Funds are typically drawn when the quarterly report is due.
• We allow a negative balance in case something is returned, so we will not have a positive balance.
• We `typical only make cash requests on a quarterly basis unless a grant has ended.
• The institution only requests payments for reimbursable expenses
• Timing Issue
• we request the money per actual expenditures incurred for that time period.
• Need time to reconcile records and close books
• We routinely ask for reimbursement for expenses for the period, we rarely ask for any advances.
• We bill NSF in arrears of actual expenditures
• Our month end payroll does not post until 5 days after end of month we have finished requesting cash in
• because we always draw as reimbursements, not advances
• Drawdowns are on actual expenses, therefore our cash balance is always negative.
• Same as above
• All grants processed on reimbursement basis
• The college uses non-federal funds first. Once grant expenditure is disbursed, then request for reimbursement.
• We only claim actual expenditures for warrants already issued on a quarterly basis.
• we draw precisely what we should be reimbursed for so we zero out.
• We request cash after we submit the quarterly report on a reimbursement basis.
• Timing issue
• Our quarterly closing date is not in month end. It is usually 5 days after month end.
• Our last draw down day for quarter ends are usually before the actual quarter ends. We are not able to draw down on the last day of the month, thus expenses hit towards the end of the month will not be drawndown till the following month.
• We request cash after expenses have been incurred...cash is requested typically 30-45 days following mo.
• Westmont College always reimburses itself for grant expenditures.
• Requesting cash weekly on a reimbursement rather than advance basis
• End of month payroll and benefits are difficult to anticipate in enough time to receive funds
• It ensures we don't have a positive cash on hand balance
• We use the reimbursement method
• We only run on a reimbursement method
• Funds are drawn in arrears of spending.
• We request cash monthly on a cost reimbursable basis.
• There is an timing issue to get internal month end salary figures. Typically these costs are available after the month end.
• Timeliness of draw requests. Draws are typically done once the month is closed.
• I try to order cash monthly and it is based on actual expenses
• We usually request reimbursement for expenses up to 1 week before the quarter ends.
• We do not want an audit criticism for having extra cash on hand.
• we perform draws only once a week, and usually we would draw couple days before quarter ended. Therefore, those expenditures occurred between last draw quarter end date would affect our cash on hand.
• Draws are scheduled on a weekly basis to minimize large negative balances.
• we always incur expenses then request reimbursement. Grant amounts not that large that it demands otherwise.
• Cash requests are submitted based solely on expenditures. Therefore, at the end of a typical quarter, we may have expenditures awaiting reimbursement from NSF and have not been received at the time the quarter end report is processed.
• Money is spent one time during the year and drawn down to cover the expenditures at that time
• Cash is drawn on a reimbursement basis. Payroll for the majority of employees is paid on the last working day of the month.
• We do not request any advances so we generally have a negative claim on cash balance.
• We draw funds as expended. No advance requests.
• We submit for payment of grant expenses at the end of a quarter and do not ask for advances.
• Expenses from our last payroll of the month to month end are not drawn until the next month
• Request funds on a reimbursement basis only
• expenditures are not routine and I like to review the details before cash is drawn down
• NA - Our expenses and reimbursements are the same.
• We choose to draw after we spend the funds.
• We draw on a reimbursement basis to avoid holding too much cash on hand and to match expense reports.
• We drawdown funds after the expenses have taken place.
• We do not have much NSF grant activity anymore.
• I am able to access the negative cash figure on the day that the quarter ends, I draw in cash that day so that I end the quarter with a zero cash balance.
• End of month indirect cost computations
• We request cash on a reimbursement basis.
• The University chooses to draw funds on a reimbursement basis because we have a good cash flow situation in general.
• We request funds monthly as expenditures have been incurred. We don't request cash in advance of expenses.
• Monthly payroll hits the last day of the month pushing us into a negative amount.
• Request cash on reimbursement basis
• The negative balance consists of the expenses from the prior month
• We operate on a reimbursement method and only request funds at the end of each quarter
• I use the reimbursement method. We are a small institution and the amount of cash needed each quarter is rarest greater than $25,000.
• time, we only draw funds once a month
• It's not a problem for us as we don't have that many NSF grants at one time and most of our grant accounts carry negative balances before the agency is billed.
• An LOC draw is usually done before the end of the month before F&A is calculated
• Request funds on cash reimbursement basis only
• In most cases due to post-reporting adjustments
• Administrative issues of accounting for advances and associated interest minimized
• We operate on a cash reimbursement basis.
• I just explained that.
• Use cash reimbursement method at the University
• Grants are handled on a reimbursement basis- don't have to worry about federal cash on hand
• We operate on a cash basis and each month cash is requested based on actual expenditures for the prior month.
• We are on reimbursement basis.
• The College funds expenditures until reimbursement is requested.
• The University uses the reimbursement method
• Draw funds monthly after expenditures.
• reimbursement is after quarter end, after expense has been incurred
• Cash requested after completion of Quarterly Report.
• we draw on reimbursement method
• We are on a reimbursement basis.
• we are reimbursed after expenses
• We only draw what was spent in the previous month so by quarter end we are at a negative cash balance until the draw has been done.
• To avoid paying interest on funds
• The quarterly balance is either less than 0 cash on-hand or less than 3 days of cash needs on-hand.
• Most of our expenses are related to salaries which are paid at month end and then requested at that time
• Estimation of disbursements is not exact and tend to be conservative when requesting funds at quarter end.
• We have a number of fund sources that keep us positive. However, we occasionally have to use our line of credit.
• We only draw down quarterly
• We are seeking reimbursement for one month at time of the quarter return usually, all timing.
• We monitor the cash balance in each of our NSF Grant cost centers.
• We are on a reimbursable basis.
• I only drawdown funds at quarter end.
• We drawdown based on expenses already incurred.
• We request money as it is spent
• We order only what we spent the previous quarter
• Conservative to avoid positive cash
• We request funds after expenses have been incurred.
• The college expends the grant money and then requests reimbursement.
• we do not have any way to project our month end expenditures to enable us to draw the funds to cover them
• University policy is to draw cash as a reimbursement
• I usually request funds that have already been spent by the college on a quarterly basis.
• Cash request is after Monthly payroll which normally creates a negative balance
• Draw down monies after we have incurred and paid expenses.
• we are requesting a reimbursement for the previous quarter's expenses
• We request cash on a reimbursement basis
• I prefer to be reimbursed
• Our practice is request cash only after grant expenditures have been paid. Therefore, we will always have a negative cash balance.
• Only drawdown quarterly on a reimbursement basis, so always negative amount on hand
• We do not request funds in advance - we request funds as cost reimbursement
• The negative cash balances vary based on project activity.
• We draw quarterly
• because it is a reimbursement method based of submitting financial reports
• expenditures need to be reimbursed prior to end of quarter
• Two reasons: First, the report that provides expenses is available4 to 5 days after the end of the quarter, and second, it is difficult to predict when expenses will be applied to certain accounts, especially the awards with subcontracts.
• Ours is cost reimbursement awards, and we get reimbursed every month for the expenses incurred. That's the explanation.
• We draw funds after the money has been spent and reimburse the grant.
• Small volume of grant activity, easier to manage on a reimbursement basis.
• We only draw down funds after they are used
• Actual Expenses Exceed Estimated Expenditure Activity.
• draws are "cost reimbursement"
• expenses are incurred before grant funds are drawn
• We draw down after expenses are incurred; no advances.
• We request cash disbursement on a reimbursement basis.
• We typically upfront the expenditures for a month and request reimbursement the following month.
• Based on actual expenses, Draw based on reimbursement of expenses for the past quarter. Do NOT earn interest.
• Cash needs are based on reimbursement of actual expenditures. Draws are done usually by quarter end
• We request funds on a reimbursement basis.
• We drawdown on a reimbursement basis
• Close oversight of current balances for cash recovery when earned
• we only ask for reimbursement payments and never for advance payments
• Our month-end processing runs after the draw deadline, and we do not estimate to request an advance.
• we request reimbursements after actually expenditures occur.
• So we do not have cash on hand.
• reimbursement requested after funds expended
• Timing of expenditures
• Most of our grants are on a reimbursement basis
• It is University Policy to operate on a reimbursement basis to simplify accounting procedures.
• Awards are reimbursement of expenditures
• We only request reimbursement for expenditures; we do not request advancements
• Funds are requested after period of closed (cost reimbursement)
• manpower
• We draw funds down on a reimbursement basis
• We use a reimbursement basis for drawing funds. We do try to estimate payroll at our fiscal year end and the federal fiscal year end
• We request reimbursement after the expenses have been incurred.
• We request expense reimbursement.
• Not big dollars, so we draw after the funds are spent.
• We use the reimbursement method when requesting.
• We are so small, we would rather be reimbursed for expenses so we don't have to set up separate bank accounts
• Our awards are cost reimbursable.
• Invoices are paid weekly. We bill quarter ended, sometimes there are bills already posted for the next quarter.
• We usually only request cash once or twice during the quarter and only request cash for actual expenses.
• Reimbursement Basis and only do one drawdown a quarter
• We deficit finance and ask for reimbursement when monthly reports are produced
• Our expenses vary from month to month; some are seasonal in nature (summer research programs).
• We assess quarterly in conjunction with required quarterly reporting.
• We expense before funds are drawn down.
• we request reimbursement
• IDC posts monthly at our institution, and we draw from NSF before it is posted every month. Therefore, y'all are always one month behind in IDC reimbursement. Sometimes, we will seek reimbursement before monthly payroll is posted, causing a negative
• We do frequent drawdowns in order to keep as current as possible and do not like to predict expenditures
• We try to provide our best estimate. Sometimes we are close sometimes not
• We can't project the exact amount of expenses in advance.
• We draw grant funds based on grant expenditures once or twice per quarter.
• The University is on reimbursement bases
• We generally draw money down as it is spent
• It's easier to ask for reimbursement, instead of facing any consequences from the government, i.e. paying interest for drawing down too much or too soon.
• We pay expenses as needed, reimburse ourselves after the fact.
• Operate on reimbursement basis.
• We request funds for disbursements processed once a month after we close the prior month. Funds are normally not in excess of 5%.
• We work off of reimbursement
• We draw funds on a reimbursement based on prior month's activity
• Funds are not requested until expended or obligated
• we bill monthly based on actual expenditures for the previous month - by the time we complete the FCTR, the cash position is no longer negative (except for current expenditures)
• We request reimbursement of grant funds monthly ; therefore May's reimbursement would be drawn down around June 15^th
• UTA Accounting closed around 10 th of next month for previous month. Therefore, we are able to request funds at that time.
• We have expenses for three to four months and then asks for reimbursements at the quarter
• The grants we have are not large and spending varies over the year.
• Irregular expenses
• Payments are made after expenses are incurred.
• We expend first and then ask for reimbursement last
• If there are large equipment expenditures, we may occasionally have a negative cash on hand balance in excess of 5%.
• We only drawn after experiencing expenses.
• We draw based on cots incurred not on estimated projections.
• we choose to work on a reimbursement basis
• We request reimbursement for expenses on a quarterly basis.
• On a reimbursement basis
• Funds are only requested after expenditures have been posted to accounts.
• We request reimbursement for our expenses quarterly.
• Cash draws are usually coordinated with the quarterly reports.
• we only draw down funds based on actual expenditures.
• We use the reimbursement method.
• It is administratively easier for my institution to upfront the funds.
• We only work on the reimbursement basis - nothing is drawn in excess of what has already been spent
• We only draw funds 1 or 2 times during a quarter due to the small number of awards.
• Funds are requested as reimbursement for what has been spent for the quarter.
• We do not draw any cash until the end of the quarter. At that time we draw what we have expensed during the quarter.
• reimbursement request is made after expenses have occurred.
• we draw on a reimbursement basis
• We usually draw after the expenses have been incurred not in advance.
• We prefer reimbursement basis on small (monetary) grants. Previous failure to order funds as final step in quarterly reporting.
• I was not monitoring it close enough to begin with. Now I do a better job.
• This grant is a reimbursement grant
• no much activity under the account
• TCC disburses funds in advance then requests cost reimbursement
• We are on a reimbursement basis of funding.
• We draw on a reimbursement basis
• Unsure of amount for quarter and don't want to over draw
• We draw down based on actual expended items and no reserve amounts
• We expense the funds from the grant and then draw down at the end of the quarter for reimbursement.
• Cash is requested on a reimbursement only basis. The expenditures have already gone out when we report them.
• We are on a cost reimbursement basis.
• Cash Reimbursement Basis
• Timing
• We request reimbursement after we have expended the funds
• Accruals that are posted at the end of the month vary in the actual amounts paid.
• reimbursement basis
• Our institution covers expenditures until revenue is received from NSF
• We have chosen to drawdown cash on a reimbursement basis but try to limit the amount of time with an excessive negative balance
• We don't ask NSF for the cash until the end of a quarter and the money is spent, so we don't have to report any interest earned.
• Operate on pure reimbursements.
• We request reimbursement only after costs have been incurred.
• SPEC is a small company. We normally calculate job costs and invoice only quarterly.
• Reimbursement is requested after funds are spent.
• Funds only requested after end of quarter. Didn’t know we could get "cash in advance”. Wouldn’t anyway.
• Being careful not to overdraw beyond what is needed and the timing of billing for the quarter end.
• We prefer to handle our Federal grants/awards on a reimbursement basis.
• cost reimbursement
• We're pretty good at estimating what we'll spend in a month on the project.
• cannot estimate actual usage until period is closed and all computations completed.
• We do reimbursement, we only request cash according to our actual expenses
• We ask for reimbursement of expenses not advancement.
• We prefer to operate solely on a cash reimbursement basis.
• The Museum operates primarily on a reimbursement basis.
• Our organization only requests reimbursement for expenditures made on behalf of the grant.
• We drawdown funds on a weekly basis as they are spent so the effective cash position is 0.00 or slightly negative.
• We post our final expenses the first three days of the next month. This means the final expenses of the quarter do not get drawn until the first few days of the next quarter.
• Funds are requested the day after they are entered into our accounting system.
• We try to time our cash request as close to the disbursements as possible.
• we try to time cash requests as close as possible to the date of anticipated expenditure.
• we request cash after the quarterly is done to insure we are not in a positive cash on hand.
• We request for reimbursement only every quarter after submission of FCTR. We do not request for advance.
• We try to keep it fairly close, however PI's often give inaccurate Quarterly estimates of cash needs, because of commitments with other agencies.
• We only draw funds when bills are to be paid.
• Cash is requested bi-weekly.
• I usual prefer to work only with reimbursement of expenses, so that I know that I'm not requesting more money than needed. I believe that this would avoid having to return excess funds on hand at the end of the grant cycle.
• we request funds on a reimbursement basis only.
• Its a reimbursement of costs incurred.
• Need funds for upcoming short-term payments.
• Collect cash as expenses incurred.
• Invoices are turned in late.
• We are on an reimbursement method for our drawdowns.
• We estimate the current 30 day advance based on average prior months' fiscal year activity less subawards paid + new subaward invoices to be paid. Our estimate never balances to the penny for actual activity . We try to be conservative in our estimates.
• We do not request for cash advances.
• Delays in checks paid and charged/obligated to bank account by vendors.
• We only request reimbursements on our federal awards.
• I do not take cash in advance, I prefer to be reimbursed on expenses incurred.
• Our expenses exceed our grant.
• Cash requests are based on previous months expenditures. Therefore, the cash on hand balance is generally negative.
• We operate on a reimbursement methodology. In this way we don not have any cash on hand.
• we only do reimbursements.
• We total our actual expenses at the end of the quarter and then submit a cash request to be reimbursed after the fact
• Due to our endowment fund.
• We do not wish to have to pay interest on balances owed to the government.
• Payroll differences between quarters.
• Corporation requests cash as needed.
• work on reimbursement schedule - wait till month-end to request cash.
• Usually fund payroll at or around quarter end.
• Payroll timing.
• Reimbursement status.
• see explanation above.
• Internal timing of payment. requests and drawdown of federal funds.
• It is a negative balance < 5%. For 18 months the average quarter-end cash balance has been ($6000). At a recent quarter-end we were asked to explain why there was a positive cash balance of $1100 for 20 days. The amounts are not material for NSF or CMC.
• We draw based on monthly cost reimbursement.
• Cash Balance is always Zero - submissions for expense reimbursement, no reserves.
• operate on a cash reimbursement basis/ delay in update of some financial data to General Ledger.
• seldom take advances.
• We have a -0- cash balance on hand.
• Additional costs have been incurred after the end of the quarter so I might request funds to cover that prior to the end of the next quarter.
• The timing of billing, usually we do not bill until next month or later.
• expense reimbursement.
• various end-of-month expenses, not yet coded to project expenses.
• 3) To prevent excessive cash requests for routine bills; 4) Try to keep funds for one payroll on hand.
• We do not warehouse cash from the grant.
• Cost Reimbursable Grants. Institution incurs the cost and then request payment.
• will bill on a reimbursable basis.
• We normally operate on a reimbursement basis only, with infrequent requests for advances when negative cash balance is too large.
• We request cash the 3rd week of the month for receipt before month end. Payroll runs on the last day of the month.
• reimbursement only requested at month end.
• We receive funds by reimbursement on a monthly basis. So we typically have a negative cash balance of one month's worth of expenses
• We spend and submit expenditure report for reimbursement.
• We are on reimbursement status and have to wait months in order to be reimbursed for expenses.
• The District covers the requirements of the Grant prior to NSF reimbursement.
• N/.A.
• On a reimbursement basis for previous quarters.
• we request only reimbursement for expenditures already made.
• Reimbursement usually requested quarterly and after expenditures are made.
• I draw once a month, in the beg of the month after month end close. So that leave us a negative cash equivalent to one month's worth of expenditures
• Management style of administrator.
• We request the exact amount that is needed each month on or about the 7 day of the next month.
• Cash management requires that cash on hand be sufficient to cover cash needs for projected 2 weeks out.
• Our institution runs on a cash basis accounting method.
• we submit timely for actual expenses.
• Due to payroll and accounts payable payments.
• Cash is requested on a reimbursement basis. The amount of the negative balance varies depending on the number of pay dates in a month and the timing of those pay dates
• to be sure we follow NFS's rules, and not request money in advance if not necessary.
• Request on a reimbursement basis.
• We are on a cost reimbursement basis.
• We are on a reimbursement basis.
• Adjustments or journal vouchers may sometimes be posted after the request has been made.
• We account on an accrual basis and not on a cash basis. Cash is typically positive, but the balance is negative on an accrued basis.
• We handle most of our grants on a reimbursement basis to eliminate any excess federal funds on hand.
• Our grant is a reimbursable award so we generally have a negative balance.
• Reimbursement.
• clearing time.
• We try to have a small amount of cash on hand to deal with any critical payment situations.
• We prefer reimbursements.
• Process requests on a reimbursement basis. Process requests at regular intervals.
• We aim at negative balances to offset occasional positive balances. Got in trouble aiming at small positive balances.
• Requests are made on a monthly reimbursement basis. Requests are made at the close of each month.
• We only get reimbursements for actual expenses.
• Cash requested on a reimbursement of expenses basis.
• Typically, we download monthly. We spend, and then seek reimbursement month by month. If we have large expenditures, we download more often.
• HRC draws funds at the end of each month, after expenses are paid. We don't have "cash on hand".
• cash is requested after month end.
• Not all entries are journaled prior to month end so there is a timing issue with payments posting to the GL.
• We use reimbursement type draw downs and timing of draws don't always coincide with end of quarter.
• To minimize work, we have in the past not requested reimbursements until the end of the quarter.
• As requested.
• we use an accrual and reimbursement system.
• we draw down cash on a reimbursement basis and request at least once per month to maintain a neutral cash position.
• We are a small R&D business, too busy doing the tech work to pay close attention to the money (as long as it's there).
• Because we are drawing after the expenditures have occurred.
• Invoice final day of month, leaving 1 month's accrued expenditures.
• With the help of our grant accountant, we have corrected the practice that led to our having excess cash on hand. The excess cash was a result of a bookkeeping misunderstanding in which we earmarked funds for each of our three projects separately.
• We are using the reimbursement method.
• We draw down funds in one month based on the previous month's expenditures.
• Reimbursements only.
• Funds are drawn based on actual costs incurred (cost reimbursement) instead of estimates for easier reconciliation with accounting records. Drawdowns are done as often as twice a month.
• We usually request funds after they've been spent but attempt not to let the negative balance get too high.
• We asked for cash 2 times a month per payroll periods, but we run accounts payable check once a week.
• Our request for cash includes an advancement of funds.
• Since current expenses are estimated based on prior year rates, a conservative invoicing policy is adopted to avoid overcharging.
• Grant has subawards to 9 school districts. Timing between fiscal manager and other districts often causes the difference between cash position and payment going out.
• Our Institute manages sub-grants to research networks composed by many institutions (up to 15 components). Funds are fragmented along the network in institutions with different timing to report expenses.
• Typically, we ask for reimbursed expenses, not advance payments.
• Our grant is a reimbursement grant for payroll costs for a staff member on loan to NSF. We request reimbursement once a month for the preceding month's cost. We do this in mid month after the month is closed and payroll is recorded.
• Because we only request what we have already expensed, so there isn't money left over.
• I do not know.
• We reimburse most expenses, excluding payroll, on a weekly basis.
• We request cash on advance basis then use it according our agreement with the grantee.
• To avoid overdrawing funds.
• Internally it is most effective to base cash requests on actual unreimbursed costs and not include projected outlays.
• Typically the cash draw is made on a reimbursement basis, therefore cash balance is usually negative.
• We accrue expenses and at the end of each year of the grant we submit for NSF payment.
• Our policy is to stay current with expenses.
• payroll expenses paid last day of quarter.
• We ask only to be reimbursed, not pre-paid for the expenses.
• We spend the money as soon as we receive it. The cash from federal grants is the main source of our financing.
• Financial transactions are small enough that once a quarter transactions seem optimal.
• We don't have a negative in-house balance. We just add up the expenses applied to the grant, and draw that much.
• We estimate funding for payroll and typically expend more funds than requested. The margin is slight.
• At the time of quarterly reporting, all expenditures are 100% reimbursement.
• quarter ending expenses not all posted.
• not to interpret the grant.
• In general, we did not ask for advances, even when we could. Many quarters the cash on hand was equal to the total spent in the quarter. The BBHC chose to be reimbursed for actual expenditures
• We normally submit our request for reimbursement the last day of the month.
• I wait until month end to accumulate costs, then I request cash matching this amount for reimbursement.
• We only drawdown expenses that have been paid not obligated.
• reimbursement grant, we pay payroll when due, positives's when due, run a negative balance, do a drawdown.
• We typically try to carry a zero cash balance, but on occasion due to refunds we end the quarter with a minor cash balance.
• I only request funds for what I have spent – reimbursable.
• The time required after end of month to process transactions and timesheets determine costs, prepare internal reports before requesting reimbursement.
• Our cash requests are reimbursement based, each month we track actual expenses and request reimbursement based on those amounts. As such at the end of each quarter we've typically been reimbursed in full for our expenses.
• We ask for reimbursement the day of transaction.
• We draw down on a reimbursement basis - there is never any excess cash on hand.
• Usually have negative cash because expense is recognized in A/P before check actually clears bank.
• See comment for question 2, which applies here in part. Also, our payrolls occur on the last day of the month, meaning that a positive cash balance simply reflects the fact that factors such as payroll taxes and insurance have not yet been paid.
• We submit reimbursement and not advances.
• Payment is delayed to vendor/subcontractor due to several reasons.
• month end cash reimbursement.
• We are small and I monitor our cash flow carefully.
• We draw down exactly as much as we are due each month, based on time and materials expended on each grant.
• Since we're dealing with a lot of vendors that have overlapping tasks there are occasionally times that contracts are not agreed upon in a timely fashion or work doesn't finish when estimated.
• fairly predictable cash flow, i.e. salaries.
• We receive reimbursements.
• We request only reimbursements for past expenses.
• We desire having 30 days of project cash available for use on the project.
• Because of the timing of cash layouts.
• monthly cost reimbursement.
• Depends on the scheduling of within project meetings and workshops.
• I try to run it at zero.
• We just do reimbursements at the end of each month.
• normally we bill for reimbursements only.
• Need to meet a variable payroll.
• first time grant recipient, so no real history to work with.
• a small balance is maintained to avoid the bank's service charge.
• I try to keep a bit of cash on hand, otherwise my ACH bank account runs into a negative balance.
• NSF reimburses me for monthly expenses, so I always have a negative balance approx= 8.3% of grant.
• my cash requests are very simple, based on salary and expenses, so they can be precisely timed.
• All fund requests are reimbursements.
• My requests for payment are made in equal amounts throughout the grant period.
• None.

Question 6: Are your FastLane cash requests handled by NSF in a timely manner?

Positive Responses:

• Couldn’t be better
• we do not draw thru FastLane. we draw from ASAP
• Very good response
• An improvement of next day funds would be appreciated.
• Highly efficient handling
• Very efficient
• Excellent turn around time on cash requests, have never had a problem
• Yes, it would be convenient if NSF could send an email to confirm the that the direct deposit has been made to our bank
• always in max. 2 days
• exceptionally well handled
• We have had no issues
• It's absolutely fabulous
• Excellent/timely reimbursement
• Very satisfactory
• Very timely - usually one day
• extremely fast
• FastLane has a fantastic system for cash requests
• What a smooth system it is too
• NSF FastLane is better than any other electronic payment system I know of. NASA and ONR are very cumbersome.
• Cash requests are submitted offline, but they are handled in a timely manner
• not via FastLane, but via "paper" to Sweden, goes very well
• It is very timely and because we are on a reimbursable basis we are not waiting 30 days for reimbursement
• Usually 2 business days; occasionally 3 days. Very occasionally more than 3 days
• Very quickly and we really appreciate
• Excellent and easy to manage
• This is the best feature!
• Very pleased with this process
• We are pleased with the fast response in requested cash deposits
• Great
• Consistent
• With usually receive the cash immediately and it was very helpful
• There has never been an untimely response
• Very prompt payment and very wonderful program
• Very fast, like the email confirmation
• they arrive next day
• No problems
• Excellent System
• One of the best systems I have used
• Excellent
• Very easy system
• Most of the time, but about twice a year there is a long delay

Negative Responses or Suggestions:

• The turn around time is greater than HHS or GAPS, where the funds are transferred the next day
• Most of our ACH requests some in the next day. NSF always takes 2 days
• Currently waiting for request 6 months ago
• Requesting cash per award would make reconciliation between financials and NSF easier
• Overnight would be better
• FastLane is timely and convenient, but not next day like the DPM PMS system
• but there are many problems because there is no direct transfer from US to Germany
• Can be faster. Payment management in other grants deposit cash requested on next business day
• Shrinking the time from request to deposit would allow for grantees to carry a smaller cash balance
• I did have some problems initially due to a computer glitch making it impossible for some individual grantees to receive cash

Other:

• Receive funds through ASAP
• Funds are received immediately through ASAP, it operates very efficiently and effectively
• We use ASAP to draw funds
• I do not understand what is involved in the processing - but presume that in a computerized world it could be almost instantaneous

Question 7: What is the average processing time from cash request to cash receipt at your bank?

Positive Responses:

• This works great
• Satisfactory.
• Excellent, the funds have been there 100% of the time
• Thanks for quick bank transfer
• Thanks for all of your hard work
• well done
• Highly reliable
• Consistently
• Outstanding

Negative Responses or Suggestions:

• Typically 2 business days. Next business day is desirable (like ASAP and PMS systems)
• Most of our ACH requests some in the next day. NSF always takes 2 days
• due to the international nature to these transactions average processing time is upwards of 4 weeks
• None of the departments know what another department is doing or has requested. When we provide documentation, the people who need it never share it with each other. Therefore, we have to submit requests many times before hearing of a disbursement status
• Have to submit hard copy to budget office
• sometimes exceeds 3 days, but not usually
• there are many problems because there is no direct transfer from US to Germany
• It is almost always 3 days - 1 or 2 would be better, but you can't really complain about 3 if you plan accordingly
• Usually 3 days, it has never been 1. When weekends and holidays are added it can be much longer
• Could be better, and occasionally several weeks... in fact not until I call and ask

Other:

• Usually 3 to 4 days
• We have been receiving the cash in less than 3 days
• 2 days
• 3 days
• Through ASAP Fed Funds are requested and the bank account is credited the same day
• Average time is 2 days
• We have no cash request experience
• 1 to 2 days
• usually 3 days
• Normally 2 business days, so depends on weekends and holidays
• Usually 2 business days; occasionally 3 days
• Generally not much longer than the 5 days
• Not involved on that end, couldn't answer honestly
• Pretty much 3 days not including weekends, sometimes 2 I think
• I don't see the cash receipt until I get the statement around the middle of the next month

Question 8: Were you aware of the new 'hold open' feature provided by FastLane for grants scheduled for financial closing?

Positive Responses:

• I'm very satisfied because some PIs order pieces of equipment that has to be custom made and this may not clear in a timely manner
• This is very convenient method for it's intended purpose
• It is very helpful
• A wonderful enhancement! The 90 day limit sometimes was difficult to meet
• The feature work very well, especially since it alerts the person preparing the report to make further investigation on the award if not fully spent
• This is a great function. We have used it a few times
• It serves as a very useful reminder for tracking and close-out procedures
• It is helpful for grantees who didn't use their fund on time
• This will be a useful feature
• I am pleased to have this helpful feature

Negative Responses and Suggestions:

·          I didn't realize it at first until Dorothy Battle called and informed me when I request couple of our grants to be kept open

·          I was not aware of it but I did notice the option during my last report process

·          Not informed

·          Can I get more info on this?

·          We have not been alerted to this possibility - nor was I aware of this possibility or manner to request

·          I would like to know how

·          Please forward information on this to me

·          Not really

·          Yes, but vaguely

·          Explained by Virginia Hall on her visit here today

·          Had no need for it so the fact you have it had not yet registered with me

·          I read something about it but never had to use the function, so not totally aware of the full feature

·          We are now but we weren’t aware of it until we needed to use it and request a contract extension

·          But only learned of this at a meeting last month

·          I was aware of the old hold open feature but unaware of updates to this option

·          Yes, but the instructions for it was not very clear.  I assumed it just meant we could report final data later

·          I'll need to look into this further.  It sounds like a great feature.  I'm wondering if this replaces other communication to NSF about the issuance of an O-Pass?

·          Don’t need it

 

Other:

·          User only since 2/1/2005

·          I am new at this, so have not had to use this feature

·          I am new to the organization and have not learned all there is to know yet

·          We use it solely to do necessary steps to close out the grants

·          I'm new to this position and haven't had experience with this feature

·          This feature is handled by HRC's President.

·          I don't believe we've used this feature

·          We weren't in FastLane in March 2004

·          Our grant started in March 04 so I am not familiar with the prior feature

·          We have not had situation of closing yet

 

Question 9: Do you believe the 'hold open' feature to be an improvement over prior capabilities?

Positive Responses:

·          Will use feature in the future

·          We like it because it allows us some time resolve outstanding issues, which reduces the potential need for adjustment to closed grant

·          there are times when transactions for a prior period don't get posted into our own records on time

·          Allows adjustment for unknowns at time of grant closing

·          I thought that functionality was very useful, because it also reminds me that particular award is ready to be financially closed by the agency

·          This feature will allow grantees sufficient time to complete all necessary reconciliation before final closing

·          If it allows time to more accurately accumulated data to finalized the grant.  Professors are not timely people

·          Yes if we need to enter adjustments

·          it helps me catch those that may need to be held open

·          In case an adjustment needs to be made it will allow us the capability to ensure that the grant remains open until we post & report

·          I believe that  it is a great idea, at least  to leave it open for another quarter.

·          Yes

·          I am sure it will allow time for closing reports more accurately

·          Yes, I do

·          Assume so – pending actual need

·          Not sure, but it seems useful

·          It allows us time to make sure that all charges were properly recorded if a question arises

·          It allows one the opportunity to reconcile any open encumbrances prior to closing out the award

·          We haven't used it yet, but I can see where it would be useful

·          As a small business, it can take longer to meet all the requirement to close out an award

 

Negative Responses or Suggestions:

·          I guess I'm not sure since I wasn't aware of it

·          Was not aware

·          Not familiar

·          Didn’t know about it

·          I didn't know about it

·          We do not know what that is

·          We're not sure what it is

·          Was not aware of this feature

·          I really am not sure what this is

·          Not in every case - we're finding that we need to have NSF open up closed grants for legitimate costs after being financially closed

 

Other:

·          N/A

·          Have not used the feature

·          User only since 2/1/2005

·          As a relatively new FFU I do not know what my previous options were

·          Have not had to use it

·          N/A

·          Have no previous experience with the prior capabilities

·          Do not use it

·          Sometimes data gets "hung up" in the system and are valid, reimbursable costs which can be claimed

·          It gives a chance of evaluating their performance

 

Question 10: Do you have other comments for improvements to the 'hold open' reporting feature?

Suggestions:

·          Make it automatic thru the next quarter end

·          I tried using this feature this quarter, but it would not allow me to change it to a "Y"

·          Having a grant be held open 2 quarters after end date would cause less reconciling items for our Institution

·          The feature allows greater flexibility for-post closing issues (e.g. project personnel results may be delayed due to personal emergency, et al)

·          Make the final reporting clearer

·          If you would give us the option to leave it open for 2 quarters after the award ends instead of one would be helpful.  Sometimes, it takes a little longer than 3 months for everything to clear and all corrections to be made

·          Indicate final transaction date

·          It is not uncommon for their to be unpaid outstanding expenses that need posting after the grant closes and a 6 month period allow adequate time for final reconciliation and reporting for all final expenses.

·          Automatically email for missing/delinquent documents, reports

·          It would be nice to receive an e-mail about 6 weeks or 2 months before the contract ends, especially if the funds have not been spent on the project

·          I need to be told more about the implications of holding a grant open. Does this replace a request for extension of a grant?

·          Additional notice that this capability exists and purpose.

 

Compliments

·          Very helpful because PI's do not always get their invoices/travel processed timely. It usually takes more than 90 days to confirm the accuracy of all expenditures.

·          For a project that is multi-faceted and engages so many people having this option provides a buffer for finishing.

 

 

Question 11: Do you often find the need to hold a grant open for an additional quarter?

Yes:

·          Obligations might vary, like shipping charges, charge after receiving an order, or something unforeseen

·          Sometimes providers do not sent their invoice on time

·          Our posting time is at least 27 days which gives us only a few days to get our paper work done and reported

·          To ensure proper reporting

·          It is very convenient because we need extra time to make sure all expenses were processed

·          Gives us more flexibility in case there are adjustments that need to be done after the grant ended

·          Vendor invoice came in late and sometimes payroll charges (adjustment) didn't interface after 90 days of the grant end date

·          For internal audit purposes

·          It is extremely beneficial to us that we have the opportunity to hold a grant open

·          It allows us extra time to get all expenses processed

·          Professors are difficult to get information from and timelines are not a priority for them

·          To clear encumbrances

·          Especially when awaiting final expenses to come into the University, and not quite certain exactly how much will be charged.  This feature is necessary

·          Ensure Encumbrances are cleared and receivables are collected

·          Yes because it takes a while for some invoices to come in and close the books

·          Only because we are on a new computer system,  just to ensure transactions from different costing modules have been transferred to the general ledger

·          To ensure accuracy of final expenses and reimbursement

·          PI's often require additional time for closing out awards

·          to gather closing documents / reports from Grant PI and to make sure all expenses are audited

·          To ensure all expenses have been included in the final reimbursement request

·          Helps to insure that all items have cleared

·          We have had to apply for extensions due to disbursement of scholarship funds

·          For liquidation of encumbrances and posting of final expenditures

·          Gives the institution more time to process late invoices and reconcile accounts for proper reporting to NSF

·          Due to our reimbursement method of collection

·          Sometimes prior month's reclasses are delayed for a few months and we don't like to sign off financially on a grant without having full back up booked to the GL

·          Some expenses might not have come in yet and we need to collect them and be reimbursed before closing

·          This could be a helpful feature

·          Final costs coming in after end date

·          to do final audit here before filing final paperwork

·          closeout takes time

·          There is lag time between when costs are incurred and they show up in our financial system, especially for  direct costs on expense vouchers and purchase orders

·          Without knowing the module, I can easily say yes to this given our experience

·          It helps to ensure that all expenditures have been properly posted to the Grant when submitting the final request. The program coordinator may also find a need to request for extension

·          It is helpful for reconciliation purposes

·          I expect that all invoices will not be received in a timely manner in order to close a grant at quarter end

·          Invoices/Billing from vendors take time to process and verify

·          Due to the nature of our business, it often takes many months to receive all final costs

·          The additional time provides the opportunity to reconcile our records and accurately report all costs incurred

·          At times

·          Helps in filing final reimbursement request

·          Sometimes you need more time to account for all the expenses to get booked.

·          Not yet, but I could see the need for this in the near future

·          Although we haven't used it we probably should have.  And will in the future

·          Our awards typically are for the planning and conduct of workshops involving 25 or more participants, including international participants.  Scheduling becomes a problem

 

No:

·          SCCC has not had an NSF grant that was held open

·          This never happened before but it could be useful if adjustments need to be made

·          Seldom

·          Not often, but if it's necessary I like the idea of this feature

·          Nice feature to have available for infrequent situation to correct an accounting error discovered in late stage of grant period

·          In the 20 years I've been here, we would have only needed it two times but it would have been a great help to have it then

·          Not often, but it is great to have if needed

·          Not often, but occasionally

·          Would be quite useful though in occasional situations

·          Have not had to address this situation yet

·          have not experienced this need thus far

·          We have never found the need to use this feature

·          We have not experienced this yet - and so I have no basis for comment

·          I have not had the need to use it yet

·          Not very often, but we do at times have trailing costs from our subcontractors and invoices for purchases

·          Only occasionally

·          The grant period is usually over 2 years which is enough time for faculty to finish the grant work

·          We have not needed it in the past since I am still on my first grant, but it could be necessary in the future

·          SOMETIMES. IT IS HELPFUL FOR PI TO COMPLETE THE WORK

·          Only occasionally have a need to hold open

·          Just once so far

·          Not often, only on occasion

·          Very rarely

·          Not often, but on occasion

·          Very rarely

·          At the most, one or two grants per quarter

·          Sometimes

·          No, but it has happened before

·          I wouldn't say "often"--more like "occasionally”

 

Question 12: FCTR Part I, line 5 provides for entering adjustments to closed grants. Are you provided sufficient space for your comments in the remarks sections of FCTR lines 16 and 17 to fully explain line 5 adjustments, etc.?

Positive responses:

·          Fortunately haven't had many requests, but this thus far field has been adequate

·          I seldom report an adjustment to financially closed award, but last time when I used, the space was sufficient.

·          Normally, the comment space would be adequate.  If necessary abbreviations can be used

·          It appears sufficient

·          This could be a useful feature

 

Requests for more space or other suggestions:

·          I would like more space to be able to fully explain any adjustments

·          This option has only been used once, and am not sure how large the space really is.  It would be good to know how many characters can be held.

·          more space is sometimes necessary

·          why do we still need to submit a letter of explanation, if we have to include the explanation on the report?

·          Not Always

·          Actually it is enough for explaining purposes but I prefer that if the space is increased

 

Other:

·          have not had to use this

·          Have not used it yet

·          With university only since 2/1/2005 - have not used yet, but space seems adequate

·          I have not had to make any comments

·          We have not needed to use this feature

·          I have never needed to make an adjustment to a closed grant

·          I haven't had to use this field

·          I don't know as I have not yet used this

·          not familiar with size of this space

·          Don't use routinely - can't answer

·          I have never used this so as far as I know it is fine

·          Have never used adjustments line

·          Haven't had to use this feature yet

·          So far not used

·          Never used before

·          I do not know - have never used this

·          Have not use this feature for several years

·          Have not used this feature

·          Haven’t used the feature thus far

·          I have not had the opportunity to explain an adjustment

·          Haven’t used this

·          I suppose so, I never had to use it

·          Have not used this feature to date

·          Haven’t needed to use this

·          I am not sure of this because I never had cause to use this feature

·          Haven't had to use it

·          N/A – Haven’t used it

·          No opinion

·          N/A - not needed as of yet

·          Have never used this function, N/A at this time

·          I'm not sure I've ever had to provide comments so I don't know how much space is really available

·          N/A have not had to use this feature

·          Never used

·          Haven't used this feature

·          Not sure, have not used this feature

·          Have not used this function but assume the space is sufficient

·          I have not yet used the feature.  As mentioned above, the former Administrator is no longer with the Museum

·          Not yet needed

·          Never used it

·          Have not used this feature yet, but the space should be sufficient

·          Don’t know

·          Yes, as long as I abbreviate some of the words

·          Don't know.  I have not needed to use the feature

·          We have never had to use it

·          No experience with this feature

·          Have not used the feature so cannot comment on space

·          Not sure - I haven't had the opportunity to use this yet

·          I haven't used this function yet but can understand why space restrictions apply.  We can all be too wordy

·          I have never used this line

·          We have not experienced the need to enter adjustment to closed grants

·          I haven't close any grants yet

·          Haven’t used it

·          You need an N/A response. I haven't yet had to use this feature

·          have not used these lines so far

·          Although I have not used the section, it seems sufficient space

·          N.A. - Have not entered any adjustments

·          I have not used this feature

·          N/A - no experience with the function

·          Have never needed to make an adjustment to a closed grant

·          Haven’t used the feature yet

·          haven't needed it yet, so can't say for sure

·          We have not had reason to use this space

·          We haven't had to use this

·          Not used yet

·          have not used this yet

·          Have not used this function

·          Have not used this item

·          I haven't used but it look sufficient

·          have not used this function so unsure

·          This does not apply to me

·          Have not had to use it yet

·          Don't know yet

·          No experience

·          have not had to perform this function

·          We have no comments on this question since we have never used this feature

·          Have not had to use this yet, so really don't know if space is sufficient

·          We have not experienced this yet - and so I have no basis for comment

·          N/A thus far

·          No comment

·          I /my institution have not had enough experience with closings to appreciate its value

·          Unknown

·          first time grant recipient, never worked with closed grants

·          Never used feature

·          I have not been able to make adjustments because the amounts to be adjusted are less than minimum allowed.

·          No comments at this time. Our grant is in its first year and it is open and running

·          Never been sure what this is for and how to use it

 

Question 13: Are lines 7-10 on the FCTR adequately explained?

Positive Responses:

·          Confused at first, but clear now

·          User-friendly, they ease the process even for a first time user

·          Cannot see any problem

·          I have had problems understanding these lines

·          Obtained clarification on Line 7 from Fast Lane Help

 

Negative Responses and Suggestions:

·          Except for 10- does this one include advances to regular vendors that requires advance payments?

·          Need more information, but I have received adequate help from NSF staff through phone calls

·          Fortunately, our accountant was able to adequately explain this

·          Never saw an explanation anywhere though I never looked hard

·          I thought it was just me, but I do have difficulty understanding what is being requested

·          There is room for further clarification though

·          Was necessary to get further explanation

·          Need more explanation

·          But  we now understand them due to Virginia Hall's visit today.  She was extremely helpful!

·          As an experienced user, I find the explanations adequate, but if I were a new user, I would have some questions.

·          I was somewhat confused about what was expected

·          Brief definitions on the page itself would help those users who may be new to the system

·          Line 6

o         Number of days cash on hand -- why is this even needed?

·          Line 7

o         I normally have a negative cash on hand balance to report at quarterly-- it seems to me that I should be able to report '0' or a negative cash on hand number, but the system will not allow this

o         More explanation of #7 NSF Share of Project Income

o         Line 7 - Required additional explanation

o         Line 7 was not clear to me.  I was filling it out incorrectly as I assumed it meant NSF share of grant expenditures.

o         Never understood share of project income, but since it does not apply to us I never worried about it

o         Share refers to  % or total amount ?

o         Line 7 is ambiguous to the grantee because the grantee's funds are coming from NSF

o         Initially did not understand Line 7 and completed it incorrectly

o         Exactly what is definition of project income?

o         Line 7

o         Line 7 is a bit confusing

·          Line 8

o         Explanation on Line 8 is little confusing

o         No. of days cash on hand is unclear

o         Line 8 - No. of days.

o         Line 8 is sometimes difficult to determine

o         Need more explanation to calculate days for item 8

o         I didn't know where to find the explanation. I was wondering what was the explanation for line 8

o         I don't know why I have to enter a date for a negative claim on cash balance for Line 8

o         Line 8 is confusing when operating on a reimbursement basis

o         Line 8 is a bit confusing.  I always put 1 day in, but I'm not sure it is correct

o         Although the number of days when we have a negative balance was confusing

o         I'm still not sure about the time frame of Line 8

o         Line 8 is somewhat confusing to a user that draws funds at the end of each quarter for reimbursement.

o         Not sure what you want to be reported for line 8 when cash on hand is a negative amount; seems as though it should only be required of positive balances

o         Line 8 was trouble-some for me.  Grant funds are spent via an Accounts Payable system, through-out the quarter

o         line 8 seems meaningless.  For example: payroll is at the end of the month and is the most significant expense.  So anyone who fills this with more than a few days is not accurate.  I use averages which, of course, are meaningless

o         line 8 is complicated you refer to line 6 which is cash on hand which are charges that are building constantly throughout the quarter

o         Line 8 confuses me

o         Would like more detail on Line 8

o         Yes, but it is difficult for us to estimate no. of days cash on hand

o         More explanation could be provided for Line 8

o         There is no explanation of how NSF wishes to calculate the number of days

o         Line 8 should have a better explanation

o         I contacted my accountant at NSF the first time it was required to be sure about Line 8

o         It would be helpful to have a pop up box with explanations.  Line 8 always takes so long to reason out whether you mean before quarters end or after

o         Line 8 doesn't make sense when there is a negative cash balance

o         I'm sorry, but what was FCTR? (too many acronyms).  I find Line 8 hard to understand what is really wanted.  Needs more clear explanations and examples for common situations

o         How in the world can you specify a number of days on hand for a specific quarterly dollar value, when the actual cash on hand is changing frequently?

·          Lines 7 and 8

o         Numbers 7 and 8 have been confusing to me. I’ve wondered whether my interpretation is correct

o         Mostly the line 7 needs more explanation and I don't see  the relevance of line 8

o         Lines 7 and 8 could use more explanation

 

Other:

·          We usually never have cash on hand but are force to enter a number here.  Should this number be a negative?

·          We have not had an report any of these items in the past

·          I don't know yet

·          We do not have use for these features because of our reimbursement basis of accounting

·          No opinion

·          Haven't needed these

·          Doesn't apply to us

·          This does not apply to me

 

Question 14: Do you have any specific concerns about the new requirement for reporting on lines 7-10 on the FCTR?

Cash Balance/Line 8 of FCTR:

·          It is almost impossible with timing constraints to determine exactly how many days we have had a cash on hand balance

·          Line 8 is not needed for our organization because we do not have a cash on hand, but that field requires that we must input something

·          Line #8 can only be our best guesstimate since balance changes with spending.  What is the purpose of this line?

·          No need to complete Line 8 if the Cash on Hand is negative

·          Line 8 seems unnecessary.  Cash fluctuates daily with expenses

·          We usually have a negative cash on hand and it is difficult to determine from our accounting system how many days we have had cash on hand when there is a positive balance without looking at each individual grant

·          Not sure how to report No. of days cash on hand when we operate on a reimbursement basis and request cash only quarterly

·          It is somewhat unique that Line 8 is needed when there is negative cash on hand

·          It is confusing to use the lines when you are reimbursed for expenditures

·          Line #8 is hard to answer because we do not track our negative cash on hand, we're always in a reimbursement basis

·          Line 8 should not be required if negative cash balance which is what we always have

·          It's hard to know from what date you should calculate cash on hand.  What if it is negative?

·          I'm not sure why the number of days of negative cash balances have to be reported

·          # Days Cash is difficult to determine

·          We had problems with line #8.  We had to call NSF for guidance

·          I am concerned that I'm misinterpreting the question.  I usually run a negative balance, which changes up until the time of the report

·          Sometimes FastLane rejects my input for no. days cash on hand, so I have to change it around until FastLane is happy with it

·          the meaning of line 8 is not clear

·          Since we operate on a negative balance, I would like to be able to enter a negative number on Line 8. The system doesn't let me do this and I always end up putting in a zero

·          Line 8 - since we request reimbursement at end of month, this line can never have a completely correct answer

·          Number of Days Cash on Hand Tedious to Compute

·          days cash on hand is strange for a negative cash balance

·          Please, please reprogram Line 8 so that it takes negative days.  Currently it takes only positive days and not even zero days

·          When the cash balance in line 6 is negative, line 8 still prompts to be answered but will not accept a negative number

·          Question 8 - sometimes difficult to determine

·          I find Line 8 hard to understand what is really wanted.  Needs more clear explanations and examples for common situations

 

General:

·          Lack of understanding

·          Line 7 and 9

·          After submitting my last report an amount appeared on line #7 which I do not recall entering

·          not sure what to put on these lines, need clarification

·          If line 8 & 9 are not reported correctly, are there penalties to the institution?

·          If I better understood them, maybe I would have concerns

·          interest income… since we only do reimbursements, not advances, we typically have only cents worth of interest.  furthermore, we are charged monthly on our NSF-required interest earning account for deposit since we do not keep a balance in that account

·          These lines are not clear to me and I am very concerned each time I fill them in

·          These lines do not pertain to our operation

·          We do not use items 7, 9, or 10

·          These lines are not useful to me

·          We do not do any of these things so I do not use them

·          Our organization is reporting on hundreds of NSF grants. As a result, it is difficult to know about exact amounts for these lines

·          We do not have project income Interest income or do advances to subcontractors

·          Normally there is nothing to report from us

·          Should have been done from the beginning

·          We never need to use line 7,9,and 10.Line 8 just becomes a guess/estimate. Necessary?

·          maybe, could be concerns I am not aware about?

 

Other:

·          I don't know yet

·          If this is designed for the grantee’s purpose, it does not in this case.  However, if this is designed for NSF purposes, then I can go along

·          No opinion

·          This does not apply to me

 

Question 15: Is your organization familiar with the definitions, policies and procedures for grantee cash management, cash balances and payment warehousing?

Yes:

·          Basically yes, but some explanation at edit points would be helpful

·          I think our understanding is sufficient

·          To the best of my knowledge

·          Essentially, we spend the cash first and get reimbursement from NSF

·          With university only since 2/1/2005 - have some familiarity with cash procedures

·          Our Contracts Manager is quite capable and explained these definitions and procedures well

·          Generally

·          I understand at a high level, but I could study these more myself to get a better understanding of all the components

·          If this is taken from the GPG then yes, however the GPG is not really explicit

·          yes, I hope so....

·          we think so

·          Dorothy Battle recently explained them to me she was great

·          only as we learn through experience

·          NSF was our long time grantor and we are accustomed to the rules and regulations

·          NSF staff visited the Museum in March 2004 and they were very helpful in answering any questions we had

 

No and Suggestions:

·          I'm not sure that I do, and would like to get some more information

·          I have never seen detailed cash management guidelines

·          General definitions, however really not clear on exactly what NSF definitions are, too many federal agencies have different interpretations and they can really get a person in trouble assuming

·          Not sure

·          Each time I think I am something comes up that decreases my confidence level

·          We should have more detailed information

·          However, it would be good to restate these in the event that changes (however minor) may have occurred

·          Further training would be useful

·          The answer is really more for me than the organization, as I am just new - over a year - in the job.  I would appreciate if I can get the guidelines

·          We are in the process of re-learning all these and will be helpful to learn about these policies since our former Administrator was the one knowledgeable about the policies and procedures

·          When we have questions, I am not sure who to contact. we have a question right now and our business manager is trying to find who to call to ask the question

·          Would like to have additional references/resources

·          Think so, but not positive

·          Not sure

·          I thought I was but we had a small cash balance at the end of the last quarter and didn't understand the implications

·          Somewhat, but I do not know enough to just say yes or no,  maybe a 5 point scale would be better for comfort with the system

·          Not with payment Warehousing:

o         payment warehousing?

o         We are familiar with Grantee Cash Management and cash balances, but not with payment warehousing

o         No to Payment Warehousing

o         I'm don't know about the payment warehousing, but am familiar with the other two

o         Familiar with the 1st two, but not with payment warehousing

o         Not familiar with the term payment warehousing

o         I would like to know about payment warehousing

o         Note sure about "payment warehousing

o         Except for payment warehousing - we have no experience with that function

Other:

·          We are never warehousing a payment, we only ask for reimbursement after we spent the money

·          We have very limited needs

·          I have never used the warehousing function

·          Again, we do not utilize payment warehousing

·          Some employees had training others did not

·          I am an individual grantee with no need for warehousing and anything beyond the simple aspects

 

Question 16: Do you have any suggestions for how NSF might further enhance and improve its FastLane FCTR administration process?

Instruction

o         Better instructions

o         Please use less jargon in the instruction manual

o         For all aspects of grant management, NSF should give educational courses

o         Better explanations

o         A flow chart picture might help new users understand the steps involved in the process

o         We have not fully utilized the system since we just started using it this last quarter.  Would appreciate receiving manuals or learning materials

o         more and better explanations

o         Offer training just for financial part

o         Telephone help with staff that can explain questions

o         Offer a classroom training program to assist employees in thoroughly understanding the functions of FastLane.

o         Provide advice for an administratively feasible process for converting accrual accounting to cash

o         Maybe have an online lesson, rather than just reading to go through all the screens

o         Provide instructions and information as to how this can be figured for each institution

o         Make the terms of the FCTR more intelligible to an individual grantee with no experience in administration

 

Interface

o         If there was some way to export the expenses from excel into the FCTR so one would not have to data enter

o         If we were able to draw in funds by award number as I do with the Department of Education E-Payments system rather than lump sum, a quarterly FCTR would not need to be filed because NSF would already have that information.

o         RE Quarterly report.  I use an excel spreadsheet to figure the Net Disb for Reporting Quarter.  I would like to be able to enter the total expended amount on each grant and then the FastLane program automatically fill in the Net Disb

o         make the form more active w/ links to helpful info that open in new windows

o         Improve mobility within the system.  Things are hard to find, especially when one is not in the system on a regular basis

o         Exit option on every section, not just FCTR

o         Change menu system to improve flow through form pages. Why go back to the main menu between each page?

o         Financial Admin. should have 'view only' access to the PI/programmatic reports, award notice, etc. in system

o         Don't like scrolling forward on the pages for the quarterly report would like it on one page to print out

o         List all awards on a single page (similar to PMS) rather than the scroll forward/scroll back features

o         Combine the cash request with the SF-272A. Why is a separate transaction needed? If you have a negative balance of cash on hand, the cash request should be automatic.

o         Please do not place fields and information on the web pages so far to the right that it is outside the normal viewing screen of a 14-inch monitor

o         At end of year, be able to print a list of dates and amounts paid through FastLane

o         There should be a way to correct a mistake once submitted.  One time, I entered the wrong amounts for 2 different grants (the total was correct, but for the wrong grants)

o         Make more user friendly

 

Communication

o         Better communication of changes

o         More notices

o         Our 1st year end report was due at the same time as our quarterly report and didn't get done on time.  I hadn't realized we missed the date.  Understand it was my job, a reminder similar to the quarterly reminders would have been helpful

 

General

o         I think it is simple to use and must be kept as is

o         My experience has been very positive

o         Works fine for us

o         System seems to work well enough

o         FastLane FCTR is easy and takes a short time which makes it suitable for me

o         Overall a very good system

o         Everything works good for us thanks for making such a good system

o         administration is user-friendly

o         I feel your process is user friendly and I even get a reminder to turn in my report every quarter

o         So far it is good

o         It is very easy to use now

o         It works very well compare to other systems

o         overall, very pleased with system and contact persons at NSF are very helpful

o         I am extremely satisfied with how well this process works.  Much better than other federal agencies' systems

o         I find FastLane to be the easiest, most straightforward of any of the other government agencies systems

o         NSF provides quality draw down and reporting functionality

o         Very user-friendly system, especially compared to other Federal agencies' sites

o         NSF 272 etc is much easier to use than some other agencies I work with - thank you

o         The FastLane FCTR administration process works very well for me for COSMOS

o         I have been impressed with how quickly people at NSF has responded to whatever questions I have had from time to time. There will always be questions - having someone available to answer promptly is the best way to help!

o         FastLane is one of the most user-friendly systems with which I work.  It provides a printable report and a comprehensive overview of our award(s) status.  Even this survey is very user-friendly.

o         We are very satisfied with the system. Of the federal grants we have, FastLane is the most user friendly

o         It actually works pretty well

o         It's easy to use and understand.

o         I find the FCTR administration process quite efficient

o         I'm satisfied with the current state of the art service. Thank you

o         continue to receive feedback on your site

o         Reduce your time in providing the FCTR file to grantees from 10 days to 5 days (gives us 5 more days to reconciliation your data to ours)

o         bank transfers between US and Europe should be possible

o         Share information with each department needing it

o         The 90 day sunset on passwords and the process required to renew them is a delay factor for small organizations that bill sporadically

o         Can you deposit cash requested on next business day?

o         Looking at things from the perspective of a small, private non-profit, it would be useful if the "cash on hand" line had a qualifier, perhaps another line, that allowed us to differentiate between NSF funds and other funds, both private and other sources

o         It is better prompt a confirmation screen before processing request payments. It is easy to track wrong request and amend.

o         I dislike intensely having to change passwords so often.  Would like to see a place where I can check if I don't want to have to change it

o         There are have been cases when LAUSD did not receive in full the reimbursement of its expenditures.  The amount credited to the bank is often lesser after the Department of Payment Management offset some debt.  It takes much time to determine the differ

o         Please allow for a negative draw in the case of an excess cash situation.  This will allow negative draw against other award and will save us from cutting a check to the federal government

o         Allow the password to be reset by the original user versus having to go through the Administrator

o         Even with enhancements - this web reporting site is the most difficult of the Federal Agencies to navigate

o         System is slow compared to other systems I use, i.e. GAAPS and PMS (USDA)

o         FastLane is such a good overall system but the reimbursement time is a little slow. It frequently takes 4 days. We receive DHHS reimbursements on same day or next day depending on the time of day the request is made.

o         Other granting agencies such as USDOE's e-payments specifies balances in each individual grant, when more than one, and gives the grant number.  If NSF provides this information, I am not aware of it

o         delete line 8

o         You should remove the requirement to input a social security number to access FastLane.  There is no need to have that data floating around when a simple user-name could be used

o         When obtaining a new grant, which for MSRI starts on 7/1, we usually do not get it posted until 9/30, which does not allow us to use the funds for 3 months from the start date of a new grant.  This is a hardship

Questions

o         Financially closed awards show a reduction in the authorized award amount to agree to the prior period reported expense, can the authorized amount not be reduced?

 

Question 17: Were you aware that your organization can now update banking information online and are no longer required to be report that information on the paper form SF 3881?

Positive Response:

·          We had to change banks a few years ago and it was easy to do

·          Very helpful

·          Excellent

·          That will be very helpful and reduce the amount of paperwork

·          I did have difficulty changing the banking info. 3 years ago so this will help us

·          Very easy and convenient.

·          Excellent Idea

·          Recently used;  Nice feature

·          It is very efficient. I happened to need it lasts summer and it was so easy to use.  The Dept of Ed required about an inch of paperwork to change our bank

·          But this is a definitely a good enhancement

·          you should tell ED how to do this. They're still in the stone age, electronically

·          This will be helpful as it will speed up the changes

·          This is good to know

·          Great enhancement

·          Great feature

·          I like this feature

·          A wonderful improvement

·          This is very helpful

·          Nice feature

·          Nice

·          Wonderful improvement

·          Good to know

·          It is a good news because of the speed and accuracy of the online usage

·          I think this is great

·          This will be a helpful added feature

·          Excellent idea

 

Negative Responses and Suggestions/Questions:

·          What about internal control?

·          How does one review the EFT data on line?

·          Do not think we can use EFT on line

·          Vaguely aware

·          No to the first part and yes to the second part

 

Other:

·          I do not work with the draws.

·          User only since 2/1/2005 - was not previously aware of this

·          I just utilizes this service

·          Payment requests are made through ASAP

·          FastLane financial administrator is the only one that can do that

·          Banking information is not in my area of responsibility

·          N/A to my specific duties

·          Not my area

·          Our banking information has not changed and is not expected to change

·          This feature is handled by HRC's President

 

Question 18: Do you have any suggestions for how NSF might further enhance and improve your ability to modify your organization's banking information?

Positive Responses:

·          We are happy the way it is

·          The on-line capability helped

·          I wish it was this easy for NIH grants

·          It has worked very well in our case so far

·          That was very helpful last year when our bank was bought out.  FastLane was the easiest of all to process that change

·          I had to change our banking information last year and found it very useful

·          the online system is the best the latest

·          Good System.  Have changed banking information once so far with no problems

·          Leave the feature as it is

 

Negative Responses and Suggestions/Questions:

·          Communicate to the Users

·          I was told that the bank name would change automatically when Riggs was incorporated into PNC.  It does not appear to have done so (yet

·          I would like to be able to link payments from various grants to different bank accounts for grant-specific projects. Is this possible?

·          Money transfers should include information e.g.: name of NSF, account number, name of bank, name of organization

 

Other:

·          Separation of duties makes me unable to comment on our banking

·          I do not handle this function

·          Since I didn't know it was available I really can't comment on any improvements

·          I need to review the existing information before commenting on improvements

·          N/A to my specific duties

·          N/A - no experience with the function

·          Not my area

 

Question 19: Is your FastLane Contact the same person as your FastLane Financial Administrator?

General:

·          Contact person is the Accountant, who prepares the financial reports

·          Both T.H. and I serve as financial administrators, and I am the FastLane contact.

·          I think so

·          Institutional Advancement officer is contact person - Business office if financial administrator

·          Duties are split between grant administrator for financial information/reports and program administration

·          FastLane contact is the one doing the input into FastLane

·          FastLane contact is the Treasurer.  FastLane Financial Administrator is the Controller.

·          These notices must be sent to multiple people.

·          We have two other Financial Administrators

·          I am the financial admin, while the Executive Director is the overall contact

·          A description of persons function is missing in the users description

·          As CFO, I am FastLane Financial Administrator.  FastLane Contact is CC Director of Finance and Administration.

·          I'm not sure.  The accountant and president are both authorized to use this system

·          small business; multi tasks

·          I'm not sure, but I think myself and M.C. are

·          These are two different persons

 

Don’t Know

·          Not sure

·          I think so

·          I don't know

·          I'm not sure. My supervisor takes care of contact issues

·          Don’t know

·          Not sure, I receive information as financial function user

·          I'm not sure due to recent personnel changes on campus

·          Don’t know

·          I don't know.  Most of your terms and procedure are either confusing to, or do not apply to, unaffiliated individual grantees.  It would certainly help if you took my category into consideration when designing automated tools and procedures!

·          I’m not sure

·          Not certain if they are same person

·          I don't know who any of the contacts are, often get transferred around many times, with differing information

·          At least I don't think so.  I contact one person within Georgia Tech to get access to things....she may be the same person

·          Never had to contact.  Don't know

 

Question 20: Do problems periodically prevent your FCTR from being submitted on time?

Not often:

·          I think it only happened to me once

·          Not yet

·          Rarely any more

·          Unless you count poor time management

·          Not usually

·          Every end of the quarter we submit the 272 report, always in the 30-day time frame

·          Only very occasionally when new personnel are in the learning mode and person reviewing reports cannot review before time to submit report

·          If grants can be held open to report final data, the time frame is not a problem

·          Our fiscal year ends June 30, but we usually have sufficient time to get the report in

·          But email reminders from FastLane are helpful

·          Not usually, difficult to remember a quarterly reporting versus a regular monthly report.  Also have to wait for notification site is open and close date.  I generally like to reconcile and report on my grants before the site is open

·          Computer conversion this past year, but things are getting better and no problems last few times submitted

·          Not yet, but conceivably could happen

·          NSF allows plenty of time for the Quarterly FCTR, much more than other agencies we deal with

·          One time we were almost late because our internet service was under a denial of services attack

·          This occurred only once when the FFU  was on sick leave at the time the report was due

·          I really appreciate the e-mail reminders

·          6 weeks has almost always been adequate time

·          Since I started submitting the FCTR I encountered no problem

·          Don’t think so...

·          I have been late once.  Problems on our end, not yours

 

 

Yes:

·          Sometimes have to rush to meet the deadline

·          Often, our problems result from our accountant settling out the financial quarters

·          System has been down, unable to upload, various technical difficulties

·          I had difficulty submitting the FCTR last August. I thought it was submitted until draw down requests were denied. I had to resubmit the FCTR

·          Sometimes the FastLane system is down

·          Only recently because of a software conversion

·          except for  time that we could not log in, we have to contact several person for help

·          May need to wait for information from the contact administrator

·          Nothing to do with FCTR more to do with internal processes at our institution

·          I was late last period and your timely reminder that I was late was helpful

·          Sometimes we forget

·          Except at our fiscal year end, send preliminary then updated final

·          Mostly end of the quarter auditing takes some time here

·          We had a problem just recently, but it was more an IT problem, and has been fixed

·          However, the end of fiscal year pushes right up to the deadline

·          Not Fast lanes problem but problems within our organization to many things to do and not enough time

 

Other:

·          I would call our contact to make him aware of any problems

·          Unless I make a mistake and don't submit ALL of the forms

·          NAS fiscal year-end close process

 

Suggestions:

·          Email reminders

 

Question 21: Do you have any suggestions for modifying the definitions, roles and responsibilities of the FastLane contacts, FastLane Financial Function Users and/or Financial Administrators to better streamline operations for your particular organization

Positive Responses:

·          In general we think FastLane is much better than any other system we know about for dealing with various Federal or State agencies

·          I think it works remarkably well

·          This procedure is suitable for our organization

·          The current structure works well for us

 

Information/Education:

·          A website that defines the different levels of users

·          Better definitions of each function?

·          Could it be possible to have a simple matrix with names and rights associated with these names

·          Maybe online course to better educate users on the different functions being used in current system

 

Communication

·          Automatic emails for when financial/progress reports due/delinquent

 

General:

·          Lack confidence about the process, so that I don't think I could give insightful suggestions

·          In smaller organizations, both the functions could be done by one person – reconsider

·          make access to FastLane easier and quit changing the rules

·          I hate bothering a professor (FastLane Contact) when I forget my login or get kicked off system to get a new password set up.  I'd rather be able to contact you folks

·          Administrative reviewer have access to proposal during development process

·          We have not fully explored all the FastLane system features.  It would be helpful if we have the above in written form

·          Have the contacts be nicer and information more consistent, I asked for a password reset and received 3 different methods, all of which didn't work for our institution.

·          The AOR should be able to change the P.I. on a grant if the P.I. has moved onto another institution and needs to be replaced

·          The system is very rigid

 

Question 22: Have the recent changes made to the FastLane Financial Functions interface improved your ability to track and manage your grantee organization's financial reporting and cash flow management responsibilities?

Positive Responses:

·          Financial record keeping and drawdown activity reports that we can find on FastLane are helpful in NSF award management

·          Our banking information changes on a regular basis and online really helps

·          Well done - you are light-years ahead of other granting organizations

·          We pretty much use FASTLANE as a validator of our internal processes

·          It helped me to track and record the transactions on time so that I could submit the report on time

·          We normally have only one or two awards at any one time; the functions interface works very well for us

 

Negative Responses:

·          In my case, they haven't improved my ability - my accounting system is more helpful

·          Lump sum financial information does not help in reconciling per award.  Confusions as to what net disbursements mean

·          N/A

·          No impact

·          No real difference

·          Can't print out cash history requests without going to detail except for last visible requests on summary

·          We only have one award at this point in time, so the impact has not really been significant

·          We've only begun using this in the last year

·          Have not noticed that it helped to improve tracking/managing

·          We have an excellent accounting department who gives us monthly reports and we know each month exactly where we stand

·          We have a very small number of NSF grants, so tracking has always been fairly easy

·          Because our volume is so small.  If we had many NSF grants I am sure it would be a great help

·          I really had no problem before

·          Not on the LOC side

·          Haven't really noticed any difference

·          Not much changed for us, we have a simple process

·          Not applicable

·          I haven't noticed any difference

·          We are currently managing only one small grant, and thus this does not provide the usefulness it may toward larger projects

·          We only have one grant track

·          We don't use the financial functions for that purpose

·          Was fine for us

·          I have never had any problems

 

Don’t know

·          I don't know at this point in time

·          Not sure, we're a recently formed organization and new to using FastLane Financial Functions

·          With university only since 2/1/2005 - have only used revised interface

·          Which changes?  We have always managed cash flow

·          I don't know

·          Again, we don't have past experience to compare the current system to

·          Since our grant started after most of these changes I can't really comment

·          I have not had enough time to go through everything and see what is available for our use

·          New user.  I have no previous experience to compare with

 

Suggestions/Questions:

·          can't print out cash history requests without going to detail except for last visible requests on summary

·           

 

General:

·          Our direct contact with Customer Service Rep. of the Department of Treasury helps to identify the amount of offset payment and helps reconcile with actual cash received

·          Recent changes have NOT been made to accommodate CC aim to and usually having negative cash balances

 

Question 23: Is your FCTR certifying official also a FastLane Financial Function User?

Yes

·          I am both a FFU and the certifying official

·          This makes for more accuracy and faster input of information

·          As CFO of a small institution I both certify FCTR and use FastLane to get cash

·          It's all me. . . . sigh . . .

·          Small business; multi tasks

·          I guess so, since I am a one-man operation

 

No

·          Certifying official is business director.  Grant administrator prepares all reports

·          Only as backup

·          I have the Controller (FCTR certifying official) review a hard copy and then I (Functional User) upload the FCTR

·          Our grants accountant, prepares the reports and the Finance Administrator, John Wick, certifies them

·          Certifying official is chief financial officer.  FastLane financial function user is grant accountant

 

Don’t Know

·          Not sure

·          I’m not sure

·          I'm not sure on this one

·          Not sure

·          Not sure

·          I do not know

 

Other

·          The Accountant assigned is the FastLane Financial Function User

·          Recently experienced turnover in the position of FCTR certifying official.  Position will be filled shortly

·          I don't know.  Most of your terms and procedure are either confusing to, or do not apply to, unaffiliated individual grantees.  It would certainly help if you took my category into consideration when designing automated tools and procedures

 

 

Question 24: Prior FastLane users who have left your institution usually have their access removed from the FastLane system within?

Does Not Apply

·          N/a

·          No one has left so we don't have a policy for this

·          Nobody has left that has access to FastLane

·          No prior FastLane users have left our unit

·          Has not occurred

·          Guesstimate.  We have the same finance staff over the last 10 years

·          This situation has not yet arisen

·          no change yet since enrollment

·          N/A - hasn't occurred to date

·          No users have left the institution; however a 1 to 3 day access removal would be the goal.

·          Doesn’t apply

·          No one in the Finance Department who has access to FastLane has left in the last 3 years so I can't answer from experience

·          NA - No one has left who had access to the system.  I would guess 1 to 3 days when this is applicable

·          We haven't had anyone leave since the access has changed, but it should be removed within 1 to 3 days.

·          We haven't had any one leave yet

·          I would hope it would be that amount.  No user in the financial function area has left the entity since FastLane was put into place

·          N/A

·          That's not happen on the LOC side for 10 yrs

·          We have not experienced this situation yet

·          N/A this has not happened for the FCTR preparer position

·          Does not apply

·          Never used this

·          This has not happened to us yet.

·          I only know about the financial portion; I've been doing the reporting since fast lane’s inception so its not been an issue

·          No has left since FastLane was implemented, so I'm not sure how long it would take to remove them

·          Haven’t had any leave

·          No one has left institution who has access to system

·          Haven't had that happen yet...

·          N/A- There haven't been a change in users

·          This has not been necessary

·          There have been no former users that have left

·          Has not happened yet

·          Unsure what the best answer is...as no one has left since I've been here

·          N/A - we have not had changes

·          This has not happened yet, but policy would dictate a short turn around

·          No experience to date

·          This has never happened. I have been with the organization since before FastLane came into being

·          So far, no FastLane users had left the institution yet

·          no one has left yet, but would assume this would be accomplished within a week

·          Did not happen to us yet but preferably 1 to 3 days

·          No prior FastLane users have left the institution

·          No prior users

·          No one has left

·          Same users throughout our 10.5 year institutional history

·          No one has left while I have been here

·          Has not been an issue for us.  We would certainly remove in a timely fashion should the situation occur.

·          No one has left the organization

·          We have not had to remove a prior FastLane user yet

·          Have not yet had this circumstance occur

·          never had a financial function user leave the company, only PI’s

·          Not applicable

·          No one has left yet

·          Not applicable; couldn't delete bullet

·          N.A.

·          Haven’t had this happen yet

·          None

·          No one has left

·          have not had to use this

·          No one has left.  We have all been here since 2000

·          N/A

·          Not applicable

·          Haven't had any FastLane users leave (there are only 2 of us)

·          We have not had FastLane users who left the institute

·          Have not had this happen.  No one has left our institution

·          Have not experienced this

·          It hasn’t occurred yet

·          Not applicable, since I am the sole employee

·          To date we have not changed FastLane users.  The process of changing users is sufficiently clear however, to permit a change to be made within 5 days, should there be a need to do so

·          We haven't had anyone leave yet

·          N/A No one has left yet

·          there are no such FastLane users in my one=man organization

·          N/A

·          Not relevant to my case

·          No one has left

 

Don’t Know

·          Not sure

·          I do not know.  The situation has not arisen in my tenure

·          Only had one person leave

·          I'm not sure how long

·          I am not aware how that is done and still have to use the old employee's sign on

·          Do not know

·          Do not know

·          Not sure

·          I'm really not sure

·          I don't know.... I'm a first-time user

·          Not sure

·          N/A new user to FastLane

·          I'm not actually sure since I don't do this function

·          I am not sure of this response

·          I don't know

·          I'm not responsible for this so really don't know the number of days

·          I really have no idea

·          Unsure

·          Unknown

·          Not sure

·          Don’t know

·          no experience with this feature

·          Do not know

·          This happen over a year ago and I am not sure of the timing

·          I’m not sure

·          I normally don't think about it

·          Not sure

·          Not sure

·          I'm not sure as I do not handle that end of things

·          Don’t know

·          Will have to verify this

·          I am not sure, but I would assume this answer fits best

 

Other

·          It would be nice to receive a periodic notice as to who has authorization so we can better maintain that function.  It's usually not a big problem for us as we have only a few people authorized to enter the system on the financial side

·          At the end of each academic year, PI files are reviewed. Financial users will be removed from 4 to 5 days.

·          WE have a very low turnover so this isn’t a problem

·          We notify FastLane of any changes in personnel

·          We have only had the one individual leave so far and it slipped our review initially.

·          The system is hard to navigate, a bit confusing on how to remove users

·          Many FastLane users in the past have left Lucent - I assume they never did anything to remove their access and that it just expired on it's own

·          During the month of termination

·          not until new individual takes over job

·          Depending on status of grant.  Sometimes it is helpful for their assistance in transition periods to view grants status information.  Their removal is determined on a case by case basis.

·          We have found changing users extremely difficult when staff leave

·          We haven't had too many changes.  We weren't as efficient in reporting changes on users to you but in the future, I don't see us taking so much time to report back to you

·          Communication among departments is an issue

·          we have now implemented a procedure for removing access within 4 to 5 days

·          In the past this was a problem for our District.  There was some confusion when our FA changed, for example.  All of these issues have been resolved

·          Only because a new password was giving us problem

·          There were prior non-financial users who were set up under an old system, and only recently discovered and removed

·          It wasn't until a year later that we were able to remove the users, send an email to us with a list of FastLane Users and if there's any changes/ deletions that need to be made, made a note at the end of the EMAIL of a contact to call to make the change

 

General:

·          I’m not sure how to remove users from the system

·          NSF would not allow removal of former Dean because he was also the Primary Administrator

·          No information is provided as to who has access to monitor

 

Question 25: Is your organization able to assign and modify passwords for FFU's in a timely way?

Yes:

·          Need to add a new user and have had some difficulty doing so

·          As explained above, I have to go through a professor, who I hate to bother

·          We have had some problems with passwords and have had to call to get it straightened out

·          When I received my password, the FastLane employee was very helpful

·          Only by a FastLane financial administrator

·          Everything is okay now

·          Just yesterday, I had our administrator on the phone with a FastLane Rep, she was walking him thru how to reset my password and it wasn't working for him on the website

·          But frequent changing of passwords requires a paper copy to keep straight -- less secure here

·          People charged with this responsibility are very busy and often unreachable in a timely manner

·          Passwords are a huge problem as FastLane denies me access every quarter when I want to file an FCTR, and I have to call help to regain access. This is a silly and frustrating system

·          Password changes have always proved a problem

·          Normally

·          Not always. The time span between drawdowns/reports sometimes exceeds that between password changes.

·          But always having to change the password was quite a burden for a while. glad that requirement changed

·          Yes, we are able but prefer not to change passwords so frequently

 

Do Not Know or N/A:

·          not sure overall - mine was timely

·          I don't think anyone here assigns passwords

·          I don't know anything about this.  Another office handles this

·          This is done by the SRO

·          Not sure

·          Do not know

·          N/A - multiple users is unnecessary

·          not applicable

·          N/A thus far

 

 

Suggestions:

·          I would like to be notified before I am locked out of the system

·          I wish I could keep my password instead of changing it each time we do a financial transaction

·          Don’t like to change passwords so frequently

·          Again, don't like having to change it so often

 

Question 26: Has the new management notice administration feature at the top of the FastLane Financial Functions page been helpful to you?

Yes:

·          Very nice addition.  Focuses your eye to current issues with message color change and outlined box

·          Easy to use any financial function even for first time user

·          Very helpful

·          It introduced me to different ideas

 

No and Suggestions:

·          I usually only log in at the end of the quarter, so don't always see any notices

·          I was unaware of this feature.  End user workshops would be helpful to improve the functionality usage by end users.  Generally, we do not have time to set and play with new sites to acquaint ourselves with the options open to us

·          We need more information on this feature

·          However, that part of the page is always off my computer.  At first, I couldn't find it.  Now I know to move the page over to access it

·          I had not noticed that it was there.  It might be helpful to email the users of this system with a update newsletter

 

Don’t Know or N/A:

·          N/A

·          Don’t know

·          I have not used this feature

·          Not sure which feature that is

·          UP TO THIS POINT I HAVE NOT LOOKED AT IT

·          I don't recall using this feature

·          Have not utilized this feature

·          Not applicable

·          Not noticed it

·          ??????

·          Did not notice it

·          I do not know what that is

·          I hadn't really noticed it until now

·          Was not aware of this feature.

·          Don't use it

·          Not sure what you are referring to

·          I never used it

·          Haven’t used it yet

·          Not familiar

·          Haven’t used it yet

·          I was not aware of this feature

·          I don't believe I've had occasion to review this feature

·          Haven’t used it

·          Not aware of it

·          Have not noticed it

·          New user to FastLane and have not used this feature

·          Do not use/know what it is

·          have not paid attention to be honest but I will check

·          Haven't noticed or used this feature

·          Haven't used

·          N/A - no experience with the function

·          Don't know what you are talking about

·          have not noticed one way or the other

·          Haven’t used it

·          unsure - was not aware of it

·          Does not apply to me

 

Question 27: Would the new management notice administration feature be better located somewhere else on FastLane?

Yes:

·          Those of us that routinely work in FastLane for FCTR/Cash Requests find this location a must see.  Because of FFU's frequent access, they are the best FastLane dissemination channel

·          At log in screen

·          Maybe as a pop up box when I log in

·          In the Administration feature

·          At the login, like this notice of survey was posted

·          Best when placed on same page as financial function page

·          But, I pay more attention to e-mail notices

·          Perhaps tied to an email would be useful

 

No:

·          But maybe larger or in a bolder color

·          Not necessarily

·          I don't think a different location can make it easier than this

·          relocated would be confusing difficult to locate

·          This feature could be highlighted more

·          Don't bury it elsewhere

·          not necessarily

·          It's the first thing I notice when the page loads- that's a good thing

·          The present location is okay

 

Do Not Know:

·          N/A

·          Not sure

·          Can’t comment on this

·          Don't know.  What is the purpose of the new management notice admin. feature?

·          N/A

·          Don’t know

·          No sure

·          Not sure at this time

·          Not familiar with this feature

·          Do not know

·          Don’t know

·          N/A - no experience with the function

·          Don’t know about it

·          This does not apply to me

·          Not sure

·          I haven't even noticed this feature

·          Not familiar

·          Difficult to comment

·          Not aware

 

Question 28: Do you have any comments on how NSF might further improve its financial management policies for PI's who transfer between organizations?

Yes:

·          Allow PI's the ability to transfer their grant in the middle of a reporting quarter

·          DO a good job

·          PI cannot request transfer until the following quarterly FCTR has been submitted. A way for us to report the final expenditures for the transferring grant between quarters

·          Need information much in advance on changes of final date of the award

·          Is there some way that the preparer of the FCTR can notify NSF of the cumulative amount of expenditures to date on a single grant award without the PI or the organization having to wait for the full report to be submitted?

·          It would be helpful if the financial contact at the university was also made aware of early terminations

·          I don't know the policies for PI's who transfer between institutions - would like to if I need to handle in future

·          We really don't have any manuals to explain this part

·          The messages to PIs need to be clearer. For example - transfers can not be processed until quarterly FCTR is complete. this report is doe on xx/xx/xx.

·          Make sure the authorized amount per FastLane matches the NGA's

·          The institution that is left should have the ability to transfer the award responsibility if the PI fails to act in a reasonable length of time

·          Process time needs to be shortened

·          When determining the remaining balance, if an expenditure needs to be removed from award expenditures that were reported on our quarterly financial report there needs to be a method to update the quarterly financial information prior to end of the next qtr

·          Allow us to remove the prior institution

·          Please do verify how they manage their grants from previous organizations

·          PI transfers should be reported and coordinated though the system administrators for the organizations involved

·          transfer of program speed must be improved.  Need to state a definitive amount causes institutions to hold on to transfers until all possible transactions have been consummated.  This is big problem

·          Can the process be communicated and be simplified for Financial Administrators and PI'S?

·          In the last year we had transfers out and transfers in.  There was a long delay, on the one coming in, I think related to the Tech Officer.  Additionally reminders to that person might be helpful

·          I am trying to change a PI and I have had a lot of problems figuring out how to do it

·          The AOR should be able to change P.I.s, but cannot now

·          When transferring a PI and his grant to another institution - seemed there was no good way to confirm the transfer.  I also still receive notices for overdue reports, etc. which I then have to forward to the new institution

·          There is always a problem with transferring around the time that the FCTR is being worked on.  I have our contracting office calling us asking us to let them know when it is done so that they can process the transfer

·          Provide a clear overview of the full process needed to complete a transfer. A one stop description / checklist for the PI of all the actions that need to take place for the transfer to occur.

·          Get the job done much quicker.  Twice took 90 days to do.  If PI is PI of sub, keep PI and CC in communication loop with prime and NSF

 

No or N/A:

·          I'm not familiar with this feature

·          Not my territory

·          We have not used this yet

·          We have not lost any PI's but had a grant transferred to us last year. Worked well

·          No opinion - Have not yet experienced the transfer of a PI to a different organization

·          I have not encountered PI's transferring before.  At least, it is not a function I handle

·          It's been quite some time since we have been involved in a PI transfer

·          n/a for myself

·          No opinion

·          N/A

·          Not applicable

·          Has not affected us to date

·          We haven't had this situation in quite sometime

·          I don't normally deal with this function

·          not applicable at this time in our entity

·          N/a

·          I have had no experience with this feature

 

Question 29: Do you have any suggestions for how NSF might further enhance and improve its FastLane interface and FastLane financial functions and operations?

Suggestions:

·          Would appreciate access to an authorizations history by award

·          I don't like to enter my personal SSN to access the website, I would think a different identifier could be used.

·          Remove the requirement for inputting SSN

·          To replace the required SSN field to a different required field such as access code/pin or account number

·          The Award Search screen.  I find it very cumbersome to find an award by document number, and once I obtain the award, most of the time I would want to know exactly how much was reported spent against the budget.  On occasion I have to provide a Department

·          Display current awards and cash received to date on cash request form

·          Create a FastLane contact list with phone numbers, fax numbers, and email addresses of few people that we may contact in case we need any information or problems arise along the life time of the award

·          There are several suggestions I would have for user friendly enhancements.  There is not sufficient room to report in this survey

·          System is very slow in comparison to GAAP or HHS - Payment Mgt. System

·          Send notices to multiple emails.  improve outstanding reports feature so that all reports due in next thirty days or overdue can be accessed at once

·          Providing a  worksheet for calculating interest due would be helpful

·          Streamline menus for better work flow

·          Please notify the District immediately by sending an offset report if there is any debt owed by the District. It usually takes a month from the date of NSF payment before any offset information is received

·          Make the time period between payment request and receipt by the bank shorter

·          Allow negative days in FCTR for amount of cash on hand at end of quarter.  P.I.s complain their report interface is not very user friendly

·          Server load at proposal time.  Wow.  If we need a download when 100's of schools are uploading proposals, we get frequent server errors

·          It would be helpful if the request for a no-cost extension were easier to find

·          Your interface is designed for organizations, not individuals.  Much of the questions and information asked of an individual is irrelevant.  A suite of interface options for individuals would be helpful.

·          Better explanations and relevant examples please

·          Have a place that financial users could see a list of the Organizations open awards.  I usually rely on the FCTR which only comes out quarterly

·          I have been told that I cannot submit Cash Requests electronically. Since I am located in Australia it would be quite useful if I could do this

·          Passwords should have a longer validity and the organizational representative should have the opportunity to reset password when it has expired

·          Most of your terms and procedure are either confusing to, or do not apply to, unaffiliated individual grantees.  It would certainly help if you took my category into consideration when designing automated tools and procedures

·          Just make it easier

 

Compliments:

·          I am very pleased with FastLane.  I prefer it over most of the other agencies' systems

·          It all seems to work quite smoothly to me!  I have found the help phone line folks to be very helpful

·          We are pleased with how rapidly we receive the funds after they are requested

·          It is a helpful tool

·          I think this is work great

·          Works well

·          They work very well for us - though our's is a relatively simple grant

·          Generally I think it is great, I think you do a great job of keeping on track of it and being helpful on the phone

·          I am very pleased with how it works/operates right now

·          No comments at this time

·          None at this time

·          Overall, FastLane is a very efficient means of reporting and requesting reimbursements

·          They work very well

·          My experience has been very positive

·          I think that FastLane is a very easy system to use.  I like the new IN box on the research administration page.  I love the way I am able to check on reports due/submitted & overdue

 

Question 30: Are you satisfied with the current level of service you receive from your NSF Institution Ledger Section accountants?

Yes:

·          Overall yes

·          They have always been helpful and willing to get down to details

·          They have been very helpful! Thank you

·          Very satisfied

·          Extremely satisfied

·          My question received a prompt response

·          Very helpful and pleasant

·          The few times I've needed them they have always been helpful

·          Program is not complicated to use; unlike others we work with.  We are very satisfied with this program

·          Virginia Hall is THE best

·          Always prompt, courteous and knowledgeable

·          Absolutely

·          I find our NSF Institution Ledger Section Accountant to be one of the most accessible contacts I have at NSF.   Response time is fantastic

·          Very helpful

·          Excellent compared to other government agencies

·          Very responsive & helpful; much better than

·          They have been quite helpful

·          They have always been quick to respond to any of my  questions

·          They have been very helpful in managing and reminding me

·          Thanks

·          I have been very satisfied with the information and support I have gotten from the NSF accountants

·          Most helpful

·          I have been very satisfied with the information and support I have gotten from the NSF accountants

 

No and Suggestions

·          I find working with NSF Ledger Sections, sometimes frustrating.  Sometimes their abilities to explain or answer questions is low

·          I had a question about adding a new contract, and I felt the contact I spoke with was unprofessional and not courteous.  She told me to read all instructions before I call her, she made me feel uncomfortable

·          We do not even know who it is

 

Do Not Know

·          With university only since 2/1/2005 - have not had contact yet

·          Have not used this service

·          I have not had interaction with NSF accountants

·          Have not needed this service to date

·          Never used them

·          I have received no service from them to my knowledge

·          N/A - New user to FastLane and have not interacted with Ledger Section Accountant

·          I have never communicated with any of the NSF Institution Ledger Section Accountants

·          Don't know what this is

·          Contact very infrequent

·          I'm not sure who the NSF Institution Ledger Section Accountants are - is this within NSF or the responsible people in Lucent?

·          I don't think I have ever contacted them

·          Have very little contact

·          No contact

·          Unsure who that is

·          I'm not sure I know what it is

·          Dorothy Battle has been great

·          N/A - no experience with the function

·          No opinion because I have not aware of the service being provided

 

 

Question 31: Do you have any suggestions for improving the level of communication between your organization and your corresponding NSF Institution Ledger Section accountant?

Yes:

·          Accountant is very accessible and responds quickly and accurately to queries

·          I like the quarterly report due notices

·          Currently media using email messaging is quite good to me

·          Current process works fine

·          Might provide training or communicate how new features can be used

·          Our accountant has been extremely helpful and she always responds in a timely manner

·          None at this time

·          We get immediate and correct response

·          Dorothy  Battle always responds in a timely manner and has been very helpful

·          NSF Institution Ledger Section is responsive to our needs

·          I think it works fine as it is

·          I am very satisfied at this point

·          I've been impressed on how responsive such a "huge" government agency has been to our occasional questions.

 

No and Suggestions:

·          Workshops....If you have them I am not notified

·          Better Communication on the Website

·          I would strongly suggest that NSF create a package or online tutorial for new Individual Awardees to tell them how to proceed once they receive and award. Program officers do not seem to have sufficient understanding of the financial aspects of grants

·          Please just make sure that the NSF accountant responds to (email) inquiries in a timely manner

·          Contact FastLane user at least once a year to make sure reports are completed properly

·          Have Spanish speaking personnel

·          If you have the email address use it to send communications

·          Its primarily email and that is ok unless I happen to be out for a few days and don’t see the email

·          Use email more, phone less

·          Would be nice to know them personally

·          I would like to know what services are being provided..  On or after the log-in page, a forwarding button to a page describing these services might be helpful

·          E-mail contact should be made.  Identifying themselves with contact information

·          Dept of Ed assigns staff to regions.  This would help with NSF instead of a general help desk Perhaps, they can call to "check in" with their organizations on a regular (i.e., quarterly basis)

·          use more emails and put their emails on site

·          Online course

·          Design a feature that you reverse a error

·          Create a FastLane contact list with phone numbers, fax numbers, and email addresses of few people that we may contact in case we need any information or problems arise along the life time of the award

·          Continue to use e-mail

·          An event for us to meet with our corresponding NSF ILS accountant

 

Do Not Know:

·          No opinion

·          N/A - no experience with the function

·          I have never had any communication with this person

·          I'm not sure I know what it is

 

Question 32: Do you have any suggestions for how NSF might further enhance and improve its FastLane banking information update process?

Yes and Suggestions:

·          Being able to print a list of payments made for the entire year - as of 12/31 - for the past year

·          It would be helpful to receive an email notice at the time a requested cash deposit has been made to our bank account.  Currently we receive immediate confirmation that our request has been made. but  no notice that a deposit has been made

·          Except for the annoying issue re the password sunsets, the Fast Lane financial functions work well for us. Thanks

 

No:

·          Great to have the opportunity to make changes on line

·          The update process is easy and fast

·          The current system is on the money

·          Works great

·          Current process works fine

·          Current update process is excellent.  Very efficient

·          I think it was very simple to use

·          Your continuous review and updates have been very useful

·          Worked fine

·          It effectively serves our needs

 

 

Do Not Know:

·          n/a to myself

·          Cannot comment on FASTLANE on ASAP

·          N/A - no experience with the function