[Auto-generated transcript. Edits may have been applied for clarity.]
Hi everyone. I'm Maria Soliman, the director of Grant Accounting here at the University of Iowa.

Today's goal is to give a clear, big picture view of the sponsored research project life cycle.

Over the next 8 to 10 minutes, we'll focus on three main areas.

The major stages an award moves through, where research administrators add value at each stage, and finally, how is this life cycle view helps us design better processes and training.

Again, this is intentionally a high-level overview of the life cycle of a sponsored project.

Now let's discuss the key roles before we do the overview.

First is the principal investigator, or P.I., who is typically a UI faculty member or research scientist,

the department administrator who is the person closest to the P.I. and can help with day to day management of the award.

Centrally, we have our Division of Sponsored Programs. Who is responsible for award submission and communicating with the sponsor.

The Grant Accounting Office, who maintains financial compliance and report and financial reporting to the sponsor.

And then our offices of compliance across campus, which include our IRB, IACUC, Conflict of Interest, Export control, Data Security and many more.

Let's set the stage. Imagine you're a P.I. and you've just been told.

Congratulations! Your grant is funded. And then everything stalls.

Because.  How do you spend the money? How do you hire people? How do I submit reports? Well, this is the gap between great science and the real impact where research administration lives.

So, let's now take a look at the research life cycle of a sponsored project end-to-end to see where strong administration protects our investigators, institution, and our future funding.

The important takeaway is that research administration is continuous, it's not just submitting the proposal or doing the financials.

Every stage sets up the next one. As we go through the stages, please notice where your current role sits and where the upstream and downstream effects can affect you to make your job easier or harder.

But the first stage, the P.I. is thinking about research questions and potential funders.

Research administrators may not be deeply involved yet, but this is where early conversations about feasibility, facilities, a high-level budget are extremely important.

If we can help our investigators match ideas with realistic opportunities easier,

we can reduce those last minute scrambles and misalignment of expectations later on in the process.

In proposal development activity ramps up quickly for research administrators.

While the P.I. is focusing on scientific aims, approach and strategy, administrators are focused on the budget, budget justification forms,

institutional commitments and ensuring everything aligns with the sponsor and the institutional rules and regulations.

Internal review is where we confirm things like cost share space, compliance requirements and special terms are all aligned.

Getting this right protects the institution and prevents awkward surprises after funding decisions are made.

This is a key moment for service, good communication, clear checklists, and realistic timelines to make the experience much smoother for everyone.

Once the proposal is built, the submission and negotiation station begins. Typically, DSP will handle the actual submission and manages interactions with the sponsor about clarification or changes needed.

If funded, legal and contracting staff work with the sponsor representatives to finalize the terms around IP, publication, data sharing, and liability, if applicable.

For research administrators, it's key to understand that yes, from the sponsor isn't the finish line.

The institution still must agree to the terms and conditions before an award can be set up and spending can begin.

In award set up, the paper award becomes a living project in our system. GAO creates accounts, loans budget, assigns F&A rates, and sets up invoicing and reporting schedules, as well as communicates key restrictions that apply.

Department or unit administrators verify that categories are correct, align internal tracking, communicate key restrictions and exceptions to the P.I..

Having a strong kick off at this stage pays off later by clarifying what is allowable, how you read various reports and instructions, and who to contact for different types of issues.

Most of the award's life is spent in this management stage.

The P.I. leads a science making spending decision and fulfills the scope of work.

While department administrators handle day-to-day financial management, reviews and reconciles accounts, monitors the firm rate, corrects errors, manages subrecipient and prepares prior approval requests.

The Grant Accounting Office is responsible for areas such as collecting funds, submitting financial reports, monitoring and advising campus regarding regulations and compliance.

Keep in mind, compliance is woven through this stage, effort reporting, human and animal subjects oversight, conflict of interest management, export control, data security, and more.

Good award management is proactive. It catches issues early, documents decision and keeps the P.I. informed.

So there's no surprises at the reporting or audit time.

Closeout includes closing subawards, clearing any encumbrances, finalizing payroll, accounting for cost share and program income, and ensuring records are retained according to sponsor and university policy.

Financial reporting requires clean, reconciled data and timely coordination between department administrators, central offices and the P.I..

Technical and other deliverables such as project progress reports, invention disclosures and final scientific reports should be submitted on time.

Well-managed closeout process protects future funding, maintains sponsor trust, and frees up everyone's time in the end.

Please keep in mind the information shared today is an overview.

Additional information can always be found on our website.

GAO.FO.UIOWA.edu.

Your role, whether in a central office in the department or part of a research team is critical to safeguarding our research enterprise and supporting our investigators.

Thank you.