Details & guidance
- Current and projected balance as a percentage of the total budget.
- Percentages are based on the total budget (direct plus indirect costs).
- Current Available Balance is the budget less actuals, commitments, and obligations.
- Projected Available Balance subtracts projected expenses through the end of the budget period.
- Green means healthy, yellow means less than 5% remaining, red means overspent.
Enter the award end date from the Notice of Award to track award status.
Spent To Date Vs Budget
—
$ - of $ -
Actuals, commitments, and obligations against total budget
Projected Spend Vs Budget
—
$ - of $ -
Spending to date plus projected expenses through period end
Current Available Balance
—
$ -
Budget less actuals, commitments, obligations
Projected Available Balance
—
$ -
After projected expenses through period end
Details & guidance
- Green means good to go, yellow is a warning to review, red means action is required.
- Each lamp checks one part of the report: available balance, projected balance, indirect costs, re-budgeting, and effort.
- Green means nothing needs attention. Yellow means review the numbers before sending anything to the sponsor. Red means something is over budget or out of balance and must be fixed.
- The big light on the left always shows the worst signal, so if any single item is red, the overall light turns red.
- Lights update instantly as you upload data, change dates, or enter re-budget amounts.
Warning — Contact Investigator for Review
The overall light is yellow because of: Current Available Balance, Effort Variance vs. Sponsor-Approved. Uploading files alone will not turn every check green — some need entries like Sponsor-Approved Effort or budget period line items.
Current Available Balance · Needs review
$ - remaining
Yellow light, warningProjected Balance at Period End · Good
On pace — $ - projected
Green light, goodIndirect Costs (F&A) · Good
Budgeted F&A matches the redistributed calculation
Green light, goodRe-Budget · Good
No re-budget entries
Green light, goodEffort Variance vs. Sponsor-Approved · Needs review
Enter Sponsor-Approved Effort to check variance
Yellow light, warning
Why you may see several different dollar amounts
The app runs two separate checks and each answers a different question, so the amounts are not supposed to match. Only check 2 asks you to actually move money on the Summary.
1. Data completeness
Do the imported transactions add up to the Summary actuals?
$ -
Shown in: Monthly Expenses by Budget Period
2. Whole-award F&A split
Does the awarded budget split correctly between direct and indirect at your F&A rate?
$ -
Shown in: Indirect Cost Check and Budget Redistribution Tool (same number, two views)
Details & guidance
- Budget, actuals, commitments, obligations, monthly expenses, and projections by Object Class.
- This is the main grid: one row per Workday Object Class, with budget, spending to date, commitments, obligations, this month's expenses, and what is left.
- Available Balance is budget minus actuals, commitments, and obligations — what you can actually still spend.
- Projected Expenses assume personnel keep spending at the current monthly rate for the months remaining; other categories are projected at zero unless you re-budget.
- Projected Balance is what you expect to have left at the end of the budget period. A negative number in red means you are on track to overspend.
- Use the Re-Budget (+/-) box on any row to test moving money; the Re-Budgeted Balance column updates immediately.
Legend — what the colors and flame meanclick to collapse
Column shading
Balance text color
Burn Rate flame — spending pace vs. time elapsed, shown as a multiple of an even monthly spend (1.00× = exactly on pace, capped at 3×+)
=2+2, 50-25, =(1200*3)/2. You can also reference another row's re-budget amount by its object class code — =OC001+OC003 uses Personnel plus Travel. Use =R2 to copy the second row's re-budget amount, or =R2*-1 to copy it and flip the sign. Press Enter or Tab to calculate and move down; press Esc to undo what you typed. If a formula can't be read, the cell turns red and explains what to fix.| Object Class | Budget vs Actuals | Pace | Projections | Re-Budget | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Budget Restricted | Actuals Restricted | Commitment Restricted | Obligation Restricted | Available Balance (Restricted) | Monthly Expenses | Burn Rate (× pace) | Planned Costs (manual) | Projected Expenses | Projected Balance | Re-Budget (+/-) | Re-Budgeted Balance | |
| UAMS OBJECT CLASS SET: 000_DEFAULT | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 001_PERSONNEL | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 002_FRINGE BENEFITS | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 003_TRAVEL | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 004_RENT | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 005_MATERIALS AND SUPPLIES | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 006_OTHER DIRECT COSTS | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 010_SUBAWARDS | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 007_EQUIPMENT AND OTHER CAPITAL | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 008_STUDENT SUPPORT | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 009_PARTICIPANT SUPPORT (NON-RESEARCH SUBJECT) | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 011_PATIENT CARE | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 013_FACILITIES AND ADMINISTRATIVE COSTS | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 014_GENOME WIDE ASSOCIATION TESTING | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 015_EXCESS FUNDS FOR FIXED COST AWARDS | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| UAMS OBJECT CLASS SET: 020_HEERF LOST REVENUES & PRIOR YEAR EXPENSES | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | |
| DIRECT COSTS | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | $ - |
| INDIRECT COSTS | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | $ - |
| TOTAL COSTS | $ - | $ - | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — | $ - | $ - | $ - | $ - | $ - |
| Include | Description | Object Class | Expected date | Amount | Monthly | Projected total | Remove |
|---|---|---|---|---|---|---|---|
| No planned costs yet. Add an expected subaward invoice or purchase to see it in the Summary projections. | |||||||
| Total planned costs added to projections | $ - | ||||||
Re-Budget Totals
- Net change
- $ -
- Total moved
- $ -
- % of total budget
- 0.00%
- F&A adjustment remaining
- $ -
No re-budget entries
The current direct/indirect split needs no correction. Use positive and negative entries only to model another transfer.
MTDC · Modified Total Direct Costs
Holds the revised total budget fixed while recalculating the direct/F&A split. Exclusions use revised exempt budgets and posted subaward amounts above the per-recipient threshold.
- Total budget − exclusions
- $ - − $ -
- MTDC = (total − exclusions) ÷ (1 + rate)
- ($ - − $ -) ÷ (1 + 0.00%) = $ -
- Calculated F&A = MTDC × rate
- $ - × 0.00% = $ -
- Adjustment = calculated − revised F&A
- $ - − $ - = $ -
Transfers may require sponsor approval under 2 CFR 200.308.
New (Re-Budgeted) Budget
Enter amounts in the Re-Budget column above and the new budget will appear here.
| Object Class | Awarded Budget | Re-Budget (+/-) | New Budget |
|---|---|---|---|
| Total Direct Costs | $ - | $ - | $ - |
| Total Indirect Costs (F&A) | $ - | $ - | $ - |
| Total Costs | $ - | $ - | $ - |
Balances
These percentages match the balance figures in the Summary above.
Details & guidance
- Enter the Sponsor-Approved Effort; variance is the difference in effort percentage points.
- Each row is a person paid from the award, with their current monthly salary and fringe charges and the effort percentage currently allocated in Workday.
- Type the effort percentage the sponsor approved (from the Notice of Award or progress report) in the Sponsor-Approved Effort box.
- Variance is simply allocated effort minus approved effort, in percentage points. Zero means they match.
- A negative variance in red means the person is committing less effort than the sponsor approved, which may require a costing allocation change or sponsor notification.
- Only the current costing allocation period is used, so old allocations do not inflate the percentages.
- Anyone Workday marks as (Terminated) or (Retired) is grayed out: their past charges still count in actuals, but they are left out of projected personnel and fringe costs and out of the effort stoplight.
- Anyone whose current allocation has a Costing Allocation End Date is labeled "Ends … — not projected": their pay is ending, so their salary and fringe are not carried into future months.
Load “RPT – Grant/Award Base Pay Allocations” to see salary, fringe benefit, and effort allocations.
Salary Cap Calculator
Test each person's salary against the federal annual salary cap. Change the cap when the agency publishes a new amount, or edit a base salary to model a raise.
How to use the Salary Cap CalculatorShow
- Set the cap and fringe rate. The default cap is $228,000.00 for 2026. Change it when NIH publishes a new rate. The fringe rate sizes the total cost-share burden on your institution.
- Add each person. Select someone from the Workday effort list, enter their annual institutional base salary, and adjust effort or months if you want to test a different scenario.
- Read the results. Chargeable to grant is the most the award can pay at that effort. Over the cap (salary) is the cost-share amount. Cost share w/ fringe adds the fringe burden on that cost share.
- Watch the Workday posted amount. If salary already charged to the award exceeds the chargeable amount, the badge turns red and a cost transfer is needed.
This is a forward-looking test. Enter the salary and effort you plan to charge; compare against what already posted to spot cost transfers.
Load the base pay allocation report to test salaries against the federal cap.
Person Months Calculator
Convert percent of time and effort to person months across every appointment base at once — calendar months, academic months, and summer months.
Percent effort
25.00%
Person months on 12 month
3.00
Add an institutional base salary to see the dollar impact of this effort.
Salary requested
—
Person months = percent effort ÷ 100 × months in the appointment base. The salary preview uses that same base to estimate requested salary.
No participants yet. Add people manually, or pull them from the imported “RPT – Grant/Award Base Pay Allocations” report and then type the percent effort each person actually devoted in each month of the reporting year.
RPPR Section D.1 lists every person who worked at least one person month on the award during the reporting year, with their person months rounded to two decimals. The FFR closeout uses the same effort record to support the final salary charges. Variance compares the average effort actually devoted against the effort committed in the Notice of Award: a change of 25% or more in either direction for the PD/PI or other senior/key personnel generally requires prior approval or notification to NIH.
Details & guidance
- Years 1–5 plus a no-cost extension, with monthly cost-category totals, burn-rate variances, and a cumulative rollup that ties to the Summary.
- Enter the project period start date once and the app builds six sections: Years 1 through 5 as consecutive 12-month periods plus a no-cost extension. Edit any start or end date if a period is short or non-standard, or use Reset period dates to go back to automatic.
- Inside each section, every Object Class shows what was spent each month, the annual total for that category, and the month totals across the bottom.
- Burn Rate (× pace) compares this period's expenses against its budget at an even monthly pace — 1.00× is exactly on pace, above 1.10× is spending too fast, below 0.90× is underspending.
- Burn Rate Variance (Balance) is simply the budget minus what has been spent in that period.
- Type each cost category's budget for that period in the Budget column. The cumulative table adds every period's line items together and compares the total with the Summary budget; the stoplight turns green when they match.
- Use Fit table to screen to shrink a year's table so all twelve months fit without scrolling, or Full size (scroll) for larger type.
- The cumulative table adds all periods together and lines them up against the Summary's actuals, commitments, and obligations. The badge turns green when it ties to the Summary; if it is off, the Actual Expenses import is probably missing months.
Budget period dates & settings
Budget entry guidance
Budget cells accept formulas. Type math like Excel: =2+2, 50-25, =(1200*3)/2, or reference another row in the same budget column with =R3+R4 (R1 is the first row). Enter or Tab calculates and moves down; Esc undoes what you typed. An unreadable formula turns the cell red and explains the fix instead of saving a wrong number.
Enter the Project Period Start Date above. Each card below sets one budget period; blank dates mean that period is not used.
Pre-Award Costsnot used
Defaults to the 90 days before Year 1 — edit if the sponsor approved a different window.
Year 1not used
Type the number of months (e.g. 5) or edit the dates directly.
Year 2not used
Type the number of months (e.g. 5) or edit the dates directly.
Year 3not used
Type the number of months (e.g. 5) or edit the dates directly.
Year 4not used
Type the number of months (e.g. 5) or edit the dates directly.
Year 5not used
Type the number of months (e.g. 5) or edit the dates directly.
No-Cost Extensionnot used
Fills in automatically when the award runs past the prior period; type dates here to override.
2nd No-Cost Extensionnot used
Fills in automatically when the award runs past the prior period; type dates here to override.
Year 1
Not in use. Enter a start and end date above to add this period.
Year 2
Not in use. Enter a start and end date above to add this period.
Year 3
Not in use. Enter a start and end date above to add this period.
Year 4
Not in use. Enter a start and end date above to add this period.
Year 5
Not in use. Enter a start and end date above to add this period.
No-Cost Extension
Not in use. Enter a start and end date above to add this period.
2nd No-Cost Extension
Not in use. Enter a start and end date above to add this period.
Cumulative Expenses (All Budget Periods)
| Object Class | Cumulative Budget Enter budget by period | Cumulative Expenses Ties to Summary | Commitment Restricted Cleared | Obligation Restricted Cleared | Burn Rate (× pace) |
|---|---|---|---|---|---|
| UAMS OBJECT CLASS SET: 000_DEFAULT | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 001_PERSONNEL | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 002_FRINGE BENEFITS | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 003_TRAVEL | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 004_RENT | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 005_MATERIALS AND SUPPLIES | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 006_OTHER DIRECT COSTS | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 010_SUBAWARDS | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 007_EQUIPMENT AND OTHER CAPITAL | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 008_STUDENT SUPPORT | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 009_PARTICIPANT SUPPORT (NON-RESEARCH SUBJECT) | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 011_PATIENT CARE | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 014_GENOME WIDE ASSOCIATION TESTING | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 015_EXCESS FUNDS FOR FIXED COST AWARDS | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 020_HEERF LOST REVENUES & PRIOR YEAR EXPENSES | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| Total Direct Costs | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| UAMS OBJECT CLASS SET: 013_FACILITIES AND ADMINISTRATIVE COSTS | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| Total Indirect Costs (F&A) | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
| Total Costs | $ - | $ - | $ - | $ - | Well under pace — below 0.5× of the even pace: — |
Details & guidance
- Posted 010_Subawards expenses from Actuals Restricted – Details View only.
- Every row and dollar amount comes only from 010_Subawards transactions in Actuals Restricted – Details View, grouped by Supplier.
- The first $25,000 for each distinct subrecipient is included in the MTDC base; posted expenses above that amount are exempt.
- The Find Subawards report is not accepted or used anywhere in this app.
- The total posted expense always comes from the complete Details View 010 total, even if a transaction is missing a Supplier name.
MTDC subaward threshold
0Switch the rule without re-importing anything. Use $25,000 while the DHHS rate agreement is lapsed; switch to $50,000 once the new agreement takes effect. Every exemption, redistribution, and budget-period check follows this setting.
Load Actuals Restricted – Details View with the Supplier column to list subrecipient expenses.
Exemptions (excluded from MTDC)
F&A rate: 0.00%
Budget, posted actuals and open commitments & obligations for every exempt category in one place. Subawards keep the first $25,000 of each subrecipient in MTDC; unused room on one subaward never covers another. Spend with no Supplier name stays fully in MTDC, subject to F&A until it is assigned.
| Exempt category | Budget | Exempt from MTDC | Actuals | Commitments & obligations |
|---|---|---|---|---|
| RENT | $ - | $ - | $ - | — |
| EQUIPMENT AND OTHER CAPITAL | $ - | $ - | $ - | — |
| STUDENT SUPPORT | $ - | $ - | $ - | — |
| PARTICIPANT SUPPORT (NON-RESEARCH SUBJECT) | $ - | $ - | $ - | — |
| PATIENT CARE | $ - | $ - | $ - | — |
| SUBAWARDS — DETAILS VIEW (0 SUBRECIPIENTS)$ - posted − $ - kept in MTDC (up to $25,000 per named subrecipient, plus all unassigned costs) | $ - | $ - | $ - | — |
| Total exemptions | $ - | $ - | — |
F&A check — indirect costs look correct
1 · Budget split (direct vs. F&A)
No money needs to move between direct and indirect costs.
2 · F&A on open commitments & obligations
No open commitments or obligations on direct costs, so no additional F&A is expected.
Exempt / Non-Exempt Transfer Calculator
Enter the exact amount you need in (or out of) an MTDC-exempt category such as Equipment. At the 0.00% F&A rate, this splits the transfer between the non-exempt category and F&A so the award total does not change. Nothing here changes your Summary — copy the two lines into the Re-Budget column.
This award has no MTDC-exempt categories with budget or expenses (no equipment, tuition, participant support, rent, or subaward amounts over the per-subrecipient threshold). There is nothing to move out of, so only the “Non-exempt → Exempt” direction applies: you would be creating a new exempt line (for example, buying equipment), which needs Grants Accounting review of allowability and award-specific sponsor approval requirements under 2 CFR 200.308.
| Amount to be moved | From category | To category |
|---|---|---|
| $ - | Non-exempt category (e.g. Supplies or Other Direct Costs) | a new exempt category (e.g. Equipment) |
| $ - | Facilities and Administrative Costs (F&A) | a new exempt category (e.g. Equipment) |
| $ - | Total added to the exempt category | |
Because exempt categories carry no F&A, $ - of F&A is released and moved with $ - of direct funds. Transfers may require sponsor prior approval under 2 CFR 200.308.
Budget Redistribution Tool
This tool checks the current Summary budget, including anything entered in the Re-Budget column. The exemption amounts remain fixed while you experiment. The Subawards Exempt Amount includes only named subrecipient costs above their individual $25,000.00thresholds. Unassigned costs stay fully in MTDC, subject to F&A until assigned. No separate Subaward report is used. It uses the same Total Exemptions shown above, at the 0.00% F&A rate.
- Review the exempt amount for each category below.
- Check the recommended amount to move between direct and indirect costs.
- Make any approved change in the Summary Re-Budget column and obtain sponsor approval where required.
| Budget Categories | Current Budget | Exempt Amount |
|---|---|---|
| Default | $ - | — |
| Personnel | $ - | — |
| Fringe Benefits | $ - | — |
| Travel | $ - | — |
| Rent | $ - | $ - |
| Materials and Supplies | $ - | — |
| Other Direct Costs | $ - | — |
| Subawards | $ - | $ - |
| Equipment and Other Capital | $ - | $ - |
| Student Support | $ - | $ - |
| Participant Support (Non-Research Subject) | $ - | $ - |
| Patient Care | $ - | $ - |
| Genome Wide Association Testing | $ - | — |
| Excess Funds for Fixed Cost Awards | $ - | — |
| HEERF Lost Revenues & Prior Year Expenses | $ - | — |
| Total Exemptions | — | $ - |
| Direct Costs | $ - | $ - |
| Indirect Costs | $ - | $ - |
| Total | $ - | $ - |
Subawards Exempt Amount calculation: Details View 010 posted actuals $ - − $ - retained in MTDC (up to $25,000.00 per named subrecipient, plus all unassigned costs) = $ - exempt.
Recalculating Tool for Exemptions
Direct and indirect costs are balanced at your F&A rate — no redistribution needed.
Setup checklist — 5 item(s) left
The report cannot calculate correctly until each item below is filled in. Click any item to jump straight to it.
Details & guidance
- Months Elapsed and Months Remaining calculate automatically.
- Name the report however you like (for example the PI name and award number) — you can keep several reports and switch between them at the top of the page.
- Enter the current budget period start and end dates from the Notice of Award, then the start and end dates of the month you are reporting on.
- Enter the F&A rate as a percentage (for example 47.5, not 0.475).
- Months Elapsed and Months Remaining fill in on their own and drive the projected expense math, so double-check the dates if projections look wrong.
- Everything you type is saved in this browser automatically — no login and no Save button.
Months Elapsed In Period
0
Months Remaining In Period
0
Calculated as of today from the Current Budget Period Start and End dates (award dates are used only if no budget period dates are entered). A period that has already ended shows the full calendar months since it ended and always has 0 months remaining for projections.
U.S. Government Award Resources
If this award is from a U.S. Government agency, you can find public award details, spending history, and related information at these federal reporting systems:
- NIH RePORTER — Search NIH-funded research projects, publications, and patents.
- USAspending.gov — Browse federal awards, spending, and recipient information across all agencies.
- NSF Award Search — Look up National Science Foundation awards and award abstracts.
- SAM.gov — Find federal award opportunities, entity registrations, and assistance listings.
UAMS Internal Research Suite
UAMS personnel with permission can view their Notice of Award and related grant documents in the internal grants portal:
UAMS Grants Portal (MUSE)Details & guidance
- Paste the exported table or upload the exported file for each report.
- Run each of the three Workday reports listed on the cards, then either copy the whole table (including the header row) and paste it into the card, or drop the exported .xlsx, .xlsb, or .csv file on the card.
- Columns are matched by their header name, so extra columns or a different column order are fine — just do not delete the header row.
- Budget vs Actuals supplies budget, actuals, commitments, obligations, and available balance. Actual Expenses supplies month-by-month detail and all subrecipient expenses. Effort Allocations supplies salary, fringe, and effort.
- A card turns green with a row count when the import works. If it says a column is missing, re-export from Workday without hiding or renaming columns.
- Re-import any card at any time to refresh that data; the rest of the report stays as it is.
Budget vs Actuals
RPT – Grant Budget vs Actual – Object Class (UAMS)
Drag and drop a file here, click Upload, or paste the table.
Actual Expenses
Actuals Restricted – Details View
Drag and drop a file here, click Upload, or paste the table.
Effort Allocations
RPT – Grant/Award Base Pay Allocations
Drag and drop a file here, click Upload, or paste the table.
Everything you enter lives only in this browser. Download a backup file before you clear your browsing history, switch computers, or hand the report to a colleague — then upload that same file here to refill every table exactly as you left it.
The backup file stays on your computer. It contains award details, imported Workday data, re-budget entries, and setup progress, so store it somewhere approved for sponsored-project information.
Next Steps
Next Steps
These are suggestions for the PI or the PI's department to consider and manage with Grants Accounting and the Sponsor—not mandatory actions. Award terms and applicable approval requirements still govern.
No Re-Budget changes entered.
Suggested next steps
- 1.Consider loading Budget vs Actuals to support a discussion of this plan.
Notes for the PI
—
A balanced plan is not approval; award terms control. 2 CFR 200.308 — budget revisions and prior approval
Before rebudgeting: calculate F&A first
Review F&A redistribution before assigning transfer amounts, especially when moving between exempt and non-exempt costs. Equal plus/minus entries alone do not mean the plan is ready.
Rebudgeting & balancing order
- Confirm the Notice of Award, sponsor restrictions, applicable F&A rate and base, subaward threshold, and expected costs with Grants Accounting.
- Calculate F&A redistribution before choosing transfer amounts. For moves between exempt and non-exempt costs, split the available dollars between direct costs and F&A; do not allocate the entire exempt amount to non-exempt spending.
- Review the proposed split with the PI, Grants Accounting and the Sponsor before processing it. Obtain Grants Accounting clearance and the Sponsor's prior written approval when required by the award or federal rules.
- Enter the approved proposed direct-category changes and matching F&A change together. Recalculate F&A whenever the exempt base changes; the rate itself does not change.
- Then check that net Re-Budget is $0.00, F&A adjustment remaining is $0.00, and projected shortfalls are resolved. Document the reasons and PI actions; Grants Accounting processes approved changes in official records.
This is a recommended planning sequence, not a federally prescribed button order. Grants Accounting clearance is an institutional workflow, not a blanket federal approval rule. A balanced calculation is not approval; award terms and agency rules control.
Federal review: a scope/objective change requires prior approval even without a budget change. Under 2 CFR 200.308(i), an agency may restrict cumulative direct-category transfers above 10% of the last approved total budget (including cost share) when the federal share exceeds the simplified acquisition threshold; this is not an automatic approval rule for every award. NIH significant rebudgeting uses a single-category deviation greater than 25% of total costs awarded as a possible scope-change indicator, not an aggregate-transfer safe harbor. Confirm the applicable award terms with Grants Accounting.
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