ORIS Monthly Report — Grant Award Budget Tracking

How to use this section(show)

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.

Total Budget

—

$ -

Total costs (direct + indirect)

Current Available Balance

—

$ -

Budget less actuals, commitments, obligations

Projected Available Balance

—

$ -

After projected expenses through period end

How to use this section(show)

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

Overall status across balance, projections, F&A, re-budgeting, and effort.

Current available balance
$ - remaining
Yellow light, warning
Projected balance at period end
On pace — $ - projected
Green light, good
Indirect costs (F&A)
Budgeted F&A matches the redistributed calculation
Green light, good
Re-budget
No re-budget entries
Green light, good
Effort Variance vs. sponsor-approved
Enter Sponsor-Approved Effort to check variance
Yellow light, warning
Budget periods vs. Summary budget
Enter budget line items on each budget period
Yellow light, warning

How to use this section(show)

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.

Report name

Award / Grant

Current Budget Period Start Date

Current Budget Period End Date

Monthly Reporting Start Date

Monthly Reporting End Date

F&A Rate (%)

Months Elapsed

0

Months Remaining

0

How to use this section(show)

Run each of the four 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 the month-by-month detail. Effort Allocations supplies salary, fringe, and effort. Subawards supplies subrecipient balances.
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)

Not loaded yet.

Actual Expenses

Actuals Restricted – Details View

Not loaded yet.

Effort Allocations

RPT – Grant/Award Base Pay Allocations

Not loaded yet.

Subawards

RPT – Find Subawards

Not loaded yet.

How to use this section(show)

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.

Actual (Workday)Projected at current burn rate Re-budget (what-if)green = balance holds,red = overspend

Object Class	Budget vs Actuals						Projections		Re-Budget
Object Class	Budget Restricted	Actuals Restricted	Commitment Restricted	Obligation Restricted	Available Balance (Restricted)	Monthly Expenses	Projected Expenses	Projected Balance	Re-Budget (+/-)	Re-Budgeted Balance
DIRECT COSTS	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -
INDIRECT COSTS	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -
TOTAL COSTS	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -	$ -

How to use this section(show)

Type a positive amount to add money to a cost category and a negative amount to take money out, using the Re-Budget column in the Summary above.
A re-budget should normally net to zero — you are moving money between categories, not adding to the award. The panel shows the net change and warns you if it does not balance.
Total Moved and % of Budget help you see how large the shift is. Federal Uniform Guidance (2 CFR 200.308) generally requires sponsor prior approval for changes above 25 percent, for adding or removing personnel or subawards, and for participant support costs.
Warnings are guidance, not a decision — confirm with your grants administrator before submitting a re-budget request.
Nothing here changes Workday. It is a what-if worksheet; use Reset to clear all entries.

Re-budget totals

Net change: $ -
Total moved: $ -
% of total budget: 0.00%
Estimated F&A impact: $ -

No re-budget entries yet

Enter positive or negative amounts in the Re-Budget column of the Summary to model moving funds between cost categories. Warnings appear when the net change is not $0 or when federal prior approval is likely required.

How to use this section(show)

Indirect costs (F&A) are charged only on Modified Total Direct Costs (MTDC), so certain items are exempt: equipment, tuition, patient care, participant support, and the portion of each subaward above the threshold.
Choose which subaward threshold feeds the math — $25,000 is the long-standing 2 CFR 200.1 rule; $50,000 reflects the newer federal guideline. Both totals stay on screen for comparison.
Redistributed Direct and Indirect Costs show how the same total award would split if F&A were recalculated correctly at your rate.
If the redistributed amounts differ meaningfully from your current budget lines, the report flags that direct and indirect costs need to be rebudgeted.

Subaward exemption threshold applied to MTDCBoth thresholds are always shown; only the selected one feeds the MTDC calculation.

Exemptions

EQUIPMENT AND OTHER CAPITAL$ -

STUDENT SUPPORT$ -

PATIENT CARE$ -

SUBAWARDS (OVER $25,000) — APPLIED$ -

SUBAWARDS (OVER $50,000) — REFERENCE ONLY$ -

Total Exemptions:$ -

MTDC:$ -

Redistributed Direct Costs:$ -

Redistributed Indirect Costs:$ -

Redistributed Total:$ -

Balances

Current Balance %0.00%

Projected Balance %0.00%

Indirect costs look correct

Budgeted indirect costs are $ - against $ - redistributed — a difference of $ -.

How to use this section(show)

Each row is a subrecipient from the Find Subawards report: their total contract amount, what has been billed, and what remains.
The Over $25,000 and Over $50,000 columns show whether that subaward crosses each F&A threshold, and the Exempt Totals columns show the dollars excluded from MTDC.
Watch for a subrecipient with little remaining balance and months left on the project, or one that has billed nothing at all — both usually need a follow-up with the subrecipient.
The exempt totals here flow directly into the indirect cost calculation above.

Load “RPT – Find Subawards” to track subrecipient budgets against the parent award.

How to use this section(show)

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) 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.

Load “RPT – Grant/Award Base Pay Allocations” to see salary, fringe benefit, and effort allocations.

How to use this section(show)

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 Variance (Pace) compares spending to date against an even monthly pace — a positive number means you are spending slower than planned, a negative number means faster.
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.

Project Period Start Date (Year 1)

Years 1–5 generate as consecutive 12-month periods; edit any start or end date below to override. The No-Cost Extension stays empty until you enter its dates. Reset clears the project start date and every manual period date. Type each Object Class budget in the Budget column; the cumulative table adds them up and compares them with the Summary budget.

Year 1

Year 2

Year 3

Year 4

Year 5

No-Cost Extension

Year 1