Aligning for Organizational Excellence

Business & Operations Advisory Committee Meeting

October 22, 2003

Donna FortunatDivision of Acquisition & Cost Support

BFA’s Proposed “5th Division”

Reorganization

Realign major functional responsibilities w/in DGA & DACS to create -

Division of Institution & Award Support (DIAS)

Current Organization

S ys te m s C o o rd in a tor& P ro je ct L ea d er

D ire c to rW o rkfo rce P lan n ing

O p era tion s &R isk M a n a ge m e nt

M P S /C IS E /E NGB ra n ch

P o licy &C le ara n ce

O ffice

B IO /E HR /G E O /S B EB ra n ch

D iv is ion o f G ra n ts& A gre e m e n ts

M S an ton a s ta sso

C o n tra cts P o licyA n a lyst

C o n tra c ts C o s t A n a lys is& A ud it Re so lu tion

D iv is io n o f A cqu is it ion& C os t S up p o rt

D F o rtu n at

B u d ge t D iv is ionM R ub e ns te in

D iv is ion o f F ina n c ia lM a na ge m e nt

D M cC ro ry

B F AT C o o ley

Realignment affects Purple & Green Chart Area only

Why Propose to Reorganize?

Align responsibility & staff competencies Ensure BFA meets new NSF challenges

while providing new career path development

Increase business process leadership functions

Take advantage of e-Systems transactional processing capabilities

Desired outcomes Focus monitoring, oversight,

grants policy & eSystems in a single award support division

Enhance business process leadership functions in award divisions

Increase overall level of service to Program Directorates & Offices

Current OrganizationAlignment of Functions

DGA• eAwards systems administration

All Award Branches• Award all cooperative agreements

• Award all PI grants

• Risk assessment, monitoring & outreach

Policy Office• Grants Policy

• Outreach

• Solicitation clearance

DACSCAAR• Audit Resolution

• Negotiation of Indirect cost rates

• Cost analysis & award support

• Support to risk assessment, monitoring & outreach

Contracts• Solicitation, negotiation, award & administration of contracts

• Award of some small purchases

Proposed BFA “5th Division” Reorganization

D iv isio n o f F in an c ia l M a na g em e nt

B u d ge t D iv is ion

D iv is ion o f G ra n ts & A g re em e n ts

D iv is ion o f Co n trac ts & C o m p le x A g re em e n ts

D iv isio n o f In s titu tion & A w a rd S up p o rt

B F A

Division of Institution & Award Support

A w a rd M o n ito rin g &C o st S up p ort B ra n ch

P o lic y & O utre a ch O ffice S ys te m s O ffice

D iv is io n D ire c to r

Proposed

DIASFunctional Crosswalk

From DACS• Transfer CAAR Branch

– Audit Resolution– Indirect Cost Rate

Negotiation – Cost analysis & award

support

From DGA•Systems Function

–Transfer of eAwards–Addition of eProcurement

•Transfer Policy Office–Grants & agreements policy–Solicitation clearance

From DGA & DACS

Consolidate risk assessment, monitoring & outreach responsibilities

Division of Contracts & Complex Agreements

C o n tra c ts B ra n ch C o m p le x A g ree m en ts O ffice

D iv is io n D ire c to r

Proposed

DACS to DoCCAFunctional Crosswalk

From DGA to Complex Agreements Office Award, management & business administration of

unique complex cooperative agreements Large Facilities, Science & Technology Centers,

Engineering Research Centers & other multi-institutional awards

Increase in pre-solicitation & pre-award planning assistance to program offices

Contracts Branch (no change) Solicitation, negotiation, award & administration of

contracts Award of some small purchases

Division of Grants & Agreements

B u s in e ssT e am

B u s in e ssT e am

B ra n ch

B u s in e ssT e am

B u s in e ssT e am

B ra n ch

B u s in e ssT e am

B u s in e ssT e am

B ra n ch

D iv is io n D ire c to r

Proposed

The Proposed DGA

Award, management & business administration of Grants Small, simple cooperative agreements

Focus on portfolio management Increase in pre-solicitation & pre-award planning

assistance to Programs Year-round work flow coordination

Business Teams to form closer linkage to directorates

Functional Realignment:Responding to Challenges

Award administration & post-award management Placement in DIAS consolidates primary

responsibility for post-award oversight Aligns responsibility w/ core competencies of

existing staff Places focus of oversight at Institution level

Financial Performance Proactive administration & oversight of complex

Cooperative Agreements needed as investment in large, complex facilities & centers increases

Organizational alignment creates functional synergy

Functional Realignment: Responding to Challenges

Human Capital Management DGA will focus on grant & simple cooperative

agreement awards & management Relationship between Large Facilities Deputy &

DoCCA/CAO Position & role of Large Facilities Deputy unaffected Foundation level policy & planning CAO provides central focus for management of

large, complex awards CAO provides day-to-day award & business

administration for Facilities & Centers

Questions for the Committee…

Does the proposed alignment make sense?

Are there functions we overlooked?

Advice…Comments…?