award function

MANAGEMENT IN AWARDS FUNCTION

INTRODUCTION

What is an Award?

A decoration, medal, badge, ribbon, or appurtenance bestowed on an individual or a unit.

An award is something given to a person or a group of people to recognize their excellence in a certain field; a certificate of excellence. Awards are often signified by trophies, titles, certificates, commemorative plaques, medals, badges, pins, or ribbons. An award may carry a monetary prize given to the recipient; for example, the Nobel Prize for contributions to society or the Pulitzer Prize for literary achievements. An award may also simply be a public acknowledgment of excellence, without any tangible token or prize.

Awards are a sign of pride and glory in anybody’s life. Presenting an award is the means to honour the talents, achievements, performance and work for a lifetime of a person. Different awards have their own specific fields of existence and each one of them adds there are numerous award ceremonies that occur in India. The different kinds of awards are Music Awards, Sports Awards, Literary Awards, Television Awards, Gallantry Awards, Arts Awards and many more. The Indian celebrities like the sportsmen, artists, actors and technicians are awarded in the different fields on the basis of their abilities and passion. The Vir Chakra, Aram Vir Chakra and Mahvir Chakra are presented to persons full of courage and bravery. These are gallantry awards. Whereas the Kalidas Samman, Ananda Purashkar, The Hindu Literary Prize,Rabindra Puraskar and Vayalar Award celebrate the spirit of literature and literary valor in India and various states of India. The awards that celebrated the talent of the Bollywood film industry are Movie Awards, Apsara Film & Television Producers Guild Awards, BIG Star Entertainment Awards, Dadasaheb Phalke Award; Filmfare Awards etc are the different kinds of film awards in India.

1 K.J SOMAIYA COLLEGE OF ARTS & COMMERCE


Indian Award honoured system:

The Indian honour system is primarily recognised by Indian Central Government. The most recognised are Padma awards which are Padma Shri, Padma Bhushan, Padma Vibhushan and Bharat Ratna with increasing order of merit. They are awarded every year. However, the most coveted and highest civilian award Bharat Ratna may not necessarily be awarded every year. The Padma awards are civilian awards for a broad set of achievements in fields such as Education, Arts, Civil Service, or Social Service. Awards were also bestowed posthumously and they are also given for foreign citizens.

Award History of Republic India:

There was no honours system until 1954, when the following awards were instituted:Bharat Ratna

‘Bharat Ratna’, the highest civilian Award of the country, was instituted in the year 1954. Any person without distinction of race, occupation, position or sex is eligible for these awards. It is awarded in recognition of exceptional service/performance of the highest order in any field of human endeavour. The recommendations for Bharat Ratna are made by the Prime Minister himself to the President. No formal recommendations for this are necessary. The number of annual awards is restricted to a maximum of three in a particular year. On conferment of the award, the recipient receives a Sanad (certificate) signed by the President and a medallion. The Award does not carry any monetary grant.



List of all Bharat Ratna awardees so far:

1. Late Pandit Bhimsen Gururaj Joshi in 2008 : Karnataka2. Kumari Lata Dinanath Mangeshkar in 2001 : Maharashtra3. Late Ustad Bismillah Khan in 2001 for contribution in the field of Arts : Uttar

Pradesh4. Prof. Amartya Sen in1999 for Literature & Education : United Kingdom5. Lokpriya Gopinath (posth.) Bordoloi in1999, for Public Affairs : Assam6. Loknayak Jayprakash (Posth.) Narayan in 1999 for Public Affairs: Bihar7. Pandit Ravi Shankar in 1999 for his contribution in the field of Arts : United

States8. Shri Chidambaram Subramaniam in 1998 for Public Affairs : Tamil Nadu9. Smt. M.S. Subbulakshmi in 1998 for her contribution in the field of Arts : Tamil

Nadu10.Dr APJ Abdul Kalam in 1997 for his contribution in the field of Science and

Engineering : Delhi11.Smt. Aruna Asaf (Posth.) Ali in 1997 for her contribution in the field of Public

Affairs : Delhi12.Shri Gulzari Lal Nanda in 1997 for his contribution in the field of Public Affairs

: Gujarat13.Shri JRD Tata in 1992 for his contribution in the field of Trade & Industry :

Maharashtra14.Shri Maulana Abul Kalam Azad in 1992 for his contribution in Public Affairs :

West Bengal15.Shri Satyajit Ray in 1992 for his contribution in the field of Arts : West Bengal16.Shri Morarji Ranchhodji Desai in 1991 for his contribution in Public Affairs :

Gujarat17.Shri Rajiv Gandhi in 1991 for his contribution in Public Affairs : Delhi18.Sardar Vallabhbhai Patel in 1991 for his contribution in Public Affairs : Gujarat19.Dr. Bhimrao Ramji Ambedakr in 1990 for his contribution in Public Affairs :

Maharashtra20.Dr. Nelson Rolihlahla Mandela in 1990 for his contribution in Public Affairs :

South Africa21.Shri Marudur Gopalan Ramachandran in 1988 for contribution in Public Affairs

: Tamil Nadu22.Khan Abdul Ghaffar Khan in 1987 for contribution in the field of Social Work :

Pakistan23.Shri Acharya Vinoba Bhave in 1983 for contribution in the field of Social Work

: Maharashtra



24.Mother Teresa in 1980 for contribution in the field of Social Work : West Bengal

25.Shri Kumaraswamy Kamraj in 1976 for contribution in the field of Public Affairs : Tamil Nadu

26.Shri V.V. Giri in 1975 for contribution in the field of Public Affairs : Orissa27.Smt. Indira Gandhi in 1971 for contribution in the field of Public Affairs : Uttar

Pradesh28.Shri Lal Bahadur Shastri in 1966 for contribution in the field of Public Affairs :

Uttar Pradesh29.Dr. Pandurang Vaman Kane in 1963 for contribution in the field of Social Work

: Maharashtra30.Dr. Zakir Hussain in 1963 for contribution in the field of Public Affairs :

Andhra Pradesh31.Dr. Rajendra Prasad in 1962 for contribution in the field of Public Affairs :

Bihar32.Dr. Bidhan Chandra Roy in 1961 for contribution in the Field of Public Affairs:

West Bengal33.Shri Purushottam Tandon in 1961 for contribution in the field of Public Affairs :

Uttar Pradesh34.Dr. Dhondo Keshav Karve in 1958 for contribution in the field of Social Work :

Maharashtra35.Pt. Govind Ballabh Pant in 1957 for contribution in the field of Public Affairs :

Uttar Pradesh36.Dr. Bhagwan Das in 1955 for contribution in Literature & Education : Uttar

Pradesh37.Shri Jawaharlal Nehru in 1955 for contribution in the field of Public Affairs :

Uttar Pradesh38.Dr. M. Vishweshwariah in 1955 for contribution in the field of Civil Service :

Karnataka39.Shri Chakravarti Rajagopalachari in 1954 for contribution in Public Affairs :

Tamil Nadu40.Dr. Chandrasekhara Venkata Raman in 1954 in Science & Engineering: Tamil

Nadu41.Dr. Sarvapalli Radhakrishnan in 1954 for contribution in Public Affairs : Tamil

Nadu



Padma Awards

• Padma Awards were instituted in the year 1954. Except for brief interruption(s) during the years 1978 and 1979 and 1993 to 1997, these awards have been announced every year on Republic Day.

• The award is given in three categories, namely, Padma Vibhushan, Padma Bhushan and Padma Shri.

• Padma Shri is awarded for ‘distinguished service’; Padma Bhushan for ‘distinguished service of a high order’; and Padma Vibhushan for ‘exceptional and distinguished service.

• The award seeks to recognise work of any distinction and is given for distinguished and exceptional achievements/service in all fields of activities/disciplines, such as Art, Literature and Education, Sports, Medicine, Social Work, Science and Engineering, Public Affairs, Civil Service, Trade and Industry etc.

• All persons without distinction of race, occupation, position or sex are eligible for these awards.

• The award is normally not conferred posthumously. However, in highly deserving cases, the Government could consider giving an award posthumously if the demise of the person proposed to be honoured has been recent, say within a period of one year preceding the Republic Day on which it is proposed to announce the award.

• A higher category of Padma award can be conferred on a person only where a period of at least five years has elapsed since conferment of the earlier Padma award. However, in highly deserving cases, a relaxation can be made by the Awards Committee.

• It is the usual practice is to invite recommendations every year from all State/UT Governments, Ministries/Departments of the Government of India, Bharat Ratna and Padma Vibhushan awardees and Institutes of Excellence by 1 October. Recommendations received from them and also from other sources like Ministers, Chief Ministers/Governors of State, Members of Parliament, as also private individuals, bodies etc., are placed before the Padma Awards Committee. The Awards Committee is constituted by the Prime Minister every year.

• The recommendations made by the Awards Committee are submitted to the Prime Minister and the President for their approval. No award is conferred except on the recommendation of the Awards Committee.



• The total number of awards to be given in a year (excluding posthumous awards and to foreigners) should not be more than 120.

• The names of the award winners are published in the Gazette of India. The President may cancel and annul the award of the decoration to any person.

• The Awards are announced on 26 January every year and are presented by the President of India in an Awards presentation Ceremony held at Rashtrapati Bhavan. The ceremony is generally held in the month of March/April.

• The decoration comprises a Sanad (Certificate) issued under the hand and seal of the President and a Medallion. A commemorative brochure giving out brief details in respect of each award winner is also released on the day of the investiture ceremony.

• The recipients are also given a replica of the medallion, which they can wear during any ceremonial/State functions etc., if they so desire.

• The award does not amount to a title and cannot be used as a suffix or prefix to the award winner’s name on letterheads, invitation cards, posters, books etc. In the case of any misuse, the defaulter will forfeit the award.

• No cash allowance or any facility/benefit in terms of concession etc. in rail/air travel is attached to these awards.

Padma Vibhushan:

The Padma Vibhushan is the second highest civilian award in the Republic of India. It consists of a medal and a citation and is awarded by the President of India. It was established on 2 January 1954. It ranks behind the Bharat Ratna and comes before the Padma Bhushan and Padma Shri. It is awarded to recognize exceptional and distinguished service to the nation in any field, including government service. The first recipients of this award were Satyendra Nath Bose, Nand Lal Bose, Zakir Hussain, Balasaheb Gangadhar Kher, Jigme Dorji Wangchuk, V. K. Krishna Menon in the year 1954.The award was established by Presidential decree on 2 January 1954. The Padma Vibhushan was originally established as the Pahela Varg (First Class) of a three-class "Padma Vibhushan" awards. However the structure was changed in 1955 and there is no record of the award being presented to recipients in the original structure. The award was suspended between 1977 and 1980 and between 1992 and 1998.



As of the end of 2012, only 288 people have thus far been awarded this honour

Padma Bhushan:

The Padma Bhushan is the third highest civilian award in the Republic of India, after the Bharat Ratna and the Padma Vibhushan, but comes before the Padma Shri. It is announced on the occasion of Republic Day every year. It is conferred by the President of India at a function held at Rashtrapati Bhavan sometime around March/ April.



The award was established on 2 January 1954 by the President of India. Shivam Shetty Manohar was the youngest to have received this title. It is awarded to recognize distinguished service of a high order to the nation, in any field. As of January 2010, 1111 people have thus far received the award.

Padma Shri:

Padma Shri (also Padmashree) is the fourth highest civilian award in the Republic of India, after the Bharat Ratna, the Padma Vibhushan and the Padma Bhushan. It is awarded by the Government of India.It is awarded to citizens of India to recognize their distinguished contribution in various spheres of activity including the Arts, Education, Industry, Literature, Science, Sports, Medicine, Social Service and Public Affairs. However it has also been awarded to some distinguished individuals who were not citizens of India and who did contribute in various ways to India.

The selection criteria, however, has been heavily criticized as many highly deserving artists have been left out in order to favour certain individuals

National Sports Awards:

Rajiv Gandhi Khel Ratna - India’s highest honour given for achievement in sports.

Arjuna Award - Recognises outstanding achievement in National sports.

Dronacharya award - an award presented by the government of India for excellence in sports coaching.

Dhyan Chand Award - India's highest award for lifetime achievement in sports and games. The award is named after the legendary Indian hockey player Dhyan Chand.



Rajiv Gandhi Khel Ratna:

The Rajiv Gandhi Khel Ratna (RGKR) is India’s highest honour given for achievement in sports. The words "Khel Ratna" literally mean "sports gem" in Hindi. The award is named after the late Rajiv Gandhi, former Prime Minister of India. It carries a medal, a scroll of honour and a substantial cash component. Up to 2004–05, the cash component was Rs. 500,000/- (c.11, 500 USD).The money has been increased from Rs. 500,000 to Rs. 750,000.

The award was instituted in the year 1991–92 to supply the lack of a supreme national accolade in the field of sports. Predating the RGKR are the Arjuna awards that have always been given to outstanding sportspersons in each of many sporting disciplines every year. The Khel Ratna was devised to be an overarching honour, conferred for outstanding sporting performance, whether by an individual or a team, across all sporting disciplines in a given year.

Arjuna Award:

The Arjuna Awards were instituted in 1961 by the government of India to recognize outstanding achievement in National sports. The award carries a cash prize of INR 500,000, a bronze statuette of Arjuna and a scroll.



Over the years the scope of the award has been expanded and a large number of sports persons who belonged to the pre-Arjun Award era were also included in the list. Further, the number of disciplines for which the award is given was increased to include indigenous games and the physically handicapped category.

The Government has recently revised the scheme for the Arjun Award.As per the revised guidelines, to be eligible for the Award, a sportsperson should not only have had good performance consistently for the previous three years at the international level with excellence for the year for which the Award is recommended, but should also have shown qualities of leadership, sportsmanship and a sense of discipline.

From the year 2001, the award is given only in disciplines falling under the following categories:

Olympic Games / Asian Games / Commonwealth Games / World Cup / World Championship Disciplines and Cricket

Indigenous Games

Sports for the Physically Challenged

In mid-August 2011, 19 athletes were announced as Arjuna recipients; the high number due to the inclusion of both the 2010 Commonwealth Games and 2010 Asian Games in the Arjuna qualifying year.

In 2012, 25 sportspersons were conferred with the Arjuna awards.



Dronacharya Award:

Dronacharya Award is an award presented by the government of India for excellence in sports coaching. The award comprises a bronze statuette of Dronacharya, a scroll of honour and a cash component of Rs.500,000. The award was instituted in 1985.As the best sportsperson award is named Arjuna Award, it is appropriate that the coaching award is named after Dronacharya, as he was the Guru of Arjuna.Shri B.I. Fernandez is the First foreign Coach who was awarded by Dronacharya Award in 2012.

Dhyan Chand Award:

Dhyan Chand Award is India's highest award for lifetime achievement in sports and games, given by the Government of India.[1] The award is named after the legendary Indian hockey player Dhyan Chand. The award was initiated in 2002.[1] The award carries a cash prize of INR 5 lakh (500,000 rupees), a plaque and a scroll of honour.



In August 2013, 4 individuals were awarded the Dhyan Chand Award: Syed Ali (Hockey), Mary D'Souza (Sequeira) (Athletics), Anil Maan (Wrestling) and Giriraj Singh (Para-Sports)

Vir Chakra Valour awards

Param Vir Chakra - Highest military award for valour, equivalent to the Victoria Cross (which was replaced once India gained its independence).

Maha Vir Chakra- The Maha Vir Chakra (MVC) is the second highest military decoration in India and is awarded for acts of conspicuous gallantry in the presence of the enemy, whether on land, at sea or in the air.

Vir Chakra-It is third in precedence in the war time gallantry

Param Vir Chakra:

The Param Vir Chakra (PVC) is India's highest military decoration awarded for the highest degree of valour or self-sacrifice in the presence of the enemy. It can be, and often has been, awarded posthumously.

The PVC was established on 26 January 1950 (the date of India becoming a republic), by the President of India, with effect from 15 August 1947 (the date of Indian independence). It can be awarded to officers or enlisted personnel from all branches of the Indian military. It is the second highest award of the government of India after Bharat Ratna (amendment in the statute on 26 January 1980 resulted in this order of wearing). It replaced the former British colonial Victoria Cross (VC), (see List of Indian Victoria Cross recipients).



Provision was made for the award of a bar for second (or subsequent) awards of the Param Vir Chakra. To date, there have been no such awards. Award of the decoration carries with it the right to use P.V.C. as a postnominal abbreviation.

The Ashoka Chakra is the peace time equivalent of the Param Vir Chakra, and is awarded for the "most conspicuous bravery or some daring or pre-eminent valour or self-sacrifice" other than in the face of the enemy. The decoration may be awarded either to military or civilian personnel and may be awarded posthumously.

The award also carries a cash allowance for those under the rank of lieutenant (or the appropriate service equivalent) and, in some cases, a cash award. On the death of the recipient, the pension is transferred to the widow until her death or remarriage. The paltry amount of the pension has been a rather controversial issue throughout the life of the decoration. By March 1999, the stipend stood at Rs. 1500 per month. In addition, many states

have established individual pension rewards that far exceeds the central government's stipend for the recipients of the decoration.

PARAM VIR CHAKRA



Sanjay Kumar, Yogendra Singh Yadav and Subedar Major Bana Singh are the only serving personnel of the Indian defence establishment with a Param Vir Chakra.The medal was designed by Savitri Khanolkar (born Eva Yuonne Linda Maday-de-Maros to a Hungarian father and Russian mother) who was married to an Indian Army officer, Vikram Khanolkar. This was done following a request from the first Indian Adjutant General, Major General Hira Lal Atal, who in turn had been entrusted with the responsibility of coming up with an Indian equivalent of the Victoria Cross by Pandit Jawahar Lal Nehru, the first Prime Minister of the Indian Union. Coincidentally, the first Param Vir Chakra was awarded to her son-in-law Lt Gen Surinder Nath Sharma's (ENC) elder brother, Major Somnath Sharma for his bravery in the Kashmir operations in November 1947. He died while evicting Pakistani infiltrators and raiders from the Srinagar Airport. This was when India and newly-formed Pakistan had the first war over the Kashmir issue.

The medal is a circular bronze disc 1.375 inches (3.49 cm) in diameter. The state emblem appears in the center, on a raised circle. Surrounding this, four replicas of Indra's Vajra (the all-powerful mythic weapon of the ancient Vedic King of Gods). The decoration is suspended from a straight swiveling suspension bar. It is named on the edge.

On the rear, around a plain center, are two legends separated by lotus flowers. The words Param Vir Chakra are written in Hindi and English.A purple ribbon, 32 millimetres (1.3 in) long, holds the Param Vir Chakra. The medal symbolizes Rishi Dadhichi, who had donated his bones to the Gods for making Vajra. The Indian General Service Medal 1947 which contained the Bhavani sword was withdrawn later.

Maha Vir Chakra:

The Maha Vir Chakra (MVC) (Maha Vir = "great warrior") is the second highest military decoration in India and is awarded for acts of conspicuous gallantry in the presence of the enemy, whether on land, at sea or in the air. It replaced the British Distinguished Service Order (DSO). The medal may be awarded posthumously.More than 155 acts of bravery and selfless courage have been recognized since the inception of the medal. The most MVCs awarded in a single conflict was in the Indo-Pakistani War of 1971, when eleven were given to the Indian Air Force.



Provision was made for the award of a bar for a second award of the Maha Vir Chakra, the first two being awarded in 1965. To date, there are six known awards of a first bar: Wing Commander Jag Mohan Nath (1962 and 1 September 1965), Major General Rajindar Singh (19 March 1948 and 6 September 1965), General Arun Shridhar Vaidya (16 September 1965 and 5 December 1971), Wing Commander Padmanabha Gautam (6 September 1965 and 5 December 1971 [posthumous]), Colonel Chewang Rinchen (July 1948 and 8 December 1971), and Brigadier Sant Singh (2 November 1965 and January 1972). No second bars have been awarded. Award of the decoration carried with it the right to use M.V.C. as a postnominal abbreviation.

Vir Chakra:

Vir Chakra is an Indian gallantry award presented for acts of bravery in the battlefield. It replaced the British Distinguished Service Cross (DSC), Military Cross (MC) and Distinguished Flying Cross (DFC). Award of the decoration carries with it the right to use Vr.C. as a postnominal abbreviation (note the care to distinguish this abbreviation from that for the Victoria Cross (V.C.). It is third in precedence in the war time gallantry awards and comes after the Param Vir Chakra and Maha Vir Chakra.Established by the President of India on 26 January 1950 (with effect from 15 August 1947). The statutes were amended 12 January 1952 to readjust the order of wearing as new decorations were established.

Peacetime gallantry awards

Ashok Chakra Award- an Indian military decoration awarded for valour, courageous action or self-sacrifice away from the battlefield. It is the peace time equivalent of the Param Vir Chakra.

Kirti Chakra-It is second in order of precedence of peacetime gallantry awards.

Shaurya Chakra-It happens to be third in order of precedence of peacetime gallantry awards and comes after the Ashoka Chakra and the Kirti Chakra.



Ashok Chakra Award:

The Ashok Chakra is an Indian military decoration awarded for valor, courageous action or self-sacrifice away from the battlefield. It is the peace time equivalent of the Param Vir Chakra, and is awarded for the "most conspicuous bravery or some daring or pre-eminent valour or self-sacrifice" other than in the face of the enemy. The decoration may be awarded either to military or civilian personnel and may be awarded posthumously. It replaced the British George Cross.

Ashok chakra Medal

Subsequent awards of the Ashoka Chakra are recognized by a bar to the medal ribbon (Flt Lt Suhas Biswas was the first Indian Air Force officer to be awarded with Ashoka Chakra). It is possible for a recipient to be awarded the Kirti Chakra or Shaurya Chakra in addition for separate acts of gallantry.The medal was originally established on 4 January 1952 as the "Ashoka Chakra, Class I" as the first step of a three-class sequence of non-combatant bravery decorations. In 1967, these decorations were removed from the "class-based" system and renamed as the Ashoka Charkra, Kirti Chakra, and Shaurya Chakra. This is an important point in understanding the independent Indian view of decorations. It would also lead to changes in the Padma Vibhushan series, the distinguished service medal series, the life saving medal series, and the Defence Security Corps medal series.



From 1 February 1999, the central government instituted a monthly stipend for Ashoka Chakra recipients of Rs. 1400. Jammu and Kashmir awarded a cash award of Rs. 1500 (ca. 1960) for recipients of this award.

Kirti Chakra:

The Kirti Chakra is an Indian military decoration awarded for valour, courageous action or self-sacrifice away from the field of battle. It may be awarded to civilians as well as military personnel, including posthumous awards. It is the peacetime equivalent of the Maha Vir Chakra. It is second in order of precedence of peacetime gallantry awards; it comes after Ashoka Chakra and before Shaurya Chakra. Before 1967, the award was known as the Ashoka Chakra, Class II.

Subsequent awards of the Kirti Chakra are recognized by a bar to the medal ribbon (to date, none have been awarded). It is possible for a recipient to be awarded the Ashoka Chakra or Shaurya Chakra in addition for separate acts of gallantry.

From 1 February 1999, the central government set a monthly stipend of Rs. 1050 for recipients of the award. Jammu and Kashmir awards a cash award of Rs. 1000 (ca. 1960) for recipients of the Kirti Chakra.

Established: Established as the "Ashoka Chakra, Class II" by the President of India, 4 January 1952 (with effect from 15 August 1947). The statutes were revised and the decoration renamed on 27 January 1967.

Obverse: Circular silver, 1-3/8 inches in diameter. In the centre, the chakra (wheel) of Ashoka, surrounded by a lotus wreath and with an ornate edge. Suspended by a straight bar suspender. The medal is named on the edge.

Reverse: For pre-1967 awards, the medal is blank in the centre, with "Ashoka Chakra" in Hindi along the upper edge on the medal and the same name in English along the lower rim, "ASHOKA CHAKRA". On either side is a lotus design. The centre is blank, perhaps with the intent that details of the award be engraved there. There is no indication of the class on the pre-1967 awards. For the post-1967 awards, the, names are changed to "Kirti Chakra" in Hindi above and "KIRTI CHAKRA" below.



Ribbon: 30 mm, dark green with two 2 mm saffron stripes. Dark green 8.5 mm, saffron 2 mm, dark green 9 mm, saffron 2 mm, dark green 8.5 mm.

Awards: To understand the award better, a sample recipient would be No. 18161 Naik Mukhtiar Singh, 4 J. & K. Infantry (to date from 19 March 1956).

"On the night of 18/19 March 1956, the position occupied by our troops on the Bela at Hussainiwala Headworks, near Ferozepore on the Indo-Pakistani Border was attacked. Approximately one platoon of attackers managed to secure a foothold on the Bela from the left flank. On being ordered by his platoon commander to take his section to the threatened flank and stem the advance, No. 18161 Naik Mukhtiar Singh personally led his section through heavy automatic fire. He inflicted two casualties on the attackers, captured their rifles and led his section up to the right Guide Bund and secured his objective. Whilst his section was securing the objective on the Bund, a hand grenade landed near him in the midst of his section. In order to save his section, he lifted the grenade with his left hand and tried to throw it back on the attackers. The grenade exploded in the meantime and his left elbow was blown off. Though seriously wounded he continued to exhort his men to fight on and refused to be evacuated. No. 18161 Naik Mukhtiar Singh by his high example of personal leadership, courage and complete disregard for his personal safety averted a disaster to his section and to the Bela Position."

Outline:

Ashoka Chakra, Class II (1952–67)

Kirti Chakra (1967--)

Shaurya Chakra:

The Shaurya Chakra is an Indian military decoration awarded for valour, courageous action or self-sacrifice while not engaged in direct action with the enemy. It may be awarded to civilians as well as military personnel, sometimes posthumously. It is the peacetime equivalent of the Vir Chakra. It is generally awarded for Counter-Insurgency operations and actions against the enemy during peace-time. It is third in order of precedence of peacetime gallantry awards and comes after the Ashoka Chakra and the Kirti Chakra. It precedes the Sena Medal. Before 1967, the award was known as the Ashoka Chakra, Class III.



Subsequent awards of the Shaurya Chakra are recognized by a bar to the medal ribbon (to date, none have been awarded). It is possible for a recipient to be awarded the Ashoka Chakra or Kirti Chakra in addition for separate acts of gallantry.

Since July, 1999, it also being given to Civilians of either sex in all walks of life, other than members of Police Forces and of recognized Fire Services.[1] From 1 February 1999, the central government set a monthly stipend of Rs. 750 for recipients of the award. Jammu and Kashmir awards a cash award of Rs. 700 (ca. 1960) for recipients of the Shaurya Chakra.Established as the "Ashoka Chakra, Class III" by the President of India, 4 January 1952 (with effect from 15 August 1947). The statutes were revised and the decoration renamed on 27 January 1967.

Awards from the Film Industry

Awards like Movie Awards, Filmfare Awards, and The Asianet Film Awards etc celebrate the success of the films, actors, directors, writers and all the other persons involved in making a feature film. The categories awarded consists of Best Film, Best Male Debut, Best Supporting Actor, Best Director, Best Comedian, Best Villain and many other categories.Dadasaheb Phalke Award is the most notable award in films given once a year by the Indian Government for involvement during one’s life to Indian films.Dadasaheb Phalke,the father of Indian cinema in 1969 founded this award.

Dadasaheb Phalke Award:

The Dadasaheb Phalke Award is India's highest award in cinema given annually by the Government of India for lifetime contribution to Indian cinema.

The Award is given to a prominent personality from the Indian film industry, noted and respected for significant contributions to Indian cinema. A committee consisting eminent personalities from the Indian film industry is appointed to evaluate the award. Introduced in 1969, the birth centenary year of Dadasaheb Phalke, considered as the father of Indian cinema, award is given to recognise the contribution of film personalities towards the development of Indian Cinema and for distinguished contribution to the medium, its growth and promotion.



The award for a particular year is given during the end of the following year along with the National Film Awards. The award comprises a Swarna Kamal (Golden Lotus) medallion, a cash prize of INR 1 million and a shawl.

Movie Awards

The most awaited annual film award named Bollywood Movie Awards was held between of the year 1999 and 2007 in New York, United States, and rest of the most loveable island across the world. The ceremony was held for celebrating films from the Bollywood industry location; Mumbai,

India following are some Indian films AwardsAnandalok Awards

Apsara Film & Television Producers Guild Awards

Asianet Film Awards

Bengal Film Journalists' Association Awards

BIG Star Entertainment Awards

Dadasaheb Phalke Award

Filmfare Awards

Filmfare Awards South

Global Indian Film Awards

Golden Kela Awards

Indian Telly Awards



International Indian Film Academy Awards

Karnataka State Film Award

Kerala State Film Awards

Mathrubhumi Film Awards

National Film Awards {Directorate of Film Festivals}

Nandi Awards

South Indian International Movie Awards

Colors Screen Awards

Stardust Awards

Star Guild Award

Vijay Awards

Zee Cine Awards

CineMAA Awards

Sports Awards

MAKA Award,Dronacharya Award,Dhyan Chand Award,Rajiv Gandhi Khel Ratna Award are the list of the sports awards in India.

Bollywood awards:



The Filmfare Awards The Filmfare Awards are presented annually by The Times Group to honour both artistic and technical excellence of professionals in the Hindi language film industry of India. The Filmfare ceremony is one of the oldest and most prominent film events dedicated to Hindi films in India.The awards were first introduced in 1954, the same year as the National Film Awards. They were initially referred to as the Clare Awards or The Clares after the editor of The Times of India, Clare Mendonca. A dual voting system was developed in 1956.Under this system, "in contrast to the National Film Awards, which are decided by a panel appointed by Indian Government, the Filmfare Awards are voted by both the public and a committee of experts.The Filmfare awards were first introduced in 1954. The Clares was the original name of the award ceremony, named after The Times of India critic Clare Mendonca. Readers of Filmfare were polled to decide the winners, and over 20,000 readers spread throughout India participated in the polls; trophies were given to winners of the popular vote. In the first awards function, held on 21 March 1954 at the Metro Theatre of Mumbai, only five awards were presented: Best Film, Best Director, Best Actor, Best Actress, and Best Music Director. Do Bigha Zameen was the



first movie to win the award for Best Film. The first winners for other four categories were: Bimal Roy for his direction of Do Bigha Zameen, Dilip Kumar for his performance in Daag, Meena Kumari for her performance in Baiju Bawra, and Naushad Ali for his music in Baiju Bawra.Hollywood star Gregory Peck was invited to be the guest of honour at the first ever awards on March 21, 1954 at the Metro theatre, Mumbai but couldn't make it to the function since his flight from Colombo got delayed. However, Peck did attend the banquet that followed the award nite at Wellington Club(Gymkhana), Mumbai.The winners for the year 1985 were announced in 1986 and the event was scheduled to be held at the Brabourne Stadium in December 1986. Unfortunately the Bombay film Industry, as was known then went on strike in '86 because of its many contentious issues with the Maharashtra Government. So the ceremony was pushed to the next year. The winners of 1985 were awarded on 28 January 1987. Due to Security reasons, filmfare was not awarded for 1987 and 1988.The statuette, depicting a woman whose arms uprise in a dance number with her fingers touching, is commonly referred to as "The Black Lady" (or "The Lady in Black"). Originally designed by N.G. Pansare under the supervision of Times of India's art director Walter Langhammer, it is generally made of bronze, its height is 46.5 cm and it weighs around five kgs.[9] To celebrate the 25th year of the awards, the statues were made in silver and to celebrate the 50th year the statues were made in gold.[10] The trophy is currently manufactured by The Award GalleryAs of 2012, there are 37 awards. There is a separate category of film-critics’ awards, decided by noted film-critics rather than popular votes. This dual format has also generated some controversy amongst viewers and recipients. Awards are given in the following categories. Follow the links for lists of the award winners, year by year.



History of IIFA Awards

The International Indian Film Academy is better known as IIFA. In the year 2002, IIFA was known as Electrolux Kelvinator IIFA and in 2003 to 2005 it was known as Kelvinator IIFA and Samsung IIFA. The main goal of IIFA awards is to promote Indian Cinema worldwide. Asians in international movie world and Indians across the world are honored here.

IIFA awards play a major role in extending its social and economic relations with other nations worldwide. There are three founder directors of IIFA. Andre Timmins the first founder-director started as a disc jockey in a popular nightclub known as Xanadu in Mumbai. The second founder-director, Sabbas Joseph headed from a political science and journalism background and the third founder-director, Viraf Sarkari was from a hotel management background and joined the other two at Xanadu.



IIFA is the first of its kind in the entertainment world in India. The event management, entertainment agency and the Wizcraft International Entertainment Pvt. India has encouraged IIFA in this field. It is for this reason that every year, awards are given. The IIFA awards are organized in different countries every year so as to honor the Indian film world. The IIFA voting is transparent and done by the IIFA management with Price Waterhouse Coppers Pvt. Ltd.

The two categories are- Technical Awards and Popular Awards. All these award functions include press meeting, business, special events, movie premiers and parties. In the year 2000, IIFA awards were organized in London at the Millennium Dome. Later till 2007 the IIFA awards were held in Sun City (South Africa), Johannesburg (South Africa), Genting Highlands (Malaysia), Singapore, Dubai (UAE), Yorkshire (UK) and Amsterdam (Netherlands).

Indian Cinema has always been very entertaining. In the world of tensions, man has found cinema to relieve himself from tensions. The world of entertainment has always be a food for the mind and soul. Entertainment has many forms like, plays, songs, dance and storytelling. Eventually storytelling molded itself into talking-movies. The main rule of entertainment is that art should always depict the actual life.

The Indian Cinema has its base in Mumbai and it is popularly known as Bollywood. Other nations are still not aware with other regional films. Here Bollywood is the leader. Special attention is given to organize IIFA awards in different countries as a lot of Indian population is in Western countries also.



Overview of Management in Award function:

When an agency awards a grant, it is formalizing its partnership with the recipient (grantee) to ensure compliance with federal laws, regulations and policies. This protects the integrity of the overall scientific endeavour. Timely and effective communication between a grantee and the NIH is critical throughout the pre-award process, award process and post-award process.

At this stage in the grants process, the roles and responsibilities of NIH participants are summarized as follows:

Grants Management Officer (GMO): The GMO signs the Notice of Award (NoA) and is the NIH official who is responsible for the business management and other non-programmatic aspects of the award. GMOs ensure that the NIH and grantee staffs fulfill requirements of laws, regulations, and administrative policies.

Grants Management Specialist (GMS): The GMS works with the GMO on the day-to-day management of the grant. The name and contact information of the GMS assigned to a particular grant appears on the NoA.

Program Official (PO): The PO is responsible for the programmatic, scientific, and/or technical aspects of assigned applications and grants. The PO’s responsibilities include, but are not limited to, developing research initiatives and research training programs to meet the Institute/Centre’s (IC) mission; coordinating with centre for Scientific Review and IC Scientific Review Officers and working in partnership with grants management on post-award administration, including review of progress reports, participation in site visits, and other activities.

A summary of Grantee participants’ roles and responsibilities appears below:

Authorized Organizational Representative (AOR): The AOR, also known as Signing Official (SO) in the eRA Commons, is the designated representative of the grantee organization in matters related to the award and administration of its NIH grants, including those that require NIH approval. In signing a grant application, this individual certifies that the applicant organization will comply with all applicable assurances and certifications referenced in the application. This individual’s signature further certifies that the applicant organization will be accountable both for the appropriate use of funds awarded and for the performance of the grant-supported project or activities resulting from the application.

Project Director(s)/ Principal Investigator(s) (PD/PI): The PD/PIs are the individual(s) designated by the applicant organization to have the appropriate level of authority and responsibility to direct the project or program supported by the award. The applicant organization may designate



multiple individuals as PIs who share the authority and responsibility for leading and directing the project, intellectually and logistically. Each PI is responsible and accountable to the grantee organization, or as appropriate, to a collaborating organization, for the proper conduct of the project or program, including the submission of all required reports.

The PD/PIs are core members of the grantee team responsible for ensuring compliance with the financial and administrative aspects of the award. These individuals work closely within the grantee organization to create and maintain necessary documentation, such as technical and administrative reports, preparing justifications, appropriately acknowledging federal support of research findings in publications, announcements, news programs, and other media, and ensuring compliance with other federal and organizational requirements.

NIH encourages the PD/PIs to maintain contact with the NIH program officer with respect to the scientific aspects of the project and the grants management officer concerning the business and administrative aspects of the award.

A CHECKLIST TO PREPARE FOR THE SURVEY If you have complete, factual answers to the survey team’s questions, the process canbe quick and painless. Before the team arrives, ask yourself these questions:

Have you chosen a management official to speak for your company?Is that management official totally familiar with the company’s bid as well as the terms of the solicitation

Are there disparities between the solicitation and your company’s bid that need to be resolved immediately?

Can you actually demonstrate your company’s technical capability or the development of such a capability to generate the contracted product or services?

Is your company’s production plan adequate to meet contract schedule? Is the plan available for review by the survey team?



Are your plant facilities and equipment available and operable? If not, can you prove that the facilities can be developed and the equipment acquired in time to meet the contract requirements?

Is your company ready to meet the contract’s transportation requirements? Can your company meet the contract’s packaging, packing, and preservation, requirements, no matter how unusual?

Do your company’s employees have up-to-date security clearances, and are they cleared for the proper level of secrecy?

Has your company hired enough properly skilled personnel? If not, can you hire them quickly?

Does your company have documents—previous government or commercial contracts and orders—that demonstrate a satisfactory record of on-time deliveries of quality products or services?

Have you made plans to escort the survey team through your facility? Are technical experts available to answer questions from the team?

Have you gathered pertinent financial documents—a profit and loss summary, a balance sheet, a cash flow chart, and so forth?

Do you have a list of on-hand tools and equipment?

Have you made verifiable plans for vendor supplies and materials or for subcontracts? Do you have a follow-up system to ensure that your company can meet the delivery schedule if a vendor has problems?

Do you understand all the requirements for technical data and publications?

Do you have an accounting system that the Company Contract Audit Agency could review? Documentation from such a system would be needed if, for example, you ask for progress payments?

Does your company have an active quality assurance system? Are your quality Specialists familiar with the solicitation’s quality requirements?



If the government is furnishing equipment, property, or material, does your firm have procedures to comply with the Federal Acquisition Regulation?

Do you have any other information or data that the pre award survey team would find useful? Proposal Development, Coordination, and Submission Requirements:

Management in Award function:

1) Pre Award 2) Post Award

Pre Award

I. Proposal Development, Coordination, and Submission Requirements

II. Award Process and Budget Development

III. Negotiations and Sub awards

IV. Award Acceptance

V. Applicable Regulations

VI. Certifications and Assurances

PI Eligibility Tenured faculty, tenure track faculty, and full-time term faculty are eligible to be a PI/Co-PI on a sponsored project. Any exceptions must be approved by the Vice Provost for Academic Affairs.Proposal Process All proposals to external sponsors by USF faculty require internal approval by the Vice Provost for Academic Affairs prior to submission. The process follows these general steps:

1) Principal Investigators (PIs) or Program Directors (PDs) must prepare Intent to Apply Form for all grants as soon as possible. This should occur before beginning the preparation of a proposal and before contacting the OCG. This form presupposes that discussions regarding the proposal have taken place



between the PIs/PDs and the respective dean.

2) Anticipated requests for waivers of any University policy or of the policies in this document must be specified in the Intent to Apply Form and can only be granted by the Office of the Provost which was appointed at this stage.

3) Principal Investigators (PIs) and Program Directors (PDs) prepare proposal narratives and outline anticipated budgetary needs. Detailed budgets are prepared with assistance from OCG and/or School/College Business Manager as needed;

4) Principal Investigators (or co-PIs) or Program Directors (PDs) complete and sign a proposal routing form. By signing the proposal routing form, the PI/PD: Certifies that the information submitted is complete and accurate to the best

of her/his knowledge; Acknowledges that any false, fictitious, or fraudulent statements or claims

may subject the PI/PD to criminal, civil or administrative penalties; Agrees to accept responsibility for the conduct of the project and to provide

progress reports; and Attests to having submitted a report of non-University activities that

accurately lists financial and other relationships (and those of one’s spouse/partner and dependent children) that might reasonably appear to be considered a conflict of interest.

5) The PI/PD routes the proposal routing form and the following items for approval:

1. Project Narrative;

2. Budget;

3. Budget Narrative;

4. A copy of the Request for Proposals (RFP) to which this proposal is responding, or the link where the RFP is available on the web;

5. A list of subcontractors and collaborators and their contact information.

6) The following approvals are required: 1. For faculty in academic departments: Dean;

2. For non-academic departments: Vice President, Vice Provost, Dean ;



3. The proposal is then routed to the OCG;

4. Proposals involving faculty from multiple units, or faculty with joint appointments, must be routed through all applicable administrative lines;

7) The OCG, upon receiving the proposal and signed proposal routing form, obtains final approval from the Vice Provost for Academic Affairs.

8) The proposal package is then submitted to the sponsor by the OCG or the CFR.

Proposals that are submitted to external sponsors without first completing the internal approval process may be withdrawn at the discretion of the Director of the OCG. USF is not obligated to honour proposals submitted without internal approvals by the designated officials.

A minimum of five business days is required by the OCG to review completed proposals and obtain the necessary approvals.

Electronic ProposalsMany agencies, both private and governmental, require that proposals be submitted electronically. The submission may occur via email (attaching all relevant documents), or through a specialized online proposal submission system. Regardless of the type of submission, the policies described in this section apply. Electronic proposals must be routed and approved in the same manner as hard copy paper proposals prior to submission to an external sponsor.

Signature Authority for Proposals The Vice Provost for Academic Affairs generally serves as the Institutional Official authorized to commit the institution to the budget and scope of work described in the proposal. Only the President, the President of the Board of Trustees, or the Provost (or her/his designee) may sign proposals on behalf of USF. This policy applies to both hard copy and electronic signatures.

Special Issues Related to Human Subjects

The USF’s Institutional Review Board for the Protection of Human Subjects (IRB) must review and approve any relevant activity that will involve human subjects



II. Award Process and Budget Development

A proposal to an external sponsor normally includes a detailed budget. Sponsor guidelines should always be consulted for specific directives on budget preparation. Budget development must occur at the proposal stage and revised, if need be, at the award stage. The following represents general guidance. The budget is the financial plan for the project or program. It often includes both the sponsor and non-sponsor share of the total project cost. Proposed project costs are comprised of allowable direct costs, indirect costs (also known as facilities and administrative or F&A costs), and cost sharing (ONLY IF REQUIRED). Note, cost share expenditures must be allowable and incurred during the awarded period of performance. Allowable costs are those that are reasonable and allocable to the sponsored project and allowable under University policies. For multi-year agreements, the budget should account for expenditures on a project budget year basis. If cost sharing is included, each budget period should include columns for both Sponsor and University costs. Please note that cost share must be approved by the dean of the School/College who should identify the FOAP under her/his control that will be charged in case the project is funded. A budget narrative should be prepared to explain how the budgeted costs relate to the project. The narrative should provide sufficient detail to allow the sponsor to determine whether the proposed costs are reasonable and appropriate. Key elements to include in the narrative are:

• A detailed justification of the expense or service;

• How the expense relates to and benefits the project;

• The anticipated cost;

• The time period in which it will be utilized;

• Other information that will aid the sponsor in evaluating the proposed item.Direct Costs Direct Costs are directly attributable and chargeable to a specific sponsored project or activity. Direct costs must be allowable by the sponsor and the University. There are certain categories of costs that are generally not allowed to be directly charged to sponsored projects. These include:

• Administrative and Clerical Effort • Office Supplies • Local Telephone Costs • Cell Phones and Pagers • Postage Costs • Photocopies • Memberships



• General‐purpose computers (especially laptops) can be used to support a variety of activities and are rarely dedicated to one specific purpose. As a result, general‐purpose computers and laptops are typically F&A costs and are seldom proposed in budgets or directly charged to awards.

Personnel Expenses Salaries: • The salary category should include the names of all individuals who will

be involved in the project, if known, otherwise use To Be Named (TBN) and job classification. Dependent upon specific sponsor guidelines, either the percent effort or person months that will be applied to the project should also be shown.

• Guidelines should be consulted for special restrictions such as agency-specific salary caps and/or person month limits supported by the project.

• The salaries of administrative and clerical support staff are normally classified as indirect costs and are generally not allowed to be budgeted as direct project costs. However, it may be appropriate to charge these costs to a major project where administrative and clerical services can be explicitly required to support a major project, and the time and effort of the staff involved can be specifically identified with the sponsored project. Support for administrative and clerical staff should be detailed in the budget narrative to provide the sponsor with adequate information to evaluate whether these costs are allocable to the project.

Fringe Benefits: • Fringe benefits are charged as direct costs to the project. The most current USF fringe benefit rates should be applied to all USF faculty, staff and student salaries. Current rates are available from OCG. • Fringe benefits cover the costs for insurance (health, unemployment, life, and long-term disability), FICA, worker's compensation, pension, and scholarships for employee dependents. • Fringe benefits are a real cost to the university and cannot be waived. • USF is required to use the fringe benefit rate that is negotiated annually with the federal government. Rates usually change each July 1 Please call the OCG or go to the OCG website to obtain the current rate. Non-Personnel Expenses Consumable Materials and Supplies: • Consumable supplies (with life expectancy of one year or less) are items used exclusively in support of project objectives.



Travel: • Costs for travel, lodging and subsistence may be charged on: a) an actual cost basis or b) a per diem or mileage basis

• Foreign and domestic travel should be itemized and justified separately;

• Foreign travel requires sponsor pre-approval. Government funding generally requires travel using United States companies or airlines.

• Sponsor guidelines should be consulted to verify the allowed travel costs

Equipment: • Major items of equipment proposed for acquisition should be itemized by descriptive name and estimated cost (based on a quotation), and including setup, taxes and shipping. An adequate justification should be provided in the budget narrative.

Subawards:• The anticipated use of subcontractors should be clearly identified in the text of the proposal.

• Subcontractor / subawards must be included as a line item in the budget.

• A formal proposal from the subawardee, including a statement of work, budget, budget justification, and letter of administrative approval from the subawardee’s institution should be provided when the proposal is submitted to the OCG. OCG will not submit proposals without this information from the subawardee. • A copy of the review of a subrecipient’s A-133 audit reports must be included. • If the subawardee organization does not meet the minimum requirements for an A-133 audit, complete the Audit Certification and Financial Status Questionnaire to determine whether the organization has the policies and procedures in place to adequately assure compliance with subawardee requirements.

Professional Services/Consultants:• Consultants are individuals providing technical assistance who are not USF employees. The estimated cost for the consultant may include payment for professional services, up to the sponsor's maximum allowable rate, and related costs such as per diem and travel. The consultant’s expertise and the need for obtaining his or her services should be described in the proposal narrative and include a letter of commitment/intent. • Upon award, the eligibility of the proposed consultant will be evaluated by USF; a consultant cannot be hired without USF review and approval.



• Consultants may not be current University employees performing the same or similar duties.

Other Direct Costs:• Other Direct Costs should be itemized and described in the narrative.

• Telephone service, including monthly service charges, ISDN, calling cards charges typically should not be included as these are normally treated as indirect costs.

• Memberships, postage, and food are typically deemed to be unallowable unless they are going to be main elements of the project.

Indirect Costs

• USF maintains federally negotiated indirect cost rates with the federal government.

• Current indirect costs rates are posted on the OCG website. • All proposal budgets are expected to include indirect costs at the federally negotiated rate. • Any proposal budget that does not include indirect costs at the federally negotiated rate must be approved in writing by the Provost/Vice President for Academic Affairs.

Cost Sharing

Unless the sponsor requires cost sharing, cost sharing is highly discouraged. Any request for cost sharing must be approved by the Provost/Vice President for Academic Affairs. When approved, cost sharing may only include expenses that are allowable on and allocable to the project and incurred during the project period. Indirect costs are not to be considered part of the cost share. The establishment of a separate University account will be required to record and track University cost sharing commitments. It is the college/school’s responsibility to provide documentation (such as FOAPs to be charged) which supports the cost sharing commitment on the proposal approval form. As part of the internal approval process of the award by the University, the following are required in cases of cost sharing: 1. Cost share commitment approved by the Dean; 2. Separate account and fund provided by the Dean.



III. Negotiations and Sub awards

Negotiations:The OCG reviews the provisions of each award for consistency with the proposal and University policies. The OCG is responsible for negotiating the terms and conditions of the agreement with the sponsor and coordinating these negotiations with the PI and other University officials when appropriate. Legal counsel reviews all terms and conditions of sub award contracts and agreements. Before an award is issued, informal conversations between the PI and the sponsor's program official may take place regarding issues such as the scope of work, project objectives, or budget. PIs/PDs are cautioned not to negotiate any such matters, since conflicts with University policy may develop that make subsequent negotiations difficult. Negotiations conducted without OCG involvement are unofficial and not binding and should be carefully explained as such to sponsors. Sub awards :

A sub award is necessary when the PI/PD requests another organization to perform a significant portion of the work under a sponsored award. Sponsor approval to enter into a sub award is usually required, unless approved in the award. USF is responsible for preparing and executing all sub awards related to sponsored programs. OCG will determine if the sub recipient is an appropriate partner and will work with the PI/PD to obtain the information needed to prepare the sub award. The OCG will prepare all sub award documents. A sub award must incorporate all terms and conditions required by the prime grant or contract. A subcontractor is not authorized to begin work until a sub award has been fully executed by an authorized representative (i.e., Provost or President) from the University and the sub awardee organization. All sub award invoices are submitted through OCG for payment.

IV. Award Acceptance When a sponsor has approved a proposal for funding, the University will receive notice that an award has been made or a contract is being prepared. This notice may come in the form of a contract, grant, email notification, or award letter. The notice may be sent to the OCG or to the PI/PD. If the PI/PD receives such a notice, he / she must forward it to the OCG immediately to become part of the formal record of the award. The OCG cannot administratively initiate the project without formal sponsor notification.



When the OCG receives notice of an award, the terms and conditions will be reviewed. The OCG will manage any necessary award negotiations and the preparation of any additional documents requested by the sponsor during the course of those negotiations. If the award requires that a contract or agreement be initiated, it will be reviewed initially by the University’s legal counsel. No award can be accepted until all sponsor terms and conditions have been reviewed and approved by the University’s legal counsel. OCG will then prepare an award package that consists of the award letter, the budget and budget justification and the terms and conditions of the grant. This package will be sent to the PI, the business manager, the Dean and the grants accountant. The grants accountant will set up the grant in the financial system and advise the PI when the funds will be available. If any review committee approvals are required, such as Institutional Review Board, the grant will not be setup in the financial system until all approvals have been obtained.

Overview of Post-Award Administration

At its simplest, post-award administration is what happens after the proposal is submitted

and the award is made. This area covers a multitude of policy issues and processes

both financial and nonfinancial. When an institution receives an award from an

external sponsor, it agrees to certain terms and conditions. In addition to conducting

the work proposed, the institution also agrees to be a good steward of external funds.

The post-award administrative function is in place to ensure good stewardship.

investigator to know the on-going financial status of the project to assisting with the

closeout of the award, to providing appropriate information and training to the department/

Unit administrator, to anything in between.



Overview of Post-Award Functions

Post‐Award in the Grant Lifecycle

The Structure of the Research Management Post‐Award Team

Post‐Award Roles and Responsibilities

Online Resources for Post‐Award Processes

Assistance to Faculty

However, good stewardship is not the only important purpose that the post-awardAdministrative function performs. It should be the mission of any office or unit thatProvides post-award administration to provide assistance to faculty members as theyConduct the funded project and to the department/unit administrators that provide theFrontline sponsored programs administrative tasks. That assistance can be provided inMany forms

Organization and Staffing Considerations

There is no one correct way to organize the post-award functions of project administration. At some institutions, there is a clear delineation of pre-award and post-award activities. Once the proposal is submitted and an award has been made, further administration is turned over to the post-award administration unit or staff. For a majority of institutions, the traditional sponsored programs office handles pre-award and post award nonfinancial matters such as the issuance of sub awards and obtaining post award approval from sponsors, where required.

Another model that is clearly becoming more popular is the consolidation of the pre- and post-award functions into one sponsored programs office creating, in effect, one-stop shopping. Each institution must decide for itself what works best in its organizational structure and culture. Likewise the resources required to perform the postaward project administration function are highly dependent on the amount of external funding, the mix of such funding, and the structure of project administration at the particular institution.

Organizational structure is particularly important. The amount and type of centralized support is highly dependent upon the support at the institutional college, departmental, or individual research-unit level. If the institution has



strong departmental administration personnel, it is less likely that the post-award office will need to provide extensive day-to-day administration on an individual project level. Likewise, without strong administrative support at the project level, the post-award office will be the office of first resort for investigators.

Staffing Concerns

The amount of staffing required for the post-award function of sponsored programs administration is a direct result of the organizational structure of the institution. In addition, depending on the functions of the post-award office, staffing may have a direct relationship to the institution’s cash flow position. Because one of the traditional functions of a post-award administration office is cash management, including letterof-credit drawdown and billing, having the correct amount of staffing makes a difference in the amount of unreimbursed costs an institution carries. Not to be ignored are the spate of recent audit settlements involving post-award issues and the increasing interest by the federal government, as the primary sponsor at most institutions, in post award administration requirements such as effort certification, cost transfers, and sub recipient monitoring. These types of activities have caused many institutions to increase their post-award administrative staffing.

While staffing-level metrics have often been attempted, no universal models have been developed. Why? As stated above, organizational structure plays a large role and the precise functions in any one office dictate the staffing levels. While one institution may have three individuals charged with monitoring the financial status of the award and producing financial reports to external sponsors, another may have five individuals who not only perform those tasks but also invoice sponsors. Consequently it is incumbent upon the institution itself to determine the tasks that need to be performed and the amount of staffing necessary to accomplish those tasks.

Communication Issues

As with any administrative function of an institution, communication both within the post-award administrative units and to their community -including departmental and project staff, investigators, and the external sponsor - is paramount. There are many ways communication can be accomplished. At the institutional level, a sponsored programs administration Web site is often used as the format to post policies, reference grantee requirements, and announce



new initiatives. Some institutions have established a listserv for investigators and administrators as an effective way of communicating policies. Others have developed investigator guides.It is also important that each individual and institutional office (both centrally and at the department/unit level) understand its specific role and responsibilities in project administration.

Training and Education

Not to be dismissed are the training and educational opportunities that the post administration office should afford the sponsored research community. Some institutions have made such training and educational programs mandatory at the investigator and/or department/unit administrator level. At present the federal government has not mandated any training requirements at the post-award level. However, the Department of Health and Human Services (HHS) Office of Inspector

General’s (OIG) “Draft OIG Compliance Program Guidance for Recipients of PHS Research Awards” does suggest that an appropriate compliance program should include “the training of appropriate administrators, both at the institution and department levels, faculty (including principal investigators), other staff, and contractors on award administration and other program requirements.”

Whether mandatory or voluntary, there are many areas of post-award administration that the research administrator may wish to consider offering training in, such as allowable costs, effort certification, and understanding financial ledgers and reports.

Department-Level Training. Often such training and education programs are aimed at the departmental administrator. Many institutions have developed comprehensive training programs for department administrators that range from voluntary to mandatory. Post-award topics as part of such multisession programs include

◆ Budget and expenditure rules and regulations,

◆ Special considerations for budgeting,

◆ Awards and negotiation,

◆ Project setup,



◆ changes in awards,

◆ Research salary and personnel issues,

◆ Research accounting roles and responsibilities,

◆ F&A (facilities and administrative) costs,

◆ Reports, and

◆Audits.

Informal GatheringsThere are opportunities for more informal exchange of information and education as well that either serve to supplement the more formal training programs or simply provide information and exchange. Some sponsored programs offices present a series of brown-bag lunch sessions on the fiscal management of sponsored projects with the sole purpose of providing department staff with more detail, examples, and discussion about the day-to-day fiscal management aspects of sponsored projects. One institution holds financial administrator breakfasts to provide an opportunity for business office managers, department/unit staff, and faculty to discuss current issues in the financial administration of sponsored projects and to interact with post-award administration staff.

Resources:A well-trained staff with well-defined responsibilities for certain functions is paramount to success in post-award administration. Post-award administrators need to have access to current regulations and clearly written and consistently enforceable institutional policies to rely on. If they are charged with financial monitoring and/or reporting, it is critical to have a financial system in place that provides accurate, reliable information that is easily accessed.

Desk References

Important items that the post-award administrator should provide to his or her staff are desk manuals that provide resource information, sample reports, examples, correspondence, etc. and details on the execution of certain procedures. Publications such as A Guide to Managing Federal Grants for



Colleges and Universities and its accompanying newsletter not only serve as useful teaching and reference tools, but also

keep the post award administrator abreast of the latest developments in the post-award arena.

Professional Associations

Organizations such as the National Council of University Research Administrators (NCURA) are invaluable to the post-award administrator. Offering a diverse variety of programs including meetings, video conferences, publications, and the like, NCURA provides the sponsored programs administrator career-long learning opportunities.

Not to be dismissed in any discussion of resources is the value of networking with other administrators in sponsored programs. In fact, other than knowing the fundamentals of sponsored programs administration and having adequate institutional policies, a network of contacts at other institutions is the most valuable tool one can have. Through NCURA’s national and regional programs, such contacts can be initiated and when issues arise, there are others to contact for assistance.

Finally, in the past few years, the Internet has emerged as an invaluable resource to the post-award administrator. Most institutions publish their policies and procedures on the Web and by accessing those, the post-award administrator can locate valuable resource information.

Overview of Post-Award Requirements

OMB Circular A-110, Uniform Administrative Requirements for Grants and Agreements with Institutions of Higher Education, Hospitals, and Other Non-Profit Organizations, establishes the key requirements for post-award administration. A-110, Subpart C sets forth the minimum standards that an organization must meet in order to be a recipient of federal assistance awards. Those requirements are in the areas of

◆ Financial and program management, ◆ Property standards, ◆ Procurement standards, ◆ Reports and records, and ◆ Termination and enforcement.



Regulations applicable to contracts are contained in the Federal Acquisition Regulation (the FAR). While the FAR at times is more precise (e.g., in property reporting) or Restrictive (e.g., in record retention requirements), it is generally assumed that if an organization meets the requirements of A-110, it will also meet, with exceptions, the requirements of the FAR.

Other important documents necessary for successful post-award administration at universities are OMB Circulars A-21, Cost Principles for Educational Institutions and A133, Audits of States, Local Governments, and Non-Profit Organizations and its annual Compliance Supplement. The combination of the regulations and policy requirements of these documents form the basis of post-award administrative requirements.

Institutional Policies and Practices

The manager of the post-award function must have sound institutional policies to rely upon as well as the appropriate means of communication and diligent enforcement of those policies. Success in the post-award area can only come through that combination of critical factors.

It is also important to review established policies and procedures to ascertain whether they are up to date and whether they are being appropriately followed.

Several recent audits have found fault with institutions for not following their own published policies.

Key Requirements

There are a multitude of requirements and tasks as part of post-award administration. Rather than attempt to cover the universe, a number of critical tasks are discussed in the following sections with emphasis placed on addressing these issues through sound policies, procedures, and educational initiatives. The topics discussed below are those post-award administrative processes/tasks that are notably significant and, in part, include the following:

◆ Award terms and conditions

◆ Allowable costs

◆ Prior approvals



◆ Effort certification

◆ Equipment

◆ Cost transfers

◆ Program Income

◆ Award reporting and closeout

Research administrators should please note that where examples are provided, these are only examples. They may not meet a particular institution’s needs, and they should not replace or substitute for the exact specifications of various statutes and regulations.

Award Terms and Conditions:

Post-award administration begins the moment an award is received. The award document must be reviewed to ascertain its terms and conditions, with respect to requirements for both financial management and nonfinancial management. Identifying any special terms and conditions at the outset and communicating those requirements is critical to assure appropriate management of the award.

Internal Notification of Award

The post-award administrator must make certain that each individual or unit involved in post-award administration understands the award terms and conditions. Some institutions accomplish this by the production of an internal notice of award that not only sets forth key information about the award, but also provides the investigator and his or her administrative unit guidance on items such as required prior approvals, award restrictions, and reporting.

Communication about invoicing and payment steps is necessary. All parties should also understand how payment will be made and, if required, who is responsible for invoicing the sponsor. For most awards billing and payment requirements are addressed centrally; however, there may be some awards where payment is based on project milestones or more detail is required on an invoice than is provided centrally.



Award Modifications

It is also important that any award modifications be processed in a timely fashion and that the terms of the modification are communicated appropriately to the investigator and department/unit administrator. With most grants, such as those single project awards from the National Institutes of Health (NIH) and the National Science Foundation (NSF) where a new account number is not always necessary, many institutions automatically extend the award into the next budget period to allow for continued payroll, etc.

Whether or not to maintain the same account number for the continuation of a project is a procedural question that the post-award administrator must address.



Here is one area where the post-award administration policies can assist the investigator and department/unit administrator. In most financial systems, payroll would not need to be redone if the account number stays the same across all years of the project or a project period.

Many institutions look at the award terms and conditions to assist them in developing their internal practices in this area. Determining criteria often used in developing practices include the following:

◆ Is the award a renewal (a new project period) or simply a continuation of an existing award?

◆ Can unobligated balances be automatically carried forward or is permission required from the agency with carry-forward balances restricted until such approval is granted?

◆ Are annual financial reports required?

For example, the NIH makes research project awards (commonly called R01s) for a fixed number of years known as the project period. Using the above as criteria, because a financial report is only needed at the end of the project period most institutions would only establish one account that carries through each of the years of the entire project period. When the award is renewed through a competitive submission, most institutions would then establish another account for the next project period. Where financial reports are required on an annual basis or where approval is needed to carry forward balances into the next year, most institutions establish a separate account for each year.

Allowable Costs:

Assuring that only allowable costs are charged to sponsored programs accounts is paramount to the post-award function. This is an area where a strong institutional policy and the development of criteria for allow ability consistent with the requirements of OMB Circular A-21 are crucial. Determinations about the appropriateness of costs are first made at the investigator or department level. The post-award administrator should also accept that one of his or her primary roles is to support the department/ unit administrator in making costing decisions and to provide resources and documentation of cost policies to that administrator. Consequently the post-award administrator should consider developing a matrix of allowable costs citing examples and exceptions.



A flowchart for determining allows ability of costs can also be a useful educational tool. Finally, any discussion of allow ability should include how costs are properly allocated to a project. One way of doing this might be to provide statements documenting a cost to a project. For example, some institutions require certain specific statements of allow ability on reimbursement vouchers such as “this cost is made in support of the objectives of the project.”



Sample Policy on Allowable CostsOMB Circular A-21The Office of Management and Budget (OMB) Circular A-21 establishes the principles for determining costs applicable to agreements with educational institutions. For a cost to be allowable it must be

• ReasonableA prudent person would have purchased this item and paid this price

• AllocableExpenses can be allocated to the federally funded activity based on the benefit derived,Cause and effect, or other equitable relationship

• Consistently Treated Like expenses must be treated the same in like circumstances.

• AllowablePermitted as a direct cost under the specific grant or contract.

Reasonable:A cost may be considered reasonable if the nature of the goods or services, and the price paid for the goods or services, reflects the action that a prudent person would have taken given the prevailing circumstances at the time the decision to incur the cost was made.To determine if expenditure is reasonable, ask yourself the following questions:1. Is the cost a type generally recognized as necessary for the operation of the institution or the performance of the sponsored agreement?2. Does incurring this expenditure violate any requirements or policies such as institutional policy, federal and state laws and regulations, and sponsored terms and conditions?3. Have the individuals incurring this cost acted with due prudence (discretion and good sense) under the circumstances? Have they considered their responsibilities to the institution and the sponsor?4. Were the actions that were taken with respect to incurring the cost consistent with established institutional policies and practices applicable to the work of the institution, including sponsored agreements?



Allocable:A cost is allocable to a particular agreement if the goods or services involved can be directly assigned to that agreement. To determine if an expenditure is allocable, ask yourself the following questions:1. Is it incurred solely to advance the work under the sponsored agreement?2. Does it benefit both the sponsored agreement and other projects in proportions that can be approximated through the use of reasonable methods?3. Is it necessary for the overall operations of the institution and, in light of sponsored agreement rules and regulations, is it deemed to be assignable in part to the sponsored project?Expense Allocation PoliciesIf expenditure solely benefits one project, it should be charged directly to that project.However, sometimes expenditure can benefit two or more projects. Lab chemicals are an example of an expense that could potentially benefit more than one project. When this occurs the expenditure must be charged in the same proportions as the benefits on the respective projects.OMB Circular A-21 provides two methods for allocating an allowable direct cost to two or more awards:

The Proportional Benefit RuleThe proportional benefit rule applies when it is possible to determine the proportional benefit of the cost to each project. The cost is allocated according to the proportion of benefit provided to each of the projects.

The Interrelationship RuleThe interrelationship rule applies when it is not possible to determine the proportional benefit to each project because of the interrelationship of the work involved. The cost is distributed on any reasonable and rational basis because the proportional benefit cannot be identified and applied to the individual projects.

Following are examples of allocation methodologies:• Allocation based upon usage: The cost of lab supplies allocated based upon the quantity used on each project.

• Allocation based upon number of experiments: The cost of syringes allocated based upon the number of experiments performed for each project.

• Allocation based upon number of hours: The cost of computer equipment allocated based upon the number of hours logged on for each project.



• Allocation based upon the number of clients served: The cost of personality tests allocated based upon the number of clients served.• Allocation based upon effort: The cost of lab supplies proportionally allocated based upon the PI’s percentage of effort charged to each project.Consistently Treated:All costs incurred for the same purpose in like circumstances must be treated uniformly either as direct costs or as facilities and administrative costs. Since certain costs such as administrative and clerical staff salaries and office supplies are normally treated as F&A costs, these costs cannot be charged directly to federal agreements unless the circumstances related to a particular project are clearly different from the normal operations of the institution.Allowable:Costs expressly unallowable or mutually agreed to be unallowable shall be identified and excluded from any billing, claim, application, or proposal related to a sponsored research project. Sponsoring agencies use the term “allowable” to mean permitted as a direct cost under the terms of a specific grant or contract. Expenditures that are generally allowable for federal reimbursement may not necessarily be permitted under the terms of a specific grant or contract.

Administrative and Clerical Salaries

A challenging area in allowable costing is the requirements of OMB Circular A-21, F.6.b. that states, in part, “The salaries of administrative and clerical staff should normally be treated as F&A Costs. Direct charging of these costs may be appropriate where a major project or activity explicitly budgets for administrative or clerical services and individuals involved can be specifically identified with the activity.” The circular’s Exhibit C lists examples of major projects or activities.

There are many schools of thought regarding compliance in this area. At some institutions, there are very stringent requirements that must be met prior to putting administrative or clerical salaries on a sponsored project. At others, the requirements are not so stringent. Even though examples of “major projects” whereby administrative and clerical salaries are allowable are provided in OMB Circular A-21, the area continues to be subjective, hence the different schools of thought on allow ability of these salaries. Clearly, though, one of the purposes of the restrictive language is to stop the practice of clerical support at low percentages being charged to the so-called “single investigator laboratory bench” project.

One relatively successful approach has been to stipulate a minimum per cent effort that must be met before administrative or clerical salaries can be



charged - this minimum percentage varies from 10 to 20 per cent. This is also an area where periodic monitoring of salaries charged to projects can keep the research administrator informed as to what is happening at the institution.

Prior Approvals:

Regardless of which central office assists in obtaining any required prior approvals necessary for project or budgetary changes, investigators and their administrators should be aware of when such prior approvals are required and whether they can be granted institutionally or whether agency approval is required. Again, many institutions have developed matrices of such prior approval requirements that are either posted to their Web sites or available by another means to investigators and their administrative units.

Effort Certification

Payroll and effort certification is one of the most contentious areas of post-award administration. On the national level, it has been the subject of large audit findings at several institutions and is one of the risk areas singled out in the HHS “Draft OIG Compliance Program Guidance for Recipients of PHS Research Awards.”6 On the local institutional level, payroll and effort certification is often cited by the faculty investigators as having “no grounds in truth.”It is imperative that an institution have a sound policy on effort certification that is widely disseminated and understood. Most institutions have found that just having a payroll verification system is no longer sufficient; rather, certification of payroll and committed effort is necessary. In other words, it is probably no longer sufficient to document that the payroll is correctly charged to the award; institutions need also to verify that the effort committed by the faculty member in the proposal is also verified.

The committed effort verification is a direct result of the OMB January 2000 clarification on the treatment of voluntary uncommitted cost sharing.

OMB Circular A-21, J.10 provides the basis for payroll certification policies. It gives some latitude to institutions as to the type of certification process they employ and emphasizes that certifications must be completed by the person working on the project or by someone with “suitable means of verification.” In



general it is not appropriate for administrative staff to make certifications for faculty investigators.

Institutional Policies

There are a number of policy issues in effort certification that must be addressed by the institution and implemented at the post-award administration level. The government expects faculty effort on each proposal and resultant award; therefore the institution should have a procedure in place to address the following:

◆ Does the institution require a certain minimum amount of effort and at what level?

◆ How does the institution track committed effort vs. payroll?

◆ Does the institution have a policy on whether committed effort can exceed payroll?

◆ If the effort certification process results indicate that an investigator has contributed less effort than committed, what is the resolution?

◆ What happens if the investigator contributes less effort than payroll charged to a specific project?

Individuals completing their effort certification reports often do not understand the requirements. Of late an increasing number of institutions have made effort certification education programs mandatory for faculty and department administrators. Issues frequently addressed in such effort certification training include

◆ an individual certifying effort must have “suitable means of verification” in order to make that certification;

◆ The difference between time (hours) and percent of effort;

◆ an individual’s institutional base salary;

◆ The difference between committed effort and payroll; and



◆ The procedure for changing effort commitments.

Equipment

Under the guidance provided by OMB Circular A-110, institutions are allowed to set the “capitalization level” of equipment at any amount up to $5,000, with the other determinant being that the equipment must have a useful service life of one year or more. For institutions with modified total direct cost (MTDC) facilities and administrative (F&A) rates, it is important that, whatever the capitalization level, the post-award administration office recognize that these costs will be exempt from F&A charges. Often institutions create specific budget sub codes that apply to capitalized equipment and, through their accounting systems, are able to automatically exclude these costs from F&A calculations.

Budget Deviations

There are two areas relating to equipment that deserve particular attention from the Post-award administrator. First, investigators and department/unit administrators need to recognize the effect of budget deviations on F&A assessment. If equipment is budgeted but supplies are purchased instead, it must be understood that the supplies category is subject to F&A charges such that each freed-up dollar will be available at a lesser amount once the F&A calculation is made (see example below).

Example:If equipment costing $10,000 is not purchased and an institution’s F&A rate is 50% MTDC, the amount of direct costs available for expenditure is not $10,000, but rather $6,667 with the remainder necessary for reimbursement of F&A costs. Obviously, if the reverse happens — equipment is not anticipated but is purchased — there will be F&A costs freed up for direct cost expenditure in the same ratio.

Fabricated Equipment



The second area that requires close attention from the post-award administrator concerns fabricated equipment. Because equipment is not always available off the shelf in the configuration necessary for research, investigators often make it themselves using various components. It would not be unusual for the fabricated piece of equipment to reach the capitalization rate and be exempt from F&A calculations. Institutions should have a policy that addresses equipment capitalization so there is no question as to when and how these instances of fabrication are addressed.Cost Transfers

The transfer of costs either into or out of a sponsored programs account is often the subject of federal audit scrutiny and is an area needing particular attention from the post-award administrator. An enforced institutional policy should be in place and a procedure for approval of cost transfers should be widely disseminated.

Approvals

Another essential element that the post-award administration manager should consider is the approval process for cost transfers. For many institutions, late transfers (more than 90 days late) require additional approvals and place more stringent criteria for the allow ability of transfers. For others, early transfers are almost pro forma when their financial systems do not allow multiple accounts to be charged for one purchase and allocation must be made across two or more accounts.

Payroll Transfers

Payroll transfers can be particularly problematic especially when such a transfer is made after the payroll or effort certification for the period in question has already been made. At some institutions, transfers of payroll costs to federal awards are not allowable. Others allow such transfers if they are adequately justified and if the effort certification is revised and signed by the employee whose payroll costs are being transferred.

Institutional Policies

It is important that the institutional policy address the timeliness of cost transfers as well as the reasons for the transfer. Again having a policy and ensuring that it is adequately understand by the campus research community is key.

Award Reporting and Closeout



Accurate and timely closeout of awards is one of the last steps in the post-award administration process. Award closeout is not just the responsibility of the post-award manager, but also that of the investigator (who must file technical reports, for example) and others at the institution (who also might be required to submit required invention and property reports, for example), where applicable. Even in the financial area, the assistance of the investigator and/or the department/unit administrator is often critical to properly closeout an award.

Notice of Closeout

Many institutions have developed award closeout procedures and policies that provide advance notice to investigators and department/unit administrators so that encumbrances can be cleared and any necessary account clean-up started. A challenging part of closing out an award is making certain that all “trailing charges” have hit a project account. Trailing charges are those that typically are not expensed to a project account until the next one or two ledger cycles. Typical trailing charges include internal service centre costs for animal per diem, shops, or printing.The post-award administrator needs to understand the service center’s billing cycles and plan for them accordingly in the closeout process. At some institutions, the service centres themselves have been put on notice that their charges must be made in a timely fashion (with a period specified) or the account may not be able to accept the charges.

Sub Recipient Billing

Another type of trailing charge often encountered is sub recipient billing. Regardless of the internal review and approval process for sub recipient invoices, it is often the sub recipients themselves that submit late invoices. Care should be taken to specify clearly up front in the sub recipient agreement that invoices received beyond a certain time after the termination date of the agreement may not be honoured.

Incoming and Outgoing Investigators

Faculty investigators arrive and depart institutions on a regular basis. For investigators leaving the institution, it is generally a requirement that a relinquishing statement or estimated statement of expenses be prepared in a timely manner. At some institutions, the estimate is prepared using actual and anticipated expenses at date of termination along with a reasonable contingency (10 to 15 per cent) to allow for any unanticipated expenses or trailing charges. In doing so, it is likely that the unexpended balance shown on the final financial



report will not be less than anticipated and the institution can assure itself that all of its expenses are covered.

Going back to the sponsor because the costs were underestimated is a time-consuming and not always successful experience. When a faculty member departs, it is important to review and approve any equipment that is departing with the investigator to assure that the institution has the right to transfer such equipment. Any other reports needed (such as invention statements, effort certifications, etc.) should be completed prior to the investigator’s departure. Finally institutions should make sure that the faculty investigator is not delinquent on any technical reports. If technical reports are to be submitted after the faculty member has left the institution, the faculty member should clearly understand his or her responsibility to do so.

Accepting Transferred Awards

For incoming investigators, it is important to establish contact early with the investigator’s former institution in order to transfer on-going awards in a timely manner. Because transferring awards are rarely received prior to the investigator’s arrival at the institution, it may be necessary to create advance accounts for them using established institutional procedures.

Special Issues for Smaller Institutions

The smaller institution sometimes referred to as a predominantly undergraduate institution (PUI) or non-research-intensive institution faces particular challenges in post-award administration. It is not uncommon in such institutions to find post-award functions located in the institutional business office and the manager of post-award may have a number of other no sponsored research-related duties as well.

Sponsored Programs ‘Generalists’

Unfortunately the regulations and policies of granting agencies do not make distinctions for the size of a grantee’s funding portfolios. The administrator at the smaller institution must be much more of a generalist than his or her counterpart at a larger institution. Consequently it is essential that the administrator have the resources necessary to fulfil his or her responsibilities, including institutional policies with respect to sponsored programs.



Faculty Salaries and Release Time

One of the issues raised most often by administrators at smaller institutions concerns faculty salaries and release time. At most smaller institutions, faculty members carry full teaching loads and the addition of a sponsored program does not always mean that the teaching load is relieved. Consequently there are frequent issues surrounding faculty compensation and whether the faculty member’s base salary can be increased to allow for the increased workload. Caution should be used in this area. It is important that the post-award administrator understand the federal costing regulation requirements. OMB Circular A-21, J.10 addresses institutional base salary and provides certain exceptions that can be used by the smaller institution. For example, with sponsoring agency approval, compensation above the base salary is allowed.

Risk Areas and Critical Success FactorsThe annual audit plans of the major sponsors of college and university sponsored programs provide a good view of the risk areas that need special attention from the post-award administrator. Audit findings and settlements also provide the administrator a bird’s-eye view of areas that should be of concern. Finally the A-133 Compliance Supplement gives insight into areas of audit interest. In recent years, areas of risk centred on payroll and effort certification, allowable costs, cost transfers, program income, and sub recipient monitoring. (All of which are discussed above.) Sponsored research administrators often find themselves having to make decisions based on interpretations of regulations that are not always definitive. Many grey areas exist where judgment calls need to be made. It is for this reason that heavy reliance is placed on policy and training/education programs.

Steps to Mitigate Institutional RisksWhat steps might the managers of post-award administrative functions take to lessen institutional risks? Having clear written policies and procedures that are not only in place but enforced is key. Periodic monitoring of identified key risk areas is essential. For example, it may be wise to look at administrative salaries that are being charged to awards and ask

◆ Are they appropriate to the type of award?

◆ Are effort certifications being made timely by all who are required to complete them?◆ What about cost transfers — is one department/unit consistently requesting transfers more than others are?



Internal Audits. Internal audits also can be a critical success factor. If the institution has a program of regular department or unit audits, the post-award administrator may wish to request that sponsored programs administrative procedures become a component of such an internal audit. In addition if there are particular areas of concern, a management review conducted by the internal audit department can determine whether such concerns should be further investigated or are invalid.

Self-Assessments

Post-award administrators may wish to undertake an institutional self-assessment. Many institutions have used the Council on Governmental Relation’s document, Managing Externally Funded Research Programs: A Guide to Effective Management Practices, to conduct such a self-assessment. The document sets forth certain principles that are considered keys to compliance. Each principle is then subdivided into practices, defined as measurable conditions that highlight critical components in carrying out each principle. Indicators are given for each practice that provide a suggested measure to use against an institution’s policies and procedures to ascertain whether those policies and procedures are sufficient to assure compliance with administrative requirements.

Responsibility of post award management



Example of Research Management Team

Example of research management in post award function



Steps in organizing the awards ceremony:

One of the best things in life is when an awards ceremony works; the speakers are good (and nobody cancelled on you), the ceremony is upbeat (and never boring), and the one(s) receiving the award feel really recognized (and not just fake-happy). But for everything to run smoothly you need to put effort into planning the ceremony. There are many details, and they are all important. Depending on the size and what kind of event you have in mind, you might want to delegate chores to a committee or to a "point person" who will recruit helpers. It can be dangerous to take the responsibility all on yourself, because the organizing of an event can become overwhelming.

The planning of a presentation goes hand in hand with the budget. Are you going to have a fancy reception or not? What kinds of awards are you going to give -- certificates, gifts, and recognition plaques? Who are you going to invite? Are you going to bring a special keynote speaker, or are you going to do the presentation yourself? All these details should be planned in advance so that there are no unhappy surprises during the ceremony.

Because there are so many details to plan and organize for an awards ceremony, we've put together a list of things to take into consideration when planning:

1. Money -- First of all, decide on your budget. How much you spend on an award presentation can vary a lot; be sure you can afford what you're planning. If your initiative has a lot of resources, you may have a big budget to spend on a ceremony. On the other hand, smaller organizations have to be creative and make do with a limited amount of money. Deciding your budget will determine the menu, the number of guests, the venue of the event, and other details that involve spending money.

2. Location -- Before planning anything, decide where to hold the ceremony. Think about what kind of event you're going to hold and then try to find a location to match. Before choosing a place, take into consideration all the next items so that you don't limit yourself choosing the place before determining what you really want. Does your company have a recreation centre? A presentations room? Will you need to rent a room somewhere else? Are you going to serve food? What do you need in the room? Tables? Podium? Hook-ups? A kitchen? How big does the place have to be? A big hall will look empty if there are only a few people in it, and a small one will limit how many people you can have.



3. Type of award -- They say that awards should fit the action being recognized. It also should fit the person and the occasion. For some, a donation to a particular organization may be most appropriate, for instance, volunteers for an AIDS project may want their award to be converted into a contribution to the project. For others, a new title or job definition will be the perfect award. What sort of symbol you choose says a lot about what and whom you are recognizing? Here are some types of recognition you might consider:

Pins

Statuettes

Certificates

Prizes

Plaques

Framed recognition citations

Gifts

A promotion

Complimentary tickets

Something else to have in mind is the surprise element. Is the recipient going to be told beforehand that he is going to receive an award? Surprises can be fun, but you don't want the honouree to have a heart attack from shock before reaching the podium to accept the award.

4. Number of guests -- So, is this going to be a blockbuster, everybody's-invited type of party, or an invitation-only, intimate awards ceremony? You need to consider the immediate guests and their guests (family, friends, significant others?)

5. Food -- Ceremonies are fun, but people can get cross if there isn't anything to nibble on. You'll want to serve some sort of refreshments. The size of the event and the resources the facility offers will help determine what kind of food you'll serve. You're not going to serve a sit-down dinner someplace where there's no kitchen

When considering food for your ceremony, you have two options: plan it yourself, or get help from a catering service. Doing it yourself can save money, but do you have the manpower and expertise to put on a spread for the number of people invited? Remember, you have to plan, buy, prepare and serve the food, and clean up, all of which the caterers will do. On the other hand, you're paying the caterer for a pre-established number of people, whether they show up or not. If more show up, you're out of luck.



6. Waiters and other support staff -- Speaking of food, you'll probably need people to set up the place, serve the food, put the water glass close to the speakers, serve the guests, and clean up afterward. You may need to hire support staff to help you, or you may have to assign some people from the organization committee (if you have one) to divide the labor. You can consider hiring specialized help, such as caterers.

7. Tables/chair arrangement -- No matter how small the ceremony, you don't want people tripping over tables or sitting with their backs to the podium. If the ceremony is large, then you need to be even more careful. Who will sit where? Who will sit with whom? Who needs to be close to the podium? You need to consider all these questions.

8. Decorations --This part is fun but, beware: it can make or break your presentation. Decorating is hard work, especially if you're dealing with a large space. Your choice of decorations will depend to a large extent on the tone you want the ceremony to take; for example, silly balloons and festive noise-makers would be inappropriate for a sober, dignified ceremony. Here's a list of things you may wish to consider when thinking about decorations for a formal awards ceremony:

Flowers

Balloons

Bows

Tablecloths

Center pieces

Pictures on the wall

Banners

Posters

Plants

Candles

9. Key speakers -- Who is going to actually present the awards? Is it going to be you? The director of your initiative? The awarded person's best friend? A nationally known motivational speaker? A choice could be made depending upon the recipient's job or accomplishment. It could be a colleague, the recipient's spouse, parent, or child. Whoever it may be, you need to contact that person in advance and to allow time for preparation. If necessary, arrange a rehearsal to fine-tune length and tone of speeches.



10. Order of presentation -- Who is going to speak first? How are you going to start the ceremony? When will it end? At what time will the award be presented? The presentation schedule doesn't have to be followed to the minute, but you want to know who speaks after whom, so you can print a program for the guests. Also, people should know how much time they have to present their speeches and comments. If you expect everyone to take about three minutes, and someone takes 30, it can not only be boring for the audience, but it can throw off the timing of the whole event, and change the feeling of it. In general, the clearer you can be about timing, the more likely you are to get close to what you want.

Preparing your presentation

You've secured a location, arranged for refreshments, ordered the awards, and planned the decorations. But who is going to present the awards? If that job falls to you, don't worry! We've provided some tips here that will help you make a smooth, confident presentation

Be sure to be warm and friendly in your presentation. Remember, this is not a business presentation, so you shouldn't be too formal. You're supposed to put the audience and the awardees at ease.

Even if you wrote a speech, make it sound like you're saying it, not reading it. Use language you're comfortable with. You don't have to memorize the speech word-for-word, but try to deliver it from notes rather than from a full text.

Here are some tips to sound less formal on your presentation:

Use simple words. Say begin instead of commence, and after instead of subsequent to.

Use contractions -- didn't, won't -- to make your speech sound more relaxed.

Use voice inflections and hand gestures.

Use personal pronouns such as I instead of one, and we instead of you



What not to do during a presentation:

Be pompous and monotonous.

Be formal and stuffy.

Be vague and complex.

Start hyper-intense or be energized.

Be unsure and nervous.

Read, and sound like you're reading.

Talk for a long time. This is your awardees' day, not yours.

Your speech should be interesting, creative and exciting. Do you know any stories about the person receiving the award that the audience at large is not aware of? Or an anecdote? Choose these stories carefully so as not to embarrass or ridicule the awarded person. If the story doesn't put the awardee in a positive light, forget about it.

Tell brief stories, and use quick examples. The audience is interested in knowing more about this person receiving the award: her personal life, what she does in her free time, how you met her, any story that people can identify with. Use your presentation to show the personality of the person being awarded. Demonstrate how her life is inspiring to others, and illustrate it with authentic examples.

Be attentive to your body language, eye contact, speech rhythm and mannerisms.

Should you invite the press?

Media attention is usually good and desired for this type of activity. Depending upon the size and scope of the event, you probably want as much public notice as possible, both for the honouree(s) and for your initiative. For example, it may be a good idea for a gay, lesbian, bisexual and transgendered rights association to invite the press when presenting an award for the association's straight allies.



It would bring visibility to the group and energize allies, not to mention how glad the awardee would be to be mentioned in the press.

Audio-visual aidsIf you have slides of the awarded person doing his or her work, a home video of this person that describes perfectly his or her personality, or taped testimonies of people thanking the recipient of the award, these are great ways of keeping the audience interested, bringing new perspectives to the ceremonies, and pleasing the person receiving the award. Make sure you have arranged the necessary equipment (overhead projector, VCR, slide projector, screen, TV set, stereo)

In Summary

Finally, everything is ready for the ceremony or the activity you chose to recognize someone's exemplary accomplishment and achievement. Now you just need to relax so that you look your best for the big day, especially if you are presenting the award. Sleep well before the presentation so you feel rested and refreshed.

Recapping, here is a list of things to pay attention to when presenting an award:

Know why you're doing it.

Think about what you want to do.

Plan carefully.

Relax -- make it as upbeat as possible.

Conducting ceremonies to reward outstanding achievement is a great way to show the people you work with that their work is appreciated and admired. And by letting them know this, you will undoubtedly strengthen your organization as a whole.

Award Process

Following review of all applicable information, the IC will determine whether an award will be made, if special conditions are required, and what level of funding is appropriate.

Notice of Award (NoA)

The NoA is the legal document issued to notify the grantee that an award has been made and that funds may be requested from the designated HHS payment system or office. An NoA is issued for the initial budget period. If subsequent budget periods are also approved, the NoA will include a reference to those budgetary commitments. Funding for subsequent budget periods are generally



provided in annual increments following the annual assessment of progress. This funding is also contingent on the availability of funds. The NoA includes all applicable terms of award either by reference or specific statements. It provides contact information for the assigned program officer and grants management specialist.

Accepting the Award

The grantee accepts an NIH award and its associated terms and conditions by drawing or requesting funds from the Payment Management System, or upon the endorsement of a check from the US Treasury for foreign awardees.

Compliance with Terms and Conditions of Award

An NoA includes two sections (Sections III & IV) where terms of award are described.

Section III of awards lists standard terms such as:

Grant program legislation and program regulation cited in this NoA. Restrictions on the expenditure of federal funds in appropriation acts, to the

extent those restrictions are pertinent to the award. Code of Federal Regulations/Regulatory Requirements - 45 CFR Part

74 or 45 CFR Part 92 as applicable. The National Institutes of Health Grants Policy Statement (NIHGPS) in

effect at the beginning date of the budget period. The award notice including any special terms and conditions….” A reference to carryover authority when applicable A reference to inclusion or exclusion to SNAP as applicable A reference on the treatment of Program Income A reference to participation in the Federal Demonstration Partnership as

applicable.

The NIH Grants Policy Statement, NIHGPS, as a term and condition for all awards contains the legally binding requirements for all grant recipients (See Part II Terms of Award).Section IV of awards contains Special Terms and Conditions specific to the particular NIH Institute/Center and/or specific to the particular grant. It is important that you pay careful attention to the terms and conditions of an award, particularly any specific to the grant. Unless these terms are carefully reviewed and addressed, grantees may unknowingly violate the terms and conditions of the award. In those cases, NIH may place a restriction on the award, institute special monitoring procedures, or potentially terminate an award.



10th National Award function:

Union Minister of State for Corporate Affairs Sachin Pilot presented 10th National Award for Excellence in Cost Management at a function held at the Vigyan Bhavan here on Thursday evening. The Institute of Cost Accountants of India (ICAI) organised the function, which was also attended by Corporate Affairs Secretary Naved Masood and Additional Secretary M.J. Joseph.The function was organized with an objective to felicitate and recognize corporate organizations in their journey towards excellence in cost management. Speaking on the occasion, Pilot said the corporate sector is facing many challenges. He further said that the landscape of businesses are changing rapidly, becoming complex and highly volatile. Stating that innovation, efficiency and growth are buzz words of modern business enterprise, he said cost management and cost accounting can achieve tangible benefits. Highlighting the fact that a policy framework based on cost management was not prevalent 50 years ago, he said professionals now need skills to handle complex situations and should have desire to join the profession. He urged ICAI to work out norms and cost of health care procedures, and play much bigger role in the public interest. Speaking on Companies Bill 2013 passed by Parliament, he said CSR provisions are aimed at welfare and environment measures. Companies, he said, spend on brand building, but should also spend on CSR activities, as it will create the goodwill and compassion in society. He further said this is the company’s money. They have full freedom to choose how they want to spend that money. This is investment for the corporate that are spending on CSR activities.

In all, 16 Indian companies were awarded for best cost management practices in 11 different categories which included manufacturing (private and public) and then further divided into large, medium and small organizations.

Amara Raja Batteries Ltd was announced as the winner in the Private – Manufacturing (Large Organisation) category. Mahindra & Mahindra Ltd and LG Electronics India Pvt. Ltd won the second and third prize respectively in this category.

Bharat Heavy Electricals Ltd was the winner in the Public Manufacturing (Large organization) while Rashtriya Ispat Nigam Ltd and Neyveli Lignite Corporation Ltd got the second and third prize respectively in this



category.Marathon Electric Motors (India) Ltd was winner in Private- Manufacturing (Medium Organization) category and TML Drivelines Ltd got second prize in this category.

Karnataka Soaps & Detergents Ltd was the winner in the Public Manufacturing (Medium Organization) category. HDFC Standard Life Insurance Company was winner in Private- Service Sector (Large) category and Blue Dart Express Ltd got second prize under this category.

Engineers India Limited and Central Bank of India got first and second prize respectively under Public- Service Sector (Large) category. L&T Chiyoda Ltd got first prize in Private- Service Sector (Medium) category. V.O. Chidambaranar Port Trust got first prize in Public- Service Sector (Medium) category. Jindal Pex Tubes Pvt. Ltd. got first price in Private- Manufacturing (Small Organization) category.

CMA Dr. A.S. Durga Prasad, Vice President, congratulated Mr. Pilot for championing the New Companies Bill and for his unstinted efforts in reforming the corporate legislation in tune with global reality and the Indian economy.

He further said that the new Company Bill will ensure impetus for the growth momentum since it focuses to enhance transparency, compliance, self-reporting, regulatory and disclosure with fewer regulations.

The winners for award were selected by a distinguished jury consisting of people of eminence from Industry, Academics and Administration including Justice V.N.Khare, Former Chief Justice of India, Mr. D.C.Bajaj, Chief Adviser (Cost), Ministry of Finance, Mr. R.K. Jain IAS, Addl. Secretary, Ministry of Health and Family Welfare, Mr. R. Bandyopadhyay, IAS (Retd.), Former Secretary, Ministry of Corporate Affairs and Mr. Arvind K Awasthi, Former Deputy Comptroller and Auditor General of India.

The criteria for selection were better practices for resource management, efficient utilization of capacity and working capital, quality augmentation, expenditure on CSR and precise information on performance.



Awards Ceremony Suggestions:

Awards should be presented as soon as possible after approval and with

appropriate ceremony. Here are some suggestions on how to arrange award

ceremonies in the Federal Government. We address some of the many important

areas to consider when planning ceremonies, including

basic information on the appropriateness of holding ceremonies,

suggestions on how to organize a successful awards ceremony, and

the legal authority for conducting awards ceremonies.

This is not intended as a complete guide, but more as a general point of

reference as you consider using award ceremonies.

Suggestions for Having a Successful Formal CeremonyCareful planning and proper staging are imperative to the success of an agency

award ceremony. Here are some general pointers for getting the most value

from your awards ceremony.

Develop a plan of action

Assemble a team to work as a ceremony committee

Assign team members to work on specific tasks relating to the ceremony

Select date, time, and place for the ceremony; be sure to select a time of

day that, if possible, will not conflict with regularly scheduled meetings,

conferences or lunch hours

Arrange to have the agency head/other top official present awards Hold

the event in a large auditorium/facility to permit maximum attendance by

coworkers and guests

Assure proper accommodation for the disabled (e.g., ramps for

wheelchairs, an interpreter for the hearing impaired)

Do plenty of agency wide publicity about award recipients and the

upcoming ceremony



Use a colour guard

Use a musical ensemble

Arrange to have the agency head or other top agency official speak or

arrange an outside speaker who is known to many in the audience

Distribute to attendees a nice quality brochure with photos, a letter from

agency head, and description of employee accomplishments

Arrange to have a professional photographer take photos of award

recipients with top agency officials

Arrange for a professional caterer to prepare the food (if a reception is

planned for the award recipients and their guests)

Use festive decorations such as balloons, flowers, banners, etc.

Arrange to have an agency official serve as the master of ceremonies or,

if funds permit, arrange for a professional master of ceremonies

Notify award recipients in advance of the ceremony (let them know if

they are expected to make some remarks)

Prepare recognition items (medals, certificates, award checks, pins, etc.)

to be presented to the recipients.



RECOMMENDATION

Arranging your Awards FunctionTo have a successful function you need to decide on several basic rules. Who will judge the recipients of the awards, how many staff will attend the day and venue for the ceremony. Once these details have been decided the next step is to find an appropriate venue.

Choice of appropriate function venueYou don’t need a stadium for a small function for 20 people. Choose the function venue firstly to accommodate your numbers. Many places now actively promote their venues for small/medium/large functions and have the staff to assist in the planning. Apart from making the arrangements easier for you the event is also likely to run more smoothly and give your staff a memorable time.

What type of awards function do you want?The guest list will also point you in the right direction regarding how elaborate you want the event to be. If some guests are of VIP standing then burgers probably won’t cut it! Try to find a happy medium with the refreshments and entertainment which will please the whole spectrum of guests.

Selection of JudgesIf you have judges participating in the event, try to pick a panel of judges who have an understanding of the awards to be presented and can discuss reasons for their choices with each other in an unbiased and discreet way.

Event PreparationWith a larger event being planned there will probably be a need for a committee to oversee all the arrangements so different people can concentrate on a single aspect of the event whilst co-ordinating with the other committee members. Different roles such as the financial details, invitation and venue correspondence, transport, printing of award certificates etc. will ensure no one person is overloaded with jobs to be done. This should eventuate in a smoothly run event.



Focal Point – PodiumThis is a necessary piece of equipment for an award function to make the presentations a special moment for the recipients. Ensure either you or the venue can provide the podium and there is a place for it to be sited for all attendees to be able to see it.

“On the Night” responsibilitiesIf this is a larger event and a committee is already in place then their allocated jobs should also cover the event itself so each person will have first-hand knowledge of any hitches there may be.

The Awards FunctionAs these are the main purpose of the event ensure that they reflect efforts by your staff to enhance the company or keep all aspects of the business running smoothly from sales to accounts – remember all the jobs in the company are an integral part of it and cannot work alone. Back up awards should also be available on the night in the event that the judges may think other people should be recognised for their work.

SpeechesThe company director should always do the main speech as head of the company (or someone of similar standing in the company). This should be as short as possible whilst still covering all the points required in relation to the event – long speeches creating boredom should not be the main memory of attendees!



CONCLUSION

Ceremonies and honours have a value for the organization extending well

beyond the individuals recognized. Publicly identifying "organizational heroes"

- individuals and groups who embody the organization's core values - is key to

their serving as examples and inspiring others. Getting those heroes into the

public eye is easily accomplished through both formal and informal ceremonies.

Acts and expressions of respect and admiration from ceremony attendees are

awards in themselves, and they are among the most powerful nonmonetary

awards agencies can grant.

Many agencies use formal, staged awards events with the presence of top

agency officials, colour guards, etc. to recognize exceptional achievers

throughout the agency. However, we need not limit the idea of "ceremony" to

such formal events. Less elaborate expression can be equally meaningful, easier

to plan for, and offer an attractive low cost option to add flair when granting

less formal recognition and awards.Agencies should recognize employees for their contributions through the presentation of awards at appropriate ceremonies. Normally, the person approving the award or a designee should present the award. The Award Function is being catered or not matters a lot because it will also enhance the budget of the programme.

After deciding all these preliminary aspects of the Award Ceremony Programs,

organizing firm are preparing for invitations to all those candidates who are

being decided by the organization to be awarded. If organizer asks for the

keynote speaker to address the audience, organizing firm have that too. Who

will be the Chief Guest at the award function is too important to decide before

event the budget planning.



References

Websites:

1) http://resadmin.partners.org2)www.AISeducation.com.3)http://www.bollywoodawards.com4)http://www.filmfare.com5)wikipedia.org/wiki/Indian_honours_system6) www.icmrindia.org

Books:1) Contract management: post award Function (Stanley N. Sherman) Word crafters Publications, 1987.

2)_Atlantic Information Services, Inc. and July 2009 National Council of University Research Administrators. (Richard Seligman)

3) Change Management (Radha Sharma) Tata McGraw-Hill Education, 2006


award function

Documents

padma awards

literary awards

different awards

civilian awards

television awards

arts awards

gallantry awards

movie awards