Yes, he’s been rather prolific. However, I think there’s a side to this that should be investigated under FOIA, specifically with respect to the proposals/RFQ responses he’d have had to submit to get all these ‘consulting’ contracts awarded. I’ve mentioned this two or three times here on FR, but no one seems to think anything about it.
My point, from my own experience being a research employee with a University and doing government contracts is that regardless of sole source, IDIQ, Cost Reimbursement, Cost Plus Award Fee, Fixed Price, whatever type of contract some accounting instrument has to be given that details the equipment costs, labor rates paid, their buildup with OH and G&A, Fees, and the like. To arrive at a final cost number for ‘consulting’, usually an estimated number of hours would be assumed. It is in these numbers is where I’ll bet he assumed a full-time equivalent effort (i.e., full time during the period). Some of these efforts were concurrent (with government and state agencies).
If I were an auditor, I’d be asking him how he worked full-time on all those simultaneous efforts? Which contracting entity did he screw? The government or the state(s)?
Lastly, I also believe he played some loose hanky panky with his University’s Conflict of Interest and Intellectual Property rules. If he did not, then I guess MIT could be responsible for his actions wouldn’t they?
Nice deconstruction.
==============================================
I also believe Gruber played hanky-panky with MIT's Conflict of Interest and Intellectual Property rules. If he did not, then I guess MIT could be responsible for his actions wouldn’t they?
The Massachusetts Institute of Technology is a $2 billion non-profit corporation. The Institute’s revenue includes tuition and gifts, as well as a significant amount of funding from external research sponsors, including the federal government, industrial sponsors and foundations. .
The research enterprise can be characterized by a “cradle to grave” process. This process begins with a concept or idea that is turned into a proposal, followed by an award, the performance of the project, and several other steps that ultimately lead to the closeout process. Understanding the entire process will help you to become a more effective research administrator.
The Principal Investigator (PI) has overall responsibility for the technical and fiscal management of a sponsored project, including the management of the project within funding limitations, and assuring that the sponsor will be notified when significant conditions related to the project status change. While responsibility for the day to day management of project finances may be delegated to administrative or other staff, accountability for compliance with MIT policy and sponsor requirements ultimately rests with the PI.--snip--
MIT Office of Sponsored Programs
77 Massachusetts Avenue, Bldg. NE18-901
Cambridge, MA 02139
EMAIL osp@mit.e
WEB SITE http://osp.mit.edu/grant-and-contract-administration
MIT is _very_ serious about intellectual property. That said, the professors are practically co-owners of the institution. Nothing gets done without running it past the faculty and if there is resistance, it doesn’t happen.