Advanced Grants Management

                          Sonia Plata
                          New Detroit, Inc.
            ...
Why is Grants Management
Critical?

 Administering the program implementation
 Reporting to funder
 Complying with regulat...
Winning an Award

• Are you chasing the money?
• Strategic Analysis
   – Vision
   – Mission
   – Cost/Benefit
   – Organi...
Planning

 Review grant contract/award letter and
 contact program officer with any changes, if
 necessary
 Briefing meeti...
Planning

 Use of Logic Models as key tool in planning,
 implementation and evaluation
 –   Visual representation of your ...
Group Discussion

 What tools are you using to manage
 your grants?




Grants Implementation

 Overview: Need to develop ...
Reporting

 Required progress reports
     Semi-Annually
     Quarterly
 Format
 Closeout report
 Extension process




Re...
Budget and Finance

Allowable costs must be:
 –   Necessary
 –   Reasonable
 –   Allocable
 –   Legal under state and loca...
Communication with
Program Officer

 Routine
 Provide updates and reports timely
 Communicate challenges and successes
 Un...
Evaluation

 Outputs versus Outcomes
 –   Outputs are the accomplishments, products or
     service units of a program
 – ...
Managing Performance

 Follow security, health and safety procedures
 Establish an Audit Management Process
 Follow Sound ...
Managing Performance

 –   Communication with stakeholders
       Increased quantity and quality of communication
        ...
Group Discussion

 What lesson have you learned in
 managing your grants?




Success

 Clients
 –   High number of return...
Success

 Overall
  –   One of 12 repeating awardees out of 600
      applicants and 37 awards!

  –   Identified as a Pro...
Contact Information

Sonia Plata                 Elizabeth Agius
Director of Community       Manager of Community
Capacity...
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Advanced Grants Management-Sonia Plata

  1. 1. Advanced Grants Management Sonia Plata New Detroit, Inc. Elizabeth Agius Wayne State University 4th Annual Funding Resources Face to Face Conference October 22, 2008 Detroit, MI Introduction Very briefly – note your experience with grants management Briefly: our experience with grants management – Strengthening Community Organizations to Promote Effectiveness (SCOPE) – Compassion Capital Initiative – Research and evaluation
  2. 2. Why is Grants Management Critical? Administering the program implementation Reporting to funder Complying with regulations Quality Control Evaluation Improvement/Lessons Learned Grant Life Cycle
  3. 3. Winning an Award • Are you chasing the money? • Strategic Analysis – Vision – Mission – Cost/Benefit – Organizational Capacity – Organizational Capability Team Involvement Program Director/Principal Investigator Program Managers Fiscal Managers Procurement Officers Management/Leadership
  4. 4. Planning Review grant contract/award letter and contact program officer with any changes, if necessary Briefing meeting with all team members – Roles and responsibilities – Terms and conditions of grant Develop Plan Planning Maintain a good financial management system – Meets accounting principles for public and nonprofit organizations – Ensures proper cost allocation and compiles with funding source – Reporting system that documents spending of funds Team must have a thorough understanding of the grant/program budget
  5. 5. Planning Use of Logic Models as key tool in planning, implementation and evaluation – Visual representation of your program – Expression of program theory – how the pieces fit together – Part of planning and evaluation – Commonly used in grants Planning Logic Models Components – Inputs: Resources a program uses to carry out its activities – Activities: The services of a program – Outputs: The accomplishments, products or service units of a program – Outcomes: Changes that occur in people (or something) as a result of the program
  6. 6. Group Discussion What tools are you using to manage your grants? Grants Implementation Overview: Need to develop internal processes to routinely handle each of the following: – Reporting – Budgets and Finance – Communications with Program Officer – Evaluation
  7. 7. Reporting Required progress reports Semi-Annually Quarterly Format Closeout report Extension process Reporting Required fiscal reports/forms Required signatures Expending and managing funds in conformity with the approved budget Carryover/Unliquidated funds
  8. 8. Budget and Finance Allowable costs must be: – Necessary – Reasonable – Allocable – Legal under state and local law – Conform with federal law and grant terms – In accordance with GAAP – Adequately documented and follow sound business practices Budget and Finance Payment process – Obligations – Liquidation – Drawdown – Internal Controls Ensuring that cost sharing requirements are properly documented and met
  9. 9. Communication with Program Officer Routine Provide updates and reports timely Communicate challenges and successes Understand communication style preference – Email – Telephone Evaluation Link evaluation to activities through your logic model Keep your evaluation plan simple and directed to the core goals of your funding agent – Know the type of evaluation your funder wants
  10. 10. Evaluation Outputs versus Outcomes – Outputs are the accomplishments, products or service units of a program – Outputs relate more closely to process objectives such as amount of programming – Examples of Outputs: 125 clients served 8 weeks of programming provided Evaluation Outcomes – Outcomes are the results you can expect. Limited in time, single end result. Identify results to be achieved rather than activities to be performed. – Examples of Outcomes 75% of participants will improve knowledge of …. 65% of grantee will reduce recidivism…
  11. 11. Managing Performance Follow security, health and safety procedures Establish an Audit Management Process Follow Sound Ethical Principles – Conflict of Interest Policies – Procurement Integrity Establish a System of Quality Review and Control Managing Performance Personnel strategies to ensure compliance with data management – Staffing Increased staff to handle monitoring, communication, and administrative functions Specialized yet cross-trained for greater efficiency Investment in staff development Monthly team meetings Clear understanding of role and responsibilities. Specific goals and objectives
  12. 12. Managing Performance – Communication with stakeholders Increased quantity and quality of communication – Face-to-face, group meetings, trainings, email Use of electronic communication (application, assessment, notices, registration, monitoring) is emphasized at all of the bidders conferences and other events Moved to electronic methods of reporting Lessons Learned Always keep communication open with program officer Expect and prepare for changes/delays Monitor implementation against a realistic timeline Clear expectations of roles and responsibilities of team Modify implementation plan as needed Use evaluation results to modify implementation
  13. 13. Group Discussion What lesson have you learned in managing your grants? Success Clients – High number of returning clients – Groups increasingly meeting federal performance goals – High level of program satisfaction from evaluations, focus groups Providers – Growing numbers seeking to provide services – Increased understanding of client needs and service requirements – Long term provider relationships
  14. 14. Success Overall – One of 12 repeating awardees out of 600 applicants and 37 awards! – Identified as a Promising Practice Program by Dept. of HHS Resources Management Concepts: http://www.managementconcepts.com/ National Contract Management Association (NCMA): http://www.ncmahq.org/ The National Grants Partnership: http://www.thengp.org/ OMB – Grants Information: http://www.whitehouse.gov/omb/grants/ OMB A-122 – Cost Principles for Non-Profit Organizations: http://www.whitehouse.gov/omb/circulars/a122/122_2004.pdf OMB Circular A-133 – Audits of States, Local Governments, and Non-Profit Organizations:http://www.whitehouse.gov/omb/circulars/a133/a133.pdf The Kellogg Foundation – Logic Models: http://www.wkkf.org/default.aspx?tabid=101&CID=281&CatID=281&ItemID=2813669 &NID=20&LanguageID=0 The American Evaluation Association: www.eval.org University of Wisconsin – Logic Models: http://www.uwex.edu/ces/lmcourse/interface/coop_M1_Overview.htm
  15. 15. Contact Information Sonia Plata Elizabeth Agius Director of Community Manager of Community Capacity Building Research Partnerships New Detroit Wayne State University 3011 W. Grand Blvd. School of Social Work Suite 1200 4756 Cass Avenue Detroit, MI 48202 Room 419 313-664-2099 313-664-2071 (Fax) Detroit, MI 48202 soniaplata@newdetroit.org (313) 577-5251 eagius@wayne.edu

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