Mark Parrish administered $7.25 million in federal grant awards and program funds from multiple federal agencies including the EPA, DOI, FEMA, HHS, USDA, and DOE. He employed these federal resources to assist with capacity building and ongoing program implementation under various programs focused on the environment, water resources, wildlife, parks, emergency management and more. Feedback from an EPA grant officer praised the well-managed grant and comprehensive annual performance report.
Deanna’s Input for Question 3As Chief Financial Management Of.docxedwardmarivel
Deanna’s Input for Question 3:
As Chief Financial Management Officer of Riverside County, water resources are a top priority to ensure public needs are adequately being met for all county communities. The sources of drinking water (both tap water and bottled water) include rivers, lakes, streams, ponds, springs, and wells. It is extremely important to eliminate as many contaminants in drinking water for the public health. As such high demands in the county for clean drinking water, there is a need to create a new water management policy, which includes the development of a new drinking water treatment plant to respond to this critical need. The proposed drinking water treatment plant could produce close to 3 million gallons of drinking water per day diminishing the water crises. In addition, the county could potentially sell water to neighboring counties and the agricultural sector to help increase local revenue to the county. The policy requires an initial outlay of $20M and subsequent annual outlays of $5M for the foreseeable future.
How would I approach this task?
The first step would be to convene an interdepartmental capital allocation committee to examine the proposed policy in combining existing capital improvement projects and the overall county master plan for land use. If committee members agree to the feasibility of moving forward the next step would be to update the existing capital improvement plan (CIP), which spans multiple years to ensure adequate resources are available for the proposed water management policy and new facility. Edits to the existing CIP would include the follow:
1. Capital budget manual – contains a calendar or flowchart of the process, instructions, and forms for departments to use when completing requests
2. Cost projections – determining exact costs of each project
3. Revenue estimations – detailed estimate and availability of revenue, both reoccurring and from bond sales
4. Debt planning – outlining debt needs; scheduling voter referendum to authorize debt funding; obtaining voter approval on bond sales
5. Public hearing – schedule public hearing, prior to capital budget approval
6. Prepare final executive budget request
Information, I would need to know:
· Goals, timeliness and identification of various funding sources
· Financial analysis to include: 1) Cost-Benefit analysis – cost v. overall net benefit;
· Financial Condition Analysis
I. Existing long-term debt commitments/obligations
II. Population Growth Trends (e.g., housing, business)
· History of existing and recent user and property taxes – provides insight into existing taxes currently being levied on the community; property sales and tax info would be instrumental in helping to determine trends in sales and ability to generate revenue through levies (impose, “a tax, fee, or fine) and regional commerce activity.
· Fiscal S.
Grant Davis, General Manager, Sonoma County Water Agency
Hon. Mark Limbaugh, Managing Partner, The Ferguson Group
Presented at the October 24, 2013 Texas Water Conservation Association Fall Conference in San Antonio, Texas.
California Prop 68 and Measure A Funding MeasuresGameTime1
The State of California is providing parks and recreation agencies with millions of dollars for recreation projects. GameTime and CPRS recently hosted a webinar with Pilar Alcivar-McCoy (Division Manager of Recreation Facilities and Services for Garden Grove, CA) and John Jones, Chief Information Officer for CPRS on how to apply for and maximize these funds.
Presentation by Jason Spensley, Green Climate Fund (GCF), for a Targeted Topics Forum on financing National Adaptation Plan (NAP) processes. This event was held in Mexico City in June 2017.
Deanna’s Input for Question 3As Chief Financial Management Of.docxedwardmarivel
Deanna’s Input for Question 3:
As Chief Financial Management Officer of Riverside County, water resources are a top priority to ensure public needs are adequately being met for all county communities. The sources of drinking water (both tap water and bottled water) include rivers, lakes, streams, ponds, springs, and wells. It is extremely important to eliminate as many contaminants in drinking water for the public health. As such high demands in the county for clean drinking water, there is a need to create a new water management policy, which includes the development of a new drinking water treatment plant to respond to this critical need. The proposed drinking water treatment plant could produce close to 3 million gallons of drinking water per day diminishing the water crises. In addition, the county could potentially sell water to neighboring counties and the agricultural sector to help increase local revenue to the county. The policy requires an initial outlay of $20M and subsequent annual outlays of $5M for the foreseeable future.
How would I approach this task?
The first step would be to convene an interdepartmental capital allocation committee to examine the proposed policy in combining existing capital improvement projects and the overall county master plan for land use. If committee members agree to the feasibility of moving forward the next step would be to update the existing capital improvement plan (CIP), which spans multiple years to ensure adequate resources are available for the proposed water management policy and new facility. Edits to the existing CIP would include the follow:
1. Capital budget manual – contains a calendar or flowchart of the process, instructions, and forms for departments to use when completing requests
2. Cost projections – determining exact costs of each project
3. Revenue estimations – detailed estimate and availability of revenue, both reoccurring and from bond sales
4. Debt planning – outlining debt needs; scheduling voter referendum to authorize debt funding; obtaining voter approval on bond sales
5. Public hearing – schedule public hearing, prior to capital budget approval
6. Prepare final executive budget request
Information, I would need to know:
· Goals, timeliness and identification of various funding sources
· Financial analysis to include: 1) Cost-Benefit analysis – cost v. overall net benefit;
· Financial Condition Analysis
I. Existing long-term debt commitments/obligations
II. Population Growth Trends (e.g., housing, business)
· History of existing and recent user and property taxes – provides insight into existing taxes currently being levied on the community; property sales and tax info would be instrumental in helping to determine trends in sales and ability to generate revenue through levies (impose, “a tax, fee, or fine) and regional commerce activity.
· Fiscal S.
Grant Davis, General Manager, Sonoma County Water Agency
Hon. Mark Limbaugh, Managing Partner, The Ferguson Group
Presented at the October 24, 2013 Texas Water Conservation Association Fall Conference in San Antonio, Texas.
California Prop 68 and Measure A Funding MeasuresGameTime1
The State of California is providing parks and recreation agencies with millions of dollars for recreation projects. GameTime and CPRS recently hosted a webinar with Pilar Alcivar-McCoy (Division Manager of Recreation Facilities and Services for Garden Grove, CA) and John Jones, Chief Information Officer for CPRS on how to apply for and maximize these funds.
Presentation by Jason Spensley, Green Climate Fund (GCF), for a Targeted Topics Forum on financing National Adaptation Plan (NAP) processes. This event was held in Mexico City in June 2017.
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Federal Programs & Grant Management
Mark H. Parrish
Administered $7.25 million in federal grant awards and program funds.
Federal Programs
I’ve employed federal resources to assist with capacity building and support on-going program
implementation under the following federal programs:
US Environmental Protection Agency
a. American Indian Environmental Office – General Assistance Program
b. Water Division
c. Land & Chemicals Division
d. Air & Radiation Division
US Department of the Interior
a. Bureau of Indian Affairs
1. Water Resources program
2. Circle of Flight
3. BIA- Great Lakes Restoration Initiative funding
b. Fish & Wildlife Service
c. National Park Service
Federal Emergency Management Agency
US Department of Health and Human Services
a. Administration for Native Americans
US Department of Agriculture -
a. Natural Resource Conservation Service
b. Animal & Plant Health Inspection Service
c. Forest Service
US Department of Energy
Federal Highway Administration
Grant Management Activities
“(Your annual performance report for the grant) is comprehensive and provides a firm
understanding of the environmental activities that were undertaken , and is an excellent
toll for the Region to evaluate the outcome and/or the effectiveness of the work performed
under the grant so far…In all respects, the grant is being well managed…”
General Assistance Program Project Officer, US Environmental Protection Agency Region 5
Relevant Trainings:
a. US Environmental Protection Agency Grants Management Trainings
b. Bill Helmich & Associates - Administration and Financial Management of
Federal Grants
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Prepared Grant application packages
a. Research grant program policies and procedures
b. Authored work plans and schedules of deliverables
c. Prepared detailed itemized budget and budget narrative/justifications.
d. Grant Assurance documents (Lobbying, Disbarment, Civil Rights)
Supervised Grant Implementation
a. Upon notice of award, review grant terms and programmatic conditions; provide
recommendation to Tribal Chairman to accept and sign for award.
b. Set-up grant account with Finance Department to ensure proper accounting and
records management
c. Monitored individual grants and department budget with the assistance of an
assigned staff accountant
d. Evaluated monthly transaction reports recorded for various accounts against their
respective budget forecasts
e. Verified that Tribal and federal procurement policy and procedures were followed
for purchases and vendor contract negotiations
f. Inspected costs, work, and contractor performance
g. Reconcile procurement invoices with line item budgets and ensure they are
applied to the appropriate grant account
h. Review and confirm reimbursement requests for the Tribal finance department
i. Evaluated grant performance to ensure program objectives and deliverables are
met within budget and within grants’ terms and conditions and programmatic
requirements.
j. Prepared grant progress and Financial Status reports, Disadvantaged Business
Enterprises reporting
k. Assisted Tribal Finance Department with preparation for Single Audits, as needed
Conducted Grant Close-outs
a. Confirm total dollars in reimbursement requests matches up with the grant fund
award total (with adjustments from additions to or de-obligations of funding)
b. Verify all deliverables and work plan objectives have been completed
c. Prepared appropriate equipment procurement and disposition reports
d. Prepare/submit final Financial Status reports, final Disadvantaged Business
Enterprise reports, and other Assurances forms