Advanced Grants Management

Sonia PlataNew Detroit, Inc. Elizabeth Agius Wayne State University

4th Annual Funding Resources Face to Face ConferenceOctober 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

Why is Grants Management Critical?

Administering the program implementationReporting to funderComplying with regulationsQuality ControlEvaluationImprovement/Lessons Learned

Grant Life Cycle

Winning an Award

• Are you chasing the money?• Strategic Analysis

– Vision– Mission– Cost/Benefit– Organizational Capacity– Organizational Capability

Team Involvement

Program Director/Principal InvestigatorProgram ManagersFiscal ManagersProcurement OfficersManagement/Leadership

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

fundsTeam must have a thorough understanding of the grant/program budget

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

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

Reporting

Required progress reportsSemi-AnnuallyQuarterly

FormatCloseout reportExtension process

Reporting

Required fiscal reports/formsRequired signaturesExpending and managing funds in conformity with the approved budgetCarryover/Unliquidated funds

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

Communication withProgram Officer

RoutineProvide updates and reports timelyCommunicate challenges and successesUnderstand 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

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 served8 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…

Managing Performance

Follow security, health and safety proceduresEstablish an Audit Management ProcessFollow 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

– StaffingIncreased staff to handle monitoring, communication, and administrative functions Specialized yet cross-trained for greater efficiencyInvestment in staff developmentMonthly team meetingsClear understanding of role and responsibilities.Specific goals and objectives

Managing Performance

– Communication with stakeholdersIncreased 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 eventsMoved to electronic methods of reporting

Lessons Learned

Always keep communication open with program officerExpect and prepare for changes/delays Monitor implementation against a realistic timelineClear expectations of roles and responsibilities of teamModify implementation plan as needed Use evaluation results to modify implementation

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

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.pdfOMB Circular A-133 – Audits of States, Local Governments, and Non-Profit Organizations:http://www.whitehouse.gov/omb/circulars/a133/a133.pdfThe Kellogg Foundation – Logic Models: http://www.wkkf.org/default.aspx?tabid=101&CID=281&CatID=281&ItemID=2813669&NID=20&LanguageID=0The American Evaluation Association: www.eval.orgUniversity of Wisconsin – Logic Models: http://www.uwex.edu/ces/lmcourse/interface/coop_M1_Overview.htm

Contact Information

Sonia PlataDirector of CommunityCapacity BuildingNew Detroit3011 W. Grand Blvd.Suite 1200Detroit, MI 48202313-664-2099313-664-2071 (Fax)soniaplata@newdetroit.org

Elizabeth AgiusManager of CommunityResearch PartnershipsWayne State UniversitySchool of Social Work4756 Cass AvenueRoom 419Detroit, MI 48202(313) 577-5251eagius@wayne.edu