in the public domain 2010

8/8/2019 In the Public Domain 2010

1/30

Breakin It Down Conference

Friday, October 15, 2010Valerie F. Leonard

Community Development Consultantwww.valeriefleonard.com

IN THE PUBLIC DOMAIN:DEVELOPING EFFECTIVE STRATEGIES FOR GOVERNMENT FUNDING
http://www.valeriefleonard.com/http://www.valeriefleonard.com/


2/30

Acknowledgements

This presentation is based upon information from public sources, including The Federal Register, Grants.gov, the Catalog of Federal Domestic

Assistance Illinois ResourceNet: A Funding Access Initiative

Federal Grants Management Bootcamp Power Point Presentation byValerie F. Leonard,2010 for the Illinois ResourceNet In the Public Domain Power Point Presentation by Valerie F. Leonard 2006 Core Competencies for Effective Grants Management: A Tool for Learn

and Serve America Grantees, published by the Corporation for National andCommunity Service Learn and Serve America,2005

Building Federal Budgets Power Point presentation by Jay Readey, JD,

MBA, 2009 (for the Illinois ResourceNet) Grants Management 101: Understanding Federal Grants Processes,published by the National Alliance of State and Territorial AIDS Directors,2009


3/30

Workshop Goals

You will learn the differences between government submissions

and submissions for private agencies

The grant budget cycle How to translate a proposal into an implementation

plan


4/30

What Well Cover

Understanding Your Audience

Registering With Grants.gov

Grant Cycle

Program Implementation Models of Collaboration

New Themes Under the ObamaAdministration

Financial Management

Grants Management

Contract/Grant Administration

Compliance


5/30


6/30

Understanding Your Audience:Federal Grants vs. Private Foundations

Foundations

Letter of Inquiry

Summary of the proposal

Contact information ofthe principals

Organizations are invitedto submit full proposal ifthe foundation isinterested

Federal Government

Secure DUNS number fromDun & Bradstreet

This is how the governmenttracks funding

Register with CentralContractor Registry

This is how the governmenttracks information on its

partners Register with Grants.gov

The organization will beassigned a username andpassword

Eligible organizations maysubmit proposals

Pre-Submittal


7/30


Foundations

Grants

Program RelatedInvestments, orPRIs

Federal Government

Grants

Formula Grants

Project orDiscretionary

Earmarks

Contracts Loans

Types of Funding


8/30


Foundations

ElectronicDatabases

FoundationWebsites

Print Directories

Libraries

Chicago Public

Library Donors Forum

Library

Federal Government

Grants.gov

Catalog of FederalDomestic Assistance,www.CFDA.gov

Federal Register,www.gpoaccess.gov

Tracking Grant Opportunities

-Match funding sources to your mission and specific programs-Develop a submission schedule based on deadlines and the

required lead time you need to meet them.


9/30

Foundations

Typical documentsto accompany

proposal include

IRS Letter ofDetermination

Articles ofIncorporation

List of board ofdirectors

Form 990

Auditedstatements

Federal Government

In addition to documentsrequired by private

institutions, the federalgovernment requires

Standard Forms (ie, SF-424, Application forFederal Assistance, SF-424A, Budget

Information and an SF-424B, Assurances.)

Certifications (ie,lobbying, conformancewith MBE/DBE/WBE)

Disclosure



10/30

Foundations Qualifications of the

Applicant Needs Statement

Goals andObjectives

Methods

EvaluationComponent

Sustainability

Program Budget

Federal Government Project Abstract

Needs Assessment and

Approach Geographic Location

Goals and Objectives

Program Logic Model

Staff and Position Data

Organizational Profile

Program Framework (i.e., Ready4 Work, Positive YouthDevelopment)

Evaluation

Budget/Budget Justification

Sustainability

MOUs and/or 3 rd Party

Agreements

Common Application Content



11/30

Grants.gov is a central clearinghouse forinformation on federal grant programs

Registration

Dun & Bradstreet (Securing a D-U-N-SNumber)

CCR-the Central Contractor Registrationdatabase.

What is Grants.gov?


12/30

Grant Budget Cycle

Source: NASTAD


13/30

Program Implementation:Translating a Proposal Into a Program

A program plan (sometimes referred to animplementation plan, or work plan) provides detailedinformation concerning the goals and objectives,activities, outcomes and performance measures.

Should be consistent with program logic model andprogram narrative from the grant application

Starts with a mission statement that outlines theprograms purpose and is consistent with the

organizations mission

Should include a timeline and assign roles andresponsibilities for achieving key milestones


14/30


Should be prepared with input from keystakeholders responsible for the success ofthe program

Identifies the skills and tools necessary toachieve program goals (corresponds to theinputs of the program logic model)

Identifies the methods for data collectionand tracking progress towards programgoals and desired outcomes


15/30


Organizations receiving federal fundsshould have strong financialmanagement systems in place

Must adhere to generally accepted accountingprinciples (GAAP) for nonprofit organizations

Maintain systems of internal controls that arereviewed and updated on an annual basis

System of cost management should include fiscaland programmatic components, cost allocation andmonitoring


16/30


Managing Costs

Using the budget provided in the approvedproposal, identify all costs associated with the grant

Manage and document those costs over the life ofthe project

Keep track of invoices, checks, receipts

Look at budget versus actual expenditures;make adjustments as needed

Include direct and indirect costs

Understand the cost principles pertaining to match,allowable costs, direct and indirect costs


17/30


Managing Costs Develop a plan for sustainability, including raising

funds from other sources

Develop effective systems for competitive bidding ofcontracts and procurement

Document process in financial policies andprocedures

Solicit through RFQ (request for qualifications)and RFP (request for proposals) process

Where applicable, grantees should also have anaudit done by a certified public accountant (CPA)


18/30


19/30

Models of Collaboration

MOU

Informal agreement outlining roles andresponsibilities of each partner

Not legally binding

Partnership

Formal contract outlining roles and responsibilitiesof each partner

Legally Binding


20/30

Models of Collaboration

Joint Venture

Two or more organizations joining forces to create aseparate entity to manage a project or program

Formal agreement

Each entity has ownership stake and retainsautonomy

Each entity is part of the governance structure

Merger(New Corporation)

Each organization combines its assets to become anew entity


21/30

Common Elements inCollaborative Structures

Collaboration

(Governance, Decision Making)

Program

Case

Management-Organization A

Mentoring-

Organization C

Housing-

Organization B

Job Training-

Organization C

Finance/Admin-Organization A

Grants

Management-Organization A

Marketing andOutreach (All)

Fundraising-Organization A

Legal structure could take on a number

of forms, including, MOU, Partnership,

Joint Venture or New Corporation.

Governance could occur through a

MOU, partnership agreement, advisory

council, board of directors, etc.

Source: Your First Chance at the Second Chance Act, Power Point Presentation byValerie F. Leonard for Illinois ResourceNet


22/30

Develop a Strong Program Logic Model

Macro Big Picture Policy National

Micro Local Community, Organization Clients

SituationAnalysis

What We InvestMoneyStaff TimeEquipmentSupplies

What We Acquire Additional Staff

ExpertiseTraining

Inputs Who WeReach Target Market

What We Do Programs Services

Outputs

How will ourclients orcommunitybe impactedby our work?

Short Term

Intermediate Long Term

Outcomes

Goals and Objectives

Ongoing Evaluation

*Adapted from the University of Wisconsin Extension Program Action Model


23/30

Sample Mentoring Program Logic ModelGoal: Reduce the rate of recidivism among clients in Second Chance Act-funded programs by 50% over the next 5 years

Situation Analysis Inputs Outputs Outcomes

Over 650,000 inmates arereleased per year in the U.S.and return to their families andcommunities

Hire case manager, recruit andtrain mentors, hire VISTAvolunteer

Target nonviolent offenders 18years or older that have beenreleased from prison within thepast 180 days

Outcome: Clients secureemployment

Indicator: # clients enteringemployment

Without intervention, 40% of

returning inmates will return toprison within 5 years

Purchase software to track

program outcomes

Provide case management and

mentoring programs

Outcome: Clients establish

consistent work history

Indicators: # clients remainingemployed

18,377 inmates were released toCook County in 2001 . 15,488(84.3 percent) were released tothe city of Chicago.

Provide professionaldevelopment opportunities forstaff; develop pre-releaseorientation and learningopportunities for prisoners.

Provide job training andplacement programs.

Outcome: Clients earn livingwages

Indicator: Average earnings

The Second Chance Act of 2007

was passed in April 2008.

Provide matching funds and in-

kind donations up to 50% ofgrant amount

Make referrals to supportive

services

Outcome: Increased public

safety

Indicator: Rates of recidivismamong program participants

Evaluation: What is the power of the mentorship model to reduce recidivism? Utilize data from intake process, and other programdocuments to conduct ongoing program assessment and quality improvement. Hire outside evaluator to provide evidence-basedprogram evaluation.

Source: Your First Chance at the Second Chance Act, Power Point Presentation byValerie F. Leonard for Illinois ResourceNet


24/30

New Themes Under the ObamaAdministration

Increased accountability and transparency

Greater focus on outcomes as opposed toproduction

Reports of grant awards, compliers and

noncompliers online Reports/GIS maps of all stimulus funding online

Focus on evidence-based processes

Processes should be grounded in best practices

with sufficient data to support the process Greater emphasis on evaluation

Greater emphasis on capacity building


25/30

Helpful Hints

Allow community needs to drive theproposal development process, asopposed to build it, and theyll come

Make sure the funding you seek and

programs you develop are within therealms of your organizations mission,goals and objectives

Ensure your organization has the

internal capacity to fulfill grantrequirements and maintainaccountability

Establish relationships with persons atall levels of the grant making process


26/30

Preparation

Elements of Effective Letters of Support Letter should come from individual or organization

who will provide services or resources, utilizeservice

Letter should not look or sound like a form letter

Supporter should demonstrate knowledge of theorganization, the project

Letter should indicate commitment of some sort (ie,Cash or in-kind resource; use of service once it isavailable; provision of technical assistance to staff or

clients

Note: In some instances a memorandum of understanding (MOU)outlining roles and responsibilities may be helpful to maintain acommitment, or even required by the funding agency.


27/30

Preparation

Research the Issues

Get expert opinions

Conduct public relations campaign Quantify the costs and identify

potential funding sources

Establish relationships with keydecision makers


28/30

Contract/Grant Administration

Monitor project/program progresstowards goals periodically (monthly,quarterly, or annually)

Submit regular status reports and/orgrant reports

Monitor budgeted versus actualprogram expenditures; explain

variances Evaluate program regularly. Useresults to inform future programchanges.


29/30

Compliance

Understand contractual and regulatoryreporting requirements Form 990 and AG 990-IL

Audited statements

Periodic reports as required by agency

Understand penalties fornoncompliance

Loss of funding Possible repayment of grant funds

Financial Penalties and late fees

Loss of tax-exempt status


30/30

Thank You!

It has been a pleasure providing thisworkshop. If you have any questionsregarding the content, please feel freeto contact

Valerie F. Leonard

773-521-3137

[email protected]
mailto:[email protected]://www.valeriefleonard.com/http://www.valeriefleonard.com/mailto:[email protected]

in the public domain 2010

Documents