South Dakota Community Foundation
You have just been awarded the grant.
- You can hire the much needed staff
- You can call your contractors to start the
- You can kick-off your brilliant project.
Be careful for what you wish for… it just
might come true.
Today we will discuss:
Grant Management Preparation
When writing the proposal, keep your grant
reporting in forefront:
Scope of work
◦ Be very clear on the scope of work. Draw a “fire wall”
around the grant project and the rest of your work.
◦ Keep your objectives SMART. Try not to have too much
duplication in your objectives.
◦ Define tangible deliverables for each objective. Know
when they start and end.
◦ If asked to define milestones in proposal, be aware your
funding may be tied to milestone completion. Keep
milestones realistically aligned within budget periods.
◦ Budget items that can be measured.
◦ Understand budget periods…periodic or tied to project
◦ Understand cost sharing implications.
◦ Define a reasonable timeline.
◦ Allow flexibility and contingency.
◦ Devote project team members’ time. Be realistic.
◦ Ensure they have the appropriate skill set and tools to complete
Identify your grant administrator.
Ensure your financial systems are compliant
to grant reporting.
Identify a project manager if not the same
person as the project director.
Establish contractual arrangements or MOUs
Grants are forms of investments for funders.
◦ Deploy research, service and resources
◦ Disperse geographically
◦ Disperse to target populations
◦ Market to target audience
◦ Enhance corporate mission
◦ Empower others to employ their core mission and
Final grant submission
◦ Each reporting period
If you only get one message from this
The manner in which you manage your
grant will determine if you will receive
future grant funding.
…independent of whether the project itself was
successful or unsuccessful.
Do you understand all terms and conditions?
Have you taken the time to check/review
Do you understand reporting requirements?
Is there a pre-award clause?
Has your project changed substantially? Now
is the time to negotiate changes.
Do not be surprised if the funder requests
changes to your proposed project plan.
Compliance Issue Action Plan
If you have already received a federal grant, your
government project manager is your best source
of advice. Ask him/her for webinar links or
If you have not received a federal grant but are
curious of reporting requirements, the OMB
webinars held the week of July 20 (they will be
archived) for potential Recovery Act awardees
may be beneficial. Please refer to the following
Prior to contract execution, ensure your financial
management system is in compliance:
Generally allowable accounting practice (GAAP) is typically
a required standard.
Allowable indirect costs may be negotiated during
contracting phase if not already established.
Unallowable indirect costs such as marketing and lobbying
are not allowed.
Total costs as well as cost share of each funding source
shall be carefully documented as well as summarized in
reports generated by applicant or provided by the funding
Time tracking may be required. If so, establish a time
tracking policy (minimum) and invest in time tracking
Cost Item Your Loan USDA Fdn A Fdn B
Construction $$$$ $$$$
Equipment $$ $$
Fringe Benefits $$$
Scope of Work
◦ Actual work completed versus proposed
◦ Results and deliverables
◦ Anticipated progress between current and next
◦ Actual progress versus proposed progress
◦ Interventions to get back on track
◦ Actual versus proposed budget
Turn your reports in on time. Create an electronic or hard
copy file to compile documentation.
Give them what they ask for – do not second guess. If it
doesn’t make sense, ask.
Stuff happens. Do not hide problems. For example, if
your timeline shifts, be clear why it did. Create a risk
mitigation plan and share it with your project manager.
If your scope of work changes, call your program manager
and discuss. They will likely want you to submit a letter of
request with a new written scope of work, budget and
timeline. In turn, they will send you a formal letter
approving or denying this request. Save this letter!
Sometimes program managers will not know what they
want to see until they see it. Thus causing iterative work.
Most grant proposals require an evaluation plan. Your
evaluation plan should be implemented concurrent to the
How will you measure each objective? How will you know
if you accomplished what you set out to do?
How will you obtain feedback from the target audience?
How will you evaluate the project implementation?
Did you need to make interventions? If so, were they
Will you use quantitative or qualitative methods or a
Will you use an internal or external evaluator? Typically ~5
– 10% of your budget can be allowed for evaluation.
Establish a good working relationship with your
project manager (government) or foundation
representative and implement the following:
Live the Golden Rule.
Establish sound procurement procedures.
Don’t even think about it…construction kick-
backs, conflict of interest.
Cultivate research integrity.
Set high expectations for reporting integrity.
◦ Financial System
◦ Independent Auditing
◦ Intellectual Property
Independent Contractor (university, service firm)
◦ Grant reporting or editing
Now that you have attained the grant,
implemented a successful project and managed
the grant with integrity, you are ready for next
Outline the next project phase (e.g., expansion of
service area or provided services, development of
a pilot scale to a demonstration scale) using
compelling data from current phase.
Engage and market to current funding sources.
Research new funding sources.
If the clock were turned back, I would do the
following when managing my grant:
Sharon L. Chontos
Chontos Consulting, LLC