Post on 10-Mar-2018
Lyvier Conss, Executive Director
Community College National Center
For Community Engagement
How to Manage a Grant and Stay in Compliance
The Center provides the following services:CCNCCE seeks financial assistance (cash and in-kind) to support service
learning and civic engagement programs addressing some of the following topics, but not limited to:
Provides on-site training and technical assistance at community college campuses throughout the entire U.S. and abroad on various topics including how to connect institutional mission and/or strategic plans to service-learning; guidance on how to connect accreditation guidelines to service learning; service learning program development and expansion, community partnerships, and fundraising, grant development and management, and training for pre and post award compliance.
Submits innovative grant proposals to various public and private funding sources and subsequently provides financial assistance to community colleges to support campus service learning and civic engagement programs.
Hosts an annual national conference and regional workshops with special emphasis for community college faculty and staff.
Presents on best practices at local, regional, and national conferences.
Produces an on-line peer reviewed journal.
Partners with local, regional and national public and private organizations to promote and further service-learning and civic engagement.
Recognizes outstanding service learning partnerships through its National Collaboration Award program.
Serves as a voice to further community college involvement in service-learning and civic engagement throughout higher education.
College access, retention, and completion
Workforce development
Economic development
Leadership
Capacity building
Strategic planning
Staff and faculty development
Research and evaluation
Fundraising and grant writing
Fund development, management, and compliance
Curriculum development
Partnership development
Service-learning scholarships
Service-learning faculty stipends
Civic Engagement
Mentoring (secondary and post-secondary students)
Tutoring (secondary and post-secondary students)
Domestic Violence Prevention
Environmental Sustainability
Green building
Science, Technology, Engineering and Math
Health: Diabetes, Hypertension, Obesity Prevention, Dental Care and Hygiene
Emergency preparedness and rebuilding
Animal Cruelty Prevention
Hunger
Homelessness
Student Philanthropy
International service-learning
The Community College National Center for Community Engagement is a national organization with a 21 year history of successfullydeveloping and managing innovative partnerships and disseminating lessons learned throughout the higher education community. An outcome of the mission of the CCNCCE is to support and promote the pedagogy of service-learning, a teaching method which combines academic instruction with community service as it focuses on increasing college access and completion, academic achievement and engagement, critical and reflective thinking and civic responsibility.
Overview of Community Colleges
o100+ years, unique to U.S.
o6.5 million students
o45 percent of all undergraduates
oOver 1100 community colleges
3
Why seek private and public monies?
•Scholarships
•Endowments
•Special Projects and Initiatives
•Support Innovation
•Maintain existing academic and student programs
•Capitol
Types of FundingPublic
•Federal
•State
•County
•City
•Normally Restricted
Private• Foundations
• Corporations
• Gifts
• Planned Giving
• Contracts
• In-kind
• Can be restricted and unrestricted
Federal Funding
Community College Students
• Over 50 percent of students attend a community college
• 35 percent of federal Pell grants
• 9 percent of federal student loans
Community Colleges
• 70 percent have established grants offices
• Receive 10 percent of federal funding to postsecondary education
6
Federal Funding Task Force
Federal Agency Department of Education (ED)
Department of Labor (DOL)
National Science Foundation (NSF)
Competition Name Student Support Services (SSS)
Community Based Jobs Training (CBJT)
Advanced Technical Education (ATE)
Fiscal Year 2009-2010 2008-2009 2008-2009
Total Awards 946 69 138
Award Amount $300,525,678 $124,930,400 $51,600,000
Awards to Community Colleges
294 50 101
Award Amount to Community Colleges
$87,971,762 $89,347,710 Not listed
Percent Awarded to Community Colleges
31% 72% 73%7
Source: Council for Resource Development
Funding for Communing Colleges from Private Monies (foundations, corporations, endowments, gifts)
Postsecondary Education Donations
• All Time High ($28 billion annually)
• Community Colleges Share (2 percent/$560,000,000)
• Community Colleges Educate Half of Postsecondary Education Students in the U.S.
Community College Times, 1/8/08
Largest Community College Endowments• California: $266 million serving 2.6 million
• $102/student
• 12 credits: $240
• Endowed/student/12 credit hours: 43%
• Miami Dade: $209 million serving 165,000
• $1,267/student
• 12 credits: $811
• Endowed/student/12 credit hours: 156%
• Maricopa: $25 million serving 260,000
• $96/student
• 12 credits: $852
• Endowed/student/12 credit hours: 11%
Community College Grants Offices
• Resource development characteristics
• Most established in the 1980s and 1990s
• Community college grants offices are fragmented and understaffed
• Administrators require a greater understanding of the grant seeking process 10
Community College Faculty
• Primary role is teaching
• Increased emphasis on scholarly activity
• Grant writing and grant management are challenging
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Managing A Grant• Grant management begins PRIOR to applying for a grant
• Should align with college mission, vision, priorities, strategic plan, and accreditation
• Proper college procedures for seeking funding should be followed, whether for public or private funding:
• Submission of Pre-approval forms
• Submission of Required forms by funder
• Appropriate signatures for applying and accepting awards
• Being realistic of what it takes to manage grant (small, large, HUGE, and individual vs. consortia)
• Commitments by institution during and beyond grant period
Institutional and Principal Investigators Responsibilities for managing grant
• Grant award is based on proposed application, if not it needs to be re-negotiated and new outcomes and budget need to be updated, prior to acceptance of award. Otherwise, funder will expect original outcomes for a lesser amount of award.
• All parties (internal and external) involved in grant need to receive training on objectives and outcomes for the proposal; timelines and programmatic and budget reporting process.
• All parties involved in grant are qualified to participate in grant including passing necessary clearances (epls.gov, fingerprinting, terrorist, etc)
• Important to develop a strong and open relationship with program officer from funding source.
What gets Principal Investigators and Institutions in Trouble
• Not meeting programmatic and fiscal reporting deadlines
• Not meeting goals, objectives and outcomes
• Not adhering to IRB rules
• Replacing principal investigator without pre-approval by funder
• Over spending budget
• Under spending budget
• Matching grant with unallowable funds
• Supplanting and co-mingling funds
• Embezzlement
Consequences of non-compliance to Principal Investigator and Institution
• Suspended from doing business with funder
• Debarred from doing business from funder
http://www.EPLS.gov
• Repayment of Grant
• Go to PRISON
http://www.cncsig.gov/InvestigativeNews.html
Forms to Help Keep You in Compliance
• Scope of Work for all parties (internal and external) involved in grant.
• Distribution of funders and institutions policies, provisions, laws as they affect the program and budget of grant.
• Quarterly Progress Reports (Even if funder only requires annual reports. Quarterly reports help identify problems early on in project)
• Designated secured webpage for all parties involved in grant to share updates, maintain forms they need to fill out, post concerns, etc..
Forms (con’t)
• Site visit forms for trainers
• Photo and Report Release Forms
• Reimbursement forms for consultants, trainers, etc.
• Time and Effort Forms for P.I., faculty, staff (If salary is being charged to grant or used as match – see sample)
• Timelines for deliverables
• Sample of allowable match monies
Example of Match Documentation Guidelines Match must be reportable. You must have a method for tracking it and calculating its cost. Your match for the grant cannot come from other federal monies. Your match documentation must add up to the amount you are claiming as "Recipient Share" on your Financial Status Report.
Suggested Method for
Calculating
Suggested Supporting
DocumentationDescription
1) Salary/Benefits
Maintain monthly time and
attendance records. Determine
total hours worked on grant and
multiply by actual hourly wage
(salary &
benefits).
OR:
Determine percentage of time
spent on
program. Multiply actual
salary/benefits expense for the
period by percentage of effort.
Usually used
if time is not more than 5% to
10%.
Time and Effort sheet
signed by supervisor. Copy
of hourly rate used.
OR:
Certification of percentage
of time worked on program
signed by supervisor. Copy
of actual salary expense for
the period.
2) Supplies and
Equipment
Copies of invoices,
including proof of
funding source.
3) Postage,
Telephone, and
Printing
Copies of invoices if using
outside vendors. If internal,
a copy of log, including # of
pieces/calls, rate used by
institution, date, etc.
4) Waived Rental
Space
Determine square footage of
space x percentage of time used
for grant x rental rate. If rental
rate is not available from
institution, attempt to obtain at
least 3 written quotes for the
going rate for similar space and
conditions in the area.
Copy of rental rate from
institution or quotes,
whichever is used for
calculation. Support for
square footage. If used for
meetings, a copy of agenda
including date and length
of meeting.
5) Waived or
Reduced
Consultant Fees
The difference between the
normal rate and discount rate
can be claimed for match. If
hourly, track number of hours
worked and multiply by in-
kind rate (normal rate -
discounted rate)
Copy of letter/invoice from
consultant stating normal
rate and corresponding
discounted rate.
6) Travel
Copy of travel
reimbursement and/or
invoices.
7) Waived Indirect
Costs
The difference between the
negotiated indirect
cost rate and the amount
claimed for indirect
costs can be claimed for
waived indirect. Must
be calculated on actual direct
expenses incurred for the
period.
Copy of Negotiated Indirect
Cost rate agreement and
support for direct
expenses used in calculation.
EXAMPLE OF EFFORT DOCUMENTATION FORM
Employee Name:
Name of Grant:
Grant Account Number:
COLLEGE
QUARTER JAN – MAR APR – JUN JLY – SEP OCT – DEC
(circle)
FISCAL YEAR 09-10 10-11 11-12(circle)
% of my effort devoted to the NAME OF GRANT grant activities *
(broad categories of activities performed during the reporting period identified
above)•
•
•* Note: % of effort cannot exceed time authorized by the grant
I certify to the best of my knowledge that this is a reasonable distribution of effort contributed to this program for this employee for the
period indicated.
_________________________________________
Project Director’s (PD’s) signature Date
OR Supervisor if form is completed by PD
% of my effort devoted to regularly assigned college funded duties
% of my effort devoted to other grants: (list only % of effort and name of
grant)
% __________________________________
% __________________________________
% Total (% of effort must add to 100%)
I confirm that this is an accurate distribution of effort/work contributed for the period
indicated. __________________________________________
Employee’s signature Date
GRANT PROJECT SELF-ASSESSMENT
• Are activities related to accomplishment of objectives progressing on schedule?
• Is there any indication of a failure to perform? Any significant problems?
• Is the budget significantly under-spent or overspent, both by line item and total?
• Have any budget amendments been made? Did the Grants Office and Grants Accounting receive copies? Did the Program Officer approve the amendments and was documentation of that approval shared with both the Grants Office and Grants Accounting?
• Have some project activities been adversely affected by slow startup and unfilled positions?
•If the project serves participants, do you
know the eligibility requirements and do
all participants meet the eligibility
requirements?
•Has the project established and is it
maintaining a data collection system to
collect appropriate data needed to
document success, report performance
and evaluate the project?
•What are you doing to collaborate with
partners?
•Are grant project key personnel and/or PI
team working together effectively and
productively?
•Do you keep your supervisor and the
District Grants Office informed about new
developments, progress, setbacks and
significant problems?
GRANT PROJECT SELF-ASSESSMENT• Are you implementing evaluator
or program officer recommendations?
• Is your project supplanting, co-mingling funds, or making unauthorized expenditures?
• If matching is required, is the project compiling appropriate data to document match?
• Are you implementing the effort reporting requirements?
• Does your project follow proper administrative procedures for getting things done?
• Are reports of high quality and submitted on time?
• Are you working cooperatively and keeping District Grants Office and Grants Accounting informed about problems, planned changes, and communications with the funding source?
• Have Principal Investigators and Project Director involved in your project completed the required Human Subjects Research training and application for their project?
Thank You for Your Attention
Lyvier ConssExecutive Director
Community College National Center for Community Engagement
1025 N. Country Club Dr. Suite 320Mesa, Arizona 85201480-461-6280 phone
480-461-6284 faxConss@mesacc.edu
http://www.mesacc.edu/engagement