CANAR Consortia of Administrators for Native American Rehabilitation

FISCAL MANAGEMENTFOR PROJECT SUCCESS

CANAR 2012

CANAR 2012

WHERE: Do I start?

Begin with the End in Mind~Stephen Covey~

Review the goal(s) and objectivesReview the timelineReview the evaluation plan (what data will be collected)Revisit your work plan every 3-6 months.

The Program Officer is your main contact and direct link to the funding agency

It’s important relationship to build with your Program Officer as you implement your proposal.

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RELATIONSHIP with the Funder

Projects are usually funded in areas of the Project Officer’s expertise.

Draw upon your program officer’s expertise

They want you to be successful

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Your Funding Source as a Customer

Complete and deliver all reports on time.

Equally important is your knowledge and familiarity with the format and terminology the funding agency wants you to use.

If you are unsure of format, contact the program officer

Show integrity when submitting your reports

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Reporting Requirements

Be honest, reliable, and up front about your project’s development, delivery and progress.

All paperwork must beaccurate and defensible

for any audits or inquiries.

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Reporting Requirements

Keep correspondence and/or inquiries clear and concise. Ask questions if they are regulatory and required by the funding source.

Outline the issue and propose one to two resolutions

Avoid open-ended questions that have no parameters

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Inquires

Ensure that interactions reflect positively your program. When they are asked about successful and innovative projects, they will mention your organization.

Discuss strategies for program growth and/or expansion

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Interacting with Program Officer

Notify the program officer of accomplishments throughout the year

Make sure they have something to brag about to their agency and supervisors

Informally share new discoveries with your program officer or liaison, then, as appropriate, formally in your required reports.

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Interacting with Program Officer

Solve all of your problems at the local level if at all possible.

Annual reports should contain NO surprises

Inform your program contact of problems as soon as they arise

Offer some of your ideas for correcting the problem and get their feedback

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When Problems Arise

Relationships take time and trust We all have different working styles Empathize with the care about your

program officer/liaison, as with any colleague

When people’s moods change, so does their receptivity

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Points to Ponder

Remember that your program officer is every bit as busy and as important as you are to the Project!

“Relationships of trust depend on our

willingness to look not only to our own

interests, but also the interests of others”

~Peter Farquharson~CANAR 2012

Points to Ponder

Means you… Know and comply with the terms and

conditions of your award and the awarding agency

Know and comply with the policies and procedures of your organization

Have an accurate record keeping system to account for the expenditures

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FINANCIAL MANAGEMENT

Means you… Accurately and actively monitor your

project

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FINANCIAL MANAGEMENT

Review your award notification document. Pay special attention to:

Program contact Award Period(s) Award Amount Performance and Financial Reporting

Information and Due Dates

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THE “HOW TO”

Review applicable guidelines EDGAR – Education Department General

Administrative Regulationshttp://www.ed.gov/policy/fund/reg/edgarReg/edgar.html

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THE “HOW TO”

Review applicable guidelines 34 CFR-This is the general guidelines for

all Department of Education awardshttp://www.access.gpo.gov/cgi-bin/cfrassemble.cgi(Search by part referenced on GAN)Part 80 – Used by State and Local

Governments and Indian Tribes

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THE “HOW TO”

Review applicable guidelinesOffice of Management & Budget (OMB)

Circulars- Information about cost principles which are used to determine allocable costs

http://www.whitehouse.gov/omb/circulars/index.html

A-87 Cost Principles for State, Local and

Indian Tribal Governments

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THE “HOW TO”

Your budget is not set in stone! You can make allowable changes based on the EDGAR guidelines, but you must have an internal institutional policy on changes that must be followed.

There is flexibility for change, as long as you stay within A-87 and EDGAR guidelines in regards to what needs prior approval.

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DAY TO DAY ACTIVITIES

Changes that require sponsor approval will need to be submitted in writing to your Program Officer.

Changes that can be made internally will need to follow your institutional policies.

Keep your Program Officer informed and involved.

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DAY TO DAY ACTIVITIES

The Project Director is responsible for technical and programmatic reporting.

Most awards require reporting on technical progress at least on an annual basis. (Annual and 6-month reports)

Significant deviations (program, effort, budget) should be reported.

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PERFORMANCE/PROGRESS REPORTING

Required at the end of the award period (usually annually).

Standard Form (SF) 269 or SF2 69A reports the status of funds for all non-construction projects or programs.

Federal awarding agency shall prescribe the frequency of submission.

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FINANCIAL REPORTING

Review your award terms and conditions and sponsor guidelines

Work within the policies and procedures of your organization.

Notify your program officer if there are any differences between the plan that was originally written into the grant proposal and your actual once funding has been secured.

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REMINDERS

Fiscal Management is essential. Know your expenditures.

Stay in touch with your fiscal manager in order to stay informed of your actual expenditures and be certain of your financial status.

Quarterly meeting with your financial manager should be sufficient to provide you with a clear understanding of your budget status.

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RECOMMENDATIONS

The accomplishments of your consumers

A willingness to lead from a asset oriented perspective

Responsible management Corrective evaluation Fiscal accountability Shared outcomes High quality relationships

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SUCCESS DEPENDS ON

In addition to EDGAR §§75.530–75.534, the following are allowable costs—

(1) Expenditures for the provision of vocational rehabilitation services and for the administration, including staff development, of a program of vocational rehabilitation services.

(2) Expenditures for services reflecting the cultural background of the American Indians being served….to achieve his or her vocational rehabilitation objective.

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§ 371.41   What are allowable costs?

Services provided under the VR programs are any services described in an IPE necessary

to assist an individual with a disability in preparing for, securing, retaining, or regaining an employment outcome that is consistent with the strengths, resources, priorities, concerns, abilities, capabilities, interests, and informed choice of the individual.

Examples of the types of services that can be provided are in Section 103(a) of the Act

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