how will federal grant reform impact the grant professional - data act
DESCRIPTION
US Federal Grant and Government reform is changing the way grant professionals and organizations seeking and securing federal funding are working. Jo shares the various federal laws and initiatives which are focused on increasing productivity and transparency while enabling a digital government to spur innovation and quality of services. Digital government is cutting, consolidating or saving money on programs that are inefficient, duplicative of simply no longer needed. These efforts are fueling change, collaboration and an 'App Economy'.TRANSCRIPT
Reform of Federal Policies Related to Grants & Cooperative Agreements
June 14, 2013 Presented to:
Minnesota Northstar Grant Professionals Association
By Jo Miller, GPC
J. Miller & Associates, Inc. [email protected]
Jo Miller, GPC [email protected] 1
1999 - Public Law 106 – 107
• Effectiveness & Performance • Simplify applications &
reporting • Improve delivery of services • Facilitate greater
coordination
Federal Financial Assistance Management Improvement Act
Jo Miller, GPC [email protected] 2
2009 - Executive Order 13520
• Transparency & Public Participation
• Accountability & Coordination
• Focus on Contractors & working with
State and Local Stakeholders
• Policy Proposals
Jo Miller, GPC [email protected] 3
2011 Digital Government
• Enable access to high-quality digital
government information and services any
time anywhere on any device.
• Government adjusts to digital world
• Unlock the power of government data to spur
innovation and improve quality of services
Jo Miller, GPC [email protected] 5
2012 - 21st - Century Government
• Efficient • Transparent • Creative
Jo Miller, GPC [email protected] 7
2012 Advance Notice of Proposed Guidance
$600 Billion in Grants & Cooperative Agreements Annually
Jo Miller, GPC [email protected] 9
Reform of Federal Policies Relating to Grants and Cooperative
Agreements; Cost Principles and Administrative Requirements
(Including Single Audit Act)
Federal Reform for Grants
Jo Miller, GPC [email protected] 11
Guidance Targets Risk & Minimizes Burden
• Overlapping Complex Guidance
• Inefficient Use of Oversight Resources
Revised Guidance in OMB Circulars
Jo Miller, GPC [email protected] 13
Combine 8 into 1
• Administrative Requirements – A-102, Grants and Cooperative Agreements with State and Local Governments – A-110, Uniform Administrative Requirements for Grants and Other Agreements
with Institutions of Higher Education, Hospitals and Other Non-Profit Organizations
– A-89, Catalog of Federal Domestic Assistance
• Cost Principles – A-21, Cost Principles for Educational Institutions – A-87, Cost Principles for State, Local and Indian Tribal Governments – A-122, Cost Principles for Non-Profit Organizations
• Audit Requirements – A-133, Audits of States, Local Governments and Non-Profit Organizations – A-50, Audit Follow-up
Jo Miller, GPC [email protected] 14
Revised Guidance on OMB Circulars Return on Investment
• Reduced burden through clear guidance
• Reallocated Audit Resources
• Robust comprehensive guidance for grants community
15 Jo Miller, GPC [email protected]
Universally Standardized Grants Business Process
Data Collections Streamlined
Jo Miller, GPC [email protected] 16
Universally Standardized Grants Business Process
• June 2013 ~ standardized award notice, closeout data and certifications
• December 2013~ revised standardized post award data
• June 2014~ standardized pre award data • December 2015 ~ any non-standard form approvals
will expire
Data Collections Streamlined Timeline
Jo Miller, GPC [email protected] 17
Validated Public Financial Data
• Lack of control totals to verify accuracy of spending data and financial data and accountability to stakeholders
• Lack of high quality information on which to base program management decisions
• Inability to adequately satisfy requests for information
Public Spending Data Aligned to Core Financial Data
Jo Miller, GPC [email protected] 18
Highly Qualified Personnel
• Lack of consistent standards for qualifying people to perform the grants management function
• No government-wide core training required of people performing the grants management function
Grants Professionals Are Trained and Certified
Jo Miller, GPC [email protected] 19
Highly Qualified Personnel
• Reduce financial risk of grants through staff competency
• Consistency across government
• Leverages work done by Leading EDGE group
• Standard set of competencies and core training for grants managers
Grants Professionals Are Trained & Certified ROI
Jo Miller, GPC [email protected] 20
Strong Program Oversight
• Many major Federal programs receive repeated “unclean” audit opinions from the same grantees
• Lack of prompt follow-up actions lead to unresolved audit findings
• Unresolved audit findings increase the risks to program integrity
Reduce Unclean Audit Opinions
Jo Miller, GPC [email protected] 21
Strong Program Oversight
• Stronger Oversight & Reduced Risks
• Reduce potential for Improper Payments
Reduce Unclean Audit Opinions ROI
Jo Miller, GPC [email protected] 22
Indicators of Successful Management of Grant Dollars
Fewer Unclean
Audit Options
Timely Grant
Closeout
Fully Certified
Professional Workforce
Validated Public
Financial Data
Recipients Report
Reduced Burden
Measurably Improved Outcomes
Jo Miller, GPC [email protected] 23
Resources
• Executive Order 13576 • Executive Order 13520 • GATB • US CFO Council – Reform of Federal Grants Policy • Advanced Notice of Proposed Guidance in Federal Grants • Digital Government • SAM • Grants Management Training
Jo Miller, GPC [email protected] 24
