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Grant Management Responsibility and Accountability.

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Presentation on theme: "Grant Management Responsibility and Accountability."— Presentation transcript:

1 Grant Management Responsibility and Accountability

2 Responsibility and Accountability Knowing and understanding the responsibilities/obligations that exist – Fiscal Programmatic Accepting the Responsibilities Demonstrating performance

3 DOCUMENTATION  Sufficient (enough)  Reliable (dependable & trustworthy)  Relevant (related to the agreement) “The palest ink is better than the best memory.” Chinese Proverb

4 Planning “If you don’t know where you are going, you are sure to end up somewhere else.” - Mark Twain

5 Planning Where am I going?Where am I going? Determine your goals and objectives What has history taught us?What has history taught us? Look at information from prior agreements What can I do or not do?What can I do or not do? Review funding information for allowable and unallowable activities and fund use How do you get there?How do you get there? Identify the tasks required to reach goals

6 Agreement Types NOTE: Agreements with Recipients or Sub-Recipients – The method of payment is merely a means of disbursing funds to the provider; funds must still be accounted for.  Fixed Price – 1/12, Quarterly  Fixed Rate – Per hour, Per client  Cost Reimbursement  Combination

7 Section , F.S. A person or entity that is awarded funding on a non-competitive basis may not be paid more than the competitive market rate…

8 Section , F.S. Agencies will maintain records to support a cost analysis. The analysis will include a detailed budget and the agency’s review of individual cost elements for allowability, reasonableness, and necessity. For non-competitively awarded agreements exceeding Category II ($35,000), agencies will refer to CFO Memo No. 3 (09-10) for the required Cost Analysis form and instructions.

9 Cost Analysis  Attorney General Opinion # states an agency must have expressed or implied statutory authority to expend state funds.  An agency cannot delegate to a provider an authority the agency does not possess. If an expenditure is unallowable for an agency, it is generally unallowable for the provider.

10 The Agreement The agreement document provides a clear blueprint that all parties can follow to make sure the Agency’s expectations and objectives are met. Has a direct effect on the payment and monitoring processes. The level of the project’s success can be influenced by the quality of the agreement document.

11 Section , F.S. Applies to Recipients and Subrecipients – (1) Scope of work clearly establishing all task requirements. (2) Deliverables that must be received and accepted in writing by the agency before payment.

12 Section , F.S. (1)(d) Scope of work establishing all task requirements (e) Deliverables that must be received and accepted in writing by the contract manager before payment. (h) Specifying the financial consequences that the agency must apply if the contractor fails to perform in accordance with the contract.

13 Scope of Work Clearly Established Identify all tasks/services that the provider is required to perform Specific Specific detailed direction regarding the performance/documentation of services Directly related to the goals and objectives of the Program Benefit to the program/state should be clearly evident

14 Scope of Work Tips Clarify industry specific or technical terms. Passive language will get you in trouble. Avoid ambiguous language.

15 Watch your language! Real News Headlines Complaints About NBA Referees Growing UglyComplaints About NBA Referees Growing Ugly Plane too close to ground, crash probe toldPlane too close to ground, crash probe told Cold Wave Linked To TemperaturesCold Wave Linked To Temperatures Man Is Fatally SlainMan Is Fatally Slain

16 Watch your language! Real contract language “The VENDOR will not enter into a contract with a licensee alleged to have committed sexual misconduct without the consent of the DEPARTMENT.”

17 Measurable and verifiable events or items that must be produced to trigger payment. Deliverables must be … Deliverables 17

18 Deliverables …Directly related to scope of work …Specific, quantifiable, measurable, and verifiable …A necessary part of the provider’s performance …Used to measure the provider’s progress

19 Developing Deliverables  Clearly identify the tasks/services that must be completed to meet each deliverable.  State in detail how the delivery of tasks/services will be documented.  Timelines for completion and submission of the deliverables for approval.

20 Financial Consequences Financial consequences that must be applied in the event that the provider fails to perform in accordance with the agreement. (Section (1)(h), F.S.) Different from a termination clause, which severs the relationship between the agency and the provider.

21 “Proceed with Caution” Offer… Coordinate… Collaborate… Consult… May… Should… Could… Up To… Use best efforts… Promote… Assist… Support… Participate… Includes but is not limited to… These words/phrases should not be used alone. More detail is needed.

22 Payment Terms  Identify the specific information to be included on each invoice*.  Consider providing examples of required documents.  Identify the documentation required to accompany each invoice and the format in which it is to be submitted. * Rule 69I , F.A.C.

23 Payment Terms  Any provisions for advance payments must comply with Section (14) or Section (16), F.S.  Identify timelines for invoice submission and approval and deadline for final payment.

24 Important Website Division of Accounting and Auditing website contains: –Chief Financial Officer Memoranda –Agency Addressed Memoranda –Access point for Bureau of Auditing

25 Website Resources Has the authority of rule. A user-friendly guide to contract and grant management.

26 Agency Resources Legal Purchasing Contract/Grant Administration Finance and Accounting Inspector General


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