1. Session 2 INTRODUCTION TO GRANT MANAGEMENT District 9320

2. Purpose Understand how to manage a Rotary Foundation New Model Grant
Learn stewardship expectations
Prepare clubs to implement the Club Memorandum of Understanding (MOU)
Qualify clubs to receive grant funds
Understand how districts and clubs will now have more decision making power.
Slide PURPOSE
Explain that the purpose of this training is to help participants (as per slide)
Understand how to successfully manage a Rotary Foundation grant
Learn Foundation stewardship expectations
Prepare clubs to implement the Memorandum of Understanding
Qualify clubs to receive Rotary Foundation grant funds
Outline how the Future Vision Plan gives clubs and districts more decision-making power.
The section below is not on the slide.
The simplified leadership structure allows districts to create additional subcommittees and allocate tasks as appropriate.
Qualification allows districts the more cost-effective option of creating an internal audit committee, rather than requiring an independent financial review.
Larger district grant activities are possible with District Designated Funds (DDF).
Flexible scholarship requirements allow clubs and districts to fund scholars studying at various levels and provide financial support in any amount.
Vocational training team requirements allow clubs and districts to decide on the size of the team, amount of financial support to provide, etc.
Explain how this training seminar gives clubs the tools to manage the extra responsibility.

3. Grant Management Ensures that projects Have proper financial control
Adhere to technical standards
Meet the needs of the beneficiaries
Fulfill their objectives
Safeguard funds
Slide 3 GRANT MANAGEMENT
This is required to ensure that grants
ALL THE FOLLOWING ARE ON THE SLIDE
Are administered with proper financial control
Adhere to superior technical standards
Meet the needs of the beneficiaries
Fulfill their objectives
Safeguard donors’ funds

4. Successful Grant Projects
Meet community needs
Include frequent partner communication
Have implementation plan
Are sustainable
Maintain proper stewardship of funds
Slide 4 SUCCESSFUL GRANT PROJECTS
BULLETS ON SLIDE HOLLOW BULLETS NOT ON SLIDE
Meet community needs
Projects shouldn’t be imposed by international partners.
Projects should address a real need in the community. Beneficiaries are more likely to support and participate in a project that they need and to ensure sustainable outcomes.
They should have frequent partner communication
Rotarians should partner with the community and other organizations with technical expertise; however, projects must be managed by Rotarians.
Working together is more than financial participation; it is also using each partner’s expertise to implement the project or activity.
Have an effective implementation plan with achievable goals developed by Rotarians
Create sustainable projects - able to continue after the funds have been spent
Practise proper stewardship and oversight of grant funds.
By establishing a financial management plan before applying for grants, clubs ensure that they will have the necessary processes in place to manage funds before any money is received.
An established financial management plan increases transparency and the likelihood that club members will discover any potential misuse or mismanagement of grant funds early in a project’s implementation.
Involving more than one Rotarian in decisions about how grant funds are spent ensures better monitoring of each grant.
Slide 5 STEWARDSHIP
Explain that stewardship is part of Rotary’s core values of service and integrity, reflected in The Four-Way Test. Emphasize that clubs must follow standard business practices for managing these funds. Rotarians have a worldwide reputation for being good stewards.
CLICK for Rotarian Supervision : Outline how having Rotarians supervise the project protects the interests of The Rotary Foundation.
CLICK for Financial Records Review : Highlight the importance of reviewing financial records to confirm proper use of funds. Stress that good stewardship is achieved by putting systems in place that create clubwide awareness of the use of funds Widespread knowledge helps prevent mismanagement.
CLICK for Oversight of Funds : Explain that stewardship is the responsible fiscal management of grant funds.
CLICK for Reporting Irregularities : Any irregularities or misuse of grant funds should be reported immediately.
CLICK for Timely Submission of Reports : Highlight the importance of submitting timely, complete, and accurate reports, which documents the club’s good stewardship of funds to all donors of The Rotary Foundation.
NB. Explain the relationship between the club’s level of oversight, transparency, and accountability for managing Foundation grant funds and the impact of donors’ confidence in giving to our Foundation.

5. Stewardship
Stewardship is the responsible management and oversight of grant funds, including:
Rotarian supervision
Financial records review
Oversight of funds
Reporting irregularities
Timely submission of reports
Slide 6 : QUALIFICATION REQUIREMENTS Refer to : A Club MOU Worksheet
Explain that clubs must qualify to receive Rotary Foundation global and packaged grant funds. The process ensures that clubs are aware of all Foundation requirements before receiving grant funds, and provides clubs with the tools needed to complete these requirements and successfully manage their projects.
CLICK for Attend a grant management seminar
Review the requirements of qualification:
Present attendance of club members – we wanted as many as possible In future at least one club member must attend this seminar annually and then share the information with fellow club members.
CLICK for Conditions for MOR
The club president and club president-elect have to sign and agree to the club memorandum of understanding (MOU), which explains the Foundation’s minimum requirements for managing grants.
CLICK for District requirements.
We need to await further instructions with regard to reporting from our new district leadership. They have been part of the pilot and the requirements will be based on experience of what is needed.
Explain that the club MOU is a collection of grant stewardship practices that ensure the clubs manage grants properly. Point out that these practices are beneficial for managing all club funds.
Encourage participants to use A Club MOU Worksheet both throughout the seminar and as their club begins to implement the club MOU.

6. Qualification Requirements
Attend a grant management seminar
Agree to the conditions for the club memorandum of understanding and submit signed MOU to the district
Accept the District’s own additional qualification and reporting requirements.
Details at bottom of p.0.3 of the Manual.
Slide 7 TERMS OF QUALIFICATION
Explain the terms of qualification: ALL APPEAR AT ONCE ON THE SLIDE
Once a club successfully completes the qualification requirements, the club will receive qualified status for one Rotary year.
All club members understand that the club as an entity is responsible for the use of grant funds.
The club must disclose any conflicts of interest in compliance with the Conflict of Interest Policy as outlined in The Rotary Foundation Code of Policies.
The club must cooperate with any site visits, reviews, and audits.
Misuse of grant funds could result in suspension of the club’s qualification status.
Failure to implement the club MOU could result in a loss of qualified status.

7. Terms of Qualification
Valid for one year
Club responsibility for grant funds
Disclose conflicts of interest
Cooperate with all audits
Use grant funds properly
Implement the club MOU
Slide 7 TERMS OF QUALIFICATION
Explain the terms of qualification: ALL APPEAR AT ONCE ON THE SLIDE
Once a club successfully completes the qualification requirements, the club will receive qualified status for one Rotary year.
All club members understand that the club as an entity is responsible for the use of grant funds.
The club must disclose any conflicts of interest in compliance with the Conflict of Interest Policy as outlined in The Rotary Foundation Code of Policies.
The club must cooperate with any site visits, reviews, and audits.
Misuse of grant funds could result in suspension of the club’s qualification status.
Failure to implement the club MOU could result in a loss of qualified status.

8. Session 3 DESIGNING A PROJECT

9. Learning Objectives Identify best practices for designing a project
Develop a plan to implement your project
Understand how to create measurable goals
SHOW SLIDE 9 Learning Objectives
At the end of this session, participants will be able to:
The bullets appear on the screen.
Identify best practices for designing a project
Develop a plan to implement their project
Understand how to create measurable goals

10. Successful Grant Projects
Meet real community needs
Frequent partner communication
Implementation plan
Sustainable
Proper stewardship of funds
DISCUSSION : How has your club identified community needs in the past?
SHOW SLIDE 10 Successful Grant Projects
The highlighted sections appear on the screen.
As discussed during the last session, successful grant projects:
Meet real community needs
Have frequent partner communication
Have an implementation plan with measurable goals and outcomes
Are sustainable projects that continue after grant funds have been expended
Practise proper stewardship of grant funds
CLICK
DISCUSSION How has your club identified community needs in the past? 10

11. DISCUSSION – Anyone with practical experience in needs assessment ?
Base project on the community’s need
Assess resources of your club and potential partners
Talk to the community
Resources : Communities in Action 605-EN a & Community Assessment Tools 605-EN c (On disk)
DISCUSSION – Anyone with practical experience in needs assessment ?
SHOW SLIDE 11 Needs Assessment
CLICK for Community need
Asking members of the community what they need helps ensure greater buy-in and involvement, which leads to a more sustainable, lasting impact.
CLICK for Assess Resources
Once the needs are identified, your club should consider which can be addressed with the resources and availability of your club and its potential partners, including other Rotary clubs, districts, The Rotary Foundation, or non-Rotarian organizations.
CLICK for Talk to Community
Continue involving the community during the selection of the project and its planning and implementation.
CLICK for Resources
The RI publications Communities in Action and Community Assessment Tools offer information and resources for conducting a community needs assessment.
DISCUSSION : Has anyone been involved in conducting a needs assessment before? If yes, briefly explain your experience.

12. Partners RI Convention Project fairs Matching grants.org/global
International meetings
Rotary Showcase
Facebook
Any other methods?
SHOW SLIDE 12 Partners
With partners, Rotary clubs are able to implement a project they could not do on their own.
Partners can be other clubs, districts, TRF, or non-Rotarian organizations.
For global grants, projects must have a host partner and an international partner from different countries.
Both partners should be involved in all stages — from identifying the need to planning the project to implementing it and reporting on it.
For scholars, host partners play an important role in identifying a counselor and helping the scholar acclimate to the country.
For district grants, clubs can partner with clubs in the district or with other districts / clubs.
Good communication helps keep both partners involved and improves oversight.
Consider creating new partnerships and expanding Rotary networks.
CLICK DISCUSSION
Have you used any of the methods listed on the slide (or other methods) to find a partner?
What is the best way to communicate with your partner? Document how and how often you will be in contact to discuss the project.
Provide an update or check in with your partner on a monthly basis.
Make sure everyone has correct information, such as addresses for the club presidents and project committees for all partners.
Set up an alternate plan for communication such as fax, webinar, social media, or teleconference / Skype.

13. Project Planning Form a three-person grant committee Assign roles
Implementation plan
Budget
Contingency plan
Document retention plan
SHOW SLIDE 13 CLICK for each item on Project Planning slide. Parts in bold on the slide.
Project Planning
Rotarians must manage all projects that receive funding from The Rotary Foundation.
Both the host and international sponsors must have a committee of three Rotarians to manage the project.
Roles and responsibilities should be assigned to everyone on the committee.
Whom would you include on the three-person committee?
Club Rotary Foundation committee members
Club member with project management/grant experience
Club member with financial background
Club member who has experience with partner’s country
Key points
Create a plan for managing funds and implementing the grant.
Develop a budget that includes details and a timeline for the purchase and distribution of goods, construction, training, and any other activities.
Consider your liability for the project, ensure that your club is protected, and have a contingency plan should something go wrong.
Set up a process for retaining documents related to the grant (see club MOU section 4) before funds are received.

14. Creating a Budget Realistic Competitive bidding Reasonable prices
Record of bids
Disclose conflicts of interest
SHOW SLIDE 14 Creating a Budget
A budget should be realistic and comprehensive to ensure adequate funding.
When choosing a supplier, Rotarians should use a competitive bidding process to ensure that they get the highest quality goods at the most reasonable prices.
Clubs should keep records of any bids submitted with grant files for reference.
Clubs must disclose any potential or real conflicts of interest related to the budget.

15. Setting Goals S M ACT Shared Measurable Achievable Challenging Timed
SHOW SLIDE 15 Setting Goals
Project goals should be measurable to quantify the impact of the project.
Goals should support sustainable activities that can continue after grant funds are spent.
Qualitative (descriptive) and quantitative (numeric) goals should both be included.

16. Setting Goals Gather baseline data Set goals
Determine method of measurement
Let us now look at a worksheet.
SHOW SLIDE 16 Setting Goals
Start by gathering baseline data from your needs assessment. (For example, a hospital delivering 1,000 babies per year has an infant mortality rate of 15 percent, and a maternal mortality rate of 8 percent.)
Then set concrete project goals. (For example, within three years, the infant mortality rate will be reduced to 8 percent, and the maternal mortality rate to 4 percent.)
Determine how you will measure your results. (For example, create an annual report using hospital statistics.)
Refer to Measurable Goals Case Study

17. Learning Objectives HAVE WE ACHIEVED OUR OBJECTIVES?
Identify best practices for designing a project
Develop a plan to implement your project
Understand how to create measurable goals
Training leader’s notes
Allow 15 minutes for this activity.
Ask participants to get into three groups of three to five people.
Participants will read the case study and the sample project, determine another project that could be created, identify two or three goals for the project, and choose a way to measure those goals.
For the last five minutes, ask each group to report on its discussion.
Key points
A community needs assessment often reveals that multiple projects and activities can be conducted.
It is up to Rotarians to determine what they can commit to and to review the feasibility of the project with the resources available.
To help ensure that the project will continue after the funding is complete, involve the community and find out what community members are willing to do to keep the project going.
What factors does your club consider when designing a grant-funded project or activity?
Sample responses
Rotarian resources, skills,and knowledge available in our club and the partner club
Amount of funding available
Cooperation with technical experts or other organizations
Projects that the community is motivated to participate in
SHOW SLIDE 17 Learning Objectives
At the end of this session, participants will be able to
Identify best practices for designing a project
Develop a plan to implement their project
Understand how to create measurable goals

18. Session 4 APPLYING FOR AND IMPLEMENTING A GRANT

19. Learning Objectives Write a successful grant application
Understand grant financing
Appreciate the importance of evaluation
SHOW SLIDE Learning Objectives
Highlighted words appear on the screen
At the end of this session, participants will be able to
Write a successful grant application
Understand Grant Financing
Appreciate the importance of evaluation
Applying for a Grant

20. Rotary Foundation Grants
District grants
Global grants
Packaged grants
SHOW SLIDE 20
Rotary Foundation Grants
The three major types of grant only will appear on the screen.
District, Global and Packaged.
Under the Future Vision Plan, three types of grants are available: district, global, and packaged.
For a district grant, clubs apply to the district, following guidelines developed by the district and the Trustees of the Foundation.
For global grants, clubs apply to The Rotary Foundation, following guidelines developed by the Trustees of the Foundation.
For packaged grants, clubs apply to The Rotary Foundation, following guidelines developed by its Trustees and the strategic partner. NB
Although this session will focus on applying for global grants, the grant management practices discussed can be used for all grant types.

21. Applying for Global Grants
Two-step application process online
Application Survey + Application
Meet goals of area of focus
Be sustainable
Involve Rotary clubs in two districts
Minimum budget of US$30,000
District confirms club is qualified
SHOW SLIDE 21 Applying for Global Grants
CLICK for each item to pop up. Highlighted words will appear on the screen
Rotary clubs (as well as districts) can apply to the Foundation for a global grant.
Global grant requests can be submitted online at any time through Member Access on Rotary.org. It is a two-step process.
The first step is to fill out the application survey — a questionnaire to determine if the sponsor is ready to fill out the application. This differs from the proposal in the pilot. Details will be available in January 2013.
The second step is to fill out the application itself.
To be eligible to receive a global grant, a project or activity must
Support at least one area of focus and meet at least one of that area’s goals
Be sustainable
Involve Rotary clubs in two districts (one in the project country and one in another country)
Have a minimum budget of US$30,000
The district must confirm that a club is qualified to receive a global grant.

22. Areas of Focus Peace and conflict prevention/resolution
Disease prevention and treatment
Water and sanitation
Maternal and child health
Basic education and literacy
Economic and community development
Areas of Focus
These were seen at the introductory session.
The logos will appear on the slide and the audience can be asked to identify them.
The name for each will appear with a CLICK.
Peace and conflict prevention/resolution
Disease prevention and treatment
Water and sanitation
Maternal and child health
Basic education and literacy
Economic and community development
Each area of focus has specific goals that should be used to refine projects that are developed to meet real community needs. See Appendix 5: Areas of Focus Statements of Purpose and Goals in the Grant Management Manual for reference.

23. Let us now look at the worksheet on Sustainability.
Sustainable Projects
Giving a community the skills and knowledge to maintain project outcomes for the long term, after grant funds have been expended.
Let us now look at the worksheet on Sustainability.
SHOW SLIDE 23 Sustainable Projects
To be sustainable, a project or activity will continue to have an impact after the funds are expended.
A project must meet a community need that is consistent with the values and culture of the project’s beneficiaries.
Equipment and technology for a project should be purchased from local sources whenever possible. Spare parts for equipment should be available within the community. Community members should be involved in selecting the equipment and should be trained to maintain and repair it, and there should be a local funding source to cover long-term operation, maintenance, and repair.
A project should strengthen beneficiaries’ knowledge and skills through education and training .
Project partners should collaborate with local organizations to supply expertise.
Project partners should identify individuals willing to assume leadership roles for sustaining project outcomes.
Clear and measurable project objectives should be developed and a method for collecting data established. Figures will ideally demonstrate change for at least three years.
To learn more, see Appendix 9: Sustainability Supplement in the Grant Management Manual.
CLICK Refer to worksheet on Sustainability

24. Global Grant First Steps
SHOW SLIDE 24 Application First Steps
The first step in the global grant application process is to review the application survey in Member Access to determine if you have all the required information to complete the detailed application.

25. Application SHOW SLIDE 25 Application
Applications include a detailed project plan.
When this publication was written, the new application was still being developed, with additional details expected in January
Once an application is submitted, the Foundation may require additional levels of assessment, depending on the award amount or the project’s complexity.

26. Global Grant Financing
DDF matched 100% with World Fund
Rotarian cash contributions matched 50% with World Fund
Non-Rotarian cash contributions not matched
SHOW SLIDE 26 Global Grant Financing
The minimum budget for a global grant project is US$30,000.
Clubs and districts can contribute to the financing of a global grant using
District Designated Fund (matched dollar for dollar by the Foundation’s World Fund)
Rotarian cash contributions (outright gifts from Rotarians or funds from Rotarian-led fundraisers; matched 50 cents to the dollar by the Foundation)
Non-Rotarian cash contributions (donations from other organizations or parties with vested interest; not sent to or matched by the Foundation)

27. Financing Guidelines Contributions raised by Rotarians
Funds cannot be raised from beneficiaries in exchange for a grant
Funds cannot come from other grants
Contributions credited to donor
International sponsors to provide at least 30% of total sponsor funding.
How do you raise cash contributions?
How do you motivate donors to give more?
SHOW SLIDE 27 Financing Guidelines
Cash contributions for grants can come from Rotarians or non-Rotarians.
Rotarians cannot collect funds from beneficiaries in exchange for receiving the grant.
Contributions cannot come from other Foundation grant projects.
Cash contributions should always be credited to the individuals who gave the funds. Rotarians cannot collect funds from individuals and claim the donation as their own, unless they have received explicit permission from the donors to do so.
International sponsors of humanitarian projects are required to provide at least 30 percent of the total sponsor funding.
DISCUSSION How do you raise cash contributions for projects? How do you motivate donors to give more?
Sample responses
Recognize and thank donors.
Spend funds on their intended purpose.
Report on how grant funds were spent and who benefited.

28. Implementation Communication Financial management plan Record keeping
Following original approved plan
SHOW SLIDE 28 Implementation
Communication is crucial to a successful implementation. You should communicate regularly with
Partners and the community about the progress of the grant
Scholars
The club and district to report on how the funds are being spent
The Rotary Foundation or district, according to the reporting requirements of the grant terms and conditions
The club must implement a financial management plan for grant funds, including a separate bank account, a plan to transfer the custody of the account if necessary, a plan to disburse funds, and any requirements related to local laws.
Detailed grant records simplify reporting on the use of grant funds, responding to inquiries, and increasing the transparency of how grant funds are managed.
For global grants, follow the Foundation-approved grant plan.
Any changes to the scope or budget of your project requires the Foundation’s approval.
DISCUSSION :
What are additional ways to ensure your club’s project is successfully implemented?
How else can you ensure implementation success?

29. Evaluation Assists with reporting Improves future projects
Based on goals
Ongoing process
Identifies successes
See: Communities in Action
In what ways can the club evaluate project success?
SHOW SLIDE 29 Evaluation
Conducting an evaluation will assist clubs with their reporting requirements.
Use lessons learned to replicate successes and adjust for challenges in the next project.
Use the goals you set during the planning stage to evaluate the success of your project or activity.
The data and evaluation method should be set during the planning stage.
Project evaluation happens during implementation through completion.
Promoting project and activity successes, both internally and externally, gets others involved and interested in participating in the Foundation, and it’s a great way to let donors know how funds were spent.
Refer to Communities in Action for evaluation methods.
DISCUSSION : What are some ways your club can evaluate project success?
Sample responses
Survey project beneficiaries and participants before and after.
Analyze data from the community before and after the project is complete.
Compare the goals of the grant to the outcomes.
Has anyone conducted a grant evaluation? If yes, what did you learn from it?
What did you do with the information you got from your evaluation?
How did you promote your success to Rotarians in your club and district as well as to your community?

30. Learning Objectives Have we achieved our objectives to:
Write a successful grant application?
Understand grant financing?
Discuss the importance of evaluation?
Any questions?

31. Session 5 OVERSIGHT & REPORTING

32. Learning Objectives
Identify best practices for managing funds and record keeping
Identify which documents need to be retained
Understand reporting requirements
Show slide 32 Learning Objectives
At the end of this session, participants will be able to
Identify best practices for managing funds and record keeping
Identify which documents need to be retained
Understand reporting requirements

33. Financial Management Plan
Bank account for grant funds
Plan for distributing and tracking funds
Use cheque/bank cards to track funds
Detailed ledger
Include local laws
Show slide 33
Financial Management Plan
First bullet will appear with heading. All other bullets appear with CLICK Key words for each bullet are in bold.
Your club should have a club-controlled bank account used only for grant funds. A separate account should be opened for each club-sponsored global grant. This will help with keeping accurate financial records. Have a plan in place to transfer custody of the club’s account in case a signatory is no longer able to perform his or her duties.
Once your club receives grant funds, it is important to have a plan for distributing and tracking funds. For example, if you are sponsoring a scholar, the plan should spell out when and how your club will distribute the funds to the scholar.
Expenditures should be made by a traceable method such as a cheque or a bank card.
Keep a ledger with transaction details.
Laws in some countries and regions may be more stringent than Foundation requirements. Know your local laws and ensure that they are followed. When local laws are less stringent than Foundation requirements, be sure to adhere to Foundation requirements.

34. A Few Questions
What are the benefits of a financial plan? Who is responsible for your club’s financial plan? What are some of the local laws that your club may need to follow?
Show slide 34
A Few Questions
What are the benefits of a financial management plan?
CLICK for each of the next two questions.
Who is responsible for your club’s financial management plan?
What are some of the local laws that your club needs to follow?

35. Resources Document retention worksheet
Financial management plan worksheet
Transferring custody of a bank account
More on Rotary.org
Show slide 35 Resources
Key points
Resources for implementing the requirements of the club MOU will be available in October 2012 as an appendix in the Grant Management Manual.
Refer to Appendix: Club Memorandum of Understanding in the Grant Management Manual. Use this manual to help your club work through the requirements of the club MOU.

36. Document Retention Provide access Make copies
Retain for a minimum of five years.
What is your club’s system for document retention?
What type of documents need to be retained?
Why is reporting on grant funds so important.?
Show slide 36 Document Retention
Key points
Documents should be accessible to everyone in the club. For example:
Keeping documents in a binder or a file system
Scanning documents and saving them electronically to a shared network
Copies of all documents should be kept in a separate location that is accessible to everyone.
Documents must be retained for a minimum of five years or longer if local law requires.
CLICK What is your club’s system for document retention?
CLICK What types of documents need to be retained?
Sample responses
Bank statements
Receipts of US$75 or more
Inventory tracking for equipment or other assets purchased, produced, or distributed through the grant
Grant applications, reports, and agreements
Communication between grant partners
Reporting Requirements
CLICK Why is reporting on the use of grant funds important?
Reporting is a requirement, and it is a key component of proper stewardship and grant management.
Reporting verifies that grants were managed properly and implemented in accordance with Rotary Foundation policies.
Reporting provides an opportunity for communication between partners, building the trust necessary to continue the partnership in support of future projects.
Reporting allows project partners and the Foundation to celebrate successes and learn from challenges.
Reporting encourages future giving because donors are confident that their funds were used as intended.
Reporting provides valuable evaluation data that the Foundation uses to improve its grant-making.
Reporting allows the Foundation to demonstrate its effectiveness and the impact of its grant-making to current and future donors.
Reporting allows project outcomes in each area of focus to be aggregated and marketed to Rotary’s audiences.
If you have already completed an evaluation of the project and have maintained your records in accordance with the club MOU, completing Foundation reporting requirements should be simple.

37. District Grants Present policy of District 9270
The District application form to be used.
The District Grant Agreement must be signed.
Reports to be submitted within two months of spending the fund allocated.
Any grant is subject to an audit review
Show slide 37 District Grant Reports
The following are in use by District 9270
Grants money must be spent and a Final report must be submitted to the Grants committee, within 2 months of spending the funds but by 28 February at the latest of the implementation year.
Any grant approved may be subject to an audit review by the audit committee.
What reports should include (type of information and attachments, such as financial documentation)

38. Global Grant Reports: Frequency
Progress reports
Within 12 months of first payment
Every 12 months through the life of the grant
Final report within two months of completion
Unused funds and grant changes.
Show slide 38 Global Grant Reports: Frequency
Key points
Progress reports must be submitted via Member Access at Rotary.org within 12 months of receiving the first global grant payment and every 12 months thereafter.
CLICK The final report must be submitted via Member Access within two months of completing the project or activity.
CLICK Unused grant funds may be used for additional, eligible, and approved expenses. Changes to a project must be approved by The Rotary Foundation. Any unused funds returned to The Rotary Foundation will be credited to the World Fund.

39. Global Grant Reports: Content
How partners were involved
Type of activity
Evaluation of project goals
How area of focus goals were met
How funds were spent
Number of beneficiaries and how they benefited
Show slide 39 Global Grant Reports: Content
What kind of information should be included in global grant reports?
Progress and final reports must include the following information:
How both partners were involved in the grant
Information on the type of activity (humanitarian project, scholar, vocational training team)
Evaluation of project goals
How the goals of the area(s) of focus were met
How funds were spent
Number of beneficiaries and how they benefited

40. Conflict of Interest
Exists when a Rotarian benefits financially or personally from a grant
Benefit can be direct (the Rotarian benefits) or indirect (an associate of the Rotarian benefits)
What are the benefits that could accrue?
What are examples of conflict of interest?
Why should clubs be concerned?
Show slide 40 Conflict of Interest
A conflict of interest exists when a Rotarian may benefit financially or personally from grant activities.
The benefit can be either direct (the Rotarian benefits) or indirect (an associate of the Rotarian benefits).
What benefits can accrue?
Financial benefits could include receiving grant funds for being a project manager or receiving grant funds as a vendor for the project.
Personal benefits could include receiving a promotion, getting business referrals, or gaining publicity or improved social standing.
Associates can include family members, friends, Rotarians, personal acquaintances, colleagues, and business partners
What are some examples of conflict of interest?
Sample responses
A Rotarian on the grant project committee is a paid staff member of an organization benefiting from a grant.
A Rotarian’s niece is invited to participate on a vocational training team and selected over a participant with more experience.
A Rotarian lives in a community that is receiving a water well.
A Rotary Foundation grant recipient is the child of a Rotarian.
Why should clubs be concerned about conflicts of interest?
A public perception that local Rotarians are acting in their own interest can ruin their credibility in the community.
Grant project may be less likely to meet beneficiaries’ needs.
If donors believe Rotarians are using funds to benefit themselves, instead of the intended community, they may decide not to donate in the future.
Rotarians have a reputation for professional integrity. Addressing and preventing conflict of interest helps preserve this reputation for the club, district, and The Rotary Foundation.
When Rotarians freely disclose any direct or indirect association with the grant project, they help ensure fair process and transparency in the use of Foundation funds.
Rotarians must disclose any conflicts of interest on the grant application. If Rotarians aren’t sure whether a particular situation is a conflict of interest, they should talk with their grant coordinator.
An actual or perceived conflict of interest does not necessarily disqualify a Rotarian from participation in the Foundation grants program. Eligibility for participation will be determined on a case-by-case basis upon disclosure of the conflict of interest.
Refer to worksheet on Conflict of Interest Case Studies
Training leader’s notes
Allow 15 minutes for this activity.
Split the group into groups of three to four people. Ask participants to read the case studies and discuss the questions provided.
For the last five minutes, have each group report on their discussion.
Case study 1 sample responses:
Using the Rotarian contractor is a potential conflict of interest. To ensure a fair and transparent selection process, the club must provide proper documentation that a competitive bidding process was conducted. The club should disclose the Rotarian’s relationship to the project and explain why the Rotarian contractor was chosen over the other contractors.
Case study 2 sample responses:
It would be a conflict of interest if the Rotarian directly participates in the grant project, assists with implementation, or handles or approves any financial transaction. It’s also a conflict if the cooperating organization benefits financially from the project.
The club should take the following measures:
Discuss the situation with their partner club, district leaders, or Foundation grant coordinator.
Ensure that the Rotarian-owner does not take a leadership role in planning or implementing the grant and is not on the grant committee.
Arrange for a non-Rotarian employee to handle the contract and procurement.
Keep records of the competitive bidding process.
Disclose the conflict of interest in the grant application and describe the steps that have been taken to ensure that it does not negatively affect the grant.
Establish a specific contract between the vendor and the club in case something goes wrong.

41. Learning Objectives HAVE THEY BEEN MET?
Identify best practices for managing funds and record keeping
Identify which documents need to be retained
Understand reporting requirements
Show slide 41 Learning Objectives
Key point
At the end of this session, participants will be able to
Identify best practices for managing funds and record keeping
Identify which documents need to be retained
Understand reporting requirements

42. Session 6 QUALIFICATION

43. Learning Objectives Understand qualification requirements
Manage your club’s qualification
Show slide 43 Learning Objectives
At the end of this session, participants will be able to
Understand qualification requirements
Manage their club’s qualification
Qualification
Qualification is a process that ensures your club has the proper stewardship controls in place to manage Rotary Foundation grant funds in an effective, sustainable, and successful manner.
The process ensures that clubs are aware of all Foundation requirements before receiving grant funds, and provides clubs with the tools needed to complete these requirements and successfully manage their grants.

44. Qualification Requirements
Attend a grant management seminar
Submit a signed club
MEMORANDUM OF UNDERSTANDING
Show slide 44 Qualification Requirements
By attending this training, participants have completed the first step.
The second step is to have the club president and president-elect sign and submit the club MOU.
Insert additional district requirements.

45. Maintaining Qualification
Follow terms of club MOU
Appoint club member/committee to manage club qualification
Fully implement stewardship practices to prevent misuse of funds
Show Slide 45
Maintaining Qualification
Key point
In order to maintain qualified status for one year, clubs must
Abide by the terms of the MOU, the grant terms and conditions, and the Rotary and Rotary Foundation codes of policies.
Appoint one or more club members to manage club qualification. A committee with staggered terms is recommended for increased transparency, oversight, and continuity.
Ensure that stewardship measures and proper grant management practices are implemented for all Rotary Foundation grants to prevent the misuse of funds.

46. CLUB QUALIFICATION CHECKLIST
WORKSHEET
CLUB QUALIFICATION CHECKLIST

47. Learning Objectives Do you now
Understand the qualification requirements ?
Will you be able to
Qualify your club for Grants?
Any other questions?
Review
Show slide 47 Learning Objectives
Key point
At the end of this session, participants will be able to
Understand qualification requirements
Manage their club’s qualification.

48. It’s Time to say Goodbye