Any local government that passes federal funds to a subrecipient, who is a state, local government, Indian tribe, institution of higher education, or nonprofit organization, is required to monitor those subrecipients according to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (the “Uniform Guidance”) published by the Office of Management and Budget. But before you can monitor subrecipients, you must first identify them and distinguish them from contractors (who don’t need to be monitored).
In a previous post, we provided basic definitions and terms related to subrecipient monitoring procedures.
In this post below, we describe subrecipients vs. contractors and how to distinguish them correctly.
As mentioned in our last blog post, the Office of Management and Budget’s Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (“Uniform Guidance”) introduced a new requirement for entities that pass federal funds (“pass-through entities”) to non-profit entities or other governments, to monitor those subrecipients.
We provided a list of terms and definitions related to subrecipient monitoring in part one of our subrecipient monitoring mini blog series.
Below, we go over what the Uniform Guidance’s requirement entails, and how to structure your subrecipient monitoring accordingly.
The Office of Management and Budget’s Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (“Uniform Guidance”) made it a requirement for any entity that passes federal funds (the “pass-through entity”) to non-profit entities or other governments to monitor those subrecipients.
In this blog post below, we explain and define major terms regarding subrecipient monitoring and its related procedures.
Properly managing grants is a complex, and sometimes tedious, process. In recent posts, we have addressed some best practices in managing grants including written procedures, status reports, monitoring sub-grantees, maintaining proper records, planning and close-out meetings, and deciding whether to centralize or to decentralize grants management.
In this post, we discuss another best practice to consider in managing grants – the use of a grants management workgroup. Below, we discuss who should participate in the workgroup, what the workgroup’s agenda should be, the recommended frequency of meetings, and the role of the facilitator in the workgroup.
Since the grants management process is usually decentralized, your agency’s effectiveness and efficiency in managing grants depends heavily on how well employees in Finance communicate with the grants managers in various departments.
In this post below, we’ll explain how to achieve the best-possible results for governments grants management by incorporating planning and close-out meetings into your agenda.
In our last post, we explained whether the grants management process should be centralized or decentralized, and why.
In this post below, we'll look at how to keep better track of your grants.
When it comes to Grants Management, governments often need to identify whether a centralized or a decentralized approach is better. In the blog post below, we’ll explain the differences between a centralized and decentralized grants management process, and cover which one is preferable for a more efficient grants management.
In our last two blog posts, we provided an Excel template to help you develop a grant status report and a sample Grants Management Procedures template for you to refine your grants management process.
In this post below, we cover requirements of the Office of Management and Budget's Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (the “Uniform Guidance”).
When it comes to grants management, every government entity needs to have its important procedures written-down, including responsibilities, deadlines, billing, accounting, compliance, application and acceptance, close-out, and documentation.
Read below on how to set up proper grants management procedures.
Have you ever wished you had a grant status report that showed in a simple format whether your government is billing, collecting and spending grants in a timely manner? Or have you had a problem even identifying every grant that the government holds?
We developed a simple grants report for a client that you may find useful as a template to get a head start on preparing an effective grant status report for your government. Click here to jump directly to the download of the template.
Read more below on how to keep track of your grants.
ConTroll - The Government