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New Procurement Rules Clarified By OMB

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MyFedTrainer.com Procurement Bear Claw Poster-UpdatedOn June 20, 2018, the Office of Management and Budget (OMB) implementing statutory changes to the micro-purchase and the simplified acquisition thresholds for financial assistance.

These changes were authorized by the National Defense Authorization Act (NDAA) for FY 2018, Pub. L. No. 115-91, which became law on December 12, 2017. Federal grant recipients need to be aware of these changes and may need to update their procurement rules accordingly.

This memorandum from OMB clarified several points regarding the new procurement rules as part of the implementation of 2 CFR Part 200–also known as the “Uniform Guidance.”

And though you will not see these changes in 2 CFR Part 200 quite yet, OMB does intend to revise the Uniform Guidance to conform with the law.

Here are some of the key points:

Changes to the Five Procurement Methods

The Uniform Guidance break down the procurement process into five purchasing methods.

The update from OMB makes the following changes:

Method #1: Micro-Purchase

Micro-purchases are the simplest and most informal of the procurement methods in the new grant guidance.

Here are the main points:

  • Purchases are not to exceed was $3500 Now $10,000 
  • No quotations required if the price is reasonable
  • To the extent practicable, distribute purchases equitably among qualified suppliers

Method #2: Small Purchase

With purchases under the simplified acquisition rules (was $150,000 NOW $250,000) the process is still relatively simple and there are not extensive bidding requirements.

  • Purchases are up to $150,000 NOW $250,000 (the limit for the simplified acquisition rules)
  • Get rate quotations from an adequate number of qualified sources (Note, your written procurement procedures should define what is meant by “adequate” for example; more than one.)
  • No cost or price analysis is required for purchases under the simplified acquisition limit

Method #3: Sealed Bid

Once you start making purchases over was $150,000 NOW $250,000. the process gets more complicated and formalized.

  • Purchases are over was $150,000 NOW $250,000
  • Primarily used in construction projects, such as a firm fixed price contract
  • Price is a major factor and a formal process for bidding is generally required

Method #4: Competitive Proposals

Just like the sealed bid method, competitive proposals mean more requirements and documentation.

  • Purchases are over was $150,000 NOW $250,000
  • Use contracts such as fixed price or cost reimbursement
  • Formal Request for Proposal (RFP) with pre-determined evaluation methods for an adequate number of qualified sources

Method #5: Sole Source

Sometimes because of the uniqueness of the goods or services or the immediacy of the need, competition is NOT as open as we would wish in the procurement process.  If these cases, the sole-source method must be followed.

  • This non-competitive method is available for procurements of any dollar amount
  • Because there is no competition it must be authorized by the agency (or Pass-through entity-for sub-recipients)

There are exceptions to pre-approval such as certain unique circumstances or a public emergency.

One-Size-Fits-All Procurement Rules

Regardless of the size of the purchase, these 5 characteristics must be still be met:

#1: The purchase must comply with the non-Federal entity’s documented procurement procedures

#2: The purchase must be necessary to carry out the Federal award.

#3: The purchase must be made with open competition to the extent required.

#4: The organization is in compliance with their conflict of interest policy.

#5: The purchase documentation contains a sufficient and proper history of the purchase.

Implementation Dates for Changes to the Micro-Purchase Threshold

In addition, to the changes in the micro-purchase and simplified acquisition threshold, the memorandum also clarifies the effective date of the change:

  • For institutions of higher education and research institutions covered under the NDAA of FY 2017, the effective date is the date this bill was signed into law on December 23, 2016.
  • For other types of non-federal entities covered under the NDAA of FY2018, the effective date is for these changes is on the date of issuance of this memo on June 20, 2018.

It’s worth noting that the implementation date for the changes to the micro-purchase and simplified acquisition dates is really an exception to the NDAA of FY2018 legislation that said these higher thresholds would not be effective until implemented in the Federal Acquisition Regulation (FAR) at 48 CFR. Subpart 2. 1 (Definitions).

OMB wanted to provide for maximum flexibility for grant recipients during the implementation of these changes and decided to implement early through the exception process called out for in 2 C.F.R. § 200.102 (Exceptions).

Can You Have a Higher Micro-Purchase Threshold?

Generally speaking, you can have more restrictive rules with your federal grants than the Uniform Guidance, but not less restrictive rules.

However, the NDAA of 2017  in its changes for institutions of higher education and other qualified research institutions does lay out a process for requesting approval for an even higher micro-purchase threshold.

Start by contacting your funding agency to determine the correct points of contact and then submit a request to the institution’s cognizant Federal agency for indirect cost rates.

The request for a higher micro-purchase threshold should include the level being requested and the justification(s) for it based on the criteria above per Section 2 I 7(b) of the NOAA for FY2017.

Is This Change A Big Deal?

For institutions of higher education (IHE) and research institutions, the National Defense Authorization Act of FY 2017 (NDAA-2017) had already raised your micro-purchase limits to $10,000 from the $3,500 everyone else was using.

And for those of you in state, local and tribal governments, you may wonder “What’s the big deal?” as you may already have lower limits that you don’t plan on changing them anytime soon.

So depending on your type of non-federal entity, this may seem like a huge change, or not so much…

But where ever you are working, take the time to see how your existing procurement policies and procedures need to be updated to match up these latest changes in the grant regulations.

An ounce of review will save a pound of pain later on.

Don’t delay!

Learn More About Grant Management

Want to learn more about the changes for federal grant recipients and feel confident on how to be an even better grant manager?

We offer two-day grant management training online, on-site and at our live training seminars called  “Grant Management Boot Camp.”

Click here for the details

Author:

Lucy Morgan CPA, MBA

CEO, Compliance Warrior

Author of “Decoding Grant Management-The Ultimate Success Guide to the Federal Grant Regulations in 2 CFR Part 200”

 

Decoding Grant Management Book

What the IG Report on the FBI and DOJ Can Teach Us About Internal Controls

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Next week I will be speaking at the AICPA Not-for-Profit Industry Conference on “How to Build Trust with Internal Controls.”  As I began wading through the 568 pages of the DOJ Inspector General Report on the Actions by the FBI and DOJ, (Yes, I am that kind of geek) I was struck by the common role that weak internal controls play in so many breakdowns of trust of organizations and institutions.

And it has provided me with some teachable moments, not the least of which is:

Trust Once Broken is Expensive and Time-consuming to Repair

The Role of Internal Controls in Rebuilding Trust

The FBI and DOJ are now coming to grips with the wide-ranging impacts of the IG report and must now begin the long process of restoring trust, building better processes, and improving training of personnel.

It will serve them well to remember these five important internal control components that support an accountable, ethical and robust internal control culture:

#1: The Control Environment Sets the Tone for the Entire Organization

The control environment is often called the “tone at the top.”

It is the environment created by senior leadership that affects the manner in which employees carry out their activities and responsibilities to do what is right and in the right way.

It’s easy to look at the actions of a few and forget that when bad things happen they can wither in an accountable culture and thrive in a culture of excuses.

“The Buck Stops Here” was a favorite expression of President Harry Truman meant to remind us of the role leadership has in setting the direction and character of an organization.

And I value that perspective of a true leader.

#2: Risk Assessments Move from Disaster Recovery to Preparedness

If you follow the shift in mindset at agencies like the Federal Emergency Management Agency (FEMA) you will see an increasing emphasis on preparing for disaster rather than reacting to disaster.

Likewise, the risk assessment component of internal controls challenges the organization to plan for what could go wrong and consider the plans to mitigate the risks before they happen.

  • Disasters happen all the time. 

They happen in nature, in our personal lives and in the life of organizations.

It is our preparedness for the eventual storms of life that will make the difference between a bump in the road and a nosedive from 30,000 feet.

#3: Control Activities Communicate Expectations and Best Practices

Policies and procedures designed to handle a wide variety of circumstances and provide a path for handling the unexpected.

As I read through page 539 with the FBI response to “#3 Issues involving media contacts, dissemination of information, and leaks“ in the IG findings, I saw similar problems that I encounter in my work with federal grant recipients when it comes to writing effective policies and procedures:

  • Insufficient consequences for not following the policies and procedures
  • Personnel are not fully aware of the policy and the related consequences for noncompliance
  • Policies are not updated for best practices and new circumstances
  • Inadequate notification processes for when deviations to the policies are observed or contemplated.

Control activities provide a robust framework to prevent, detect and deter bad things from happening.

Are YOUR policies and procedures accomplishing all three of these important objectives?

#4: Clarity of Communication and Information Flows Support the Right Behavior

I want to stress another often-overlooked component of internal controls: Communication.

Personnel must receive clear messages from management that control responsibilities are to be taken seriously.

Likewise, relevant and quality information must flow sufficiently to allow the organization to meet its goals and objectives.

An example from the IG Report was that the highest levels of leadership at the FBI and DOJ didn’t feel comfortable discussing very important issues with each other.

Wow! 

Likewise, the IG Report found delays in communication between internal sources caused critical lapses in information flows within the organization.

Let’s face it.

Communication can be hard!

But effective communication is a key component of strong internal controls and the resulting flow of information supports a well-run and efficient organization.

#5: Monitor for Compliance

Finally, we get to another often-over-looked component of internal controls: Monitoring.

It’s a pretty simple concept. 

The best policies and procedures are worthless if no one follows them.

It seems that the FBI has no lack of written policies and procedures covering things like communication with reporters and prohibitions on the use of personal email accounts for work-related emails.

And yet…

The control environment allowed numerous unauthorized contacts with reporters and there were multiple levels of leadership at the FBI using personal email to conduct official business.

A robust monitoring process would have ensured that policies and procedures were followed.

That is the whole point of monitoring: Are we doing what we say we do?  

Unfortunately, it took an IG Report to bring the lack of this critical component of the internal control framework to the forefront of this our collective consciousness.

The Responsibility for Internal Controls-Not Just for Finance Anymore

We often think that internal controls are just about financial statements and accounting departments.

And while reliable financial reporting is certainly one of the objectives of strong internal controls, so are compliance with laws and regulations and efficient operations.

Compliance with Laws and Regulations

Compliances with laws and regulations are something all of my colleagues in the grant profession deal with every day.

And it’s true that different federal agencies can have confusing and conflicting rules and regulations.

But part of the reason that strong internal controls include the components of the control environment, such as the “tone at the top” and communication is to support a culture that ensures regulatory compliance at the organization.

Efficient Operations

When I first started my career, there was an expression “If you have time to lean, you have time to clean.”

Maybe you have heard that or used it yourself.

As I read the IG report, I am amazed by the sheer volume of text messages on work devices reviewed.

(Now I admit that I was not an early adopter of text messages as a communication tool.)

But if I divide the number of text messages by the number of days in the period in question, it amazes me that there was time to do any actual work!

Was this back and forth an example of “efficient operations”?

In my humble opinion, it was not.

Similarly, Benjamin Franklin noted that “an ounce of prevention is worth a pound of cure” and watching this “Titanic” of an internal control disaster unfold reminds me of the wisdom of this adage.

In fact, I would argue that fixing the results of weak internal controls is the probably most inefficient way to operate.

Whether you are dealing with the results of sexual harassment lawsuits, charges of bias or a toxic work environment, leadership must step up and lead the organization a culture that supports ethical behavior!

Commit to prevent, detect and deter problems with strong internal controls or pay the “big ticket” costs of trust broken and damaged by the actions of a few.

And perhaps I can even offer Christopher Wray, the current Director of the FBI a few tips with my article on How to Write a Corrective Action Plan for the IG findings.

Learn More About Grant Management

Are you a grant recipient? Click here to get your copy of the Basics of Internal Controls

Want to learn more about how to be an even better grant manager?

We offer two-day grant management training online, on-site and at our live training seminars called “Grant Management Boot Camp.”

Click here for the details

Author:

Lucy Morgan CPA, MBA

CEO, Compliance Warrior

Author of “Decoding Grant Management-The Ultimate Success Guide to the Federal Grant Regulations in 2 CFR Part 200”

 

Decoding Grant Management Book

Why Should You Care About Grant Compliance?

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In November 2012 President Obama signed the Whistleblower Protection Enhancement Act of 2012.  (WPEA) This piece of legislation significantly improved the whistleblower protections for federal whistleblowers.

Whistleblowers play a critical role in exposing waste, fraud, abuse, and mismanagement as well as risk to public health and safety in all areas of the Federal government.

You could even say those whistleblower disclosures save lives in addition to protecting billions of taxpayer dollars

Similarly, organizations receiving federal grants should aware of their responsibilities to prevent waste, fraud, and misuse of federal funds.

Best practices include an employee “hotline” or whistleblower process.

What Does Grant Compliance Have to Do with Whistleblowers?

According to the U.S. Department of Justice (DOJ) most grant fraud, waste, and misuse of funds fall into these “Big Three” general categories:

  • Conflicts of interest
  • “Lying” or failing to properly support the use of grant funds
  • Theft of funds

And many times these types of problems are first identified by whistle-blowers.

If you want to see the Department of Justice presentation, just click on the link:

https://oig.justice.gov/hotline/docs/GrantFraudPresentation.pdf

So, if you are a grant recipient who cares about continued funding, recognize that funders may want to know what YOU are doing to prevent and detect these “Big Three” compliance risks.

How about it? 

Does your organization support whistle-blowers?

Let’s look at how supporting compliance for your federal grants includes a smooth path for employees to report issues.

How to Detect a Conflict of Interest

The first step in grant compliance is to ensure that people know what is required of them when they accept grant funding.

For example, would your employees know a “conflict of interest” if they saw one?

How about “proper support” for use of Grant funds?

A PricewaterhouseCoopers study found that employee disclosures were responsible for the detection of more fraud than auditors, internal compliance officers, and law enforcement combined.

But if you don’t have an effective employee hotline process, you may miss the warning signs.

For example, what if your process only includes reporting to the employee’s immediate supervisors?

You may be putting employees in an “awkward” position if the if the potential conflict of interest involves the person’s immediate supervisor.

Yikes, not fun!

So best practices for detecting a conflict of interest include not only a comprehensive Code of Conduct that meets the requirements of the Uniform Guidance but also a well-designed whistleblower process for alerting the organization to potential conflicts of interest.

Help Employees Understand the Grant Compliance Requirements

At MyFedTrainer, we started with a simple premise “People want to do the right thing!”

We also understand reality:

  • Many employees don’t understand the specific responsibilities that come with receiving Federal funds.
  • Organizations are busy with their core functions and often don’t have time to manage and monitor employee training.

That’s why we’re so “pumped up” about our grant management training course and templates that show you the “right” thing to do to keep your grant funds flowing.

With online training, live seminars, and live on-site grant management training, our goal is to be the “easy-peezy” training solution for federal grant recipients.

If you are committed to ensuring employees know the responsibilities for grant compliance that come with receiving federal funds.

Don’t wait for a “whistleblower” to expose your employee’s lack of understanding.

Help ensure compliance through adequate training and robust, well-designed processes and procedures.

Learn More About Grant Management

Want to learn more about how to be a better grant manager?

We offer two-day grant management training online, on-site and at our live training seminars called  “Grant Management Boot Camp.”

Click here for the details

Author:

Lucy Morgan CPA, MBA

CEO, Compliance Warrior

Author of “Decoding Grant Management-The Ultimate Success Guide to the Federal Grant Regulations in 2 CFR Part 200”

 

Decoding Grant Management Book

Grant Management: Do You Make These 10 Mistakes?

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Federal Grant Management MistakesI’ll be speaking on ways internal controls can increase trust at the upcoming AICPA Not-for-Profit Industry conference in Washington in June.

Sometimes we get lost in the jargon of internal controls and forget that strong checks and balances can increase trust with our funders, employees and the general public.

How to Increase Trust with Funders

Let’s face it!

The common goal of funders and donors is that grant recipients to do what they say they will, with the budget they proposed and not create negative press for funders to deal with during that process.

  • Grant recipients can go along ways towards keeping funders happy by ensuring the organization has strong systems of internal controls that prevent good grants from going bad.  

Grant fraud along with waste and abuse of taxpayer funds takes place when these three key elements align:

#1: Opportunity (Can I get away with it?)

#2: Motivation (Do I want it?)

#3: Rationalization (Do I “deserve” to have it?)

These three elements are called the “Fraud Triangle”

Here are some common grant management mistakes that provide the opportunity for grant fraud to happen and some examples of what should alert you to dig deeper into what is going on at your organization.

10 Grant Mistakes That Can Cost You Big!

In any organization where bad things happen, there are often warning signs.

Grant funded organizations are no different.

How many of these ten common mistakes have you run into?

Mistake #1: Un-Ethical Leadership

Here are some examples of when management does not place a high value on ethical practice:

  • Lacking clear policies
  • No clearly defined lines of authority
  • Limited separation of duties
  • Little individual accountability
  • Missing mechanisms to report fraud

Mistake #2: Tolerance of Risky Behaviors

Risky behavior can happen at the highest levels.

Here are some examples of  a management that engages in and demonstrates a value for high-risk behavior:

  • Aggressive accounting
  • Poor oversight in the preparation of financial statements
  • Inadequate comparison of budgets with performance
  • Lack of Human Resources oversight in hiring, pay scales and bonuses
  • Missing or substandard personnel appraisals and reviews

Mistake #3: Inadequate Technology Security

Information technology (IT) is an area that has historically been far removed from the grant management function.

The Uniform Guidance changes by requiring additional reviews, certifications, and controls around protected personally identifiable information.

Here are just a few of the ways that substandard IT security can put your organization and grants at risk:

  • Easy access, and lack of restrictions on computer usage
  • Missing record retention policies for electronic records
  • Lack of formal data backup and recovery plans

Mistake #4: Poor Protection of Assets

Assets include cash, equipment and a wide variety of other types of property from office supplies to electronics.  Missing robust protection for assets certainly increases the opportunity for these types of assets to walk out the door.

Here are some common ways assets go MIA:

  • Substandard physical security of assets for facilities, records, computers, cash, and data files
  • No consistent and periodic audit comparing existing assets with records of assets
  • Weak monitoring of asset movement between locations, and people

Mistake #5: Weak Accounting Controls

Substandard inadequate accounting controls and security also can play a role in the opportunity for frauds to blossom.

Here are a few examples of weak accounting controls:

  • Inadequate separation of duties
  • Ineffective monitoring of duplicate payments and vendors
  • Incomplete or late reporting
  • Missing review of journal entries, new vendors, and account reconciliations

Mistake #6: Insufficient Project Monitoring

While managing funded projects can be a busy, even chaotic time, it should be recognized that the period of performance is where opportunity is created for potential fraud.

Here are some common examples of increased risk for insufficient project monitoring:

  • Unusually large reliance on students or volunteers
  • Multiple sources of governmental funding
  • Special requirement projects (i.e. eligibility requirements)
  • Projects that demonstrate little or no results
  • Slow or no project reporting

Mistake #7: Incomplete Cash Controls

Because cash is the most easily converted type of asset, incomplete cash controls create a huge opportunity for fraud to occur.

Here are just a few examples:

  • Separate accounts for things like cost share or matching, other donations, or departmental expenses exist without adequate controls
  • Linked infrastructure between nonprofit and for-profit counterparts make it difficult to separate and audit transactions
  • Use of cash or wire transfers for payments
  • Lax monitoring of cash deposits

Mistake #8: Lack of Monitoring

The best-written process in the world is meaningless if no one is actually doing it.

The role of monitoring is to determine if what you think is happening is really happening…or NOT!

Without monitoring the opportunity for frauds to go on, undetected is increased.

Here are some common signs of a lack of monitoring:

  • Unusual, complex, or new transactions at end-of-year or reporting period without sufficient review and approval
  • Inadequate credit card or expense report oversight
  • Unexplained discrepancies between budget and the actual costs
  • Shifting expense line items or accounts without proper justification

Mistake #9: Conflicts of Interest

Conflict of interest can happen with any organization, but missing a clear process for dealing with them often leads expensive cost disallowance for federal grant recipients and a public relations nightmare for many types of organizations.

Here are a few examples of how poor processes can create the opportunity for conflict of interest to continue:

  • Principal Investigators (PI) or Program Director with one or more outside businesses not required to disclose interests
  • Inadequate formal oversight by boards of management relationships
  • Unclear reporting process
  • Untrained staff on how to handle potential conflicts of interest
  • Lack of multiple reporting paths for whistle-blowers

Mistake #10: Ignoring Staffing and Payroll Difficulties

Finally, the opportunity for fraud is accelerated by staffing and payroll problems.

These examples often exist when payroll frauds take place:

  • Inadequate payroll system
  • Lack of monitoring of payroll discrepancies
  • Vague consultant or subcontractor agreements
  • High staff turnover

Watch for Warning Signs!

While these types of mistakes have historically been associated with the occurrence of fraud, they do not “prove” fraud is taking place.

But like the old saying “Where there is smoke, there can be fire!”

Treat these common missteps like an “early warning system” that alerts you to the need for a careful investigation of the circumstances to reduce the risk of fraud occurring at your organization.

Learn More About Grant Management

Want to learn more about how to be a better grant manager?

We offer  two-day grant management training online, on-site and at our live training seminars called  “Grant Management Boot Camp.”

Click here for the details

Author:

Lucy Morgan CPA, MBA

CEO, Compliance Warrior

Author of “Decoding Grant Management-The Ultimate Success Guide to the Federal Grant Regulations in 2 CFR Part 200”

 

Decoding Grant Management Book

 

Grant Management: Prevent Misuse of Funds

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I admit it!  I am an optimist!

I want to believe that is rare for a grantee to intentionally misuses funds.

However, without proper planning and documentation, an organization places itself at risk for misuse of funds-both accidental and intentional.

Prevent Misuse of Grant Funds

Since the implementation of 2 CFR Part 200 aka the Uniform Guidance, grant recipients have even more requirements to prevent the misuse of grant funds.

Additionally, there are more disclosures required for when federal grants funds are misused than ever before.

So let’s get into the details of what these terms mean…

How Is Misuse Defined?

By definition, misuse of funds is simply using funds for purposes outside of those dictated by the grantor. This can happen both intentionally, such as in the case of grant fraud, or unintentionally, through misuse of grant funds.

Because a grant is a legally binding agreement with a federal agency, the grantor commits to provide a specific amount of funding, while the grantee agrees to administer those funds according to the grantor’s specific terms and conditions.

How Do You Avoid Misuse of Grant Funds?

Education and preparation are both key elements in order for an organization to reduce the risk of misusing funds and remain in compliance with the grant terms and conditions.

Who Should Receive Training on the Proper Use of Grant Funds?

The most critical groups for grant management training are those directly responsible for administering the grant agreement and all other employees working directly on the grant.

These two groups are on the front-lines for avoiding misuse of grant funds.

In addition, it is often advisable for organizations to educate their support staff who are responsible for maintaining strong internal controls such as finance and human resources staff as to the terms of the grant.

How Can We Prevent Misuse of Grant Funds?

There are many ways to prevent misuse of grants funds.

Here are three that are often overlooked.

Step 1: Start with a realistic budget

Prevention of misuse of grant funds starts at the beginning of the grant application and writing process.

Organizations must carefully construct, as well as review, the budget delivered to the grantor, making certain that the budget is both adequate and realistic in terms of meeting grant requirements.

Key personnel such as department heads and accounting should be involved in the planning and review process.

Step 2: Have strong compliance plans in place

Ensuring that grant funds are not misused includes having strong internal controls and compliance monitoring.

Key elements of a good compliance plan include three main mechanisms for reporting:

• How funding is received

• How funding is accounted for

• How funding is spent

In order to accurately report on how funds are used, the organizations must properly maintain strong best practice methods within accounting, documentation, and record keeping.

For example, with regard to the areas of program income and cost-share, staff members may need a closer understanding of how the funding agency treats program income and cost-share. Without that understanding, required documentation and reporting could be missed. Additionally, it is essential to follow the reporting schedule required by the grantor to demonstrate the funds are being spent as agreed.

Step 3: Identify weaknesses in your existing compliance plans

Reducing the risk of unintentional misuse of funds is critical as the grantee will be expected to replace the misspent funds from non-federal sources.

Early detection is key to preventing big expensive problems down the road.

When planning or reviewing your current compliance plans, ask the following questions to identify weaknesses in your current plans:

  • Does the plan include procedures for ensuring adequate documentation of purchases covering both receipts and invoices?
  • Does the organization have a formal procurement process that is compliant with the current regulations?
  • If the grantee is required to perform specific services in exchange for grant funds, does the plan address documentation in order to prove conditions of the grant are being met?
  • If program income is generated via activities described in the grant, does the organization understand how the agency requires this income to be treated?
  • If cost-share is a condition of your grant, does the organization understand how and when cost-share funds must be received and reported?
  • Does the organization have safeguards around the classification of indirect versus direct funds? This is a complex issue and can result in unintentional misuse of funds.
  • Does the organization have appropriate procedures to document time and effort requirements specified in the grant (i.e. time sheets or other time and effort reporting)?

Addressing these questions will go a long way towards preventing misuse of funds.

Which of these does your organization have in place? 

Learn More About Grant Management

Want to learn more about how to be a better grant manager?

We offer  two-day grant management training online, on-site and at our live training seminars called  “Grant Management Boot Camp.”

Click here for the details

Author:

Lucy Morgan CPA, MBA

CEO, Compliance Warrior

Author of “Decoding Grant Management-The Ultimate Success Guide to the Federal Grant Regulations in 2 CFR Part 200”

 

Decoding Grant Management Book

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MyFedTrainer.com is a leading provider of online grants management training and live grant … Read More

New Developments

Everything in the world of federal grant management changed December 26, 2014, with the implementation of the new Uniform Guidance for grants contained in 2 CFR Part 200.To be successful, you need the latest information and training materials … Read More

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