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  • 5 - Selecting Subawardees - Designing and Managing a Subaward Program
    sit on the review committee You could also expand your recruitment to include community leaders social service personnel and or faith and religious leaders Some funders have rules about who makes decisions be sure to check with your funding source before finalizing your reviewer team Estimate the number of reviewers you will need by the amount of letters of intent or calls of interest made by potential applicants Ideally reviewers should be familiar with faith and community based organizations as well as the overall purpose of your project However the project purpose could be explained to those that are unfamiliar in the orientation session which is the next step in your process 2 Train the reviewers To maintain consistency and standards throughout the review process be sure to provide an orientation or training to all reviewers It is best to offer that training to all reviewers at one time so that they may meet each other learn from each others questions and discuss the process among themselves At a minimum the training should consist of four areas 1 background on your organization and the project 2 information on the subaward program 3 information on the review and selection process and 4 information concerning the announcements You may want to allow two hours or more for training It is essential to ensure that there are no conflicts of interest between any of your reviewers and the organizations applying for the subawards It would be improper for an employee an officer an acting officer and or an immediate past president chairperson of an applicant organization to be a reviewer on that proposal Therefore include information on avoiding conflicts of interest in the training Topics you might cover in an effective reviewer orientation are found in the following chart Prevent a conflict of interest by utilizing a Confidentiality and Conflict of Interest Form Download this helpful sample Confidentiality and Conflict of Interest Form to protect your subaward program from a breach in confidentiality You need Adobe Flash Player to view some content on this site Conduct a thorough review process Once the reviewers have rated proposals the process of making decisions begins First be sure that two or more reviewers have read and rated each proposal so that more than one person s opinion is brought to bear on decisions There are many ways to handle this well Each proposal may receive a score that is an average of the individual reviewers score Or reviewers may be asked to meet and discuss their mutual proposals then assign one score for each Once you have a score for each proposal it s time to make final decisions A reasonable way to do this is through a decision meeting or if location is an issue through a conference call For best results ask a neutral party to facilitate this meeting and carefully prepare an agenda in advance At the decision meeting reviewers will share their scores for each proposal and then proposals are ranked in

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  • 6 - Contracting with Subawardees and Distributing Funds - Designing and Managing a Subaward Program
    include a project budget as well as expected activities outcomes and indicators for the grantee s project 3 Describe consequences for non compliance Be sure to spell out the actions you will take if a subawardee falls out of compliance with the agreement What happens if a subawardee fails to send representatives to required meetings Does an incomplete financial report trigger a site visit or an audit Failure to submit timely and accurate reports is a serious problem and could justify termination of the agreement Think about which parts of the MOA you wish to enforce and include language to describe enforcement A sample MOA is included in the Appendix 4 Describe what you will do for the subawardee Here you might list the training and technical assistance available quarterly networking gatherings or other special opportunities you will offer the subawardees Remember they probably need more than just the grant so carefully consider what else you will provide Use this sample memorandum of agreement as a reference when creating your own Download this sample memorandum of agreement to consult when creating your own You need Adobe Flash Player to view some content on this site Monitoring subawardees As a sub grantor of funds you are responsible for ensuring that the organizations receiving those funds are in compliance with Federal requirements or your other funders requirements as well as with the terms your Memorandum of Agreement To fulfill that responsibility your organization should establish an oversight and monitoring plan for your subawardees 1 What to monitor To ensure that subawardees comply with the requirements of your program your organization will need to be sure of the following for each subawardee Project progress is consistent with the approved proposal and with the MOA Subaward funds are used for approved purposes only Subaward funds are not used for inherently religious purposes if that is applicable to your project Subaward funds are accounted for appropriately 2 Reporting requirements For effective monitoring of grants and subawards it is essential that subawardees should be monitored throughout the project period There are a variety of ways that your organization can provide regular and frequent monitoring for subawardees Reporting is one common way that intermediaries monitor the progress of subawardees Be sure to require regular programmatic and financial reports from subawardees Your organization should provide a standard reporting form or template for subaward organizations to complete and send to you on a scheduled basis Reconcile these reports with what is required by your funder and ask your subawardees for information you ll need to complete your own reports to your funder Make sure that the reports arrive in enough time for you to incorporate them into your reporting schedule Some intermediary organizations require quarterly or even monthly reports from subawardees Remember you are responsible for the appropriate use of the funds so don t be afraid to ask for what you need as often as you need it As part of your regular reporting requirements ask organizations to

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  • 7 - Common Problems and How to Solve Them - Designing and Managing a Subaward Program
    possible and help the organization get back on track Here is one possible intervention process for you to consider Describe the problem tactfully but directly to the subawardee Call a meeting to work out a solution Detail your concerns at the meeting and ask what is causing the delay Re state the problem in your own words and check for accuracy Ask the subawardee to suggest solutions Decide what help your organization can give and offer it Then decide together on what steps will be taken to correct the problem Create a written document that states the problem and the steps each party will take to correct the problem Include any deadlines and any consequences for not following through Have both parties sign the new agreement and monitor the subawardee s progress Insufficient progress toward outcomes You could address this issue with the intervention process described above Just be sure to State the problem clearly Reach agreement on solutions Offer your organization s assistance Create and sign a written agreement Monitor compliance with the agreement Subawardees that have stopped communicating If faced with subawardees that have stopped communicating you might simply send written communication to the last known e mail and mailing address Send your e mail or letter with receipt confirmation requested Ask the organization to answer by a certain deadline You might also visit the physical location to express your concerns in person If the deadline for responding passes with no communication from the organization it might be time to terminate your agreement with the organization Contact your Federal or other program officer for guidance on how to proceed Noncompliance with program requirements Depending on the severity of this problem you may have to exercise your right to terminate the organization s participation in the program If you

    Original URL path: http://www.strengtheningnonprofits.org/resources/e-learning/online/designingandmanaging/default.aspx?chp=7 (2016-02-12)
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  • Summary - Designing and Managing a Subaward Program
    the time to learn about designing and managing a subaward program You are now equipped to lead an intermediary organization Over the course of this lesson you have been introduced to a tremendous amount of information that will equip you to lead an intermediary organization From creating a subaward plan to contracting with subawardees you have now been exposed to the technical information as well as strategies to tackle the

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  • Going Virtual: Online Tools for Project Management
    equal to someone who is comfortable posting content to websites like Facebook or LinkedIn The user would only need to be comfortable surfing the web The key benefits to Central Desktop are that each user gets a secure log in it s easy to coordinate tasks and manage documents and it s easy to set up and begin using right away However a major drawback is how the cost increases as storage space increases The comparison table includes information such as core features project coordination capabilities and knowledge management capacity In addition to the many features you have already learned about Central Desktop also has the capability to organize workflow processes and document approvals Additionally it allows users to post polls and conduct web meetings which integrate nicely into the concept of project management as a whole Access the Central Desktop website here CHAPTER 2 ProjectSpaces Another Tool for Online Collaboration and Project Management You will notice that the key benefits of ProjectSpaces are very similar to those of Central Desktop with the added benefit of a live helpdesk A drawback however is that the ProjectSpaces interface is not as glossy as that of its competitors The ProjectSpaces homepage is used to share documents manage tasks and communicate announcements The ProjectSpaces homepage displays similar tabs as Central Desktop as well as other key features including the most current files tasks and upcoming calendar meetings Files are listed and sorted by date followed by a list of tasks organized by due date One main difference between Central Desktop and ProjectSpaces is that ProjectSpaces provides more deliberate space for discussions and blogs showing the latest blog posts right on the homepage The ProjectSpaces homepage is a simple one page view to access all highlights of a project The Files tab provides access to all of your project files The Files tab provides access to all the files across all projects You can access specific project files via a simple drop down menu The file folder structure is similar to that of Microsoft Windows A feature unique to ProjectSpaces is the file management document tagging Tagging a file allows you to keep it in multiple folders as appropriate As changes are made in one location changes will automatically carry over to copies in any other folder Similar to Central Desktop you can subscribe to a document and automatically be alerted whenever a new version of the document is posted or when changes or modifications have been made ProjectSpaces also offers document version control In ProjectSpaces collaborative documents are called shared documents This document type is ideal when several users need to access a single file from multiple locations As with Central Desktop ProjectSpaces allows you to check out a document so that only one person can edit it at a time One of the benefits of the document management feature in ProjectSpaces is that for any document you can go back to an earlier version if a more recent version contains changes that are not to your liking At the bottom of the page you can also add comments that are date and time stamped ProjectSpaces offers a live helpdesk but its interface is unrefined ProjectSpaces is not free but the prices are reasonable and you are allowed more users and a greater amount of storage space for your money than with Central Desktop The security level of ProjectSpaces is rated as high and the administrative and user skills are the same as that of Central Desktop The key benefits of ProjectSpaces are also very similar to those of Central Desktop with the added benefit of live helpdesk support The only major drawback is that the ProjectSpaces interface is not as glossy as that of its competitors The comparison table shows that ProjectSpaces has many core features and functionalities that are not discussed in this lesson For example ProjectSpaces allows for an individualized customized page Some of the core features that ProjectSpaces does not have compared to its competitors include the ability to assign recurring tasks or filter to do lists by the person responsible Access the ProjectSpaces website here CHAPTER 3 Basecamp Another Project Management Tool Available Online The third and final project management tool we will review is Basecamp The benefits and key features that differentiate Basecamp from the previous tools are time tracking and the ability to integrate project information with the Highrise contact management system which is discussed in the Data Management lesson Basecamp s Dashboard and To dos tabs offer an overview of milestones and tasks Basecamp s dashboard is very similar to the homepages of Central Desktop and ProjectSpaces Similar features include upcoming tasks and milestones calendars and overdue items One of the unique features of Basecamp is that it allows you to track the amount of time it takes to complete each task Time tracking can be useful for recording volunteer time or estimating future project timelines Basecamp s time tracking feature is helpful but storage space is limited Basecamp has no free option but any price point allows for an unlimited number of users and the storage space available per dollar is considerably more generous than that of the other two tools Similar to the other tools the security level of this tool is rated high and the administrative and user skills are comparable to those of Central Desktop and ProjectSpaces The benefits and key features that differentiate Basecamp from the other two tools are time tracking and the ability to integrate project information with the Highrise contact management system which can manage volunteer or donor contact information and is discussed in the Data Management lesson The main drawback to Basecamp is that while you do receive more storage space for your investment than with the other two products there is a maximum storage capacity of 50 GB The comparison table shows that Basecamp has many core features and functionalities that are not discussed in this lesson For example you can chat or instant message

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  • Interactivites
    of audio here Central Desktop An Online Tool Used to Collaborate and Manage Projects Project files are stored in one easy to access location Project files are stored in one easy to access location Text version of audio here Document version control reduces time and effort Document version control reduces time and effort Text version of audio here ProjectSpaces Another Tool for Online Collaboration and Project Management Document management will

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  • Interactivites
    pause at any time by pressing the Pause button on the bottom left of the player The buttons at the bottom right of the player allow you to control the volume and shift the video to full screen On Screen Text Below the player you will find on screen text This includes the detailed information you will need to know in order to meet learning objectives for the lesson Icons

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  • Overview - Going Virtual: Online Tools for Project Management
    management is the methodical approach of planning organizing and managing resources to successfully reach specific project goals and objectives Typically project management involves many partners some of whom may be working in remote locations so collaboration via a web based application is ideal As you learn about these unique tools keep in mind how you will collaborate with your volunteers partners or other individuals with whom you work to manage a project Use project management tools for remote access document management tracking tasks and capturing ideas The first reason to use project management tools is remote access to files With these tools your documents are stored online This means that you have access anytime and anywhere you have access to the Internet This is especially important when you are working with partners who are either in another part of the country or travel frequently The second reason is document management As you upload edited versions of a document these tools will keep the old versions for historic reference Additionally only one person can work on the document at a time These features ensure that you do not waste time and effort or create unnecessary steps to produce a polished document The third reason to use online project management tools is to assist you in easily tracking tasks and milestones For example you can easily track or assign tasks for an upcoming conference and get a quick progress check on the accomplishments to date to ensure you are prepared Finally online tools provide a single place to capture team discussions and ideas These tools provide user friendly forums for promoting team communication and the exchange of ideas Additionally these tools will keep a record of past discussions if a new team member joins or an idea resurfaces To find the right

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