Everyone in your organization agrees that you need to begin centralizing your grant management processes. Now the question is, who is responsible for driving and overseeing this shift?
Assembling a Central Grants Office with key roles is one of the first steps leadership needs to take to centralize funding management. The main goals of a Central Grants Office are to provide organizational leadership and oversight over grant policy, evaluation, and training as well as to provide expertise on grant management systems and to streamline processes. That is why you need to rely on those who can make and drive central decisions.
While it may vary by organization, some key personnel from your organization who should be leading your centralization include:
Grants CoordinatorThe role of grants coordinator is crucial in the Central Grants Office because this individual will essentially be running the office by leading the push for standards, transparency, and compliance around grants. This role will own all grants-related tasks and activities, both in and out of the Office, and will ensure everyone involved is effectively collaborating and communicating.
Grants AccountantTo achieve full centralization, there needs to be communication and transparency between the Finance Office and the Central Grants Office. Consider including the grant accountant in the Central Grants Office to facilitate this interaction. This person will also work on financial reports.
An expert on ERP and DataTo truly centralize grant management processes, all vital data points need to be connected. That is why an expert on Enterprise Resource Planning (ERP) and data should sit in the Central Grants Office so they can provide key leadership on existing financial tracking and integrations.
Further, the ERP expert will carry out decision-making across and between elements of the organization that rely on the ERP for implementing and tracking information related to Federal grant regulations.
Representatives from the key grant making agencies
Organizations need people in the Central Grants Office who can speak to current funding patterns, values, and risk – representatives from key grant making agencies.This ownership is vital if an organization wants to achieve buy-in for their centralization plan.
Representative from political or executive leadership
Despite how critical it is, an organization can only achieve centralization, as is the case with most big organizational pushes, if there is buy-in and expertise from leadership. Therefore, a representative from political or executive leadership who can advocate for and expedite initiatives is needed in the Central Grants Office.
After team members have agreed to play a role in the Central Grants Office, it’s time to begin centralization practices. To start off on the right foot, the Grants Coordinator should consider it priority number one to develop and disseminate a set of grant management standards to your organization.
Want to learn the two other pillars for centralizing your grant management processes? Check out AmpliFund’s ultimate guide to Grant Management Centralization.
Topics: Drive Best Practices