Core competencies for
effective grants management:
a tool for Learn and Serve America grantees



Corporation for National and Community Service
Learn and Serve America

September 2005

---

A T O O L F O R L E A R N A N D S E R V E A M E R I C A G R A N T E E S
Core competencies
for effective grants management



Learn and Serve America
Corporation for National and Community Service
1201 New York Avenue, NW
Washington, DC 20520


2005

---

Preface
Preface
s part of its ongoing efforts to provide useful technical assistance to its
grantees and help Learn and Serve America programs achieve strong and
A lasting results, the Corporation for National and Community Service (the
Corporation) has launched this grants management core competencies
initiative. Drawing on the needs and experience of Learn and Serve grantees and
other federal programs, the project has identified key competencies that characterize
effective grants management, provides grantees with descriptions of those
competencies, and offers grantees ways to identify their own strengths and
opportunities for improvement. Related Learn and Serve efforts include identifying
and distributing effective practices in grants management, developing tools to better
assist grantees, and providing opportunities to adopt state-of-the-art program and
grants management practices through ongoing training and technical assistance.

The core competencies initiative began with assessment of field needs, strengths,
and gaps in capacity from both grantee and Corporation staff perspectives. The
analysis of the Learn and Serve experience was supplemented by information from
other Corporation and federal grant programs about effective grants management
practices. The findings from this research were instrumental in informing the
development of a set of key core competencies to be used to guide program
managers in their work. Grantees can assess their own capabilities against the
competencies in this document, and develop action plans to help guide further
planning and development.

The core competencies are not intended to provide definitive answers, but rather as
a guide to prompt reflection and self assessment on the part of grantees. This initial
version of the competencies will be revised regularly to ensure it is used and useful.
A companion self assessment tool will also be made available.

This document was developed in consultation with Learn and Serve program staff,
the Corporation’s Office of Grants Management, and grantees themselves. The
Executive Board of SEANet and other SEA representatives provided input and
feedback as well. Core Competencies for Effective Grants Management: A Tool for Learn and
Serve Grantees was developed by Plexus Scientific Corporation and Practical Strategy
Consulting under contract GS-10F-0035K.

i

---

Table of Contents

Preface........................................................................................................i
Introduction.............................................................................................. 1
Top 8 Effective Grants Management Core Competencies ................... 5
Managing Risk ................................................................................ 7
Understanding Federal Requirements .......................................... 10
Translating a Proposal into a Program Plan and Using It.............. 13
Managing and Administering Sub-grants ...................................... 15
Managing Budget and Finances ................................................... 17
Using Management Systems ........................................................ 20
Keeping Records and Documenting Progress .............................. 22
Addressing Weaknesses............................................................... 24

Common Compliance Issues................................................................ 26
Definitions of Terms .............................................................................. 27

Review of OMB Circulars ...................................................................... 32

ii

---

C O R E C O M P E T E N C I E S
Intro
Core competencies for effective
grants management:
A tool for Learn and Serve America grantees
he Core Competencies for Effective Grants Management initiative is part of
the Corporation for National and Community Service’s efforts to provide
T the best possible support to Learn and Serve America (Learn and Serve)
grantees. Created in response to questions and requests from grant
managers across the country and based on a careful review of current grants
management practices and needs, the initiative is focused on developing easy to
understand tools to help grantees navigate the complex world of managing federal
grants.

Who is this document for?

This document is intended for managers of service-learning programs that receive
federal Learn and Serve America funds from the Corporation for National and
Community Service, and sub-grantees of those programs.

What’s a competency?

A competency is a combination of knowledge, skills and abilities that are required to
perform a task or set of tasks. Combined, proficiency in several related core
competencies leads to skill and aptitude in a broader field or area. The core
competencies that are described here are all important and interrelated. Managing a
program and grant effectively requires proficiency in all of the core competencies.

This tool is designed to answer two critical questions. What must I be able to do to
manage a Learn and Serve America grant well? What are the “critical few” things
that I should know in order to evaluate whether or not my program is at risk of poor
performance and management, and reduce those risks?

The eight competencies defined in this document are intended to support you in
your efforts to run a high quality program, serve your customers and stakeholders,
1

---

C O R E C O M P E T E N C I E S
and meet the needs of your organization. Understanding these competencies will
enable you to improve your program’s operations and performance as well as
minimize the risk of non-compliance with federal requirements. They are also
intended to empower you to take charge of your program’s performance and design
appropriate changes. It is never too late to take stock!

What do I do with these competencies? How should I use this document?

The competencies were developed to stimulate your thinking as a program and
grants manager. They are intended to prompt reflection and inquiry, and stimulate
change. It is important to point out that there is no easy answer or quick fix – much
of sound program management is the result of careful, deliberate, time consuming,
and complex work. We hope that you will review these competencies alone and with
your management team, and plan specific steps to address the areas of weakness that
you identify.

For each of the major core competencies below, a definition is provided that frames
what the competency entails, followed by questions to allow you to determine where
you are along a continuum from below proficient to proficient to mastery. A
glossary of terms and links to resources are also provided to help the reader find
more detailed information and guidance. We have intentionally kept it short, but at
the same time have tried to provide you with the information you need to effectively
manage your grant. This document provides a strategic framework for grantees at
different levels of expertise.

There are a number of ways you can use these competencies as part of your planning
and program management:

• On your own. As part of your responsibilities as a Learn and Serve program
manager, review the core competencies regularly. Think about your strengths
and weaknesses, and areas that you might be concerned about. Use the core
competencies to inform your interactions with other parts of your organization,
to prompt you to ask questions about the roles of others who are involved in the
grants management process. Assess your program using the core competencies,
and develop a list of things you would like to know more about.

• As a group. Use the core competencies as part of your work with your
colleagues. For example, ask members of your team to review the competencies
and compare results. Do you agree on areas that might require some additional
focus? You could use the competencies as agenda items at staff meetings,
examining one or two competencies at each session and developing an action
plan based on your conversation.

• With a third party. If you have access to external reviewers or consultants, ask
them to examine your organization and Learn and Serve grants management
practices using the competencies as a framework. An external facilitator can be
2

---

C O R E C O M P E T E N C I E S
extremely helpful in asking difficult questions that staff might be reluctant to
surface.

• As part of a peer review. Peer-to-peer mentoring and collaboration can be one
of the most powerful approaches to learning and program improvement. The
core competencies can be used to inform a peer review process wherein grantees
work together to share best practices and identify issues.

• To prepare for a monitoring visit. While most grantor organizations (federal
and state) provide monitoring guidance and questions prior to visiting grantees
to review their performance, the competencies can also help you prepare for
external oversight. Reviewing your program using the competencies, with an eye
to possible questions that an external party might raise, can be extremely useful.

• To inform your relationship with the Corporation for National and
Community Service. The core competencies can be used to help frame your
discussions with your Learn and Serve program officer regarding oversight and
monitoring, and help identify needs for support and guidance from Corporation
staff and training providers.

How do I use the self assessment questions? Aren’t there other questions I
could ask?

The self assessment questions included with each competency are intended to guide
your thinking. They were culled from much longer lists in an attempt to provide a
small, digestible number of critical questions that are fundamental to each
competency. The specific needs and circumstances of every grantee differ. You can
add questions to capture additional issues and ideas that are important to your
management of Learn and Serve resources and program performance, and are
encouraged to do so.

Why is some text underlined?

Underlined text indicates hyperlinks. In the electronic version, you can enter
<control click> to access definitions and resources. Many of the background
documents are posted on the Service Learning Clearinghouse website, at
http://www.servicelearning.org/resources/online_documents/core_competencies/i
ndex.php.

What is happening next with this project?

This is the first version of the competency document (released in August 2005). It is
the Corporation’s intent to use it to stimulate discussion with grantees, and then to
develop a refined version in 2006. In addition, supporting products, such as a self-
assessment tool and guidance on specific topics, are also being developed.

3

---

C O R E C O M P E T E N C I E S
Can I provide feedback on how to make this a better product?

Yes, your comments and suggestions are crucial. Please direct questions and
comments regarding your grants management needs and support, including feedback
regarding the core competencies effort, to Mark Abbott, Associate Director for
Grants Management, Learn and Serve America (mabbott@cns.gov).

4

---

C O R E C O M P E T E N C I E S
Overview
Top 8 Effective Grants
Management Core Competencies
Managing Risk

I understand what constitutes financial and program risk as it related to my grant, and can
characterize my program according to risk assessment principles.

Understanding Federal Requirements

I understand all federal requirements that pertain to my grant, including my grant
provisions, and have taken steps to ensure they are addressed.

Translating a Proposal into a Program Plan and Using It

I have a program plan for implementing my grant and a process to track its progress.

Managing and Administering Sub-grants

I have developed a judicious, reasonable, and effective process for selecting and managing
sub-grants.

Managing Budget and Finances

I understand financial management principles and have a comprehensive system for
organizing financial statements, managing and documenting costs, and ensuring internal
controls.

Using Management Systems

I have an organizational structure for managing my grant that produces results, ensures
coordination, and builds accountability.

5

---

Keeping Records and Documenting Progress

I understand documentation needs and requirements and am meeting them with regularity.

Addressing Weaknesses

I have addressed prior programmatic and financial weaknesses, and I continue to review my
program’s performance and make mid-course corrections as needed.
6

---

Document Outline

• 
• ﾿
• 
• ﾿
• 
• ﾿
• 
  • ﾿
• • 
• ﾿
• 
  • ﾿
• 
• ﾿
• • 
• ﾿
• 
• ﾿
• •  
    • ﾿
• 
• ﾿
• • 
• ﾿
• • 
• ﾿
• •  
    • ﾿
• • 

---