E-007 Lessons Learned-My Boss is Going to Hell or Jail - Grant Talks with Johna Rodgers GPC and Lucy Morgan CPA
Episode Summary:
### Quick Episode Summary Grant Talks Podcast [#007]
*Intro ***.41***
* Fire Away Questions Johna Rodgers GPC and Lucy Morgan CPA ***1:15***
*How College Prepares You for a Grant Career***5:41***
* Live from the NGMA Conference – Strategies When “My Boss is Going to Hell or Jail” ***8:05***
* Tips for Dealing with Difficult Grant Situations at Work***10:24***
* Tips for Working with Difficult People in the Grant Lifecycle ***15:28***
* Insights into What You Can Control About Grant Management (Really)***18:05***
* Lessons Learned: How to Build a More Integrated Grants Team***21:54***
* The Last Word with Johna Rodgers GPC and Lucy Morgan CPA***25:49***
*Outro Audio GrantTalks Podcast with Lucy M. Morgan CPA ***30:47***
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Intro: 00:04
Welcome to the Grant Talks podcast with Lucy Morgan. Lucy is the CEO and director of MyFedTrainer.com, a leading provider of grant management training and templates for federal grant recipients. This show is for grant professionals looking to gain confidence managing their grants, in an age of increasing complexity. You'll hear from leading professionals on the best practices surrounding grants, what's involved in successfully managing the grants lifecycle and how to make sure your grants are managed correctly. Now here's your host, Lucy Morgan.
Lucy Morgan CPA: 00:41
Welcome everyone to this continuing conversation with Johna Rodgers, GPC. Johna is a GPC with over 25 years in grants and nonprofits. She's been involved with over $162 million in grant awards and is currently serving as a grant consultant, national trainer for Grant Writing Management USA, State Technical Assistance Facilitator and board member of the Grant Professional Association, also known as the GPA and I'm Lucy Morgan, your host for this session. So welcome Johna!
Johna Rodgers: 01:12
Welcome. Thank you. I'm so glad to be here.
Fire Away Questions Johna Rodgers GPC and Lucy Morgan CPA
Lucy Morgan CPA: 01:15
First of all, let's get to know you a little better with a couple of "fire away" questions. Johna in our last episode, you mentioned the benefits of thinking strategically about uncomfortable situations like your presentation called "My Boss is Going to Hell or Jail." What's been one of your personal strategies that gave you longevity in a profession that, let's face it, it can feel a little overwhelming at times.
Johna Rodgers: 01:40
You know, it really can and I, that's one of my passions, is how do we help our younger grant professionals learn to stay in this work and grow with it? Okay. It is a growing profession. You learn more and more. So how do we get those who are at the five and seven- and 10-year stage to stay another 10 to go another 20? So, for me, there are a couple of things, one is doing good work. I like doing good work. My husband worked for General Motors for 30 years before he retired and we always thought it was kind of our way of giving back that I could be in nonprofits while he's out there working in a manufacturing job. And that really did give us a base to be able to do nonprofit work long term. And then I like to think I learned from my mistakes. And I've made them. Yeah. Um-hmm. I'm working on some grants this week in fact, and I'm already jotting down some things I know I could have done better and that will come back and inform me that next time that I have this particular situation, I'm going to have some strategies ready to handle that. Nothing formal, just different ways of, of making relationships with people, making sure people are on board, and really, there have been nights when I go, you know, I just didn't do that well and I don't like those nights. I don't like feeling that I didn't approach it the best way. So really examining my practice, not just, "Wow, we got a grant!" But what made that work better than the time I did it before? And how can I repeat that? So not just the win or loss rate, but the process and the effectiveness and efficiency of that. How can I make that continue?
Lucy Morgan CPA: 03:29
Well with over $162 million in grants, I imagine you've seen the impact that grants can make to solve problems. What has been the grant that gave you the most satisfaction to be a part of it?
Johna Rodgers: 03:41
And that's a great question. And you know, I've had a lot of big grants and a lot of little grants and I think the one that really made me feel the best, I've got two. One was a literacy grant for a rural community. It was for K-12 actually pre-K-12, and they were going to be able to get more and more books to kids who didn't have them and not just books, but book experiences, being able to, they re-did a bus and took it in to a local little neighborhood of high poverty and instead of just making it a bookmobile, they made it a coffee shop. And so, when the kids come on that bookmobile, there're books, yes, but there's also beanbag chairs and iPads. And so, they can just have this great time and they have a certain schedule and so that's just been a lot of fun. And then the second one, because that one was about a million dollars. The second one was a much smaller one and it was for $40,000 and it was for a preschool and I got to go to that preschool, and a very highly successful preschool. They're working in the, the highest poverty area in my hometown and they are really making a difference with a few kids. They're serving 60 kids each year and they graduate 20 to kindergarten and those 20 kids, 18 out of them, 18 almost 19 every spring will be kindergarten-ready. And in Kentucky the rate is only 50%. So, they are really doing some awesome work and you can see those faces and just think, "Wow, because we did that, those kids are going to keep going." And that's a really great thing.
How College Prepares You for a Grant Career
Lucy Morgan CPA: 05:24
I found out recently in one of our conversations that our stories intersected in a kind of an unexpected way as we both reentered the college experience a little bit later in our lives-not right after high school. How do you think your college experience prepared you for life as a grant professional?
Johna Rodgers: 05:41
Well, you know that what pops in my mind is one summer I was taking a summer class because you know as an adult you take them when you can get them. You don't, there is no, spring and fall term. You just go. And so, I got kids to take care of, and but this one summer, I had to take economics and I was not thrilled with my economics class. So, as a 30 something-year-old, you're sitting in this summer course with all, excuse the expression, all the jocks and they're all in there and they're, 18, 19, 20-year-olds and they could care less and I'm trying to make something out of myself. I'm trying to make a better living for my kids. I'm really, I need to get this course and move to the next one. And they're just taking in the summer because they heard it was easier. So, I can that really, painted a picture for me of folks' perspectives in the younger stages. And it really set me up to succeed in a number of ways that if I'm determined and if I keep moving forward and if I'm always just at least one more step forward, might not be 10 steps, but at least one more step I can get there. And it also taught me a lot about deadlines and setting my personal work schedules. I learned a lot about myself and what I could do and how I could juggle my time. And as you know, Lucy, when we're talking about the grant world, organizing your time is a huge piece of it. You know, you've got not only the deadlines but also the deliverables. If it's a report, if it's a new timeline, you know, this week I'm delivering budgets left and right, I feel like the Easter Bunny, I'm just throwing out budgets like Easter eggs and those are things that my clients are waiting for and they need to come at a good time for the client, not at a good time for me. So, I struggle every day with that. And it goes way back to when I was, I was doing the same thing I would, in the summertime I would take my kids to the local community pool and I would put my shades on and they'd be playing and I'd that one of them would say, "Hey mom, look at me." I'd say, "Oh Huh. Yeah. Uh Huh. Go ahead." And I'd be finishing my homework. So, you know, it's just, we just have to figure out ways to make sure we're still getting the product prepared for the client or the agency.
Lucy Morgan CPA: 07:56
I think that was probably the biggest thing for me as well out of college is learning how to manage deadlines.
Johna Rodgers: 08:02
And you know, I'm still learning. I'm still learning
Live from the NGMA Conference – Strategies When “My Boss is Going to Hell or Jail”
Lucy Morgan CPA: 08:05
There're still new strategies. In our last section, we had talked about some of the different strategies you can employ when you're faced with, let's call it an uncomfortable situation. Like "Your Boss is Going to Hell or Jail." Let's get into some of those different approaches that an individual can take. Can you briefly describe some of the strategies that you've seen work successfully?
Johna Rodgers: 08:25
Yeah. You know, I still go back to relationships and conversations, you know, and not confrontations, conversations, being able to just sit down and have folks not be afraid you're going to chew them out. You know, you're just having a conversation and being able to at every turn approach that from a "Gee, not how could they do this crazy thing?" But "Hmm. I wonder how or why they made that decision and if it had anything to do with convenience, with money, you know, what was the motivation behind that?" Maybe if I understood the motivation, I could see the alternative. And so, I'm always looking for a way to keep the conversation as pleasant as possible. Nobody wants to be chewed out because they may have done something wrong and most people are good people. If you point out that something doesn't look quite correct, they're going to be fairly happy to correct it. Embarrassed, yes. If it causes a real issue. Hmm. Nobody likes to get a speeding ticket. Right. But everybody at some point makes a misstep. So, I prefer to think of it as an opportunity for me to draw closer to those in leadership and to help them see that I am a tool in their toolkit that they need to bring me those things ahead of time so that the mistakes aren't made. Now I'll confess, I've been more fortunate in that in some ways. And then in others, sometimes they don't bring it to me and we find out after and when that happens, then I have to be, and this is another strategy, I have to be ready to step up and say, "Let's fix this together." It's not an "I know you were going to do it." It's not an "I told you so." It is an opportunity to correct it, move forward, learn from it.
Tips for Dealing with Difficult Grant Situations at Work
Lucy Morgan CPA: 10:24
What are some of the main challenges that you've seen when people find themselves in this type of uncomfortable situation? I'm sure we could probably talk all afternoon, but what are some of the common themes?
Johna Rodgers: 10:35
Well we all worry first that we really are going to jail. I mean we really think that someone's going to come in and we're doomed. We're not going to serve anybody anymore. We're, no more puppies will be saved by us. And that's not true. It's just not true. When a mistake is made or whether something is even intentionally done wrong, you are not the first agency that's had that happen. You know, we all have, this is going to be my bumper sticker. "My Mama was wrong. I am not special." I am not. There, you know, this just happens to people when they're trying to do good work on a Wednesday. So, learn from it, fix it, go forward, do not panic. And also remember to bring in others, not everybody in your organization, but you know, if something's been done or something's happened that was not quite appropriate, I'll bet you dollars to donuts, Finance needs to be involved, you need to develop that relationship. And especially folks in grants don't always like to develop relationship was finance. We don't speak their same language. It just, I've got a foot in both worlds so I can at least be an interpreter. And it behooves us all to adore, to approach, to bring donuts to the finance officer. We really need to give that person the respect they deserve, but also, we need them. And so, to develop those relationships so that when something does happen, yes, we'll be shocked. We will be embarrassed, but we can also work together to fix it. Okay. We don't blame or point most of the time when something goes wrong with an internal control, with a policy or process you have, it didn't happen once. It has been happening. And so that means we need to do a group of strategies, not one thing differently. So that's a bigger conversation than me and the boss. That's me, the boss, a couple of other, the leadership team, finance getting in there. We're going to have to figure out how to do some things differently. And that takes a little bit of time and patience.
Lucy Morgan CPA: 12:49
And in your presentation, you saved until #10 of your top ten, a strategy called the "Holy Crap!" Strategy. Tell us a little bit more about why you saved that one for last.
Johna Rodgers: 13:02
Well, because it shouldn't be the first one, you know it because most of the time we're wrong. It's not as bad as we thought it was. I can't tell you the numbers of times that I went home to my husband and said, "Okay, I'm quitting tomorrow. I'm done. They've done it again. Something bad has happened." (Whatever the something was) and he would listen and he would say to me, finally, "You know, I'm not sure that you have enough information to make a life-changing decision, do you?" And he's always right on that and now don't tell him, but he's always right on that. And so, I didn't sit down and say, okay, so if it's not something I need to run like a bull through a china shop, what do I need to do? I need to have another conversation. I need to calmly approach the parties. I need to get more information. I need to think strategically about what the steps might be. Most things that are problems are fixable. Most things and I heard one of the Inspector Generals this morning, say all of the things that we have going wrong in grants, they are 100% preventable. Hmm. So, it's really two-fold. How do I fix this thing and how do I prevent the next thing? So those two conversations come up in the "Holy Crap." I'd also say that, you know, if it is really, really bad, then I do have that soul searching to do. Do I need to take a step back and think about, do I want to be in this spot and it might not be, do I want to be in this spot because something illegal, unethical, immoral is going on? But do I want to be in this spot because I didn't get listened to in the way that I needed to be listened to. My opinion was not valued as much as I think should have been. Now I think my words are precious. My word should always be heeded so I take that with a grain of salt. Sometimes what Johna has to say is not important so I try to not let that be a deciding factor. I try to keep my humility about me, but I'm going to watch and I'm going to be careful about it and thoughtful. I'm not going to make a rash decision, but I'm going to continue to be kind of vigilant, maybe not hyper-vigilant, but a little vigilant about watching, listening and learning so that I can make a good decision, not a rash one.
Tips for Working with Difficult People in the Grant Lifecycle
Lucy Morgan CPA: 15:28
So, I'm sure many of us can relate to the feelings that you've expressed and some of the strategies in these situations and we're probably all hoping we never have to go through this in our career though, it's probably likely we will at some point in time. What would you say to someone who sees these situations is very black and white? You know, I have to quit or I have to say nothing. And those are my only two choices.
Johna Rodgers: 15:50
Well, I would say they're not your only two choices, but I understand it. I absolutely understand it. And I have felt that way myself and I'm a little time in this field will help you see that there really is gray. There really is gray. I was telling someone a story from earlier in my career this morning and true story, and I had a boss who came to me and she said, "Okay, I just have to talk to you about something." I said, "So what is it?" She said, "Well, we're about to write this new grant and we're going to put this school in it. And I know that last time we had this school in it that the principal didn't do everything he was supposed to do. He just, he was a fruitcake" (one of my favorite descriptors.) And she said, "So I just want to make sure that you're okay with this, that you're not going to..." And I don't think she used these words but this is what she meant. 'You're not going to get on a high horse and pull the ethical card on me that we can't write a grant for somebody we know is going to do something wrong.” And I looked at her and I said, “Actually no" and I said "I can't control that person" If he signs off on our, you know, (because we do memorandum of understanding) he signs off on that bottom line and pinkie swears that he's going to do good work and he's going to do his reporting and he's going to make sure the most needy kids get it. I have to give him a little bit of rope and say, "Great, I'm looking forward to working with you." If he messes up then there are consequences there for him and we will do what we need to do to clean it up. But absolutely, I'm not going to deprive that school of the opportunity just because of that one individual. And I don't think that's unethical. Now, if he proves it over and over again, that's another conversation. But again, that's the monitoring we have to go in and make sure that's our job when we are passing along funds to a subrecipient or to a partner, it's our job to make sure they're doing what they're supposed to be doing either with a carrot or a stick. So, but I'm not going to judge him just on the face. I'm going to just make sure the kids get what they need or the turtles are saved, whatever it is we're working on today.
Insights into What You Can Control About Grant Management (Really)
Lucy Morgan CPA: 18:05
You also talked about controlling the things that you can control. What are some of the things that each of us can control when it comes to grants as opposed to the things we really can't?
Johna Rodgers: 18:15
Oh yeah. I had a week of really "can’t" last week. So, this week's been a little better. I can really control my coffee pot. Mom's always going to have a coffee pot nearby. I can really control blocks of my time. I can screen out some people. If I can't work at two in the afternoon, I'll get up at four in the morning. Nobody's going to bother me at four in the morning. So, from that four to seven or eight in the morning, I can get some solid, good thinking work done that I've found that to be over a lifetime, a critical thing in my success. I also get a second wind in the end of the day. That's always amazing to me. Nine o'clock comes, if I don't pass out at nine by 10, I'm good for another two hours, you know, so I have to keep trying to do that. So, what I've tried to control about my own work is my time, my schedule, and my ability to always try to be kind to people and patient. I'm not the most patient person, but I can fake it really well. And I find that to be an incredibly useful skill to, you know, when I have a client or I have a partner that says, "Yeah, I'll get those forms for you on Thursday that you have to absolutely have by Friday." I'll just gently remind them that, you know, if you remind people on Tuesday or Wednesday, you've got a little time to pester them. So, let's move that timetable up just a little bit for the "just-in-case." Again, I can control a calendar and I can move some things up so that when the things I can't control like the boss that suddenly doesn't have a computer or he goes, I had one client went to Europe before he signed the papers. You know, it's like, Really? Really? Okay. So, learning to mitigate for those things, I've learned to track people down no matter where they are. This is one of my claims to fame, is that I once tracked down an Indian chief, a real Indian chief in a Las Vegas Casino and was able to get him to submit his paperwork. And so, there is, if I can do that, I can find anybody, you know, so I just try to look at all the tasks that have to be done. I'm a big one for a Gantt chart with all the tasks laid out so that I can kind of, not just me, but so that the team can check them off. Did we get all this done? And then I send updates to people, I need these two forms by Tuesday. I need this by Friday. It, depending on the client or the agency, I'll create an actual calendar with the "send to me" dates by. This is when I need this piece of homework. This is when I need that piece of homework. And I think that is as much for me as it is for them. So now I don't have to think about that piece of homework. I know it's on a calendar and I can worry about it the day before and send a reminder. So also, technology is helping us to automate some of those things. Not to remind my client but to remind me that, okay, this is, you know, your project's due in eight days. You really need to be getting some of those forms in and you haven't yet. It's a good time for a reminder. So that, that's been a learning curve for me too is making sure that it's not the client I have to keep in line. It's Johna Rodgers. I have to, because if I'm good with my client and I build that relationship and I've got the reminders, then I just need to make sure they're on track. I have to be on track to make sure they are on track and I can control that.
Lessons Learned: How to Build a More Integrated Grants Team
Lucy Morgan CPA: 21:54
Yeah, I appreciate that you talked about creating a team of others to help expedite the process and the review or resolve issues, all those types of things. Getting divergent people like the program folks and the finance folks to work together and have those Kumbaya moments. It seems like that's a perennial challenge. So, I picked up some of the things you talked about like the calendar and things like that. What do you think have really been your most successful approach in building an integrated grant team? Not just that siloed behavior.
Johna Rodgers: 22:23
Again, I work with PhDs and high school graduates. I work with a wide range of folks and every one of them is busy, every single one of them. So, the first thing we do is nail down their time. We know because I can't be the one who says, "Hey it's Tuesday, can we meet tomorrow?" No, because I'm probably not available either, but you know a week from Tuesday maybe. So, I try to use some tools like doodle, which is a calendaring app that they can fill in some of their times. I also have, sometimes people don't like that. Sometimes I'll just make one phone call and we'll sit. We'll look at everybody's calendars and we'll say, okay, we're going to set up one phone call and set our meetings. And so, we will spend 30 minutes looking at everybody's calendar and we'll set up some times. Then what I do, because I'm, a big believer that that face to face meetings are nice but they are not necessary. I think we waste more time in face to face. You know, we're being hospitable to people. Move on, just get to the business. Okay. Just ask me the questions. So, I have learned to, for each of my in my team activities I will, for every conversation we have and we don't have meetings, nobody likes a meeting, we have a conversation, I will develop the questions and they know where I'm going to go. So, they've had time to pre-think. But also, if the conversation takes on a life of its own, if two of the smart people on the call are really having some robust conversation, I let that go. And for me, that's when I learn about whatever it is. You know, I write grants about, about how to design software. I don't know anything about software. Sometimes I just need people who know something about it to talk. I also work with one of the nation's leading researchers on elementary mathematics. And I have learned everything wrong I've ever done in mathematics. So, it's fascinating to hear them. So, I like to just get two or three people who are smart about the content piece and just have them talk to each other. And then I'll jump in occasionally with a question to keep the conversation flowing about the grant because you know, those selection criteria in the grant that we all design our proposals to, those are perfect questions. One of the ones in the department of Ed that they use a lot now is, what is the national significance of what you're going to do? I have no clue what that is, but the conversations are fascinating when we talk about it. So just opening that up and saying, okay, so not only what is the national significance, tell me what the significance is and in your hometown, in that home over there where you might have a family of English as a second language, they may be a family of immigrants and the youngest child is speaking English well. Well, is there a new software that will help the parents read to the child and really read in English and or is that even something we should do? Maybe we should just celebrate that that house has two languages. I have to learn all that so that I can present those cases and so it's a wonderful thing to hear brilliant people talk about their content with the same passion that I talk about grants. It's a, that's one of my favorite things in the work that we do.
The Last Word with Johna Rodgers GPC and Lucy Morgan CPA
Lucy Morgan CPA: 25:49
What do you think the biggest takeaway for someone hoping to achieve a positive outcome in what may feel like a very challenging circumstances where things aren't going quite as they expected in the grant world?
Johna Rodgers: 26:02
Things never go as we expect in the grant world.
Lucy Morgan CPA: 26:04
Good advice!
Johna Rodgers: 26:07
I never do. I've been doing this a long time and I, I absolutely, every new client, every new process, there's something different. But I would say the best takeaway is the new knowledge that you've gained. We do not know what we do not know. And most of the time when we mess something up, it's because we didn't know any better. It is seldom that somebody intentionally did something with malice to cheat the system. Maybe they didn't know the consequences, you know? “Well, we probably didn't do that process the best we could have, but it'll be, the auditors never said anything. They've never called us on that.” Well, that's because the auditor didn't see it. Okay. That's the only reason that the auditor doesn't see everything. Having a clean audit is not an excuse. It is a celebration, but it is not an excuse to keep doing what you've always done and doing it badly. So, learn something, learn a new process. I would also say, you know, again, back to the fact that we really aren't as special as we think we are. Find a friend who's been doing it and doing it well and compare the ways that you do it. There is no reason to recreate the wheel. Somebody out there has a solution that you just don't know about. So, take somebody to lunch, go to their office and tour their finance area, talk about their policies and procedures, figure out what the things are, those internal controls again. (Those pesky things that you could put in place pretty easily.) Most of the time it's not rocket science. Just some things, some strategies, some fail-safes to keep from doing something incorrectly that maybe changed a little bit of something. But really, it's not that bad. It's not that bad. Start my own conversations on this with, especially when I'm with a group that works through the OMB language every day, all these guidelines they give us, they could have done so many things that would be much harder. They could have said things like, you must operate your agency with no more than 42 employees. You can never get over 42 employees. Well how can we do all our work? We're a big agency. Or maybe they could have said, you can't have a grant and operate it on your own, if you have only volunteers. They could have made lots of rules. They could have said that you must, every time that you make a bank deposit stand on one foot and sing the national anthem, they don't do that. So, the rules that they give us are simply that you have to do good work and try really hard. That's it. And there are some accepted practices that they have codified and put into the rules that good businesses do. You know, there are times when I just want to take the OMB by the shoulders and shake it and say, just tell me what to say. Give me a form. But they don't do that. They say, go do good work. Go out there and be awesome. And while you're doing that awesomeness, make sure you have the people and the tools in place so that we can see the awesomeness, that we can see that you spent the right dollars on the right things at the right time and we'll give you some more the next time you apply. So that's one of the things is just, it's not that hard. And if we've decided to use federal or state money for something, it's a requirement and we're just going to have to make that choice. We either get the money and do the extra stuff or we don't. And that's a great choice to make. And for most of my clients, they've made that choice, so I'll just try to keep them straight when I can.
Lucy Morgan CPA: 29:56
Those are some great insights. I really appreciate that. If someone would like to find out more about you, how would they get in touch?
Johna Rodgers: 30:04
Well, I've been a consultant now for four years. I still don't have that website. One day. One day I've got a plan. I haven't worked my plan yet, but I've got to plan for that. So right now, I do have a good social media presence on LinkedIn, also on Twitter @JohnaRogersGPC and always the Grant Professionals Association. I have a really great relationship with them and they can find me anytime. Anyhow, I'm out there. You don't have to look too hard. I'm under one of the big rocks and so just reach out anytime you need me.
Lucy Morgan CPA: 30:35
All right. Well thank you so much for participating in the Grant Talks podcast. Listeners, if you'd like to catch all the episodes, go to GrantTalks.com and thank you very much for tuning in.
Outro: 30:47
To learn more about how MyFedTrainer.com makes grant management more manageable, visit MyFedTrainer.com. That's MyFedTraianer.com. You'll find all the Grant Talks episodes at GrantTalks.com. That's GrantTalks.com.
More About Johna Rodgers GPC
For nearly 30 years, Johna Rodgers has helped for- and non-profit organizations solve problems of all types and sizes. That includes 18 years as a full-time grant professional. In all, that has brought more than $162 million in grants to her employers and clients. She has a background primarily in federal proposal development and has learned to work with dozens of partners and their conflicting ideas, missions, and concerns. In the past five years, she has expanded to corporate and foundation funding as well; in fact, her favorite grant of all times is a small one that did big things for low-income children. In addition to proposal development, Johna is a GPA Approved Trainer and a Grant Professional Certified (GPC). She frequently presents at national grant conferences and is a regular trainer for Grant Writing USA. She makes her home in Bowling Green, Kentucky.
More About Lucy Morgan
Lucy M. Morgan is a CPA, MBA, GPA approved trainer, speaker, and author of 3 books including “Decoding Grant Management-The Ultimate Success Guide to the Federal Grant Regulations in 2 CFR Part 200.” As a leading authority on federal grant management for nonprofits, institutions of higher education and state, local and tribal governments she has written over 250 articles on grant management topics featured in LinkedIn, various publications and on the MyFedTrainer.com blog.
She is a sought-after presenter at national conferences sponsored by organizations such as the Grant Professional Association (GPA), National Grant Management Association (NGMA) and American Institute of Certified Public Accountants (AICPA).
Lucy is also a highly regarded trainer whose techniques and teaching style come from real-world experience. Having faced many of the same challenges her audiences have endured, Lucy understands that what looks good on paper may not always work in the real world. Because she has been there, she provides people of all professional backgrounds with practical tools to advance their careers and make a bigger difference in the world. She can be reached at [email protected].
More Resources for Grant Professionals
Thanks for checking out the Grant Talks podcast!
In this episode of Grant Talks, we talked about a subject that you may want to know more about:
- How to ensure people are doing what they are supposed to do with grants…and that includes subrecipients.
So...as promised, I want to share some resources that may help you on YOUR grant journey.
Click below to download a copy of:
This is an infographic that covers 7 common areas of subrecipient monitoring.
This 8-page Infographic walks you through 7 areas of subrecipient monitoring to ensure you are managing the risk to your organization so that you won’t have to repay misspent funds.
Click here to download and share
P.S. If we haven’t connected on LinkedIn, let’s do it now. You can find me there by clicking on this link: https://www.linkedin.com/in/lucy-morgan-cpa-mba-3b08b926/
Keep making a difference with your grants!
All the best,
Lucy
