LONG-TERM
RANTS
MANAGEMENT
RAINING
2004-2008
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FORWARD
I am pleased to present the Environmental Protection Agency's Long-Term Grants Management
Training Plan. Linked to EPA's Strategy for LIuman Capital, this Plan charts the course the
Agency will follow in the coming years to deliver an effective system of grants management training
for EPA personnel and the Agency's grant recipients.
Through this Plan, the Agency will offer a combination of classroom and on-line courses to im-
prove the training of EPA grants specialists and project officers, develop core competencies for
EPA managers and supervisors, and educate recipients on their grants management obligations.
This Plan provides the framework for ensuring that EPA employees have the skills to manage
grants in accordance with the highest fiduciary standards and for providing recipients with the
knowledge they need to expend grant dollars in a fiscally responsible manner. I am confident that
we will achieve the Plan's ambitious goals, with the support of the Agency's Senior Resource
Officials in Headquarters and the Regions, and in collaboration with our recipient partners, includ-
ing State, Tribal and local governments, educational institutions and non-profit organizations.
David J. O'Connor
Acting Administrator
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TABLE OF CONTENTS
INTRODUCTION 1
OVERALL TRAINING GOAL 3
GOALS BY AREA 4
GOAL 1: ENHANCE TRAINING FOR GRANT SPECIALISTS 5
GOAL 2: ENHANCE PROJECT OFFICER SKILLS 6
GOALS: DEVELOP THE CORE COMPETENCIES FOR MANAGERS AND SUPERVISORS. . .9
GOAL 4: TRAIN GRANT RECIPIENTS 10
GOAL 5: EVALUATION AND CONTINUOUS ENHANCEMENT 11
TABLE 1: PERFORMANCE MEASURES FOR THE LONG TERM
GRANTS MANAGEMENT TRAINING PLAN 12
TABLE 2: GRANTS MANAGEMENT PLAN ACTION ITEMS BY
GOAL AND TARGET COMPLETION DATE 16
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INTRODUCTION
ID LONG-TERM GRANTS
MANAGEMENTTRAINING PU\N
Each fiscal year EPA devotes over one-half of its entire budget, or
approximately $4 billion, to grants to states, local governments, tribes,
educational institutions, and non-profit organizations. The manage-
ment of EPA's Grants Program is a cooperative effort involving the
Office of Administration and Resources Management's Office of
Grants and Debarment (OGD), the Headquarters National Program
Managers and Regional Program Offices, and Grants Management
Offices (GMOs).
Working together, these offices protect EPA's financial resources
from waste, fraud, abuse, mismanagement, and poor performance.
To enhance the effectiveness of this effort, EPA issued its Grants
Management Plan in 2003. Enhancing the skills of EPA personnel
involved in grants management is the first of the Plan's five goals for
strengthening grants management. The first goal also requires EPA to
develop this document, the Long-Term Grants Management Training
Plan.
EPA must have a skilled workforce to manage its grants and assis-
tance agreements. In this Plan, EPA proposes to train Agency senior
managers, grant specialists, project officers, first-line supervisors and
their managers, and grant recipients on the core competencies re-
quired for effective grants management.
Grant specialists and project officers are responsible for the
review, negotiation, and administration of assistance agree-
ments. Tasks include pre-award review of grant applications,
post-award monitoring, and close-out of grants. Grant special-
ists are primarily responsible for the administrative and finan-
cial aspects of the assistance agreements. As part of their
administrative responsibilities, grant specialists develop and
maintain the official grant files, which consist of program-
matic and fiscal information on the purpose, performance,
and history of each grant. Project officers are primarily
responsible tor programmatic and technical requirements of
the assistance agreements.
Managers and Supervisors, located in each Headquarters,
Program, and Regional Office, are responsible for strengthen-
ing Agency-wide fiscal resource management. They work to
ensure compliance with laws, regulations, and policies so that
the grants program meets the highest management and
fiduciary standards while furthering the Agency's mission of
protecting human health and the environment.
Grant recipients are responsible for maintaining proper
policies and management controls. In many cases, they must
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accept competitive bids for grant-related services when
required and perform cost or price analyses in order to track
and manage grant costs.
Over the last few years, the Office of the Inspector General (OIG)
and the General Accounting Office (GAO) have expressed concern
over how EPA officials and recipients have handled the management
of grants. In response, EPA has taken a number of steps to
strengthen the skills of grant management personnel and grant
recipients. In 2002, EPA provided three training sessions for non-
profit grant recipient representatives on their responsibilities, with
specific instructions on procurement requirements. EPA also revised
its grant specialist training to include more information about cost/
pricing analysis and procurement documentation for sole source
justifications. That same year, EPA modified its project officer train-
ing to place greater emphasis on application, budget, and procure-
ment review. To build upon these efforts, the Office of Grants and
Debarment has developed the Long-Term Grants Management
Training Plan, outlining the Agency's training goals for grants man-
agement personnel and grant recipients over the next five years.
This Training Plan restates EPA's commitment, as specified in the
Grants Management Plan, to upgrade the basic and refresher courses
for Program Officers and Grant Specialists. The proposed revisions
will include expanded training on application, budget and procure-
ment review; grants competition; the Integrated Grants Management
System; and planning for environmental results. The Training Plan
also addresses the skill-sets needed by managers and grant recipients.
The Plan furthers Goal Four of the President's Management Agenda
regarding expanded electronic government, by fostering quick and
convenient exchange of information and training materials among
EPA offices and grant recipients.
EPA recognizes the importance of linking grant training to perfor-
mance measures. Table 1, found at the end of the Training Plan,
outlines performance measures that will enable EPA to assess its
progress towards grants management training goals. Table 2 connects
the goals with specific actions and dates. These tables expand upon
the goals and performance measures outlined in EPA's Grants Man-
agement Strategic Plan, 2003-2008.
Since 1996, when grants management was identified as a weakness,
EPA has implemented management controls, strengthened post-
award oversight, and modified training materials. To maintain these
enhancements and respond to new challenges, EPA has developed
the Grants Management Training Plan, which will enhance the
performance of senior managers, grant specialists, project officers,
first-line supervisors and their managers, and grant recipients. En-
hancing the skills of EPA staff and grant recipients will help EPA
better achieve its environmental and human health goals. The grants
program is a crucial mechanism for engaging the expertise and
innovative contributions of EPA's state, local, and tribal partners.
Strengthening management of the grants program through training
and other activities will ensure that this partnership continues to
benefit all stakeholders.
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OVERALL TRAINING GOAL
Enhance the Skills of EPA Personnel
Involved in Grants Management.
- Goal 1 of EPA's
Grants Management Plan, 2003 - 2008
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GOALS BY AREA
GOAL 1: ENHANCE TRAINING FOR GRANT SPECIALISTS
OBJECTIVE 1: UPDATE AND ENHANCE A NATIONAL STANDARDIZED TRAINING PROGRAM
OBJECTIVE 2: UPDATE TRAINING MATERIALS
OBJECTIVE 3: ENHANCE THE DELIVERY AND AVAILABILITY OF CLASSROOM TRAINING PROGRAMS FOR GRANT SPECIALISTS
GOAL 2: ENHANCE PROJECT OFFICER SKILLS
OBJECTIVE 1: UPDATE NATIONAL PROJECT OFFICER TRAINING MATERIALS AND COURSE CURRICULA
OBJECTIVE 2: ENHANCE THE TRAINING PROGRAM THROUGH ON-LINE TRAINING SESSIONS
OBJECTIVE 3: ENHANCE THE DELIVERY AND AVAILABILITY OF CLASSROOM TRAINING PROGRAMS FOR PROJECT OFFICERS
OBJECTIVE 4: PURSUE STAND-ALONE INTERAGENCY AGREEMENT TRAINING
GOAL 3: DEVELOP THE CORE COMPETENCIES FOR MANAGERS AND SUPERVISORS
OBJECTIVE 1: DEVELOP THE CORE COMPETENCIES
OBJECTIVE 2: ENHANCE THE DELIVERY AND AVAILABILITY OF TRAINING PROGRAMS FOR MANAGERS AND SUPERVISORS
GOAL 4: TRAIN GRANT RECIPIENTS
OBJECTIVE 1: DEVELOP TRAINING FOR GRANT RECIPIENTS
OBJECTIVE 2: ENHANCE THE DELIVERY AND AVAILABILITY OF TRAINING PROGRAMS FOR GRANT RECIPIENTS
GOAL 5: EVALUATION AND CONTINUOUS ENHANCEMENT
OBJECTIVE 1: EVALUATE THE EFFICACY OF ALL TRAINING PROGRAMS
OBJECTIVE 2: ENHANCE THE DELIVERY AND AVAILABILITY OF ALL TRAINING PROGRAMS
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OBJECTIVE 1: UPDATE AND ENHANCE A NATIONAL
STANDARDIZED TRAINING PROGRAM
• Participate in the inter-agency workgroup that has been
formed to explore a national GRANTS MANAGEMENT
PROFESSIONAL CERTIFICATION PROGRAM. This
program is modeled after a mandatory National Institute of
Health program, created in November 1995 and directed by
the Health and Human Services Deputy Assistant Secretary
for Grants and Acquisition. The program includes agency-
specitic eligibility requirements at each certification level and
evaluation of candidates. (GAD, FY04-08)
• Enhance core competencies of grant specialists through a
national and standardized GRANT SPECIALIST TRAIN-
ING PROGRAM, to be delivered on-line. (GAD, FY05)
• Develop the ADVANCED TRAINING FOR GRANT
SPECIALISTS class. (GAD, FY06)
OBJECTIVE 2: UPDATE TRAINING MATERIALS
• Update the GRANT SPECIALIST TRAINING MANUAL.
The manual will continue to focus on core competency areas
and include enhanced discussions on planning for environ-
mental results, indirect costs, budget and application review,
GOAL 1:
ENHANCE TRAINING FOR
GRANT SPECIALISTS
competition, post-award monitoring, die Integrated Grants
Management System, and the Federal Audit Clearinghouse.
(GAD, FY04)
• Develop, maintain, and update the on-line GRANT SPE-
CIALIST TRAINING PROGRAM for grant specialists
each year. (GAD, FY05-08)
• Automate the ADVANCED TRAINING FOR GRANT
SPECIALISTS class. (GAD, FY06)
OBJECTIVE 3: ENHANCE THE DELIVERY AND AVAILABILITY OF
CLASSROOM TRAINING PROGRAMS FOR GRANT SPECIALISTS
• Schedule and facilitate SPECIALIZED TRAINING FOR
GRANT SPECIALISTS for Headquarters and Regional
participants on an as needed basis. (GAD, FY04-05)
• Conduct GRANT SPECIALIST CORE TRAINING
CLASSROOM PROGRAMS each year. The trainings will
emphasize core competency areas (including training for
environmental results) and the Integrated Grants Manage-
ment System. Expand training on core competencies
including application, budget and procurement review,
conducting grants competitions, and planning for environ-
mental results. (GAD, FY04-08)
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GOAL 2:
ENHANCE PROJECT
OFFICER SKILLS
OBJECTIVE 1: UPDATE NATIONAL PROJECT OFFICERTRAINING MATERIALS
AND COURSE CURRICULA
• Establish a workgroup chaired by OGD that will produce the
PROJECT OFFICER TRAINING MANUAL, 6th edition,
which will serve as the basis for the required administrative
portion of Project Officer training. The manual will empha-
size the core competencies needed to manage grants. The
workgroup will update the manual to include additional
modules and enhanced text on pre-award budget cost review
and procurement review, competition, Performance Partner-
ship Grants, the Integrated Grants Management System, and
environmental results in work plans. The terminology will
reflect present practices (i.e. funding recommendation instead
of decision memo) and the organization of the manual will
follow the sequence of the grants process. The workgroup
will made up of Junior Resource Officials and Regional
participants and will commence its work in the second quarter
of fiscal year 2004, with the manual hnalized by the fourth
quarter. In future years, the manual will be updated to reflect
new and revised policies and guidance issuances, as well as
lessons learned. (GAD and workgroup, FY04 [6th ed.])
• Establish a cross-media, cross-regional workgroup, co-chaired
by OGD and the program offices, that will develop a consis-
tent approach for appropriate individual or division training
of Project Officers on required program-specific topics.
Training should address the Program's mission, the Govern-
ment Performance and Results Act, and environmental
outcomes and should help Program Ofticers define measure-
ment instruments for negotiating assistance agreement work
plans. The workgroup will complete its work by the end of
fiscal year 2005 by providing recommendations. (GAD and
workgroup, FY04-05)
Explore and develop the idea of an ASSISTANCE CERTIFI-
CATION PROGRAM FOR PROJECT OFFICERS whose
assistance agreement workload is lighter than that of most
Project Officers. These project officers require more compre-
hensive training due to their in frequent work with assistance
agreements. This goal may be pursued through the cross-
media, cross-regional workgroup established above. (GAD
and programs, FY05)
Develop, pilot, and launch on-line targeted training for
project officers on grants competition. (GAD, FY04-05)
Develop the Integrated Grants Management System module
for the PROJECT OFFICER TRAINING MANUAL. (GAD,
FY05)
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• Deploy advanced project officer training on competition.
(GAD, FY05-08)
OBJECTIVE 2: ENHANCE THE TRAINING PROGRAM THROUGH ON-LINE
TRAINING SESSIONS
• Produce on-line training for the BASIC PROJECT OFFICER
COURSE, including verification of completion at each step.
(GAD, FY04)
• Continue enhancement of the on-line training for the RE-
FRESHER PROJECT OFFICER COURSE to include
additional materials on pre-application review, competition,
post-award monitoring, environmental outcomes, and other
new areas covered in the PROJECT OFFICER TRAINING
MANUAL. Each step should be verified upon completion.
(GAD, FY04)
• Deploy on-line training for the BASIC PROJECT OFFICER
COURSE, including verification of completion at each step.
(GAD, FY05)
• Maintain and update on-line training for the REFRESHER
PROJECT OFFICER COURSE to include any new or
additional materials. (GAD, FY05-08)
• Update on-line training for the BASIC PROJECT OFFICER
COURSE to include all enhancements to the current
PROJECT OFFICER TRAINING MANUAL. (GAD,
FY06-08)
OBJECTIVE 3: ENHANCE THE DELIVERY AND AVAILABILITY OF
CLASSROOM TRAINING PROGRAMS FOR PROJECT OFFICERS
• Expand the BASIC HEADQUARTERS PROJECT OF-
FICER TRAINING CLASS to four days. The fourth day,
which may stand alone, will be dedicated to training Project
Officers on the Integrated Grants Management System.
(GAD, FY04)
• Conduct six PROJECT OFFICER TRAINING SESSIONS
at Headquarters each year, with special emphasis on core
competency areas and on modules added to the PROJECT
OFFICER TRAINING MANUAL. (GAD, FY04-08)
• Use an on-line registration form that closes a class when it is
full and provides alternate dates. (GAD, FY04)
• Provide all class dates and locations of Project Officer training
(occurring at Regions, Programs, and Headquarters) on the
GAD training website to provide a complete picture of
available training activities and training opportunities for
prospective Project Officers. (GAD, programs, regions, FY04)
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• Conduct REFRESHER HEADQUARTERS PROJECT
OFFICER TRAINING CLASSES, with special emphasis on
core competency areas, the Integrated Grants Management
System, and new modules added to the PROJECT OFFICER
TRAINING MANUAL. (GAD, FY04-07)
OBJECTIVE 4: PURSUE STAND-ALONE INTERAGENCY
AGREEMENT TRAINING
• Develop and pilot CLASSROOM INTERAGENCY
AGREEMENT TRAINING. (GAD, FY04)
• Develop an on-line INTERAGENCY AGREEMENT
REFRESHER PROJECT OFFICER COURSE, as requested
by Regional Grants Management Offices. This activity de-
pends upon die completion of the streamlining workgroups
project and die Interagency Integrated Grants Management
Agreement. (GAD, FY04)
• Deploy CLASSROOM INTERAGENCY AGREEMENT
BASIC PROJECT OFFICER COURSE. (GAD, FY05)
Maintain and update on-line training for the INTER-
AGENCY AGREEMENT REFRESHER PROJECT OF-
FICER COURSE to include any new or additional materials.
(GAD, FY05-08)
Conduct CLASSROOM INTERAGENCY AGREEMENT
REFRESHER PROJECT OFFICER COURSES on demand
as needed. (GAD, FY06-08)
Deploy on-line INTERAGENCY AGREEMENT RE-
FRESHER PROJECT OFFICERS COURSE. (GAD, FY05)
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GOALS:
DEVELOP THE CORE COMPETENCIES
FOR MANAGERS AND SUPERVISORS
OBJECTIVE 1: DEVELOP THE CORE COMPETENCIES
• Develop and pilot MANDATORY MANAGER TRAINING
for supervisors of project officers. (GAD, FY04)
• Establish a workgroup that will develop a training strategy
and will expand the target audience for mandatory on-line
managers involved in grant management training. (GAD and
JROs, FY04-05)
• Produce and deploy on-line mandatory training for managers
involved in grants management. (GAD, FY05)
OBJECTIVE 2: ENHANCE THE DELIVERY AND AVAILABILITY OF
TRAINING PROGRAMS FOR MANAGERS AND SUPERVISORS
• Conduct current on demand class-room GRANTS MAN-
AGEMENT TRAINING PROGRAM for managers and
supervisors. (GAD, FY04-08)
• Maintain and update on-line mandatory training for manag-
ers. (GAD, FY06-08)
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GOAL 4:
TRAIN GRANT
RECIPIENTS
OBJECTIVE 1: DEVELOP TRAINING FOR GRANT RECIPIENTS
• Develop the curriculum for a RECIPIENT TRAINING
CLASS for non-profits. (GAD, FY04)
• Develop a curriculum for ADMINISTRATIVE GRANTS
MANAGEMENT TRAINING for American Indian Tribes,
(GAD, FY04)
• Develop on-line RECIPIENT TRAINING. (GAD, FY04)
D
OBJECTIVE 2: ENHANCE THE DELIVERY AND AVAILABILITY OF
TRAINING PROGRAMS FOR GRANT RECIPIENTS
• Distribute grants management video, developed in fiscal year
2003, to nonprofit recipients. (GAD, FY04)
• Offer and maintain an on-line RECIPIENT TRAINING
CLASS for non-profits with a supporting database to track the
certification process. (GAD, FY05-08)
• Conduct ADMINISTRATIVE GRANTS MANAGEMENT
TRAINING for American Indian Tribes. (GAD, FY05-08)
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OBJECTIVE 1: EVALUATE THE EFFICACY OF ALL TRAINING
PROGRAMS
• Evaluate and assess whether programs and regions are deliv-
ering the trainings consistently. (GAD, FY04-08)
• Perform an assessment of the Plan at die end of the fiscal
year that identifies training successes as well as areas in need
of enhancement. (GAD and JROs, FY04-05, FY07-08)
• Assess the Project Officer certification process to determine
whether EPA should change the re-certirication periods to
every two years instead of every three years. (GAD and
JROs, FY05)
• Perform an overall assessment of Training Plan outputs, at
the end of each fiscal year, evaluating and identifying out-
comes using the General Accounting Office guide as a model
(GAO-03-893G). (GAD, FY05-06)
GOAL 5:
EVALUATION AND CONTINUOUS
ENHANCEMENT
OBJECTIVE 2: ENHANCE THE DELIVERY AND AVAILABILITY OF
ALL TRAINING PROGRAMS, MAKING NECESSARY ENHANCEMENTS
BASED ON EVALUATION OF TRANING
• Based on assessments as necessary, increase frequency of
trainings, content of training, and expand on-line offerings.
(GAD, FY04-08)
• Develop the 2008-2013 LONG-TERM TRAINING PLAN
using available best practices and lessons learned in previous
years. (GAD and workgroup, FY08)
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TABLE 1
PERFORMANCE MEASURES FOR THE LONG-TERM GRANTS MANAGEMENT TRAINING PLAN
PERFORMANCE MEASURES
BASELINE
TARGET
SOURCE OF DATA
CALCULATION/FIELDS
GOAL 1: ENHANCETRAINING FOR GRANTS SPECIALISTS
Percentage of grants handled by
grant specialists who have taken
the advanced training class
0
100% (FY08)
Certified Grants
Specialists with
Advanced Training
and Active Grants
Number of active grants
managed by grants specialists
who have taken the advanced
training class/total number of
active grants
Percent increase in knowledge,
measured by exam delivered before
and after grant specialist classroom
training
(75%) FY05
(80%) FY06
(85%)) FY07
(90%) FY08
Exam
Change in average
exam score after training/
average exam score
before training
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TABLE 1 (CONTINUED)
PERFORMANCE MEASURES FOR THE LONG TERM GRANTS MANAGEMENT TRAINING PLAN
PERFORMANCE MEASURES
GOAL 2: ENHANCE PROJECT OFFICER SKILLS
BASELINE
TARGET
SOURCE OF DATA:
DATABASE(S)
CALCULATION/FIELDS
Percentage of grants managed by
certified project officers
Percentage of grants managed by
project officers who have taken
enhanced project officer refresher
course
85% in
December 2002
100% by
April 2003
Certified Project
Officers and Active
Grants
Number of active grants
managed by certified project
officers/total number of
active grants
30% by 2004
60% by 2005
100% by 2006
Certified Project
Officers who have
taken Refresher
Course and Active
Grants
Number of active grants
managed by project officers
who have taken the enhanced
refresher course/total number
of active grants
Percent increase in knowledge,
measured by exam delivered before
and after project officer classroom
training
(75%) FY05
(80%) FY06
(85%) FY07
(90%) FY08
Exam
Change in average
exam score after training/
average exam score
before training
Percent increase in knowledge,
measured by exam delivered before
and after refresher course
(75%) FY05
(80%) FY06
(85%) FY07
(90%) FY08
Exam
Change in average
exam score after training/
average exam score
before training
D
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TABLE 1 (CONTINUED)
PERFORMANCE MEASURES FOR THE LONG-TERM GRANTS MANAGEMENT TRAINING PLAN
PERFORMANCE MEASURES
BASELINE
TARGET
SOURCE OF DATA
CALCULATION/FIELDS
GOAL 3: DEVELOP THE CORE COMPETENCIES FOR MANAGERS AND SUPERVISORS
Number of managers and supervi-
sors who have taken mandatory
manager training
0
100% (FY08)
Managers and
Supervisors who
have taken a train-
ing class and Active
Grants
Number of managers and
supervisors who have taken
mandatory manager training/
total number ot managers and
supervisors managing active
grants
Percent increase in knowledge,
measured by exam delivered
before and after manager training
(75%) FY05
(80%) FY06
(85%) FY07
(90%) FY08
Exam
Change in average
exam score after training/
average exam score
before training
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TABLE 1 (CONTINUED)
PERFORMANCE MEASURES FOR THE LONG TERM GRANTS MANAGEMENT TRAINING PLAN
PERFORMANCE MEASURES
GOAL 4:TRAIN GRANT RECIPIENTS
BASELINE
TARGET
SOURCE OF DATA:
DATABASE(S)
CALCULATION/FIELDS
Percentage of non-profit grant
recipients trained
Under Development
30% (FY05)
60% (FY06)
100% (FY07)
Trained Grant
Recipients and
Active Grants
Number of grant recipients
who have received training/
total number of grant recipi-
ents
Percent reduction in compliance
issues on grants with trained grant
recipients
Under Development
30% (FY05)
60%, (FY06)
90% (FY07)
based on statistical
sample
Compliance
Activities
Change in compliance issues
among trained grant recipi-
ents/compliance issues among
similar grant recipients, prior
to training
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TABLE 2
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL AND TARGET COMPLETION DATE
GOAL 1: ENHANCE TRAINING FOR GRANT SPECIALISTS
2004
• Participate in the inter-agency workgroup
that has been formed to explore a national
GRANTS MANAGEMENT PROFES-
SIONAL CERTIFICATION PROGRAM.
This program is modeled after a mandatory
National Institute of Health program,
created in November 1995 and directed by
the Health and Human Services Deputy
Assistant Secretary for Grants and Acquisi-
tion. The program includes agency-specific
eligibility requirements at each certification
level and evaluation of candidates.
• Update the GRANT SPECIALIST
TRAINING MANUAL. The manual will
continue to focus on core competency
areas and include enhanced discussions on
planning for environmental results, indirect
costs, budget and application review,
competition, post- award monitoring, the
Integrated Grants Management System,
and the Federal Audit Clearinghouse.
• Schedule and facilitate SPECIALIZED
TRAINING FOR GRANT SPECIAL-
ISTS for Headquarters and Regional
participants on an as needed basis.
2005
• Participate in the inter-agency workgroup
that has been formed to explore a national
GRANTS MANAGEMENT PROFES-
SIONAL CERTIFICATION PROGRAM.
This program is modeled after a mandatory
National Institute of Health program,
created in November 1995 and directed by
the Health and Human Services Deputy
Assistant Secretary for Grants and Acquisi-
tion. The program includes agency-specific
eligibility requirements at each certification
level and evaluation of candidates.
• Enhance core competencies of grant
specialists through a national and standard-
ized GRANT SPECIALIST TRAINING
PROGRAM, to be delivered on-line.
• Develop, maintain, and update the on-line
GRANT SPECIALIST TRAINING
PROGRAM for grant specialists each year.
• Schedule and facilitate SPECLALIZED
TRAINING FOR GRANT SPECIALISTS
for Headquarters and Regional participants
on an as needed basis. The first training
session will cover accounting.
2006 AND BEYOND
• Participate in the inter-agency workgroup
tliat has been formed to explore a national
GRANTS MANAGEMENT PROFES-
SIONAL CERTIFICATION PRO-
GRAM. This program is modeled after a
mandatory National Institute of Health
program, created in November 1995 and
directed by the Health and Human Ser-
vices Deputy Assistant Secretary for
Grants and Acquisition. The program
includes agency-specific eligibility require-
ments at each certification level and
evaluation of candidates.
• Develop the ADVANCED TRAINING
FOR GRANT SPECIALISTS class.
' Develop, maintain, and update the on-line
GRANT SPECIALIST TRAINING
PROGRAM for grant specialists each year.
• Automate the ADVANCED TRAINING
FOR GRANT SPECIALISTS class.
• Conduct GRANT SPECIALIST CORE
TRAINING CLASSROOM PROGRAMS
each year. The trainings will emphasize
core competency areas (including training
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TABLE 2 (CONTINUED)
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL ANDTARGET COMPLETION DATE
GOAL 1: ENHANCE TRAINING FOR GRANT SPECIALISTS (CONTINUED)
2004
• Conduct GRANT SPECIALIST CORE
TRAINING CLASSROOM PROGRAMS
each year. The trainings will emphasize
core competency areas (including training
for environmental results) and Integrated
Grants Management System. Expand
training on core competencies including
application, budget and procurement
review, conducting grants competitions,
and planning for environmental results.
2005
• Conduct GRANT SPECIALIST CORE
TRAINING CLASSROOM PROGRAMS
each year. The trainings will emphasize core
competency areas (including training for
environmental results) and Integrated
Grants Management System. Expand
training on core competencies including
application, budget and procurement
review, conducting grants competitions,
and planning for environmental results.
2006 AND BEYOND
for environmental results) and Integrated
Grants Management System. Expand
training on core competencies including
application, budget and procurement
review, conducting grants competitions,
and planning for environmental results.
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TABLE 2 (CONTINUED)
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL AND TARGET COMPLETION DATE
GOAL 2: ENHANCE PROJECT OFFICERS SKILLS
2004
Establish a workgroup chaired by OGD
that will produce the PROJECT OFFICER
TRAINING MANUAL, 6th edition, which
will serve as the basis for the required
administrative portion of Project Officer
training. The manual will emphasize the
core competencies needed to manage
grants. The workgroup will update the
manual to include additional modules and
enhanced text on pre-award budget cost
review and procurement review, competi-
tion, Performance Partnership Grants, the
Integrated Grants Management System,
and environmental results in work plans.
The terminology will reflect present prac-
tices (i.e. funding recommendation instead
of decision memo) and the organization of
the manual will follow the sequence of the
grants process. The workgroup will made
up of Junior Resource Officials and Re-
gional participants and will commence its
work in the second quarter of fiscal year
2004, with the manual finalized by die
fourth quarter. In future years, the manual
will be updated to reflect new and revised
policies and guidance issuances, as well as
lessons learned.
2005
1 Establish a cross-media, cross-regional
workgroup, co-chaired by OGD and the
program offices, that will develop a consis-
tent approach for appropriate individual or
division training of Project Officers on
required program-specific topics. Training
should address the Program's mission,
Government Performance and Results Act,
and environmental outcomes and should
help Program Officers define measurement
instruments for negotiating assistance
agreement work plans. The workgroup will
complete its work by the end of fiscal year
2005 by providing recommendations.
1 Explore and develop the idea of an ASSIS-
TANCE CERTIFICATION PROGRAM
FOR PROJECT OFFICERS whose assis-
tance agreement workload is ligher than drat
of most Project Officers. These project
officers require more comprehensive training
due to dieir infnquent work with assistance
agreements. This goal may be pursued
through the cross-media, cross-regional
workgroup established above.
2006 AND BEYOND
1 Deploy advanced project officer training on
competition.
1 Maintain and update on-line training for the
REFRESHER PROJECT OFFICER
COURSE to include any new or additional
materials.
1 Update on-line training for the BASIC
PROJECT OFFICER COURSE to include
all enhancements to the current PROJECT
OFFICER TRAINING MANUAL.
• Conduct six PROJECT OFFICER TRAIN-
ING SESSIONS at Headquarters each year,
with special emphasis on core competency
areas and on modules added to the
PROJECT OFFICER TRAINING
MANUAL.
• Conduct two REFRESHER HEADQUAR-
TERS PROJECT OFFICER TRAINING
CLASSES per year, with special emphasis on
core competency areas, die Integrated
Grants Management System, and new
modules added to the PROJECT OFFICER
TRAINING MANUAL. The second day of
the training session will focus on the Inte-
grated Grants Management System require-
ment.
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TABLE 2 (CONTINUED)
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL ANDTARGET COMPLETION DATE
GOAL 2: ENHANCE PROJECT OFFICERS SKILLS (CONTINUED)
2004
Establish a cross-media, cross-regional
workgroup, co-chaired by OGD and the
program offices, that will develop a consis-
tent approach for appropriate individual or
division training of Project Ofticers on
required program-specific topics. Training
should address the Program's mission,
Government Performance and Results Act,
and environmental outcomes and should
help Program Ofticers dehne measurement
instruments for negotiating assistance
agreement work plans. The workgroup will
complete its work by the end of fiscal year
2005 by providing recommendations.
1 Develop, pilot,and launch on-line targeted
training for project officers and grants
competition.
1 Produce on-line training for the BASIC
PROJECT OFFICER COURSE, including
verification of completion at each step.
1 Continue enhancement of die on-line
training for the REFRESHER PROJECT
OFFICER COURSE to include additional
materials on pre-application review, compe-
tition, post-award monitoring, environmen-
tal outcomes, and other new areas covered
2005
Develop, pilot,anc! launch on-line targeted
training for project officers and grants
competition.
• Develop the Integrated Grants Manage-
ment System module for the PROJECT
OFFICER TRAINING MANUAL.
• Deploy advanced project officer training on
competition.
• Deploy on-line training for the BASIC
PROJECT OFFICER COURSE, including
verification of completion at each step.
• Maintain and update on-line training for the
REFRESHER PROJECT OFFICER
CO URSE to include any new or additional
materials.
• Conduct six PROJECT OFFICER TRAIN-
ING SESSIONS at Headquarters each year,
with special emphasis on core competency
areas and on modules added to the
PROJECT OFFICER TRAINING
MANUAL.
• Conduct two REFRESHER HEADQUAR-
TERS PROJECT OFFICER TRAINING
CLASSES per year, with special emphasis
on core competency areas, the Integrated
2006 AND BEYOND
Maintain and update on-line training for
the INTERAGENCY AGREEMENT
REFRESHER PROJECT OFFICER
COURSE to include any new or addi-
tional materials.
• Conduct CLASSROOM INTER-
AGENCY AGREEMENT RE-
FRESHER PROJECT OFFICER
COURSES on demand as needed.
D
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TABLE 2 (CONTINUED)
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL AND TARGET COMPLETION DATE
GOAL 2: ENHANCE PROJECT OFFICERS SKILLS (CONTINUED)
2004
in the PROJECT OFFICER TRAINING
MANUAL. Each step should be verified
upon completion.
• Expand the BASIC HEADQUARTERS
PROJECT OFFICER TRAINING CLASS
to four days. The fourth day, which may
stand alone, will be dedicated to training
Project Officers on the Integrated Grants
Management System.
• Conduct six PROJECT OFFICER
TRAINING SESSIONS at Headquarters
each year, with special emphasis on core
competency areas and on modules added to
the PROJECT OFFICER TRAINING
MANUAL.
1 Use an on-line registration form that closes
a class when it is full and provides alternate
dates.
1 Provide all class dates and locations of
Project Officer training (occurring at
Regions, Programs, and Headquarters) on
the GAD training website to provide a
complete picture of available training
activities and training opportunities for
prospective Project Officers.
^^1
2005
Grants Management System, and new
modules added to the PROJECT OF-
FICER TRAINING MANUAL. The
second day of the training session will
focus on the Integrated Grants Manage-
ment System requirement.
' Deploy CLASSROOM INTERAGENCY
AGREEMENT BASIC PROJECT OF-
FICER COURSE,
• Deploy on-line INTERAGENCY
AGREEMENT REFRESHER PROJECT
OFFICERS COURSE.
1 Maintain and update on-line training for
tile INTERAGENCY AGREEMENT
REFRESHER PROJECT OFFICER
COURSE to include any new or additional
materials.
2006 AND BEYOND
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TABLE 2 (CONTINUED)
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL ANDTARGET COMPLETION DATE
GOAL 2: ENHANCE PROJECT OFFICERS SKILLS (CONTINUED)
2004
• Conduct REFRESHER HEADQUAR-
TERS PROJECT OFFICER TRAINING
CLASSES, with special emphasis on core
competency areas, the Integrated Grants
Management System, and new modules
added"to the PROJECT OFFICER
TRAINING MANUAL.
• Develop and pilot CLASSROOM INTER-
AGENCY AGREEMENT TRAINING.
' Develop an on-line INTERAGENCY
AGREEMENT REFRESHER PROJECT
OFFICER COURSE, as requested by-
Regional Grants Management Offices. This
activity depends upon the completion of
the streamlining workgroups project and
the Interagency Integrated Grants Manage-
ment Agreement.
2005
2006 AND BEYOND
D
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TABLE 2 (CONTINUED)
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL ANDTARGET COMPLETION DATE
GOAL 3: DEVELOP THE CORE COMPETENCIES FOR MANAGERS AND SUPERVISORS
2004
• Develop and pilot MANDATORY MAN-
AGER TRAINING for supervisors of
project officers.
• Establish a workgroup that will develop a
training strategy and will expand the target
audience for mandatory on-line managers
involved in grant management training.
• Conduct current on demand class-room
GRANTS MANAGEMENT TRAINING
PROGRAM for managers and supervisors.
2005
1 Establish a workgroup that will develop a
training strategy and will expand the target
audience for mandatory on-line managers
involved in grant management training.
1 Produce and deploy on-line mandatory
training for managers involved in grants
management.
1 Conduct current on demand class-room
GRANTS MANAGEMENT TRAINING
PROGRAM for managers and supervisors.
2006 AND BEYOND
1 Conduct current on demand class-room
GRANTS MANAGEMENT TRAINING
PROGRAM for managers and supervisors.
Maintain and update on-line mandatory
training for managers.
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TABLE 2 (CONTINUED)
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL ANDTARGET COMPLETION DATE
GOAL 4: TRAIN GRANT RECIPIENTS
2004
Develop the curriculum for a RECIPI-
ENT TRAINING CLASS for non-profits.
1 Develop a curriculum for ADMINIS-
TRATIVE GRANTS MANAGEMENT
TRAINING for American Indian Tribes.
• Develop online RECIPIENT TRAIN-
ING.
1 Distribute grants management video,
developed in fiscal year 2003, to nonprofit
recipients.
2005
Offer and maintain an on-line RECIPI-
ENT TRAINING CLASS for non-profits
and tribes with a supporting database to
track the certification process.
• Conduct ADMINISTRATIVE GRANTS
MANAGEMENT TRAINING for Ameri-
can Indian Tribes.
2006 AND BEYOND
Offer and maintain an on-line RECIPI-
ENT TRAINING CLASS for non-profits
and tribes with a supporting database to
track the certification process.
• Conduct ADMINISTRATIVE GRANTS
MANAGEMENT TRAINING for Ameri-
can Indian Tribes.
^^m
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TABLE 2 (CONTINUED)
GRANTS MANAGEMENT PLAN ACTION ITEMS BY GOAL ANDTARGET COMPLETION DATE
GOAL 5: EVALUATION AND CONTINUOUS ENHANCEMENT
2004
Evaluate and assess whether programs and
regions are delivering the trainings consis-
tently.
1 Perform an assessment of the Plan at the
end of the fiscal year that identifies training
successes as well as areas in need of
enhancement.
1 Based on assessments as necessary, in-
crease frequency of trainings, content of
training and expand on-line offerings.
^^B
2005
• Evaluate and assess whether programs and
regions are delivering the trainings consis-
tently.
• Perform an assessment of the Plan at the
end of the fiscal year that identifies training
successes as well as areas in need of
enhancement.
• Assess the Project Officer certification
process to determine whether EPA should
change the re-certification periods to every
two years instead of every three years.
• Perform an overall assessment of Training
Plan outputs, at the end of each fiscal year,
evaluating and identifying outcomes using
the General Accounting Office guide as a
model (GAO-03-893G).
• Based on assessments as necessary, increase
frequency of trainings, content of training,
and expand on-line offerings.
2006 AND BEYOND
• Evaluate and assess whether programs
and regions are delivering the trainings
consistently.
• Perform an assessment of the Plan at the
end of the fiscal year that identifies train-
ing successes as well as areas in need of
enhancement.
• Perform an overall assessment of Training
Plan outputs, at the end of each fiscal year,
evaluating and identifying outcomes using
the General Accounting Office guide as a
model (GAO-03-893G).
• Based on assessments as necessary, in-
crease frequency of trainings, content of
training, and expand on-line offerings.
• Develop the 2008-2013 LONG-TERM
TRAINING PLAN using available best
practices and lessons learned in previous
years.
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WE WELCOME YOUR COMMENTS!
Thank you for your interest in the Environmental Protection
Agency's Long-Term Grants Management Training Plan. We
welcome your comments on how we can make this Plan a more
informative document for our audience and stakeholders. Please
send your comments to http://www.epa.gov/ogd/grants/
comments.htm or write to:
Office of Grants and Debarment (3901R)
Environmental Protection Agency
1200 Pennsylvania Avenue, NW
Washington, DC 20460
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&EPA
United States
Environmental Protection Agency
Office of Grants and Debarment (3901R)
1200 Pennsylvania Ave, NW
Washington, DC 20460
EPA-216-R-04-001
www.epa.gov
August 2004
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