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By Susan Vogel
Effective grant management depends on the connectedness of leadership and staff. Each plays a distinct but interdependent role. Recognizing how these roles fit together is essential to advancing initiatives and safeguarding financial and programmatic integrity.
Work closely with leadership and staff to harness enthusiasm but ensure proper approval channels are followed so excitement doesn’t turn to pressure when staff feel pushed to make unapproved changes to the project scope or budget. These challenges aren’t about strong personalities or mission creep. They stem from governance practices that are unclear or overlooked.
Here are a few things to think about:
Why This Matters – Governing boards have specific fiduciary responsibilities. When everyone understands these boundaries, it eliminates confusion, reduces tension, and ensures that excitement doesn’t outpace authority levels. Understanding who holds authority to make decisions is about creating a structure that allows energy and expertise to flow efficiently while safeguarding the organization’s health.
Pre-award Proposal Development – Carly Reisner, the executive director of the American College of Academic Addiction Medicine (ACAAM), shared what it was like when applying for a major federal grant. “For a small nonprofit, it wasn’t just about filling out the application. We had to consider if we had the organizational bandwidth. Working closely with the Board President, we had to ask if it truly fit with our strategic plan, or if this might take us off course.”
Post-Award Grant Management – Haben Kubron, vice president of finance at The American Society for Cell Biology (ASCB), describes the importance of board oversight. “The Board relies on me to make sure financial records match the approved budget and that our processes meet auditing requirements. Even a no-cost extension requires board review, and any budget change can affect cash flow and resources. It is essential to respect the board’s role in approving changes.”
Setting Up For Success – The starting point is to ensure everyone understands authority levels for making decisions.
- Clarify authority and decision-making – Use a decision-tree or RACI Matrix to identify actions that require approval and by whom.
- Empower staff – The Executive Director supports staff to follow policies and when to escalate decisions.
- Intervene early – Track milestones and budgets to address deviations quickly by correcting course or informing the funder of changes.
Clear roles and decision structures demonstrate to funders that the organization is capable and ensures projects are completed and funding stays on track.
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Susan Vogel is director of development at the Association Management Center in Schaumburg, Illinois. Her email is svogel@connect2amc.com
