Aligning Fiscal Systems & Budgets with Program Deliverables DOL YouthBuild TA Collaborative Aligning Fiscal Systems & Budgets with Program Deliverables Helen Whitcher

A Tale of Two Budgets Fiscal Budget Program Budget Program Timeline 1st QTR 2nd QTR 3rd QTR 4th Budget vs. Spending Fully Staffed X 100% Contracts Executed Participants Enrolled Worksites Established Partner Invoices Attrition Rate Total Costs Per QTR $25k $100K Program Timeline 1st QTR 2nd QTR 3rd QTR 4th Budget vs. Spending Fully Staffed Contracts Executed Participants Enrolled Worksites Established Partner Invoices Attrition Rate Total Costs Per QTR So you’ve got your budget done on paper, you start your program year, and then what happens?

A Tale of Two Budgets Fiscal Budget Program Budget Program Timeline 1st QTR 2nd QTR 3rd QTR 4th Budget vs. Spending Fully Staffed X 100% Contracts Executed Participants Enrolled Worksites Established Partner Invoices Attrition Rate Total Costs Per QTR $25k $100K Program Timeline 1st QTR 2nd QTR 3rd QTR 4th Budget vs. Spending Fully Staffed X 113% Contracts Executed Participants Enrolled 78% Worksites Established Partner Invoices 33% Attrition Rate 10% 7% 5% Total Costs Per QTR $0 $15k $22k $35k $72K

Connecting the Dots Do you have an internal itemized budget (not just the SF424) that is developed and reviewed with program staff? There can be a disconnect between “fiscal operations” and “program operations”, each needs to understand the others language and guidelines. Fiscal staff should have a thorough understanding of the YouthBuild program and its operations. Do they have a sense of the “ebb & flow” of program operations? Program staff should understand some level of operations for allocations, draw down timelines, and internal budget reviews.

Tracking Spending What is your method to ensure that cost obligations do not exceed fund availability? Are regular meetings being held between program and fiscal staff responsible for the day to day operation and management of the program? How often are draws necessary? Is the timing of the draw close to disbursement? Are the costs allowable?

Importance of Cost Projections and Rebalancing Do you have a process for planned versus actual cost analysis and projections? What is your process to compare actual expenditures to approved budget line items in a timely manner? Is there a balance between spending at a consistent rate, and spending in accordance to program flow? Can you project spending rate and ensure that you are on track to spend down funds within the grant period?

Budgets Should Reflect your Statement of Work Plan Include an adequate allocation for staff training and professional development. Include appropriate travel costs for DOL Trainings, Learning Exchanges, P2P’s etc. Include an adequate allocation for fringe benefits, including vacation accrual, salary increases, etc. Include a line item budget based on a comprehensive plan for retention and follow-up. Include costs for participant incentives, supportive services. Align itself with service goals and performance measurements. Recalibrate in accordance with program adjustments.

Grant Timeline Critical to strictly adhere to grant timeline which includes 2 years of operation and 1 year of follow-up for each participant Work with Program Director to plan backwards from grant close-out date to meet enrollment targets and all DOL deliverables within grant period Critical to check in periodically on enrollment, performance to date, and overall spending rate

Develops timelines and cost projections from plan Rebalancing Budget Program develops/adjusts implementation and service delivery plan based on SOW Develops timelines and cost projections from plan Informs FPO of any changes or adjustments to SOW /Budget that may be needed Submits any requests for modification to SOW/Budget to FPO for approval Reviews service delivery plan relative to cost projections & budget line items regularly