Process Integration – Case 2

The Need

A two billion dollar granting organization was engaged in a strategic planning process. It was concerned about its decentralization, which had resulted in overlap and lack of clarity in its grant making and contract processes. The organization wanted the grant making system to be standardized so it would be clear, logical, and easy to follow. It wanted full and accurate due diligence as well as an increase of individual accountability of staff involved in the current process.

Solution

Dashe & Thomson analyzed and audited the existing grant making and contracting process flow, both pre-grant/contract and post-grant/contract.

• We created a project charter, in which we outlined the objectives, defined the scope including roles and responsibilities, work plan, and deliverables.
• We analyzed the current grantmaking and contracting process and provided a process flow map and description for each process.
• We used a statistically significant random sample to assess compliance with currently established/required grant and contract terms. We identified areas of non-compliance and potential risks.
• We summarized process gaps, rework loops, duplicative activities, and obsolete process steps identified in previous work.
• We created standardized supporting documentation including model grants and contracts.
• We developed a self-paced training manual for the current grantmaking/contracting process.
• We created a report detailing recommendations for process improvements for increased clarity and decreased timelines, number of steps, and documentation needs.

Results

Dashe & Thomson provided the groundwork as the organization moved forward to define its future state. Through our documentation of the current state process flow, gap analysis, and creation of standardized templates, Dashe & Thomson provided a foundation for the organization’s ongoing pursuit of improved quality, maintenance, and control of its grant making and contracting process.