NCJA Subgrant Monitoring On Demand Training

NCJA Subgrant Monitoring On Demand Training

  • Register
    • Non-member - $99
    • Program Staff - $99
    • Grants Management Professional - $99
    • Other - $99
    • Byrne Jag SAA - $99
    • VOCA Compensation & Byrne JAG Administrator - $99
    • VOCA Assistance & Byrne JAG Administrator - $99
    • VOCA Compensation & Byrne JAG Staff - $99
    • VOCA Assistance & Byrne JAG Staff - $99
    • VOCA Assistance, Compensation & Byrne JAG Staff - $99

The two-part virtual training is designed to provide Byrne Justice Assistance Grant SAAs and subrecipients with the knowledge and skills to meet subgrant monitoring responsibilities as pass-through agents of federal grant funds.

In this series, participants will understand the importance, purpose, expectations and requirements for subgrant monitoring. Further, participants will learn about subgrant management processes, tools, techniques, and training that can support successful grant management and subgrant monitoring outcomes. Using and applying the knowledge gained will allow participants to assess their agency’s subgrant monitoring practices to identify both best practices and areas for potential improvement that will lead to more efficient and effective processes.

After completing this series, participants will be able to:

  • Understand the importance and recognize the purpose of grant monitoring as a pass-through entity of federal funds.
  • Employ grant practices to assist the SAA and subgrantees to achieve grant monitoring outcomes.
  • Employ an appropriate type of monitoring that matches the assessed level of risk of subgrantees.
  • Recognize indicators of grant fraud, waste and abuse and how to address them.
  • Examine the components of financial grant monitoring.
  • Differentiate between programmatic and financial grant monitoring and examine the components of each.
  • Know where to access tools and techniques that support successful grant management and subgrant monitoring outcomes.
  • Use and apply the knowledge gained to assess their agency’s subgrant monitoring practices and to identify both best practices and areas for potential improvement that will lead to more efficient and effective processes.


Topics covered include:

  • What is the purpose of subgrant monitoring?  
  • What are the expectations of federal partners regarding SAA subgrant monitoring?
    • Office of Justice Program/Bureau of Justice Assistance
    • Byrne JAG Special Conditions
    • DOJ Financial Guide
    • Code of Federal Regulations (2 CFR 200)
  • State (SAA) Monitoring Responsibilities
  • Resources that a state should have on hand (Grant Management Policies & Procedures, Grant Administrative Guide)
  • Where, When and How to Begin Addressing Subgrant Monitoring
    • Role of the subgrant application process in subgrant monitoring; how can your subgrant application give you the information you will need for later subgrant monitoring?
    • Subgrant application reviews
    • Financial Management Questions
    • Financial Audits
  • Establishing a subgrant application process that ensures applicants make an informed decision about their capability for compliance with federal expectations
    • General Grant Condition expectations
    • Special Conditions
    • Program and/or Grant-Specific Conditions
    • Financial Requirements
  • Using a Risk-Based Approach in Grant Monitoring
    • Indicators of Risk from application through close-out
    • Administrative and Programmatic Application Reviews
    • Budget/Financial Application Reviews
    • Financial Management Questions
    • Examples of Low, Medium and High Risk Considerations
    • Examples of How to Mitigate Risk
  • Different Levels of Monitoring and What is Involved in Each
    • Desk Monitoring
    • Enhanced Desk Monitoring
    • Structured Desk Monitoring
    • Comprehensive Planned On-site


  • Contains 1 Component(s)

    This is the first of a two-part series focused on subgrant monitoring responsibilities as a pass-through agent of federal grant funds: Subgrant Monitoring: Setting the Stage for Success. This first session is designed to ensure grant managers have a working knowledge of the foundational components for a successful subgrant monitoring process.

    After completing this session, participants will be able to:

    • Understand the importance, and recognize the purpose, of grant monitoring as a pass-through entity of federal funds.
    • Employ grant practices to assist the SAA and subgrantees to achieve grant monitoring outcomes.
    • Employ an appropriate type of monitoring that matches the assessed level of risk of subgrantees.
    • Recognize indicators of grant fraud, waste and abuse and how to address them.
    • Differentiate between programmatic and financial grant monitoring and examine the components of each.

    Topics covered include:

    • What is the purpose of subgrant monitoring?  
    • What are the expectations of federal partners regarding SAA subgrant monitoring?


      • Office of Justice Program/Bureau of Justice Assistance
      • Byrne JAG Special Conditions
      • DOJ Financial Guide
      • Code of Federal Regulations (2 CFR 200)
    • State (SAA) Monitoring Responsibilities
    • Resources that a state should have on hand (Grant Management Policies & Procedures, Grant Administrative Guide)
    • Where, When and How to Begin Addressing Subgrant Monitoring


      • Role of the subgrant application process in subgrant monitoring; how can your subgrant application give you the information you will need for later subgrant monitoring?
      • Subgrant Application Reviews
      • Financial Management Questions
      • Financial Audits
    • Establishing a subgrant application process that ensures applicants make an informed decision about their capability for compliance with federal expectations


      • General Grant Condition expectations
      • Special Conditions
      • Program and/or Grant-Specific Conditions 
      • Financial Requirements

    Meg Williams

    Former Manager

    Office of Adult and Juvenile Justice Assistance, Colorado Department of Public Safety, Division of Criminal Justice

    Meg Williams retired from the State of Colorado in July of 2019.  During her 20-year tenure with the state, she served as the Manager of the Office of Adult and Juvenile Justice Assistance (OAJJA) at Colorado’s Division of Criminal Justice, Department of Public Safety. As such, she was responsible for the management of federal and state grant programs which sought to assist with and improve the criminal and juvenile justice systems. She was responsible for participation in and oversight of innumerable federal monitoring processes, both comprehensive on-site visits and desk reviews from federal funders (BJA, OJJDP, BJS, NIJ) the Office of the Chief Financial Officer and Office of Inspector General.  She was also responsible for ensuring subgrant managers for the programs she oversaw assessed the risk of subgrantees and provided the commensurate level of financial and programmatic monitoring to subgrantees. Finally, Meg was also responsible for ensuring that subgrantees were provided grant-specific training and other resources that assisted them in implementing appropriate grant management practices. 

    Meg also served as a member of many inter-disciplinary boards, task forces and councils in Colorado regarding adult criminal and juvenile justice systems improvement. In 2010, Meg traveled to Tbilisi, Georgia to assist the Georgia Ministry of Justice in developing juvenile diversion programming which is now available to youth across the country and showing tremendously positive outcomes including reduced recidivism.  In 2016, she traveled to the country of Suriname and assisted their Ministry of Justice in developing and implementing a strategic plan to improve the socialization and integration of young offenders back into their communities. Key justice stakeholders continue to meet and implement the Strategic Plan. Meg is a graduate of Kenyon College in Ohio with a bachelor’s degree in Psychology and received a master’s degree in Public Administration from the University of Colorado at Denver. 

  • Contains 1 Component(s)

    This is the second of a two-part series focused on subgrant monitoring responsibilities as a pass-through agent of federal grant funds: Subgrant Monitoring: Steps for a Successful Process. This session is designed to ensure that grant managers have access to the tools, techniques, and training that can support successful grant management and subgrant monitoring outcomes. Using and applying the knowledge gained will allow participants to assess their agency’s subgrant monitoring practices to identify both best practices and areas for potential improvement that will lead to more efficient and effective processes.

    After completing this session, participants will be able to:

    • Employ an appropriate type of monitoring that matches the assessed level of risk of subgrantees.
    • Review and recognize common indicators of risk and consider potential responses.
    • Differentiate between programmatic and financial grant monitoring and examine the components of each.
    • Access tools and techniques that support successful grant management and subgrant monitoring outcomes.
    • Use and apply the knowledge gained to assess their agency’s subgrant monitoring practices and to identify both best practices and areas for potential improvement that will lead to more efficient and effective processes.

    Topics covered include:

    • Using a Risk-Based Approach in Grant Monitoring


      • Indicators of Risk from Application through Close-out
      • Administrative and Programmatic Application Reviews
      • Budget/Financial Application Reviews
      • Financial Management Questions
      • Examples of Low, Medium and High Risk Considerations
      • Examples of How to Mitigate Risk
    • Different Levels of Monitoring and What is Involved in Each
      • Desk Monitoring
      • Enhanced Desk Monitoring
      • Structured Desk Monitoring
      • Comprehensive Planned On-site
    • Using Checklists and Questions to Ask to Determine Administrative, Programmatic and Financial Compliance
    • Where to Access Other Helpful Tools and Resources


    Meg Williams

    Former Manager

    Office of Adult and Juvenile Justice Assistance, Colorado Department of Public Safety, Division of Criminal Justice

    Meg Williams retired from the State of Colorado in July of 2019.  During her 20-year tenure with the state, she served as the Manager of the Office of Adult and Juvenile Justice Assistance (OAJJA) at Colorado’s Division of Criminal Justice, Department of Public Safety. As such, she was responsible for the management of federal and state grant programs which sought to assist with and improve the criminal and juvenile justice systems. She was responsible for participation in and oversight of innumerable federal monitoring processes, both comprehensive on-site visits and desk reviews from federal funders (BJA, OJJDP, BJS, NIJ) the Office of the Chief Financial Officer and Office of Inspector General.  She was also responsible for ensuring subgrant managers for the programs she oversaw assessed the risk of subgrantees and provided the commensurate level of financial and programmatic monitoring to subgrantees. Finally, Meg was also responsible for ensuring that subgrantees were provided grant-specific training and other resources that assisted them in implementing appropriate grant management practices. 

    Meg also served as a member of many inter-disciplinary boards, task forces and councils in Colorado regarding adult criminal and juvenile justice systems improvement. In 2010, Meg traveled to Tbilisi, Georgia to assist the Georgia Ministry of Justice in developing juvenile diversion programming which is now available to youth across the country and showing tremendously positive outcomes including reduced recidivism.  In 2016, she traveled to the country of Suriname and assisted their Ministry of Justice in developing and implementing a strategic plan to improve the socialization and integration of young offenders back into their communities. Key justice stakeholders continue to meet and implement the Strategic Plan. Meg is a graduate of Kenyon College in Ohio with a bachelor’s degree in Psychology and received a master’s degree in Public Administration from the University of Colorado at Denver.