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Welcome to HUD Monitoring – From the Grantee Perspective

Welcome to HUD Monitoring – From the Grantee Perspective. City of Providence, RI David N. Cicilline, Mayor Amintha K. Cinotti, Deputy Director City of Providence, RI. Be clear on what is getting monitored! It’s all about the program – CDBG, HOME, ESG or HOPWA

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Welcome to HUD Monitoring – From the Grantee Perspective

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  1. Welcome to HUD Monitoring – From the Grantee Perspective City of Providence, RI David N. Cicilline, Mayor Amintha K. Cinotti, Deputy Director City of Providence, RI

  2. Be clear on what is getting monitored! It’s all about the program – CDBG, HOME, ESG or HOPWA Check you monitoring regulations – you have to know them as well as your Rep does Download the Regulatory Guidance and Handbook Know that all HUD Regional Offices have a schedule for monitoring – risk analysis The more money you get, the higher the risk – even if you are cleared in the past It’s all IDIS base right now - know what your Cities risk is in term of open projects Prepare the Boss and the elected officials for what is coming. The Letter or The Call

  3. Reality Sets in • How do you react? • First comes “oh crap” • Second comes “looking good” • Third comes is the staff ready? The subgrantees? • Make everyone understands the process and the consequences

  4. View it as an Opportunity! • Use as staff training for your programs • Invest your staff in the outcome – this is their work that is being reviewed, not just the City’s • Time to bring subgrantees onboard – you weren’t kidding when said that they could be monitored

  5. Even if it’s IDIS based, get what you want out of it! • Ask for help with difficult subgrantees – make sure they get a visit! • Ask for staff training if you need it – During the Visit - after all your representative will be there, possibly more than one

  6. Preparing for the visit Ask in advance for specifics – get the list of projects that HUD wants to review Set a date for the start and completion of the visit Have your staff pull files and understand what HUD is looking for – use the HUD checklist for what should be in there: eligibility determinations applications and contracts staff monitoring reports

  7. More Preparation • Reserve a room that HUD staff can use for the entire visit • Schedule subgrantee visits and make sure they know what is going to happen • Make sure that the “powers that be” understand the schedule and how that will affect you work load

  8. The VISIT • Start with a tour of your sites to acclimate all the HUD staff involved – if they don’t know your City they may not appreciate the challenges you face. • Make sure that your staff knows HUD reps are with you and assign key staff – clerk for copies, key managers • Make sure that HUD knows your staff and their functions, staff vacancies and meets the boss. managers

  9. During the Visit • Take your rep to lunch – possibly in the neighborhood or a business you funded • Debrief with HUD staff after every activity or functional area examined

  10. Working through the process • If there is “missing” information you can access for HUD staff get it to them immediately – it may simply be in a different file or in a different division • Don’t get defensive about missing information – it’s bound to happen and this is learning process!

  11. The Exit Conference • Review the visit • Identify HUD concerns and findings • Put your questions and concerns on the table • Agree on follow up and ask for a draft monitoring letter • Determine if you want boss in the room for this.

  12. The Monitoring Letter • Remember – get a draft and clear what you can before a final letter is issued • Count on findings and concerns, but keep them to a minimum • If you have concerns about the letter and can't get anywhere with your rep, ask for a meeting with their manager – don’t be afraid to express your issues

  13. Monitoring Letter • Attempt to agree in advance on corrective action • If the findings are severe involve your boss or Mayor if they are critical to the viability of your program • Make every attempt to remain cordial, but don’t get steamrolled

  14. Agree on the actions you need to take – pay back of funds, hiring of staff, new procedures Set a timetable for compliance Make your staff and subgrantees understand what has happened Reward good work and make sure that is mentioned in the final letter Corrective Actions

  15. Make sure the staff understands what happened and why Have you staff immediately set work to change procedures Set an internal timetable for corrective action Subgrantees with HUD identified problems have to be informed quickly and they must take corrective action Set a timetable for implementation and monitoring No compliance means no money! Implement Corrective Action

  16. Follow up with HUD • Let them know when corrective actions are complete and send them verification – new forms, IDIS closeout • Make sure you receive a final closeout letter form HUD • Wait for the next monitoring session

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