Grants management
Fiscal management and compliance for federal and state awards as the core — with program-side management available when you would rather one vendor own both the money and the performance reporting.
The grants practice →Your back office off your desk
You focus on the mission. I take on the back office operations behind it — grant management, processing bills, contracts, and financial statements.
Experience you can count on
Twenty-eight years of back-office solutions, and eighteen years inside Federal grant requirements.
Comprehensive grant management
Fiscal compliance and program reporting under one roof — which is exactly where most findings come from.
Automated where it matters
I help set up automations for recurring reconciliations, background screening, onboarding packets, and reporting calendars.
A person, not a portal
I truly believe in personal contact to solidify resolutions to problems.
01 What I take off your plate
Three things, done properly
Accounting & Bookkeeping
Monthly close, accounts payable and receivable, reconciliations, payroll, basic HR, and financial reporting your board can actually read. The steady work that keeps everything else legible — for twenty-eight years.
Accounting & Bookkeeping →Business solutions
Background screening, E-Verify, credit reports, drug testing, payment processing, and an operations platform to run your business better. Delivered through partners I already work with, so you have one point of contact instead of four vendors to chase.
Business solutions →02 Where the work usually starts
If one of these is true this week, call me
A
“Our bookkeeper left.”
Someone has to close the month, and it is currently you. I step in mid-stream, reconstruct where the books actually stand, and take over the calendar — without a three-month onboarding project.
B
“There is too much hitting my desk.”
Every invoice, every question, every deadline routes through you, because there is nobody else it could route through. I take the recurring half of that queue permanently, so what still reaches you is the part that actually needs your judgment.
C
“We just won our first federal award.”
Congratulations — and now the rules changed. Allowable costs, time and effort documentation, procurement standards, subrecipient monitoring, single audit thresholds. I set the structure up correctly before the first drawdown rather than reverse-engineering it later.
D
“There is a monitoring visit on the calendar.”
I work backward from the date: pull the file the monitor will ask for, reconcile the fiscal record against what the program actually reported, and fix the gaps while there is still time to fix them quietly.
E
“Our fiscal numbers and our program report do not match.”
This is the most common finding I see, and it is almost never fraud — it is two spreadsheets maintained by two people who do not sit in the same meeting. I own both sides so the reconciliation is done before it is asked for.
F
“We are spending real hours on work a system should do.”
Invoice entry, screening candidates, chasing documents, rebuilding the same report every month. I automate the repeating parts and keep judgment where judgment belongs.
03 The grant gap I close
Auditors look at your grant as one thing. Most organizations manage it as two.
Fiscal reporting sits with accounting. Program reporting sits with the program director. Monitors and auditors read them side by side — and the disagreement between the two is one of the most common sources of findings.
- Fiscal compliance is the core, always included. Drawdowns, allowable costs, indirect rates, documentation, audit support.
- Program-side management is modular. Add it when you want one vendor owning performance reporting too; leave it off when your program team has it covered.
- Clear scope, clear price. You know exactly what you are buying before it starts.
04 Automation, used honestly
If it repeats, let’s automate it
I am not interested in billing you for keystrokes. The work that repeats every month gets systematized so the hours you pay for go toward judgment, review, and compliance — the parts that actually protect you.
Recurring reconciliations
Bank, credit card, and grant-fund reconciliation on a fixed calendar — not whenever someone remembers.
Onboarding packets
New-hire documents issued, collected, and filed — with the audit trail already built.
Reporting calendars
Every fiscal and program deadline on one calendar, with the prep starting before the reminder does.
Managing grant funding requires more than good bookkeeping. It demands a precise understanding of fiscal compliance requirements, reporting standards, and accounting expectations.Bookkeeping Etc., Inc.
Who this fits
Nonprofits and grant recipients, small businesses that need a real back office without hiring one, and subrecipients who are held to compliance standards they did not design.
Who I serve →