U.S. Department of Justice

Office of Justice Programs

Office for Victims of Crime

DEPARTMENT OF JUSTICE

OFF ICE OF JUSTICE PROGRAMS

BJA NI J OJJDP BJS OVC

Advocating for the Fair 

 Treatment of Crime Victims

Office for Victims of Crime

Victims of Crime Act

Victim Assistance Grant Program

Subgrantees’

Training 

Guide

NCJ 175717

September 1999
This document was prepared by Victim Services, supported by grant number

OC–95–163, awarded by the Office for Victims of Crime, U.S. Department of

Justice. The opinions, findings, and conclusions or recommendations expressed

in this document are those of the author(s) and do not necessarily represent the

official position or policies of the U.S. Department of Justice.

U.S. Department of Justice

Office of Justice Programs

810 Seventh Street NW.

Washington, DC 20531

Janet Reno

Attorney General

Raymond C. Fisher

Associate Attorney General

Laurie Robinson

Assistant Attorney General

Noël Brennan

Deputy Assistant Attorney General

Kathryn M. Turman

Acting Director, Office for Victims of Crime

Office of Justice Programs

World Wide Web Home Page

http://www.ojp.usdoj.gov

Office for Victims of Crime

World Wide Web Home Page

http://www.ojp.usdoj.gov/ovc

For grant and funding information contact

U.S. Department of Justice Response Center

1–800–421–6770

OVC Resource Center

1–800–627–6872

OVC Resource Center Home Page

http://www.ncjrs.org

NCJ 175717

The Office for Victims of Crime is a component of the Office of Justice Programs, which

also includes the Bureau of Justice Assistance, the Bureau of Justice Statistics, the National

Institute of Justice, and the Office of Juvenile Justice and Delinquency Prevention.
Victims of Crime Act

Victim Assistance Grant Program

Subgrantees’

Training 

Guide

Advocating for the Fair 

 Treatment of Crime Victims

Office for Victims of Crime

NCJ 175717

September 1999
September 1999

Dear Colleague:

The purpose of the Subgrantees’ Training Guide (Guide) is to provide technical assistance to

VOCA-funded victim services organizations in 3 areas:

1) Developing human resources,

2) Managing money and fundraising, and 

3) Adhering to the VOCA Victim Assistance Grant Guidelines. 

Following the sections on developing an organization’s human and financial resources, the

Guide includes a summary of the VOCA Assistance Grant Guidelines. We hope that it will help answer

questions you may have about VOCA, the Office for Victims of Crime (OVC), and the Federal Crime

Victims Fund, as well as more technical questions about VOCA’s eligibility requirements, allowable

expenses, and reporting requirements. The booklet ends with a short bibliography listing additional

organizational management resources. Please note that the Office of Justice Programs (OJP)

Financial Guide prohibits the use of VOCA funds for fundraising, and the VOCA Victim

Assistance grant program guidelines prohibit using VOCA funds for other administrative

purposes, such as conducting needs assessments and program evaluations. 

Funding for this project was provided by OVC. The original research and writing for the publication was completed by David Migliore, a former administrator of Ohio’s Crime Victim Assistance

Office. We also sent the publication to several State VOCA administrators and VOCA-funded agency

directors for their critical evaluation. While this publication contains no guidance on managing or developing staff, and certainly is not an exhaustive guide to managing an organization’s finances, the

consensus among the reviewers was that the information contained in the Guide would indeed be

valuable to VOCA subgrantees. 

We hope you will find the Subgrantees’ Training Guide a helpful addition to your organization’s

library. We thank you for your outstanding work on behalf of crime victims. 

Sincerely,

Kathryn M. Turman Carol R. Watkins 

Acting Director Director

State Compensation & Assistance Division

U.S. Department of Justice

Office of Justice Programs

Office for Victims of Crime

Washington, D.C. 20531

DEPARTMENT OF JUSTICE

OFF ICE OF JUSTICE PROGRAMS

BJA NI J OJJDP BJS OVC
Subgrantees’ Training Guide

ACKNOWLEDGMENTS

v

We extend our appreciation to the publication editors: Grace Coleman, Jackie McCann Cleland, Marilyn

Schwartz, Tina Curatolo, and Fran Callanan. We also thank the publication reviewers: Virginia Beane,

VOCA Victim Assistance Program Administrator, Iowa; Becky Sims, Director, Domestic Abuse Family

Shelter, Inc., Laurel, Mississippi; Amy Holloway, Executive Director, Interact, Raleigh, North Carolina; 

Jill McArthur, Victim Advocate, Tallahassee Police Department, Tallahassee, Florida; Margaret Donnelly,

former Acting Director of the New York Crime Victims Board; Corrine Pearson, Criminal Justice Counsel,

Wilmington, Delaware; and Sharon Boyer, Administrator of the Ohio VOCA victim assistance grant. 
Subgrantees’ Training Guide

CONTENTS

SECTION I: EVALUATING YOUR ORGANIZATION ..............................................................................1

A. A Good Checklist for Self-Evaluation ................................................................................................1

B. Victims of Crime Act (VOCA) Restrictions ......................................................................................2

SECTION II: DEVELOPING HUMAN RESOURCES................................................................................3

A. Board of Directors ................................................................................................................................3

1. Developing a Better Board ................................................................................................................3

2. VOCA Restrictions ............................................................................................................................3

B. Volunteers..............................................................................................................................................4

1. Recruiting Volunteers ........................................................................................................................4

2. Running a Great Volunteer Program..................................................................................................4

C. Interns....................................................................................................................................................5

1. Creating a Successful Intern Program ..............................................................................................5

D. Consultants............................................................................................................................................5

1. Seeking the Aid of a Consultant ........................................................................................................6

2. VOCA Restrictions ............................................................................................................................6

SECTION III: MANAGING MONEY, FUNDRAISING, AND COMMUNITY SUPPORT ................7

A. Internal Money Management..............................................................................................................7

1. Money-Saving Suggestions ..............................................................................................................7

2. Financial Planning/Investment Tips ..................................................................................................7

3. VOCA Restrictions ............................................................................................................................8

B. Other Income-Producing Ideas ..........................................................................................................8

1. Before Undertaking a Business Venture ............................................................................................8

C. Fundraising............................................................................................................................................9

1. VOCA Restrictions ............................................................................................................................9

2. Tips for Hiring a Fundraising Consultant..........................................................................................9

3. Starting an In-House Fundraising Program ......................................................................................9

4. Ways to Solicit Donations ..............................................................................................................10

a. Door-to-Door Canvasses ............................................................................................................10

b. Special Events ............................................................................................................................10

c. Canisters......................................................................................................................................10

d. Phone-a-Thons and Telethons ....................................................................................................11

e. Payroll Deductions......................................................................................................................11

f. Direct Mail..................................................................................................................................11

g. Matching Gifts ............................................................................................................................11

h. Annual Giving ............................................................................................................................12

i. Memorials and Tributes ..............................................................................................................12

j. Planned Giving ..........................................................................................................................12

vii
Contents

viii

k. Endowments and Foundations....................................................................................................13

l. Types of Grants ..........................................................................................................................13

m. Sources of Grants........................................................................................................................14

i. Foundations..............................................................................................................................14

ii. Corporations ..........................................................................................................................14

iii. Government Agencies............................................................................................................14

iv. Community Organizations ....................................................................................................14

n. The Grant-Seeking Process ........................................................................................................14

o. The Grant Proposal ....................................................................................................................15

p. “Top 10” Grant-Writing Tips......................................................................................................16

q. Remain Active in the Grant Process ..........................................................................................16

SECTION IV: VOCA, OVC, AND SUBGRANTEE GUIDELINES ........................................................17

A. VOCA, Crime Victims Fund, and OVC Background ....................................................................17

B. OVC Training Programs and Resources..........................................................................................17

1. OVC Training and Technical Assistance Center ............................................................................17

2. OVC Resource Center......................................................................................................................18

C. Autonomy of the States in Subgranting VOCA Funds ..................................................................18

D. Program Eligibility Requirements for Subgrantees........................................................................18

1. Public or Nonprofit Organization ....................................................................................................18

2. Record of Effective Services ..........................................................................................................18

3. New Programs..................................................................................................................................18

4. Project Match ..................................................................................................................................19

a. VOCA Requires 20-Percent Match ............................................................................................19

b. Match Exceptions ......................................................................................................................19

c. Match Use Restrictions ..............................................................................................................19

d. Assessing Match Value ..............................................................................................................19

e. Calculating Project Match ..........................................................................................................19

f. Match Documentation ................................................................................................................19

5. Volunteers ........................................................................................................................................20

6. Community Efforts To Aid Crime Victims......................................................................................20

7. Crime Victim Compensation Benefits ............................................................................................20

8. Compliance With Federal Rules Regulating Grants........................................................................20

9. Maintain Civil Rights Information ..................................................................................................20

10. Compliance With State Criteria ......................................................................................................20

11. Services to Victims of Federal Crimes ............................................................................................20

12. No Charge to Victims for VOCA-Funded Services ........................................................................21

a. Charitable Intent of the Program ................................................................................................21

b. Accountability for Program Income ..........................................................................................21

13. Confidentiality of Personal Information..........................................................................................21

14. Confidentiality of Research Information ........................................................................................21

E. Allowable Services, Activities, and Costs ........................................................................................21

1. Direct Services ................................................................................................................................21

a. Services That Meet the Immediate Needs of Victims ................................................................21

b. Psychological Services ..............................................................................................................22

c. Legal Services ............................................................................................................................22

d. Forensic Examinations for Sexual Assault Victims....................................................................22

e. Necessary and Essential Operating Costs ..................................................................................22
Subgrantees’ Training Guide

f. Addressing Immediate Practical Problems ................................................................................22

g. Personnel Costs ..........................................................................................................................22

h. Meetings With Perpetrators ........................................................................................................22

2. Indirect Services ..............................................................................................................................22

a. Skills Training for Staff ..............................................................................................................23

b. Training Materials ......................................................................................................................23

c. Training-Related Travel ..............................................................................................................23

d. Equipment and Furniture ............................................................................................................23

e. Purchasing or Leasing Vehicles ..................................................................................................23

f. Advanced Technologies ..............................................................................................................23

g. Contracts for Professional Services............................................................................................23

h. Operating Costs ..........................................................................................................................24

i. Supervision of Direct Service Providers ....................................................................................24

j. Repair or Replacement of Essential Items ................................................................................24

k. Public Presentations....................................................................................................................24

3. Unallowable Services, Activities, and Costs ..................................................................................24

a. Lobbying and Administrative Advocacy ....................................................................................24

b. Perpetrator Rehabilitation and Counseling ................................................................................24

c. Needs Assessments, Surveys, Evaluations, and Studies ............................................................24

d. Prosecution Activities ................................................................................................................24

e. Fundraising Activities ................................................................................................................24

f. Indirect Organizational Costs ....................................................................................................24

g. Reimbursement ..........................................................................................................................25

h. Most Medical Costs ....................................................................................................................25

i. Relocation Expenses ..................................................................................................................25

j. Administrative Staff Expenses....................................................................................................25

k. Development of Protocols, Interagency Agreements, and Other Working Agreements ............25

l. Costs of Sending Individual Crime Victims to Conferences......................................................25

m. Activities Exclusively Related to Crime Prevention ..................................................................25

F. Financial Requirements ....................................................................................................................25

1. Office of Justice Programs Financial Guide ..................................................................................25

2. On-Site Monitoring Plan..................................................................................................................25

G. Reporting Requirements....................................................................................................................25

1. Bookkeeping ....................................................................................................................................25

2. Financial Reports ............................................................................................................................26

3. Performance Reports........................................................................................................................26

SECTION V: BIBLIOGRAPHY AND SOURCES......................................................................................27

ix
Subgrantees’ Training Guide

SECTION I: 

EVALUATING YOUR ORGANIZATION

Organizational self-evaluation is the first step toward

creating and maintaining a successful victim assistance program. Before you can attract people, money,

and community support, you should be able to

clearly articulate the purpose of your organization,

your organization’s short- and long-term goals, and

what you need to do to meet those goals. A program

evaluation should be conducted at least once a year,

and it should incorporate feedback from everyone

connected with your organization, both internally

and externally. 

A.A Good Checklist for 

Self-Evaluation

Before setting goals for your organization, review

the major accomplishments your organization has

achieved during the last 3 years. Next, state your

organization’s mission in one or two sentences. 

Then you will be ready to list your organization’s

short- and long-term goals. In doing so, consider 

the following questions:

Organizational Mission/Goals

■ Are these goals consistent with your mission?

■ Were your goals developed with input from:

board, staff, consumers, volunteers, contributors,

external consultants, members?

■ What internal and external factors could help

your organization achieve its goals?

■ What factors could hurt?

■ Will your goals require a change in financial

support, number or type of persons served,

services, volunteer support, staff, other?

■ Do you have an annual plan that includes

program objectives for each service area and 

a performance schedule?

Community Needs

■ What community needs does your organization

meet?

■ What other organizations, profit and nonprofit,

provide the same services?

■ How does your organization’s performance rating

compare to other similar providers?

■ What are the demographics of the clients served

by your organization, by age, sex, race, disability,

income level, language, etc.?

■ Within your organization’s service area, do all

crime victims have access to services, regardless

of their age, sex, race, disability, income level,

language, etc.?

■ Can your organization demonstrate public

demand and support for its services?

Services Provided by Your Organization 

■ What services does your organization provide?

■ Within your organization, do paid staff or 

volunteers deliver services to clients? 

■ List your organization’s strengths and weaknesses

in each service area.

1
Funding Sources

■ What are your funding sources (businesses or

corporations, service fees, foundations, income

generating activities, government, individual

donors, religious organizations, federated

campaigns, others)?

■ What noncash support do you receive 

(volunteers, services, goods, others)?

B. Victims of Crime Act (VOCA)

Restrictions 

VOCA funds may not be used to pay for administrative staff expenses or to conduct needs assessments

and evaluations. (See p. 24 of this Guide.) 

As your organization builds its financial resources

and community support, remember:

Know your organization: You should be able to

clearly state why your organization is needed, who

it serves, how it fulfills its mission, and what

resources it will need to flourish.

Section I: Evaluating Your Organization

2
People are the key to all resources—money, services,

goods, and goodwill. Because most crime victim

programs have limited budgets, they need individuals

to offer their time and skills free of charge, for a

minimal fee, or for payment by a third party. Members

of the community can contribute to a nonprofit by

serving on its board of directors, volunteering to 

do administrative tasks, working as interns, or

providing expert advice on some aspect of the

agency’s operations. 

A.Board of Directors

The governing board of a nonprofit organization is

the board of directors. Some public agencies establish advisory committees with functions similar to 

a board. In either case, a strong, informed board or

advisory committee is critical to an agency’s growth

and success. 

The ideal board comprises skilled, dedicated persons

actively involved in your organization or community

and sincerely committed to your organization’s

mission.

1. Developing a Better Board. 

■ Be creative and practical in your selection 

of board members. Consider people from all

backgrounds. 

■ List the assets of each board member, such as

political influence, financial or legal expertise,

and money contacts. Consider the ways in which

your organization can benefit from those assets. 

■ Make a wish list of needed resources: money,

people, goods, and services. Ask board members

to help secure these resources. 

■ Orient board members to your organization (its

mission, history, accomplishments, and goals) by

providing an informational packet that includes a

copy of your organization’s constitution, by-laws,

organizational structure, budget, and other

planning documents.

■ Limit membership terms to generate fresh ideas

and prevent leadership stagnation.

■ Offer board members retreats, seminars, site

visits, and similar learning experiences to keep

them informed about your organization and its

needs.

■ Tell board members what is expected of them,

including board duties and individual assignments

(versus staff duties and assignments). 

■ Provide board members with regular updates on

important issues, events, and resource needs.

Continually ask for board members’ guidance 

and support.

■ Consider creating a special ad hoc advisory group

to supplement your board for special purposes.

Honorary celebrity chairpersons are effective in

this role. 

■ Show appreciation. Thank board members with

special social events. Recognize outstanding

efforts with a special award or presentation.

2. VOCA Restrictions.

VOCA funds may not be used to pay for administrative staff expenses for board members, consultants,

and others, unless these expenses are incurred while

delivering direct services to victims. (See p. 24 of

this Guide.) 

SECTION II:

DEVELOPING HUMAN RESOURCES 

Subgrantees’ Training Guide

3
Section II: Developing Human Resources 

B. Volunteers

Almost every crime victim service program requires

the help of dedicated volunteers. In fact, many

victim service organizations were initiated by crime

victims who volunteered their own time and knowledge to help other victims. Some programs, like

local chapters of Mothers Against Drunk Driving,

are operated solely by volunteers. Most programs,

however, use volunteers to supplement paid staff. 

1. Recruiting Volunteers.

■ Seek volunteers among your organization’s

contributors, employees, clients, vendors,

neighbors, family, and friends.

■ Make lists of potential sources of volunteers:

❏ Professionals: such as attorneys, doctors,

artists, accountants, corporate retirees.

❏ Schools: from primary to college level.

Consider instructors, students, parent

groups, alumni associations.

❏ Civic groups: Kiwanis, Rotary, AARP,

Junior League, auxiliary members.

❏ Local businesses: from small businesses to

large corporations.

❏ Government: Federal, State, county, or local

government personnel, such as police/fire/

emergency department staff.

❏ Other: staff of foundations or other

nonprofits, members of local clergy and

churches, local entertainers, and media

personalities.

■ Continue to list within lists until you get to

individual names.

■ Plan a recruitment strategy, including personal

visits, phone calls, letters, newsletter articles,

posters, brochures, and public service 

announcements.

■ Participate in agency/community fairs by setting

up an information table.

2. Running a Great Volunteer Program. 

■ Ask your staff how much and what kind of volunteer assistance they need. 

■ Develop volunteer job descriptions and training

procedures. 

■ Ensure that your organization has desk space,

computer equipment, a telephone, and other

supplies that volunteers will need to do their work.

■ Orient all volunteers to your organization.

■ Train volunteers to do their assigned tasks. 

■ Provide volunteers with ongoing supervision and

encouragement. 

■ Provide volunteers with ongoing supervision 

and encouragement. (Some ideas are worth

repeating.)

■ Treat volunteers as if they are paid staff—assign

real responsibilities and hold them accountable.

■ Regularly inform volunteers about expenses that

may be tax deductible such as mileage, parking

fees and tolls, and donated money and goods. 

■ Smile through the “no-shows” and “simply

socializers.” The pluses of a good volunteer

program really do outweigh the minuses. 

■ Show appreciation in every way possible: coffee

and donuts, thank you notes, newsletter features,

recognition dinners, special awards. 

4

As your organization builds its financial resources

and community support, remember:

Know your organization: In choosing qualified

candidates, keep in mind that every board member

should have something to offer—money, time,

expertise, or valuable contacts. You cannot afford

inactive board members.
Subgrantees’ Training Guide

C. Interns

Interns can be a wonderful resource for nonprofit

organizations. Students nearing graduation from

high school, college, or graduate school offer their

time and skills at no charge or for a stipend, and in

return gain valuable on-the-job experience. Some

educational institutions give students academic

credits for their intern experience. The duration of

an internship usually is limited to the length of a

school term or summer break, from 2 to 4 months. 

Some nonprofits complain that interns require too

much management, and once trained, they leave.

Other organizations, including corporations and

foundations, use interns effectively, occasionally

retaining their services on a permanent basis. Most

organizations find that interns’ contributions far

outweigh the effort it takes to manage an intern

program. In addition, today’s interns will be

tomorrow’s professionals, who will be more 

knowledgeable and supportive of your organization

as a result of their internships. 

1. Creating a Successful Intern Program.

■ Develop job descriptions listing specific projects

and tasks and describing the professional experience the interns will gain.

■ Contact local colleges, institutes, technical

schools, and job advisory services several months

in advance of the time that you will want the

interns to begin working.

■ Meet with the school’s intern program manager

and prospective interns. Discuss individual

requirements, goals, time schedules, and payment

(if a paid position).

■ Be frank when describing job duties to prospective

interns. If the position requires administrative, as

well as substantive work, say so. Letting interns

know what to expect minimizes the chance that

they will disappoint you by dropping out of the

program.

■ Assign specific projects to interns rather than

general duties. Specific projects or tasks are easier

for interns to manage and ultimately more rewarding for the intern to complete. Assigning projects

also makes it easier for staff to evaluate an

intern’s work.

■ Provide ongoing supervision, guidance, and evaluation. Provide constructive feedback that emphasizes the intern’s strengths. An internship should

be a positive learning experience.

■ Ask interns to evaluate your intern program.

Learn how to do it better the next time.

■ If dissatisfied with a school’s intern program, try

another. A new adviser may make the difference.

Don’t be afraid to ask for skills and terms that

work best for you. 

As your organization builds its financial resources

and community support, remember to:

Learn to share: Invite staff, your board of directors, volunteers, and interns to contribute their

ideas, experiences, and solutions to problems.

Listen and be willing to implement good ideas.

D.Consultants

A “consultant” is anyone with skills or knowledge

that can benefit your organization. After reviewing

every aspect of your organization’s operations—

facilities, staff training, marketing, fundraising—

seek consultants who can help you improve.

Consultants may offer short- or long-term assistance

to an organization. Some consultants may agree 

to donate their services; however, when you do 

pay for services, request a nonprofit or government

discount.

5

As your organization builds its financial resources

and community support, remember:

Have fun: Include time for fun in your planning.

Though most people participate for the cause, they

are more likely to help again if they had a good

time.
Section II: Developing Human Resources 

1. Seeking the Aid of a Consultant.

■ Contact special interest groups such as professional organizations, unions, and retired executives that have skills and knowledge needed by

your organization. For example, ask an electrician

to donate electrical plans for a building project, or

an accountant to help modernize your organization’s bookkeeping system, or a computer programmer to help your organization meet its

technology needs. 

■ If a prospect is too busy or otherwise unavailable,

request a referral. Keep asking until you get what

your organization needs.

■ In working with consultants, be flexible and

considerate. Even a brief consultation by phone

can be extremely effective for short-term solutions.

Example: The National Executive Service Corps is 

a national network of retired executives. They offer

professional expertise in business, finance, communications, and advanced technologies to nonprofit

organizations at no charge or on a sliding fee scale

based on ability to pay. Their mailing address is 120

Wall Street, New York, NY 10005; phone number,

212–269–1234.

2. VOCA Restrictions.

VOCA funds may not be used to pay for salaries,

fees, and administrative expenses associated with

administrators, board members, directors, consultants, coordinators, and other individuals, unless

these expenses are incurred while providing direct

services to crime victims. (See p. 24 of this Guide.) 

As your organization builds its financial resources

and community support, remember:

Ask for what your organization needs: Most

people will not know you need their help unless

you ask, and ask again. Ask members of your

community to contribute their time, skills, and

knowledge to increase and improve the services

your organization is able to deliver.

6
Subgrantees’ Training Guide

A.Internal Money Management

The road to an organization’s financial health begins

with an honest evaluation of its financial situation.

Sound money management also reassures potential

donors that you’ll use their money wisely. In assessing

your organization’s fundraising needs, begin by asking

yourself the following questions:

■ Has your organization cut unnecessary expenses? 

■ Have you tried sharing costs with other 

organizations? 

■ Are you making money with the money you have?

1. Money-Saving Suggestions.

■ Salaries and benefits are a major cost. Enforce

productivity standards and conduct employee

evaluations at least annually. Use volunteers at

every opportunity.

■ Avoid duplication of efforts and documents.

Make sure that staff responsibilities do not

overlap. Share records and route paperwork.

■ Get accounts receivable off your desk and into

the bank.

■ Avoid penalties and late charges. Pay taxes and

bills on time.

■ Make a payment schedule and stick to it.

■ Conduct a lease versus purchase study when

considering equipment acquisitions.

■ Maintain facilities and equipment. Deferred

maintenance is expensive.

■ Review insurance coverage and costs annually.

Get new bids at least every 3 years. 

■ Investigate ways to share costs with other

nonprofit organizations. Possibilities include

jointly purchased goods, equipment, and services;

shared office space, equipment, and services; and

group purchase of medical and other insurance. 

■ Ask everyone closely associated with your

organization to suggest ways to cut costs. 

■ Institute a money-saving suggestion box and

award a monthly prize for the best idea.

■ If your organization’s financial situation is

critical, ask a management expert to consult 

with you about the best ways to tackle financial

problems both in the short run and the long term.

2. Financial Planning/Investment Tips. 

■ Seek the advice of a financial investment 

professional. 

■ Determine the agency’s cash needs for the next

12 months. 

■ Compare the checking account programs offered

by local financial institutions. Beware of the

hidden service charges associated with interestbearing accounts.

■ Get to know your banker and other financial

experts. Their free advice can be invaluable.

Consolidate all necessary operating funds into

one checking account, and possibly a second

account for payroll. Whether you have one or

more checking accounts, payroll should always

be accounted for separately. Track separate fund

accounts through separate bookkeeping entries.

SECTION III: 

MANAGING MONEY, FUNDRAISING, 

AND COMMUNITY SUPPORT 

7
Section III: Managing Money, Fundraising, and Community Support

■ If your organization has substantial discretionary

cash on hand, consider investing it in a Money

Market Account that offers fund liquidity and

higher earnings than interest-bearing checking

accounts. (This suggestion is not applicable to

Federal grant monies.) 

■ If your organization can operate without a portion

of its funds for 6–12 months, consider investing

in a Certificate of Deposit (CD) or other fixedterm, fixed-rate investment. (This suggestion is

not applicable to Federal grant funds.) 

■ If your organization’s cash assets are sizable,

consider long-term investments such as stocks,

bonds, and real estate. 

■ When selecting a Chief Financial Officer or

Controller, do not assume that hiring a certified

public accountant (CPA) will guarantee knowledge of your organization’s financial needs. 

Hire someone who has demonstrated success 

in managing the finances of an organization

similar to yours. 

■ Your accounting system must be able to separately

account for and report on the obligations, expenditures, and receipts associated with each grant

the organization manages. 

■ Establish formal written accounting policies and

procedures, including travel and procurement. In

designing these organizational policies and procedures, consider using Federal travel and procurement regulations as the baseline standard. 

3. VOCA Restrictions.

The Office for Victims of Crime prohibits grant

recipients from investing grant funds. Noncompliance

with this or other grant conditions can result in losing

grant funds and can jeopardize future funding from

the granting agency (as set forth in the Office of

Justice Programs (OJP) Financial Guide, Part III,

Chapter 1). Other grantors may allow grantees to

invest grant monies. Be sure to understand and follow

the grant conditions set by the granting organization. 

B. Other Income-Producing Ideas

In addition to charging for services, other incomegenerating possibilities include the manufacture and

sale of products and the sale of products purchased

for resale, such as cookies, greeting cards, art and

wildlife posters and calendars, and community and

celebrity cookbooks. Although the risks can be great

(over half of all new commercial businesses fail in

their first year and nonprofits have an even higher

rate of failure), many nonprofits are finding creative

ways to turn their skills into successful moneymaking enterprises. 

1. Before Undertaking a Business Venture. 

■ Define the type of business your organization will

sponsor, as well as the market, growth potential,

and competition.

■ Talk to other nonprofits about the challenges 

and benefits of their business ventures.

■ Develop a business plan. Include preliminary

budgets, funding sources, projected cash flow,

and projected profit/loss for the first 3 years.

■ Get financial and tax advice from experts such 

as an attorney, accountant, banker, IRS specialist,

and representatives of the Small Business

Administration. 

■ Identify the staff who will be involved in the

income-producing projects, for what percentage

of their time, and at what cost to your organization. Make sure the business doesn’t detract from

your victim services.

Example: By teaching persons with disabilities 

to refurbish donated household goods, Goodwill

Industries fulfills its primary purpose of rehabilitating individuals while generating income from

selling the items in its retail stores. Goodwill also

earns funds by contracting with local businesses 

to assemble, collate, and package a variety of

manufactured goods in its sheltered workshops. 

8
Subgrantees’ Training Guide

C. Fundraising

Most victim assistance programs must do some

fundraising, either by hiring a fundraising consultant

or by using in-house staff. Whichever means you

choose, remember that individual giving accounts for

nearly 90 percent of all charitable contributions in

America, so it should be a mainstay of support for

your organization. 

1. VOCA Restrictions.

VOCA funds may not be used to pay for fundraising

or administrative staff expenses. (See p. 24 of this

Guide.) 

2. Tips for Hiring a Fundraising Consultant.

If you hire a fundraiser, make sure he or she has the

skills to help your organization. If the consultant is

knowledgeable about victim services, the learning

curve will be shorter; however, fundraising skills are

easily transferable, so do not be too concerned if

your consultant has not worked for an agency

exactly like yours. Other tips include the following:

■ Oral agreements may be difficult to enforce, so

put the contract into writing. Do not accept a

preprinted contract; the contract should reflect

your organization’s needs and your expectations.

■ Fundraising consultants may be paid for their

services by a flat fee, commission, or a

percentage of the funds raised. 

■ Your organization’s legal counsel should participate in contract negotiations with the fundraising

consultant and review the contract to ensure that

it protects your agency’s rights. 

■ Craft the contract to discourage the consultant

from increasing his/her compensation at the

expense of building relationships with long-term

supporters. Shortcuts that harm these relationships will ultimately undermine your fundraising

program. 

3. Starting an In-House Fundraising

Program.

Most organizations manage in-house fundraising

because they have learned that internal programs

establish stronger ties with the community. Below

are suggestions to improve your organization’s

fundraising efforts. 

■ First ask your board members for donations;

others will follow their lead.

■ Develop a list of prospective donors from

volunteers, clients, employees, local businesses,

unions, retirees, civic groups, professional

associations, government agencies, schools,

religious organizations, media outlets, political

organizations, neighbors, family and friends,

meeting sign-up sheets, phone books, and special

interest directories.

■ Consult The Coles Directory for phone numbers

listed by neighborhoods and the most recent

Census of Population for neighborhoods listed 

by income levels. These references are available

at most public libraries.

■ Analyze the demographics of the target population. Don’t waste money targeting the wrong

parties or using methods that will be ineffective

with a given population.

■ Recruit volunteers for your organization’s

fundraising projects. 

■ Inform everyone who has contact with your

organization about your fundraising needs

through followup letters, thank you notes, new

program announcements, achievement awards,

and research findings. 

■ Keep a record of each person your organization

solicits for future reference, according to whether

he or she is a current giver, former giver, or new

contact.

■ Maintain a database record of contacts to track

donor history and generate mailing labels more

easily.

9
Section III: Managing Money, Fundraising, and Community Support

■ Continually measure your costs in time and

money against funds raised. Allow time for

success but know when the return is not worth 

the effort.

4. Ways to Solicit Donations.

a. Door-to-Door Canvasses: The more direct and

personal a fundraising method is, the more effective

it is. This puts door-to-door canvassing at the top 

of the list. Your organization must be willing to

dedicate plenty of time, possibly year-round, for

planning and managing a successful door-to-door

campaign. Although most of the gifts will be small,

they will be numerous, and people remember the

causes they support, regardless of the amount they

donate.

Door-to-Door Canvassing Tips

■ Abide by local rules regulating the solicitation of

charitable donations, such as providing volunteers

with solicitation permits and identification.

■ Provide an orientation for volunteers and equip

them with a solicitation script, fact sheets

describing your organization and how the donated

monies will be used, and pens and blank paper to

record any questions or complaints that your office

can respond to later. 

■ Remember that people give more readily to

neighbors than to strangers, so your efforts should

be concentrated in areas where your solicitation

team is known.

■ For efficiency and profitability, concentrate doorto-door sales or solicitations in high-density,

middle-income neighborhoods.

■ Challenge local schools, colleges, or community

groups to compete for a prize for collecting the

most money.

■ Thank contributors and give receipts. 

b. Special Events: Special events offer more than

just money—they offer community visibility and

new donor prospects. Auctions, bingo, celebrity

events, dances, excursions, flea markets, and galas

are a few of the countless options available to your

organization. It is necessary to do thorough research

before undertaking any special event. You also will

need dedicated volunteers and at least minimal funds

for operating and promotional costs.

Organizing Special Events 

■ Recruit volunteers for a central planning

committee. A year in advance is not too soon 

to start on major events. 

■ Develop a budget and planning schedule and stick

to them. 

■ Keep detailed records of contacts, expenses, and

receipts. 

■ Allow plenty of time for planning and developing

community support. Too many great ideas fail

due to poor organization.

■ Be creative. Choose an event that relates to your

work or takes advantage of current events.

■ Seek broad-based community support. Ask

students, businesses, employee groups, and civic

organizations to serve as sponsors, participants,

or underwriters. 

■ Annualize your most successful event. Turn it

into a major fundraiser. 

■ Ask community groups to sponsor special events

for you.

■ Publicize events through members, volunteers,

and the general public. Use posters, flyers,

bulletin board notices, and announcements in

newsletters, employee and civic group publications, school public address systems, radio,

television, cable TV stations, local papers, and

other standard promotional methods. Ask for 

pro bono service from advertising and public

relations firms.

c. Canisters: Canisters increase the organization’s

visibility and remind discretionary spenders of your

cause and need. The Salvation Army Christmas pot

10
Subgrantees’ Training Guide

and collection boxes placed near cash registers are

examples of canisters. 

d. Phone-a-Thons and Telethons: Phone-a-thon

costs are relatively small, and results are usually

profitable. Some businesses are willing to donate

office space, telephones, and other needed equipment. This method requires good organization and 

a firm commitment of volunteer time. Volunteers

phone potential givers, and respondents who pledge

a gift are mailed a thank you letter and invoice for

the amount pledged. Volunteers make followup calls

to remind donors who do not honor their pledges

within a specified time period.

A telethon is a televised phone-a-thon. Rather than

phoning prospects, volunteers wait for viewers to

call them following regular on-air appeals, usually

by celebrity guests. Before organizing a telethon,

be aware that it will require tremendous time and

resources. Television time must be donated or

purchased, and celebrities must be booked. Most

telethons raise a majority of their pledges ahead of

time and use the event to announce the gifts, thereby

gaining visibility and attracting new prospects.

e. Payroll Deductions: Some employers give their

staff the option of making charitable donations via

payroll deductions. Many employers collect for only

one charity, so the selection process can be very

competitive. Still, it might be worth the effort to try to

implement a payroll deduction program. The United

Way is the best known payroll deduction federation.

Contact your local United Way for more details.

In payroll deduction programs, member organizations

agree to limit individual fundraising in favor of group

solicitation. The federation handles all solicitation,

collection, and allocation, reserving a percentage of

funds raised for administrative expenses. Member

agencies are allotted money by citizen review

committees based on various criteria, including

community need. Both employers and members save

on administrative costs. However, membership is not

guaranteed. Some federations have been criticized

for being slow to add new organizations. Allocations

are not always sufficient to make up for restrictions

on individual fundraising. Still, federations continue

to be a mainstay of individual donations.

f. Direct Mail: Direct mail is an excellent way to

reach large numbers of people. The process is

straightforward—develop a mailing list, prepare a

letter soliciting donations, and mail the letter bulk

rate. Although it sounds easy, direct mail is expensive, involving considerable overhead costs for paper,

printing, postage, and staff time. It also has a low rate

of return—on average, only 1 percent of those

mailed respond with a donation. 

Some organizations have determined that hiring a

direct mail company is the most efficient way to

reach new donors, but most have established their

own in-house programs. There are many excellent

books you might consult for practical suggestions

on creating or improving your direct mail efforts.

You might also ask another nonprofit organization

to share its experiences.

g. Matching Gifts: Many companies encourage

employee support of nonprofits through matching

gifts programs where employers match worker

contributions, such as $2 for every $1 employee

donation, up to a specified maximum. In addition to

cash gifts, some employers match the cash value of

employee donations of real estate, art, bequests, and

life insurance. A few match payroll deductions. Some

companies contribute to organizations where their

employees volunteer time based on a dollar/hour

formula. Contact employers directly to initiate a

program, expand an existing program to include 

your organization, or encourage an increase in the

company’s giving ratios.

Starting a Matching Gifts Program

■ Obtain a list of companies with matching gift

programs from the Council for the Advancement

and Support of Education (CASE), 11 Dupont

Circle, Washington, DC 20036.

■ Create a list of your community’s matching gift

companies. Distribute to potential donors.

11
Section III: Managing Money, Fundraising, and Community Support

■ Promote matching gifts through your organization’s newsletters, direct mail, and phone-a-thon

campaigns. 

■ Acknowledge gifts from both the donor and the

matching donor.

■ Keep accurate records of gifts pledged and

received.

■ Send thank you notes for pledges and gentle

reminders if the matching gift is not received

within a reasonable time period. 

h. Annual Giving: Every program needs a core of

loyal supporters, including individuals, foundations,

and private companies, that can be counted on to

make a donation every year. 

Organizing an Annual Campaign

■ Set fundraising goals and collection deadlines

that reflect your organization’s annual budget.

■ Review individual donor records to determine

whether and how much to increase pledge request

amounts in the upcoming year.

■ At the same time each year, send annual contributors a personal letter from the agency’s executive

director or the board chairperson requesting a

pledge for a specified amount.

■ Once donors make their pledges, your organization

should send an acknowledgment as quickly as

possible. Prepare thank you letters in advance so

your board president or executive director can sign

and perhaps add a personal note.

■ Consider honoring very substantial gifts with a

special award or event. 

■ Throughout the year, keep your donors informed

about the organization’s activities and the need for

their continuing support via newsletters, annual

reports, progress reports, invitations to special

events, phone calls, and personal visits.

■ Add new prospects to your list regularly. 

i. Memorials and Tributes: Many nonprofits

benefit from the custom of honoring a friend or

loved one with a memorial (deceased) or tribute

(living). Although not a major source of support,

these gifts provide unrestricted income and

increased community visibility.

Tips for Memorial and Tribute Gifts

■ Solicit memorial and tribute donations indirectly

through reminders in newsletters and other

regular communications with members and

friends, as well as in informational or fundraising brochures.

■ Suggest occasions for making tribute gifts such 

as birthdays, anniversaries, and retirements.

■ Consider publishing memorials and tributes in

newsletters or annual contributor reports.

■ Recognize major memorial gifts by naming a

special fund, room, or section of a building in

honor of the person memorialized.

■ Send acknowledgments to both the contributor

and the person or family of the person in whose

name the gift has been made.

j. Planned Giving: Planned giving, or deferred

giving, is the making of charitable gifts through

wills, trusts, gift annuities, life insurance, securities,

and real estate. This type of program encourages

increased giving in the present and the future,

thereby decreasing vulnerability to changing

economic trends.

A comprehensive planned giving program requires

expertise in estate planning, law, taxes, and investments. However, a planned giving program can be

initiated on a small scale by your organization’s

executive director and volunteers with expertise in

financial planning. In time, with support from a

strong board of directors, you can have a full-scale

program. Any planned giving program will take

from 3 to 5 years to show significant results.

Types of Planned Gifts

Listed below are a number of different types of planned

gifts. Each offers special advantages based on tax laws

and donor needs. 

12
Subgrantees’ Training Guide

■ Bequests: A gift made to a charity through a

donor’s will.

■ Life Insurance: A nonprofit can be an assignee

of annual policy dividends, annuity payments,

maturing endowments, and cash surrenders. 

■ Charitable Trusts: Money or property given in a

trust to a charitable organization in return for tax

benefits and a fixed dollar or percentage income 

for the donor’s lifetime, or as otherwise specified.

■ Charitable Gift Annuities: Cash or securities

given for a fixed amount of annual income and

tax benefits.

■ Life Estate Contract: Real estate donated in

return for tax advantages and the lifetime use of

the property by the donor.

■ Securities: Stocks and bonds donated outright in

favor of reduced taxes. 

Organizing a Planned Giving Program

■ Begin with research. Get all the facts and figures

and sell the idea to your board of directors.

■ Survey your organization’s current contributors 

to establish a donor profile. Most planned givers

come from the top 3 percent of regular donors,

but small contributors may be rich in property or

securities. Develop a marketing plan and solicit

accordingly.

■ Offer will and estate planning workshops. 

If individualized attention seems appropriate,

suggest personal consultations with an attorney.

■ Promote planned giving among your organization’s financial supporters by providing information in your newsletters and annual reports about

will and estate planning, changes in tax laws, and

the availability of will and estate planning

workshops. 

■ Solicit regular contributors—your prime

prospects—through direct mail pieces, special

fundraising newsletters and brochures, telephone

calls, and personal visits. 

■ Periodically contact local life underwriters 

and estate attorneys. Remind them of your

willingness and ability to assist clients with their

estate planning needs. 

■ Once an individual becomes a planned giver,

maintain regular communication. Recognize

special contributors through an annual dinner 

or other social event.

■ Publicize significant gifts through news releases,

with donor permission.

■ Cultivate associations with planned giving experts

such as attorneys, financial trust officers, investment brokers, CPAs, tax specialists, and insurance underwriters. Most of these professionals

will be happy to share general information with

your organization.

k. Endowments and Foundations: Some programs

take planned giving one step further and establish

their own endowment or foundation. All contributions are pooled into a single fund and invested,

ensuring permanent interest income. Donors enjoy

knowing they are helping to perpetuate a favorite

charity, and organizations gain important protection

against destabilizing variations in other sources of

funding. The creation of an endowment or foundation involves complex legal and financial issues,

requiring the guidance of professionals. 

l. Types of Grants: Common types of grants

include the following:

■ Capital: Funding for land acquisition, building

construction, and large equipment purchases.

■ Challenge or matching: Funding awarded only

if the nonprofit raises a matching amount.

■ Emergency: Grants that assist nonprofits experiencing unexpected or temporary financial

problems. 

■ Endowment: Investment funds that provide

regular income to the recipient organization.

■ General support or unrestricted: Funds that

may be used for a broad range of organization

needs, including general operations. 

13
Section III: Managing Money, Fundraising, and Community Support

■ Research: Grants for medical, educational, and

other types of research activities. 

■ Seed: Startup funding for a new program or 

organization. 

■ Technical assistance: Grants awarded for

technical training of staff, such as computer

operations.

m. Sources of Grants: Grants are made by foundations; corporations; and government, civic service,

and religious organizations. Brief descriptions are

provided below.

i. Foundations. Created for the purpose of establishing or maintaining charitable, educational,

religious, and social activities for the common

good, these nonprofits include independent 

or family foundations, company foundations,

community foundations, and operating foundations. For more information on foundations,

contact The Foundation Center, 79 Fifth Avenue,

New York, NY 10106; phone: 212–620–4230;

Web site: http://www.fdncenter.org. 

ii. Corporations. Not all corporations have

company foundations to channel their charitable

giving. Even those with foundations often reserve

part of their gift dollars for direct giving. Although

the grant-making process differs from company

to company, usually a company will have a

contributions committee composed of the chief

executive officer and other senior management.

Some corporations give preference to charities 

in which their employees are actively involved.

Contact companies directly and ask for application criteria and deadlines. 

iii. Government Agencies. Many Federal, State,

and local government agencies make grants

available to nonprofit organizations. To obtain

application information, you might begin by

inquiring at your local library, then contact the

agencies directly by telephone or via the Internet

to request an application. 

Notification about Federal grant funding is

posted in the Federal Register, which is 

available at public libraries. There are two 

key sites for accessing the Federal Register

via the Internet: http://ocd.usda.gov/nofa.htm.

This site allows searching by keywords and 

by Federal agency. The site that displays the

Federal Register in its entirety is http://www.

access.gpo.gov/su_docs/aces/ aces140.html. 

iv. Community Organizations. Civic, service,

and religious organizations are good prospects

for small grants for ongoing programs or special

projects. Contact usually is made through the

local president or other leader, though some

requests may be channeled through State or

national officials. Many victim assistance

programs receive grants from community

organizations. 

n. The Grant-Seeking Process:

■ Learn as much as possible about grants and grant

makers to increase your opportunities for success.

Sources of information include your local library,

chamber of commerce, business and organization

directories, the Yellow Pages, and government

development and programs offices. 

■ Regularly review grant publications and periodicals, which can be found in public libraries. 

❏ The Foundation Directory lists foundations

according to grant categories, such as

capital, general operating, and research and

special interest, such as art, education, and

health.

❏ The Foundation Index Bimonthly provides

updates on current giving. 

❏ The Federal Register and other government

publications announce available grants and

application requirements. 

■ Request annual reports and funding guidelines

from local and national corporations. Review

14
Subgrantees’ Training Guide

interests and requirements. Note special restrictions and application deadlines and procedures. 

■ List prospects and prioritize. Make an informal

inquiry, by letter, phone, or both, to the top

prospects. Briefly describe your program and

need. Offer to send a formal funding proposal. 

■ Schedule a preliminary meeting to discuss your

proposal. 

■ Enhance your credibility and chances for success

by being realistic about the amount of funding

you request.

■ Report any outstanding grant proposals to funders;

they will appreciate receiving this information. 

■ Be aware that some grant makers expect to be

consulted in the early stages of project planning.

This is particularly true of major project sponsors.

■ If at first you don’t succeed, go to the next grant

maker on the list. 

■ Do not limit yourself to local funding sources. 

If your proposal is unique or of national significance, apply for funds from national grant makers.

■ Send proposals only to grant makers expressing an

interest in the project. Usually grant applications

exceed available funds; repeated submissions of

inappropriate requests may cause reviewers to pass

over future proposals.

■ Consider sharing a grant with another nonprofit.

Innovative joint programs are gaining community

and corporate support by working together. Get to

know the decision makers and let them get to

know you.

o. The Grant Proposal: Follow the grant maker’s

guidelines as you prepare your request. Grant

makers want to know how their money will benefit

the community and their special interests. Keep your

organization’s proposal brief and to the point. If you

have an emotional story to tell, do it in the appendix

or in a follow-up visit. Submit the proposal by the

deadline set by the grantor.

As your organization builds its financial resources

and community support, remember:

Know potential funders: You and your staff

should know your current and potential funders,

why they give, and what they expect in return.

Although criteria vary, most grant makers expect a

proposal to include the following:

■ Cover letter. 

■ Proposal summary (Abstract)—limit to one page;

include the amount requested, total budget,

project purpose, and expected results.

■ Introduction to your organization’s history,

purpose, goals and objectives, accomplishments,

service area, and population served.

■ Statement of problem or need.

■ Project goals and objectives.

■ Staffing requirements, including job descriptions,

résumés of existing staff, and recruitment and

training plans.

■ Implementation method and schedule.

■ Strategy for evaluating project at reasonable intervals and at grant’s end. 

■ Itemized budget, including program and

operating costs, and other sources of funding. 

■ Future funding plans. 

■ Appendix, including tax-exempt letter, list of

members on the board of directors, annual report,

résumés of project staff, current operating budget,

audited financial statement, funding sources (cash

and in-kind), and letters documenting community

support. 

Proposals that do not respond to the granting

agency’s Request for Proposals (RFP) should be

submitted as concept papers.

15
Section III: Managing Money, Fundraising, and Community Support

p. “Top 10” Grant-Writing Tips: ............................

1) Read the solicitation carefully. 

2) Follow the instructions, including the recommended format, such as the organization of 

the application package; narrative content and 

length; and required paper size, font, spacing,

etc.

3) Complete all forms; leave no blanks; obtain 

official signatures.

4) Develop a program narrative that defines the 

problem, specifies proposed actions, states 

how actions will solve the problem, describes 

evaluation criteria, and includes source information for factual citations.

5) Use clear English. Avoid acronyms, unless 

defined, and avoid technical jargon.

6) Develop a budget that contains the costs of the

proposal, not of the organization. Costs should

be reasonable, necessary, allowable, and 

accurately calculated.

7) Ask questions; don’t guess! Call the granting 

agency’s contact person with questions about 

the grant application process.

8) Use pictures, graphs, and charts (if allowable 

and practicable).

9) Use independent readers to review and comment on your proposal before submitting it 

for consideration.

10) Submit your proposal on time.

q. Remain Active in the Grant Process:

Submitting the proposal is not the end of the

process. Enhance your chances of being awarded a

grant by “following up.”

“Following Up” Your Grant Proposal

■ A day or two after submitting a proposal, call to

confirm its arrival. Offer additional materials in

support of the project. Arrange a personal visit to

the grant maker for further discussion. Invite the

grant maker to visit the site of the proposed

project. 

■ Many corporations and foundations allow their

board of directors or contributions committee to

make grant decisions. Learn when the decision

committee is meeting and call the day before to

see if you can provide any additional information. 

■ Grant decisions can take from a few weeks to

more than a year. Plan accordingly, and be

patient, but persistent, in checking the progress 

of your organization’s proposal. 

■ If awarded the grant, send a thank you letter and

submit regular progress reports on the project. 

■ Acknowledge rejections with a thank you letter. 

■ Keep detailed records of all grant activities,

including contacts and payments, in accordance

with the requirements of the grant-making organizations supporting your program. 

As your organization builds its financial resources

and community support, remember:

Balance creativity and efficiency. Great ideas

supported by thorough planning rarely fail!

16
Subgrantees’ Training Guide

A.VOCA, Crime Victims Fund, 

and OVC Background

The Victims of Crime Act of 1984 (VOCA, 42

U.S.C. 10601 et seq.) authorizes Federal financial

compensation for victims of crime and financial

support for State and local agencies that provide

services to crime victims. Legislators concluded

that the needs of crime victims could be adequately

met only if the private sector and the Federal, State,

and local governments shared the responsibility of

providing assistance to victims. To meet these

goals, VOCA established the Crime Victims Fund

and the Office for Victims of Crime (OVC) within

the U.S. Department of Justice.

The Crime Victims Fund is a U.S. Treasury account

generated entirely by the fines and penalties levied

against criminals convicted of Federal crimes. The

Fund finances the VOCA Victim Assistance and

Compensation Grant Programs.

OVC works with international, national, State,

military, and tribal victim assistance and criminal

justice agencies, as well as other professional

organizations, to promote fundamental rights and

comprehensive services for crime victims. OVC is

responsible for administering the Crime Victims

Fund and overseeing the Federal administration 

of VOCA grant programs.

Each State, the District of Columbia, Puerto Rico, the

U.S. Virgin Islands, Guam, American Samoa, and the

Northern Mariana Islands (hereafter referred to as a

State) receive an annual VOCA victim assistance grant.

In all, VOCA victim assistance funds support more

than 3,000 local victim services, such as domestic

violence shelters, child advocacy centers, and rape

treatment programs.

Time Limit To Use Funds! Funds are available 

for expenditures only during the grant period 

specified by each State’s VOCA Assistance Grant

Administrator and in accordance with VOCA. Funds

not used by the end of a State’s grant period cannot

be carried over by the local subgrant recipient and

must be returned to the Fund. In a given year, no

more than $500,000 can be returned to the Fund from

the States. Amounts in excess of $500,000 shall be

returned to the Treasury. Therefore, Administrators

are encouraged to closely monitor the expenditures 

of VOCA funds at the local recipient level and to

reallocate unexpended funds before the end of the

grant period so that all funds can be used for crime

victim services.

B. OVC Training Programs and

Resources

1. OVC Training and Technical 

Assistance Center. 

The OVC Training and Technical Assistance Center

(TTAC) helps improve services to crime victims 

by providing, at no cost to State agencies, skilled

trainers to conduct workshops and seminars, and

experienced professionals to give on-site technical

assistance. For further information, call 800–627–6872.

Topics covered by TTAC include:

■ The Trauma of Victimization.

■ Crisis Response Team Training.

■ Stress Management for Care Givers.

■ Crime Victim Compensation Programs.

■ Legal Rights of Victims.

■ Advocacy for Victims in the Criminal Justice

System.

SECTION IV:

VOCA, OVC, AND SUBGRANTEE GUIDELINES

17
Section IV: VOCA, OVC, and Subgrantee Guidelines

■ Domestic Violence.

■ Sexual Assault and Abuse.

2. OVC Resource Center. 

A component of the National Criminal Justice

Reference Service (NCJRS), the OVC Resource

Center (OVCRC) maintains a library of publications

and videotapes published by the following agencies:

■ National Institute of Justice.

■ Office of Juvenile Justice and Delinquency

Prevention.

■ Office for Victims of Crime.

■ Bureau of Justice Statistics.

■ Bureau of Justice Assistance.

■ Office of National Drug Control Policy.

You can reach the staff of the OVC Resource Center

at 800–627–6872. They will be happy to give you

more information about using OVCRC’s many

services. 

C. Autonomy of the States in

Subgranting VOCA Funds

The primary purposes of the VOCA victim assistance grant program are to provide high-quality,

direct assistance to crime victims; to assist crime

victims as soon as possible after the crime occurs 

to reduce the severity of the psychological consequences of the crime; to improve the victim’s

willingness to cooperate with the criminal justice

process; and to restore the victim’s faith in the

criminal justice system.

To this end, VOCA requires each State to designate a State agency to develop a strategy for

responding to the needs of crime victims and to

administer the funds accordingly. The State agency

is responsible for selecting the service organizations that will receive funding and the level and

length of time to continue funding. The State is

also responsible for establishing its own policies

and procedures for administering the funds,

including developing the application, award, and

appeals processes, and implementing effective

grant monitoring protocols.

The following pages detail the minimum criteria 

set forth in VOCA and OVC’s Program Guidelines.

However, VOCA State Administrators may establish

additional criteria to serve the crime victims within 

a given State most effectively and to satisfy State

requirements. For information about the application

process and program guidelines in your State,

consult with your VOCA State Administrator.

D.Program Eligibility Requirements for

Subgrantees

Each subgrantee organization receiving VOCA funds

must meet the following requirements:

1. Public or Nonprofit Organization. 

Subgrantee organizations must be operated by a

public or nonprofit organization, or a combination 

of such organizations. 

2. Record of Effective Services. 

Organizations must demonstrate a record of providing

effective services to crime victims. Criteria include:

community support, a history of providing direct

services in a cost-effective manner, and financial

resources other than the VOCA grant.

3. New Programs. 

Programs that have not yet demonstrated a record of

providing services may still be eligible to receive

VOCA funding if they can demonstrate that 25–50

percent of their financial support comes from nonFederal sources. The purpose of requiring organizations to have a variety of funding sources besides

Federal funding is to ensure their financial stability.

The VOCA State Administrator establishes the base

level of non-Federal support within the 25–50

percent range and is responsible for determining that

the program meets that required level of support. 

18
Subgrantees’ Training Guide

4. Project Match. 

Project match may be in the form of either cash or 

in-kind contributions as stipulated by the VOCA State

Administrator. Cash contributions refer to an applicant’s cash outlay, including non-Federal money

contributions from public agencies and institutions

and private organizations and individuals. In-kind

contributions refer to the value of noncash contributions such as donations of expendable equipment,

office supplies, workshop or classroom materials, and

work space, or the monetary value of time contributed

by professionals, technical personnel, and other

skilled and unskilled labor if the services they

provide are an integral part of a funded project. 

a. VOCA Requires 20-Percent Match: As a condition to receive VOCA funds, OVC requires all

subgrantees to provide matching contributions of 20

percent (cash or in-kind) of the total cost of each

VOCA project (VOCA grant plus match), which

must be derived from non-Federal sources, except as

provided in Part III, Chapter 3 of the OJP Financial

Guide. (See p. 25 of this text for more information.)

In some States the project match may be significantly higher than the 20-percent minimum required

by OVC, so be sure to consult with your VOCA

State Administrator to verify your State’s match

requirements. Organizations are encouraged not 

to match in excess of the amount required by your

State Administrator so as not to unnecessarily restrict

resources that could be used for other purposes.

b. Match Exceptions: OVC sets a lower match

requirement for Native American Tribal Governments

and most U.S. Territories, as described below.

■ Native Americans: For VOCA subgrantees 

that are Native American tribes or organizations

located on reservations, the match is 5 percent 

of the total VOCA project (VOCA grant plus

match). A Native American tribe or organization

is described as any tribe, band, nation, or other

organized group or community that is eligible for

the special programs and services provided by the

United States to Native Americans because of

their status as Native Americans. A reservation is

defined as a tract of land set aside for use of, and

occupancy by, Native Americans. 

■ Most U.S. Territories: Local VOCA subgrantees

located in all territories and possessions of the

United States, except Puerto Rico, are not

required to match the VOCA funds. 

c. Match Use Restrictions: All funds designated as

match are restricted to the same uses as the VOCA

victim assistance funds and must be expended within

the grant period. Match must be provided on a

project-by-project basis. Any deviation from this

policy must be approved by OVC. 

d. Assessing Match Value: The value placed on

donated services must be consistent with the rate 

of compensation paid for similar work in the

subgrantee’s organization. If the required skills are

not found in the subgrantee’s organization, the rate

of compensation must be consistent with the labor

market. In either case, fringe benefits may be

included in the valuation. The value placed on lent

or donated equipment may not exceed its fair market

value. The value of donated space may not exceed

the fair rental value of comparable space as established by an independent appraisal of comparable

space and facilities in privately owned buildings in

the same locality. 

e. Calculating Project Match: If the VOCA award

is $30,000, the 20-percent match is computed by

dividing the amount of the award by 0.80 and

subtracting the amount of the award from the figure

obtained. Thus, an organization that receives a

$30,000 VOCA award would be required to provide

$7,500 in match ($30,000/0.80 = $37,500, less the

$30,000 award amount, for a match totaling $7,500).

f. Match Documentation: Local programs that

receive VOCA funds must maintain records that

clearly show the source, the amount, and the period

during which the match was allocated. The basis for

determining the value of personal services, materials,

equipment, and space must be documented. Volunteer

services must be documented and, to the extent

feasible, supported by the same methods used by 

the subgrantee for its own paid employees.

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Section IV: VOCA, OVC, and Subgrantee Guidelines

All matching contributions must be:

■ Verifiable from the applicant’s records.

■ Not included as a contribution for any other

Federal funds.

■ Necessary and reasonable to accomplish the

project’s goals.

■ Allowable charges.

■ Not paid by the applicant from Federal funds

received under another assistance agreement.

■ Included in the budget approved by the VOCA

State Administrator.

■ In accordance with all other Federal and State

requirements. 

5. Volunteers. 

Organizations must use volunteers unless there is

compelling reason to waive this requirement and a

waiver is granted by the VOCA State Administrator.

A “compelling reason” may be a statutory or contractual provision concerning liability or confidentiality

of counselor/victim information, which bars using

volunteers for certain positions, or the inability to

recruit and maintain volunteers after a sustained and

determined effort. 

6. Community Efforts To Aid Crime Victims. 

Organizations must promote, within the community,

coordinated public and private efforts to aid crime

victims to ensure continuity of support to the victim

and to avoid duplication of effort. Promoting coordination of efforts may include having service providers

serve on Federal, State, local, or Native American

task forces, commissions, working groups, or multidisciplinary teams. Coordination efforts may also

include developing written agreements that contribute to improving services to crime victims.

Coordination activities qualify an organization to

receive VOCA victim assistance funds, but they

cannot be supported with VOCA funds. 

7. Crime Victim Compensation Benefits. 

VOCA-funded organizations must help victims

apply for compensation benefits. Assistance may

include identifying and notifying crime victims of

the availability of compensation, assisting them with

completing application forms, obtaining documentation needed to process claims, or checking claim

status. 

8. Compliance With Federal Rules 

Regulating Grants. 

Subgrantees must comply with the applicable provisions of VOCA, OVC Program Guidelines, VOCA

Victim Assistance Program Guidelines, and the OJP

Financial Guide. (See p. 25 of this text for more

information.) 

9. Maintain Civil Rights Information. 

Organizations must maintain statutorily required

civil rights statistics on the victims they served 

by race, national origin, sex, age, and disability,

within the timetable established by the VOCA 

State Administrator. Subrecipients must also permit

reasonable access to books, documents, papers,

and records to determine whether the recipient is

complying with applicable civil rights laws. This

requirement is waived for services such as telephone

counseling where soliciting the information may be

inappropriate or offensive to the victim. 

10. Compliance With State Criteria. 

Subrecipients must abide by any additional eligibility or service criteria established by the VOCA

State Administrator, including submitting statistical

and programmatic information on the use and

benefits of VOCA funds.

11. Services to Victims of Federal Crimes. 

Subgrantees must provide services to victims of

Federal crimes on the same basis as victims of State

and local crimes. 

20
Subgrantees’ Training Guide

12. No Charge to Victims for 

VOCA-Funded Services. 

Any deviation from this provision requires prior

approval from the VOCA State Administrator. Prior

to requesting approval to generate income, VOCA

subgrantees should carefully weigh the following

considerations:

a. Charitable Intent of the Program: The purpose 

of the VOCA victim assistance grant program is to

provide services to all crime victims, regardless of

their ability to pay for services, availability of insurance, or other third-party payment resources. It is

not the intent of VOCA to exacerbate the emotional,

physical, and financial impact of the crime by

asking the victim to pay for services. 

b. Accountability for Program Income: All VOCA

grant recipients must have the capability to track

program income in accordance with Federal financial accounting requirements. All VOCA-funded

program and match income restricted to the same

uses as the VOCA funds. Tracking VOCA-funded

program income and ensuring that it is used only 

to make additional services available to crime

victims can be difficult. For example, VOCA funds

often support only a portion of a counselor’s time.

Accounting for VOCA program income generated

by this counselor involves careful record keeping

by the counselor, the grant recipient organization,

and by the VOCA State Administrator. 

13. Confidentiality of Personal Information. 

Organizations must maintain the confidentiality of

client-counselor information, as required by State

and Federal law. 

14. Confidentiality of Research Information. 

Except as otherwise provided by Federal law, no

recipient of monies under VOCA shall use or reveal

any research or statistical information furnished

under this program for any purpose other than the

purpose for which such information was obtained in

accordance with VOCA. Such information shall be

immune from legal process and shall not, without

the consent of the person furnishing such information, be admitted as evidence or used for any

purpose in any action, suit, or other judicial, legislative, or administrative proceeding. Section 1407(d)

of VOCA at 42 U.S.C. 10604.

These confidentiality provisions do not override or

repeal any existing laws governing the disclosure of

information that helps crime victims. For example,

these provisions would not act to override or repeal

State law regarding the mandatory reporting of

suspected child abuse. The confidentiality provisions

also should not be interpreted to thwart the legitimate

informational needs of public agencies, such as a

domestic violence shelter responding to a law enforcement inquiry during a missing person investigation

that the person is safe in the shelter. Similarly, the

provisions do not prohibit victim service projects from

providing Federal or State agencies with information

about whether Federal and State funds are being used in

accordance with funding agreements. 

E. Allowable Services, Activities, 

and Costs

1. Direct Services. 

VOCA victim assistance funds may be used to

purchase the following services and activities:

a. Services That Meet the Immediate Needs of

Victims: Services that respond to the immediate

emotional and physical needs (excluding medical

care) of crime victims, such as crisis intervention,

accompaniment to hospitals for medical examinations, hotline counseling, emergency food, clothing,

transportation, and shelter (including emergency,

short-term nursing home shelter for elder abuse

victims for whom no other safe, short-term

residence is available), and other emergency

services that are intended to restore the victim’s

sense of security. This includes services that offer an

immediate measure of safety to crime victims, such

as boarding up broken windows and replacing or

repairing locks. Also allowable is emergency legal

assistance such as filing restraining orders and

21
Section IV: VOCA, OVC, and Subgrantee Guidelines

obtaining emergency custody or visitation rights

when such actions are directly connected to family

violence cases and are taken to ensure the health and

safety of the victim. 

b. Psychological Services: Services and activities

that assist the primary and secondary victims of

crime in understanding the dynamics of victimization and in stabilizing their lives after a victimization, such as counseling, group treatment, and

therapy. “Therapy” refers to intensive psychological

or psychiatric treatment for individuals, couples, and

family members to provide emotional support in

crises arising from the occurrence of crime and the

evaluation of mental health needs. 

c. Legal Services: Including advocacy on behalf of

crime victims; accompaniment to criminal justice

offices and court; transportation to court; child care

to enable a victim to attend court; notification of

victims regarding trial dates, case disposition information, and parole consideration procedures; and

assistance with victim impact statements. Projects

devoted to restitution advocacy on behalf of specific

crime victims are also allowable. VOCA funds

cannot be used to pay for non-emergency legal

representation, such as divorces or civil restitution

recovery efforts. 

d. Forensic Examinations for Sexual Assault

Victims: May be paid for by VOCA funds only if

(1) other funding sources, such as State compensation, private insurance, or public benefits, are

unavailable or insufficient and (2) such exams

conform with State evidentiary collection 

requirements. 

e. Necessary and Essential Operating Costs: Costs

that are necessary and essential to providing direct

services to victims, such as prorated costs of rent,

telephone service, transportation costs for victims

to receive services, emergency transportation costs

that enable a victim to participate in the criminal

justice system, and local travel expenses for service

providers. 

f. Addressing Immediate Practical Problems:

Services that assist crime victims with managing

practical problems created by the victimization, such

as acting on behalf of the victim with other service

providers, creditors, or employers; assisting the

victim to recover property that is retained as

evidence; assisting in filing for compensation

benefits; and helping to apply for public assistance.

g. Personnel Costs: Costs that are directly related to

providing direct services such as staff salaries and

benefits, malpractice insurance, advertising to recruit

VOCA-funded personnel, and training paid and

volunteer staff. 

h. Meetings With Perpetrators: Opportunities for

crime victims to meet with perpetrators, if such

meetings are requested or voluntarily agreed to 

by the victim and have possible beneficial or therapeutic value to the victim. Proposals to fund this

type of service are closely reviewed by VOCA State

Administrators to ensure (1) the safety and security

of the victim; (2) the benefit or therapeutic value 

to the victim; (3) the procedures for ensuring that

participation of the victim and offender are voluntary and that everyone understands the nature of the

meeting; (4) appropriate support and accompaniment for the victim; (5) appropriate “debriefing”

opportunities for the victim after the meeting or

panel; (6) the credentials of the facilitators; and 

(7) the opportunity for a crime victim to withdraw

from the process at any time. VOCA assistance

funds cannot be used for victim-offender meetings

that serve to replace criminal justice proceedings. 

2. Indirect Services. 

The services and activities discussed in this section,

though not direct crime victim services, are often

necessary to ensure that quality direct services are

provided. Before these costs can be supported with

VOCA funds, the VOCA State Administrator and

the applicant must agree that: (1) direct services to

crime victims cannot be offered without VOCA

support of these expenses; (2) the subgrant agency

22
Subgrantees’ Training Guide

has no other source of support for them; and 

(3) only limited amounts of VOCA funds will 

be used for these purposes. For example:

a. Skills Training for Staff: VOCA funds designated for training are to be used exclusively for

developing the skills of direct service providers,

including paid staff and volunteers, so they can 

offer quality services to crime victims. 

VOCA funds can be used for training both VOCAfunded and non-VOCA-funded service providers

who work within a VOCA recipient organization.

But VOCA funds cannot be used for management

and administrative training of executive directors,

board members, and other individuals who do not

provide direct services. 

b. Training Materials: VOCA funds can be used to

purchase materials such as books, training manuals,

and videos for direct service providers, and can

support the costs of a trainer for in-service staff

development. 

c. Training-Related Travel: VOCA funds can cover

costs such as travel, meals, lodging, and registration

fees to attend training within the State or a similar

geographic area. This limitation encourages VOCA

grant recipients to look first for available training

within their immediate geographical area, so travel

costs will be minimal. However, when needed

training is unavailable close by, VOCA State

Administrators may authorize VOCA funds to

support training outside the geographical area. 

d. Equipment and Furniture: VOCA funds may 

be used to buy furniture and equipment that provide

or enhance direct services to crime victims. VOCA

funds cannot support the entire cost of an item that

is not used exclusively for victim-related activities,

but can support a prorated share of such an item. 

Examples of allowable costs may include beepers;

typewriters and word processors; camcorders and

VCRs for interviewing children; two-way mirrors;

and equipment and furniture for shelters, work

spaces, victim waiting rooms, and children’s play

areas. 

The costs of furniture, braille equipment or TTY/

TTD machines for the deaf, or minor building alterations that make victims services more accessible 

to persons with disabilities are allowable. Refer to

Part III, Chapter 6 of the OJP Financial Guide for

further guidance. (See p. 25 of this text for more

information.)

e. Purchasing or Leasing Vehicles: VOCA grant

recipients may use VOCA funds to purchase or lease

vehicles if they can demonstrate to the VOCA State

Administrator that such an expenditure is essential

to delivering services to crime victims. The VOCA

State Administrator must give prior approval for all

such purchases.

f. Advanced Technologies: Computers may

sometimes increase a VOCA grant recipient’s ability

to reach and serve crime victims. For example,

automated victim notification systems have dramatically improved the efficiency of victim notification

and have enhanced victim security.

VOCA grant recipients must describe to the State

how the computer equipment will enhance services

to crime victims; how it will be integrated into or

enhance the recipient’s current system; the cost 

of installation; the cost of staff training in using 

the computer equipment; the ongoing operational

costs, such as maintenance agreements and supplies;

and how these additional costs will be supported.

Property insurance is also an allowable expense as

long as VOCA funds support a prorated share of

the insurance payments.

At minimum, subgrantees must maintain property

records with the following information: a description

of the property and the serial number or other identifying number; identification of the title holder; the

acquisition date; the cost and the percentage of

VOCA funds supporting the purchase; the location,

use, and condition of the property; and any disposition data, including the date of disposal and sale

price. See the OJP Financial Guide. (See p. 25 of

this text for more information.)

g. Contracts for Professional Services: It may be

necessary for grant recipients to use a portion of the

23
Section IV: VOCA, OVC, and Subgrantee Guidelines

VOCA grant to contract for specialized services.

Examples of these services include assistance in

filing restraining orders or establishing emergency

custody/visitation rights; forensic examinations 

on sexual assault victims to the extent that other

funding sources are unavailable or insufficient;

emergency psychological or psychiatric services; 

or sign and interpretation for the deaf or for crime

victims whose primary language is not English.

Grant recipients are prohibited from using a

majority of VOCA funds for contracted services. 

h. Operating Costs: Examples of allowable

operating costs include supplies; equipment use 

fees, when supported by usage logs; printing, photocopying, and postage; brochures that describe available services; and books and other victim-related

resources. VOCA funds may also be used to support

administrative time to maintain the mandatory time

and attendance sheets, programmatic documentation,

reports, statistics, crime victims’ records, and the

prorated share of audit costs.

i. Supervision of Direct Service Providers: VOCA

funds may be used for supervision of direct service

providers when the State Administrator determines

that such supervision is necessary. For example, the

State Administrator may determine that using VOCA

funds to support a coordinator of volunteers or interns

is a cost-effective way of serving more crime victims.

j. Repair or Replacement of Essential Items:

VOCA funds may be used for repair or replacement

of items that contribute to maintaining a healthy and

safe environment for crime victims, such as a

furnace in a shelter. In the event that a vehicle is

purchased with VOCA funds, related items like

routine maintenance and repair costs and automobile

insurance are allowable.

In order for VOCA funds to support these types of

expenses, the applicant must provide assurance that

(1) the building or vehicle is owned, not rented or

leased, by the subrecipient organization; (2) all other

sources of funding have been exhausted; (3) there 

is no available option for providing the service in

another location; (4) the cost of the repair or

replacement is reasonable considering the value of

the building or vehicle; and (5) the cost of the repair

or replacement is prorated among all sources of

income. 

k. Public Presentations: VOCA funds may be used

to support presentations that are made in schools,

community centers, or other public forums. These

presentations must be designed to help crime victims

identify their own victimization and provide services

to those victims who request assistance. The costs

related to such programs, including presentation

materials, brochures, and newspaper notices, can 

be supported by VOCA funds. 

3. Unallowable Services, Activities, and Costs. 

The following is a partial list of services, activities,

and costs that cannot be supported with VOCA

victim assistance grant funds:

a. Lobbying and Administrative Advocacy:

VOCA funds cannot support victim legislation or

administrative reform, whether conducted directly or

indirectly.

b. Perpetrator Rehabilitation and Counseling:

Subgrantees cannot use VOCA funds to offer

rehabilitation services to offenders. Likewise,

VOCA funds cannot support services to incarcerated

individuals, even when the service pertains to the

victimization of that individual.

c. Needs Assessments, Surveys, Evaluations, and

Studies: VOCA funds cannot pay for efforts to

study crime victim issues.

d. Prosecution Activities: VOCA funds cannot pay

for activities that are directed at prosecuting an

offender or improving the criminal justice system.

These activities include witness notification, expert

testimony at trials, and victim witness protection

costs and subsequent lodging and meal expenses. 

e. Fundraising Activities.

f. Indirect Organizational Costs: Costs of liability

insurance on buildings, capital improvements,

security and bodyguards, property losses and

24
Subgrantees’ Training Guide

expenses, real estate purchases, mortgage payments,

and construction may not be supported with VOCA

funds.

g. Reimbursement: Reimbursing crime victims 

for expenses incurred as a result of a crime, such 

as insurance deductibles, replacement of stolen

property, funeral expenses, lost wages, and medical

bills, is not allowed.

h. Most Medical Costs: VOCA funds cannot pay

for non-emergency nursing home care, home health

care costs, dental care, hospital care, and other

medical costs resulting from a victimization, except

for forensic medical examinations for sexual assault

victims. 

i. Relocation Expenses: VOCA funds cannot

support relocation expenses for crime victims, such

as moving expenses, security deposits for housing,

ongoing rent, and mortgage payments. However,

VOCA funds may be used to support staff time 

in locating resources to assist victims with these

expenses. 

j. Administrative Staff Expenses: Salaries, fees,

and reimbursable expenses associated with 

administrators, board members, directors, consultants, coordinators, and other individuals are not

supported by VOCA funds unless these expenses are

incurred while providing direct services to crime

victims.

k. Development of Protocols, Interagency

Agreements, and Other Working Agreements:

Though these activities benefit crime victims, they

are considered examples of the types of activities

that grant recipients should undertake as part of 

their role as victim services organizations, which 

in turn qualifies them as VOCA subrecipients. 

l. Costs of Sending Individual Crime Victims 

to Conferences.

m. Activities Exclusively Related to Crime

Prevention.

F. Financial Requirements 

1. Office of Justice Programs Financial Guide.

All organizations that receive VOCA victim assistance funds must adhere to the financial and administrative provisions set forth in the OJP Financial

Guide as implemented by the State Administrative

Agencies. Please contact your VOCA State Administrator to obtain a copy of the OJP Financial Guide.

The current edition also is available via OJP’s Web

site at http://www.ojp.usdoj.gov/FinGuide/.

2. On-Site Monitoring Plan. 

Various Federal Government agencies and most

VOCA State Administrators have implemented 

on-site monitoring plans in which VOCA subgrant

recipients are visited periodically by staff from these

agencies. Under the monitoring plan, staff may visit

grant recipients and review documents such as 

(1) financial records and audit reports; (2) policies

and procedures governing organization and VOCA

funds; (3) programmatic records of victim services;

and (4) timekeeping records and other supporting

documentation for costs supported by VOCA grants. 

G. Reporting Requirements 

1. Bookkeeping. 

VOCA grant recipients are required to maintain

appropriate programmatic and financial records that

clearly and fully disclose the amount and disposition

of VOCA funds and the appropriate project match.

This means that a designated person within the grant

recipient organization must be a knowledgeable and

experienced bookkeeper or accountant. With the

guidance provided by VOCA State Administrators,

there is usually no great difficulty in complying with

VOCA’s basic reporting requirements. VOCA State

Administrators usually require grant recipients to

submit monthly or quarterly financial and performance reports. 

25
Section IV: VOCA, OVC, and Subgrantee Guidelines

2. Financial Reports. 

Financial reports are submitted on a form or in a

format designated by the VOCA State Administrator

that accurately describes how VOCA funds and

project match have been used during the reporting

period. A final report must be submitted at the end

of the grant period so that the grant can be closed-out.

3. Performance Reports. 

Performance reports are submitted to VOCA 

State Administrators quarterly, semi-annually, or

annually on a form or in a format prescribed by the 

Administrator. Programs receiving VOCA funds are

asked to provide the following information in their

performance reports:

■ Type of agency receiving funds.

■ The number and type of victims served.

■ Description of VOCA-funded staff’s duties.

■ Description of efforts to coordinate services.

■ Description of efforts to help victims apply for

crime victim compensation benefits.

■ Program evaluation results, case histories, victim

satisfaction surveys, and anecdotal information.

26
Subgrantees’ Training Guide

Bibliography

Discover Total Resources, Mellon Bank Corporation,

1985, p. 43. (Free copies of this publication can 

be obtained from Mellon Bank Corporation, One

Mellon Bank Center, Pittsburgh, PA 15258.

412–234–6266.)

Gross, Marvin V. and William Warsharver. Financial

and Accounting Guide for Nonprofit Organizations.

New York: Ronald Press Publications, 1983 Revised

Third Edition, p. 564.

Rosso, Harry A. and Associates. Achieving

Excellence in Fund Raising. San Francisco: JosseyBass Publishers, 1991, p. 319. 

Reading Sources

Covey, Stephen R. First Things First: A PrincipleCentered Approach to Time and Life Management.

New York: Simon & Suchuster, 1994.

Covey, Stephen R. The 7 Habits of Highly Effective

People: Restoring the Character Ethic. New York:

Simon & Schuster, 1989.

Federal Register, published daily, Monday through

Friday, by the Office of the Federal Register,

National Archives and Records Service, General

Services Administration, Washington, DC 20408. 

Flanagan, Joan. The Grass Roots Fund-raising

Book. Chicago: Contemporary Books, Inc. 

Foundation Grants Index Bimonthly, The Foundation

Center, 79 Fifth Avenue, Box CE, New York, NY

10003.

Other Sources

Council for Advancement and Support of Education

(CASE), 11 Dupont Circle, Washington, DC 20036.

Foundation for Center Cooperating Collection in

your area. Contact the Foundation Center, 79 Fifth

Avenue, New York, NY 10106.

National Executive Service Corps, 120 Wall Street,

New York, NY 10005.

Working Assets Money Fund, 230 California Street,

San Francisco, CA 94111.

SECTION V:

BIBLIOGRAPHY AND SOURCES

27
Notes
Notes
Subgrantees’ Training Guide

Victims of Crime Act

Victim Assistance Grant Program

For copies of this guide and/or additional information, please contact:

Office for Victims of Crime Resource Center (OVCRC)

P.O. Box 6000

Rockville, MD 20849–6000

Telephone: 1–800–627–6872 or 301–519–5500

E-mail orders for print publications to puborder@ncjrs.org

E-mail questions to askovc@ncjrs.org

Send your feedback on this service to tellncjrs@ncjrs.org

Refer to publication number: NCJ 175717