Transcript Grant Writing for Instructional Technology and Distance Education

Grant Writing for
Instructional Technology
and
Distance Education
R & E II
Written by Dr. Mike Simonson
NOVA Southeastern university
[email protected]
Agenda
• Definition of Terms
• Type of grants
• Elements, Basic, Benefits of the Well-Written
Proposal
• Developing and Designing the Component Parts
of the Grant Proposal from Ideas to Fundable
Project
• Building Support and Involvement
• Putting It all Together: Formatting and Packaging
1. Terms
Sponsored Project
Grant award made by an external funding
source to conduct research, training, or community service project/
program which specifies conditions and carries terms on : use of
funds, objectives to be achieved by use of funds, individuals
responsible for completion of the project, period of performance,
reporting requirements ( both financial and technical), and adherence
to federal and/or agency-specific regulations/guidelines.
Gift A donation which is philanthropic and charitable in intent
and accompanied by few or no restrictions. A period of
performance is not specified, formal financial accounting is not
required, and unexpended funds need not be returned.
Request for Proposal(RFP) When a funding agency has funds
available for a new contract or grant program, it sends out an
RFP, which lists project specifications and application
procedures.
Request for application (RFA) Used mostly by the federal
government when requesting outside assistance for projects under
taken internally at the agency. These usually result in a Cooperative
Agreement although a Grant or Contract may be awarded.
Proposal A written application with supporting documentation
submitted to a funding source to request financial assistance for a
particular research, training, or community service program or
project.
Grant An award made by the funder to provide funds for a
particular purpose, usually for the benefit of the public.
Invitation for Bid (IFB) Used by a funding source usually
government agencies-when requesting goods, services, for certain
research from specific organizations-typically results in a contract
award.
Contract A term used to describe a binding compensation
agreement where a product, instrument, device, or technical report
(i.e., a “deliverable”) is the result, or a service is provided ( i.e.,
training). Contract requirements are more specific and less flexible
than grants (inclusion of indemnification and termination clauses);
agency personnel tend to maintain strict oversight. Major
components of contract are terms and conditions, statement of work,
and budget.
Statement of Work (SOW) the technical part of the contract
agreement which details the specific plan, methodology, activities,
and timeline used to meet work specifications and achieve results.
Cost Reimbursement Contract
Payment made based upon
performance of work and actual expenditures incurred while
implementing and carryout the project/research to completion.
Invoicing of sponsor to be completed per schedule specified.
Fixed Price Contract
Payment(s) made in fixed amount(s),
typically lump sum up front, monthly, or quarterly. Unexpended
funds are kept by the awardees unless return of unexpended funds is
specified in the terms and conditions of the contract.
Cooperative Agreement
A financial assistance mechanism
used when substantial federal programmatic involvement with the
recipient during performance of the project is anticipated. Ex:
recipient must meet specific procedural requirements prior to the
beginning of subsequent stages of the project, program officer
participates in selection of key personnel, etc.
Solicited Grant/Contract A funding agency’s request for
outside assistance to conduct research, training, or community
service through issuance of an RFP, IFB, Notice of Funding
Availability (NOFA), or other program solicitation and where
reviews are conducted and awards made through a competitive
selection process.
Unsolicited Grant/Contract Submission of a proposal based on
knowledge of funding agency’s priorities,m interests, or granting
guidelines, etc. and where a funding agency has not formally
requested outside assistance through the issuance of an RFP, RFA,
IFB, NOFA, or other program solicitation.
Principal Investigator (PI)/Project Director (PD) An individual
responsible for directing the project/program being supported by
the funding agency through a grant or contract.
Grant/Contract Administrator
A staff member at the funding
source who is authorized to act as the official in all matters pertaining
to award administration. This individual has the authority to bind the
funding agency to all performance/programmatic matters concerning
the research/project.
Program Officer
A staff member representing the funding
agency who reviews proposals and makes funding recommendations.
Assists award recipient with programmatic management of grant
(scope of research/project plan, goals, objectives, etc.).
Direct Costs Costs that can be attributed directly to a specific project
or program.
Indirect Costs Costs that are incurred by the organization to achieve
common or joint objectives and which therefore cannot be identified
specifically with a particular project or program . Commonly referred to
as “overhead”.
Cost Sharing The sharing of costs on a grant, by an organization,
which is more than a token amount (i.e., more than 1%) and not paid
by the awarding agency.
Matching
The value of cash contributions made to a project
by non-federal third parties.
Third Party In-Kind Contributions The value of non-cash
contributions made by non-federal third parties. May include
volunteer services, supplies, equipment, buildings, land, and
property
2. Types of Grants
•Solicited
•Unsolicited
•Discretionary
•Formula
•Earmarks
SOLICITED
•One that originates from the funder: a
funding agency’s formal documented
request for outside assistance to conduct
research, training, or community service
Agency’s do through:
--Request for proposals (RFP), RFA’s NOFA’s PA’s,
and IFB’s
Federal and state agencies typically use these
competitive mechanisms due to the increased
demand for sponsored project funds. Funders must
now be more specific about what they want
accomplished for the number of dollars
available/allocated.
Unsolicited
• Proposer conceptualizes program idea/research project
based on an identified need or lack of knowledge.
— A proposal is developed based on plan to conduct
research, training, or provide community service.
An Appropriate funding source is then approached
based on that organization’s identified interests,
published priorities, and /or granting guidelines.
Discretionary
Pot of funding available through
government agencies for grant awards
based on appropriations made.
--Funds awarded by the federal or state
government on a competitive basis-typically for
demonstration, special research activities, and
service projects. Awards made by judgment, not
mandate.
Formula
•Grants awarded to states on a non competitive
basis according to a formula determined by
authorizing law.
--Formula usually based on relative population
and demographic factors relevant to the
purpose of the grant program.
Formula grant program often require states
or state agencies to re-grant, subgrant, or
pass through funds to other entities,
organizations, and providers within the state.
Earmarks
• At the state level, funding set-asides for
specific organizations written into the
congressional record based on legislative
priorities and awardee’s ability to utilize
funding for a specific purpose.
3. Elements, Basics, and Benefits
of a Well-Written Proposal
Elements of the Proposal
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Transmittal Letter from
submitting Organization
Cover Sheet
Table of Contents
Abstract
Introduction, Description and
Capabilities of Organization
Problem Statement/Needs
Assessment
Goals
Objectives
Plan of Operation(Methodology)
Key Personnel (biographical
sketches)
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Expected Outcomes
Formative and Summative
Evaluation Plan
Dissemination Plan
Budget and Justification
Institutional/Organizational
Commitment
Resources and Facilities
Plans for Project
Continuation/Self Sufficiency
Appendices
The essence of each and every grant request is the same,
whether it is a two-page letter proposal to a small foundation
or a 125 page response to an RFP issued by the federal
government.
All Proposals must include:
 A statement that a need exists;
 a presentation of evidence to back up the
contention;
 a recommended course of action, means
and manner of addressing that need; and
 a request for funds to implement the
recommended actions
Grant development is hard work, but very rewarding.
Benefits include:
•Personal Accomplishment to the writer
•Fiscal reward to awardee
•Implementation of programs and projects of importance with
external funding support
Successful grant writers use the basic rules of good
writing and grammar while mastering the art of
persuasion. Through clear and concise communication,
the intended message is well received by the reviewer
and funding is awarded.
4. Developing and Preparing
Winning Grant Proposals
• Identifying Funding
Opportunities
• Reading and Interpreting
RFP’s and Agency
Guidelines
• Developing Your Idea
• Developing the Problem
Statement, Objectives, and
Methods
• Preparing the Budget
• Writing the Evaluation Plan
4a. Identifying Funding
Opportunities
Where to look when identifying funding
opportunities:
•Libraries
•Internet and World Wide Web Sites
•Local College/University Offices of
Grants and Contracts or Sponsored Research
•Funding Agencies
•Newspapers, Newsletters, and
Professional Association Publications
Resources to assist you in
identifying funding opportunities
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Federal Grants directories, guides, and catalogues
Examples: Federal Register (FR); Catalog of Federal
Domestic Assistance (CFDA); National Institute of
Health Guide to Grants and Contracts (NIH Guide);
Guide to Federal Funding for Education
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State Grants Directories, guides and catalogues
Examples: A Guide to Florida State Programs;
The Complete Guide to Florida Foundations
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Periodicals
Examples: The Chronicle of Higher Education:
Children and Youth Funding Report; Community
Health Funding Report; Federal Grants and Contracts
weekly; Health Grants and Contracts Weekly
•Specialized Directories
Examples: Directory of Building and Equipment Grants;
Directory of Operating Grants; Directory of Grants for
Organizations Serving Individuals with Disabilities; Directory
of Biomedical and Health Care Grants; Directory of Research
Grants; Directory of Financial Aids for Women; Directory of
Financial Aids for Minorities.
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Books and Other Publications
Examples: The “How to: Grants Manual: Successful
Grantseeking Techniques for Obtaining Public and
Private Grants; From Idea to Funded Project; Grant
Proposal that Work; The Grantseekers Guide to Project
Evaluation; A Complete Guide to Proposal Writing; The Complete
Book of Model Fund-Raising Letters; Administering Grants,
Contracts, and Funds: Evaluating and Improving Your Grants System
4b. RFP’s and Agency Guidelines
Common to all
RFP’s/Guidelines:
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Program purpose/priorities
Definitions of terms used
throughout RFP
Eligibility of funds
available
Estimated size of each
award
Estimated number of
awards to be made
Deadline for submission
of proposal-postmarked or
received
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Number of copies required
Funding preferences
(HBCU)
Cost share, matching
requirements
Allowable and unallowable
costs
Indirect cost limitations, if
any
Certifications/assurances
required
Review/evaluation criteria
and process
Reading and Interpreting RFP’s
and Agency Guidelines
• First things first! Focus on eligibility requirements.
Be sure that your organization/agency is eligible to
apply directly and receive an award from the particular
funding source for the project.
—Check for limitations by geographic area organization type
(501( c ) (3), state, country) designation (EZ, EC community),
service area, size, etc.
• Read instructions thoroughly.
—Note all requirements and specifications for submitting a proposal,
down to page and font size, line spacing. Some agencies have
“fatal flaw checklist”; verify that proposal meets basic requirements
prior to sending on for full review.
• Next, be sure to obtain application materials for
the competition to which you are applying.
Federal agencies have numerous programs in
each division/directorate under which grants are
available and numerous awarding mechanisms
with modified application packets for each.
– Examples: PHS 398, pHS 2590, PHS 4013-1, NSF 95-28,
etc.
Read instructions thoroughly.
– note all requirements and specifications for
submitting a proposal, down to page and font
size, line spacing. Some agencies have “fatal
flaw checklist”; verify that proposal meets basic
requirements prior to sending on for full
review.
• Look for announcements of technical
assistance workshops.
—Someone directly involved with program/project development
and proposal preparation should attend.
—This may be applicant’s only chance to ask questions regarding
guidelines or process. Gain insight to funder’s priorities,
instructions not clear in application packet, range of awards etc.
—Provides opportunity to network, assess competition, and
develop collaborative relationships.
4c. Developing your
Idea
SERVICE PROGRAM
• Consider surrounding community, local conditions, unmet
needs, and issues unresolved.
—Identify individuals to reach /those targeted for services
and find out if they are currently utilizing services/participating
in a program similar to the one you want to implement.
—Research your idea! If similar program is already in place, find out
whether or not being served by that program and propose to fill
the niche or close a gap in service provision so that all client needs
may be met.
•Prove existence of the need by gathering
strong base of knowledge
– Review the literature and relevant publications,
collect data to support the program being
proposed. Use up-to-date resources with hit
home statements and statistics.
• Example: If you are proposing a program to assist
individual infected with HIV/AIDS in Broward
County, call the HIV/AIDS Surveillance Unit
through the local Department of Children and
Families (formerly HRS) and obtain current
statistics/ breakdowns on number of individuals
infected by gender, race, age, etc.
– Talk
to people you are planning to serve.
Find out what the needs are exactly, how
the proposed program plan to meet them, and
include quotes and/or a letter from a potential
program participant in your proposal.
RESEARCH STUDY
• Consider relevant research already
published by experts in the field.
• Analyze effects of conducting study on
research team, organization, study
participants, etc. Do the ends justify the
means?
• Develop clear scientific protocol/research
plan
AS YOU DEVELOP YOUR IDEA,
KEEP IN MIND:
• In order to be competitive, you must prove the
organization’s credibility, come up with innovative
solutions, and ensure funding source t hat the
dollars requested will be used to provide direct
service and support related to the goals/priorities
of the funder. Goal is to meet the needs of the
individuals you have identified as those in need of
services; or that research conducted will prove
valuable, whether results of study are positive or
negative
•Typically, the organization must commit some
of its own resources. Commitment takes many
forms and can include:
–proposal development costs (brainstorming
sessions, grant-writing time and effort).
–Cost share, matching, in-kind that may be
required by funder
•The organization’s ability and commitment to continue
the program after external funding support ends (i.e.., the
funder will continue to be met after external funds run
out and whether the program will institutionalized
follow-up research will be conducted.
• If
funded, your organization will be obligated
to provide services to those you identified as
beneficiaries with the amount of funding awarded
and meet deliverable requirement (publications,
reports, research results, products, etc.)
– individuals served and other community
organizations will evaluate what your are doing
to see that expectations are being met.
4d. Problem Statement,
Objectives, and Methods
Documenting the Problem Statement/Needs
Assessment: A key Element of the Successful
Proposal
• Present in a clear, concise, well-supported
statement the specific problem/issue to be
addressed by the project or program.
• Describe problem or need in terms of
beneficiaries, not your organization.
• Show a match between the sponsor’s interests and
priorities with the applicant’s experience and skills
base.
• Utilize quantitative and qualitative data whenever
possible, cite limitations of existing programs and
document evidence of demand.
Areas to Document
• History, nature, and scope of the problem
from macro to micro; from national, state
and local perspective
• the organization's purpose for developing
the proposal
• How organization realized the problem
exists
• The beneficiaries or target population-who
they are and how they will benefit
• The
social and economic costs affected
• What is currently being done about the
problem/to address the need and by whom
• Negative effects realized without external funding
support to address the problem or meet the need and
positive outcomes achieved with support
How to Conduct Formal/Informal
Needs Assessment
• Literature review of current publications,
articles, statistical abstracts related to
subject matter
• Survey of or interviews with potential
clients, beneficiaries, and local providers
dealing with similar issues or areas of
research
• Documentation of service requests/waiting
lists
Articulating Goals and
Objectives
Objectives establish benefits of the project in
“measurable” terms. They should be:
• Specific and directly related to goal(s)
• Attainable
• Time-Limited
– Use action words, quantifiable outcomes and
verifiable figures. Examples: to increase the
number of participants enrolled from 15% to
20% by the end of year one, or: to improve
the online internet skills of 10% of
classroom teachers.
Selecting and Developing the
Methodology
Methods and Procedures describe
activities planned to achieve results-the
project’s implementation strategy.
• Flows from objectives; clarify and justify
provide rationale for choices.
• Specify activities to occur during each
phase or year of the project or program.
• Develop a flow-chart or propose a timeline.
• Design table of organization for project and
define it within the larger organization.
• Identify personnel assigned to the project
and describe their respective roles and time
and effort to be contributed. Describe
responsibilities and qualifications of each.
Attach vitae(s)/resume(s) as appendix item.
• Describe project participants and/or clients
(target population) to benefit from the
proposed program (numbers of, eligibility
criteria, characteristics, etc).
4e. Preparing the Budget
Common Budget Categories
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Salaries and Wages
Fringe Benefits
Consultant costs
Equipment
Supplies and
materials
• Food
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Other Expenses
Travel
Participant Costs
Patient Care Costs
Subcontracts
Indirect Costs
Salaries and Wages
• Define percent of effort/amount of time to
be committed to project. Release time from
other duties and responsibilities must be
given in order to be assigned to a grant or
contract
• Staff time not to exceed 100% full time
equivalency (FTE). Overtime is an
unallowable expense for key personnel on a
federal grant or contract
Fringe Benefits
• Fringe Benefit rate is applied to all salaries
requested for personnel in the proposed
budget (in direct proportion to the
percentage of effort assigned to the
proposed project)
– Example: PI/PD earns $70,000 annual salary
and works on the grant 505 FTE. Fringe benefit
rate for the organization is 24%. Fringe benefits
charged to the grant budget for the PI’s tune
equals $8,400.
• Fringe benefit rate typically includes:
–Social Security (FICA)
–Retirement
–Unemployment
–Worker’s Compensation
–Health/Life/Disability Insurance
• Social Security rate (7.65%) only applied to part-time
and student employees
Travel
• Local: Automobile mileage reimbursement
is at cents per mile, covers gas and wear and
tear. State of Florida contracts and grants
limit mileage reimbursement to $.29,
NSU’s rate is $.31
• Domestic: Hotel per diem is $100 per night,
reimbursement at $40/day for meals and
incidentals at NSU; each agency should
come up with reasonable rates depending on
location
Supplies and Materials
• Office supplies: pens, paper, pencil
notepads etc.
• Training/curricula/workbook materials
• Books and research resources
• Software
Equipment
• Acquisition cost of $5,000 or more per unit
useful life of more than one year
• Computing hardware, machines, furniture
• Grantee usually retains title after project is
over, unless agency disallows
• Rental only allowed under conference
grants
Supplies and Materials
• Office supplies: pens, paper, pencil
notepads etc.
• Training/curricula/workbook materials
• Books and research resources
• Software
Food Expense
• Meals (breakfast,lunch, dinner, snacks, or
beverages) for project participants, trainees,
conference or meeting attendees
• Unallowable on most federal grants unless
award is for a conference or training grant
• Entertainment expenditures always
unallowable (alcohol, tickets to shows, etc.)
Other Expenses
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Telephone charges (local and long-distance)
Reproduction/photocopying expenses
Postage costs
Publication costs
Rent expense--if off-site facility is to serve
as project site
• International:
Buy America Act--U.S. air carriers
must be used if at all possible.
Exception:
– “Fly America Act-Code Sharing” ruling allows
use of foreign carriers if a code sharing
agreement with a U.S. carrier’s flight coding
Participant Costs/Patient Care
Costs
• If inpatient and outpatient costs are
requested, separated and provide detail for
both
• Include:
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Number of participants/patients
Estimated cost per day/per participant/patient
Expected number of visits/tests/trials
Estimated cost per visit/test/treatment
Subcontracts
• Identify organization/individual to perform
work
• Develop a Statement of Work (SOW): who,
what, where, when, how
• Determine $ amount of subcontract for
services provided, including direct and
indirect costs
• State deliverables in tangible terms
Indirect Costs
• Costs that cannot readily be identified with
a specific project/program (commonly
called overhead or administrative costs).
Indirect costs cover the use of buildings,
offices, libraries, and laboratories along
with the maintenance and management of
these facilities; and functions performed by
the organization such as processing payroll
performance of accounting and finance
tasks, etc.
•Negotiated rates with Dept. of
Health and Human Services
– Rates based on short form or long form;
overhead rate a percentage of either salary
and wages only,total direct costs, or
modified total direct costs ( total direct costs
less equipment, student support)
– Training grants limited to 8% TDC
• Different rates can be negotiated and used
based on where project is conducted
– On-site rate
– Off-site rate
Make Your Financial Plan More
Competitive through:
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Cost Sharing Commitment
Cash Matching
Third Party In-Kind Contributions
Institutional/Organizational In-Kind
Contributions
Matching
• Value of cash contributions made to project
by non-federal third parties
• Document commitment of financial resources by
letter of support stipulating amount and any restrictions
Third-party in-kind
contributions
• Value of non-cash contributions made to project by
non-federal third parties
• Document by letter of support
• Examples: Volunteer services, donated computers, supplies,
equipment, use of space, land or property
Institutional/Organizational inkind contributions
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Value of non-cash contributions made by
organization
• Document by memorandum
• Examples: Unrecovered indirect costs,
volunteer services
Budget Justification
• Break down and write budget narrative for project cost categories
in same sequence as they appear on budget spreadsheet or agency
forms.
• Specify line items for each year and time frame during
which they will be expended.
• Quantify total costs of each line item and document cost
calculation.
• Elaborate on line items and in narrative form, explain
and justify how used for successful project implementation.
4f. Preparing the Evaluation
Evaluation
• An systematic process which is designed to
reduce uncertainty about the effectiveness
of a particular project and its results. (Hall,
1988)
Cost Sharing
• Organization’s commitment to bear costs
not paid by awarding agency
• Costs usually absorbed by operating
budgets
• Examples: Percentage of time and effort-portion of salary with corresponding fringe
benefits and indirect for personnel
participating on sponsored project; supplies
or equipment purchased specifically for
project
Why include evaluation
component in proposal?
• Required by funding agency
• Provides objective data upon which to decide whether project
should continue, if its results should be disseminated, and if
methods are valid
• Can produce information to assess needs for another grant
project/program
Basic evaluation questions that
will be answered with thorough
program planning:
• What is it that you are tying to accomplish with this program/
project?
• What will happen during the course of the project that will tell
you whether or not you have succeeded?
• How will you know if it happens or not?
FORMATIVE EVALUATION
• Monitors the project’s activities and progress as it
moves along
• Assesses whether processes and procedures are working;
whether clients and/or participants are satisfied with
services
• Produces information used to improve the project during
its operation
SUMMATIVE EVALUATION
• Looks at data collected and analyzed to
assess the project’s ultimate effectiveness
and impact
• Major purpose is to document the extend to
which the project achieved its immediate
and long term outcomes
DISPLAY OF AN EVALUATION
PLAN: STEPS TO SUCCESSFUL
EVALUATION
• Content
• Analysis
• Collection
• Reporting
• Compilation
Content
• Identify what is going to be evaluated
• List questions that will be answered; clarify
objectives.
• Indicate what the purpose and focus of the
evaluation will be (formative and /or summative).
• Restate time-limited, measurable objectives on
which the evaluation will focus.
• Determine process as well as product/performance
objectives.
• Don’t try to evaluate everything, and allow for change in plans;
be flexible. (The unexpected results and evaluation data may
prove to be the most important outcome of the plan!)
• Describe what information will be needed.
• Select the “indicators” for the evaluation--specify the type of
evidence that will be accepted as proof that an objective has been
met or a question answered.
Collection
• Describe from where the information will
be obtained and over what period of time.
(During project period, longitudinal studies
after end of project, follow-ups to be
completed?)
– Project participants/clients
– Historical information
– Data banks
– Statistical reports
• Consider
that methods used should:
– be agreeable to clients and individuals
conducting evaluation;
– be technically sound; data collected will
be reliable, valid and targeted to the evaluation
questions;
–provide the best data your budget can afford
and
allow enough time to gather and analyze data
Compilation
• Discuss instruments/methods that will be
used to get the information.
– Quantitative
– Qualitative
– Existing
– Developed
Analysis
• Describe the intended analysis and
techniques to be used.
– Statistical Analysis
– Theoretical Analysis
• Complete the Evaluation Design
– Time line
– Standards to be used in judging results (how much
deviation from intended outcomes will be allowed
before modification of project is undertaken)
• Identify individuals charged with carrying
out evaluation.
Reporting
• Describe the intended reporting and
utilization.
• Report techniques and results so they are
meaningful to both the layperson and the
professional. (Summarize technical data)
• Answer the evaluation questions and
explain how arrived at each answer; include
unintended outcomes.
•Separate audiences that evaluation
serves (project staff vs. funding source).
– Example: Primary audience for formative
evaluation will be project staff; weekly briefings
can be held, monthly status reports may be written
so that recommendations may be about
modifications/changes
– Primary audience for summative evaluation will
be funding source; funders will be given annual
reports and a final report. Annual report assists
funders to make decisions regarding refunding;
final report reflects overall effectiveness and
impact of the program
• Discuss
reporting design: quarterly, interim,
annual, final.
•Describe reporting format and methods:
oral, written, brochures, etc.
•Putting the evaluation together.
–Table format
–Narrative format
–Detail costs and benefits
INSTRUMENTS FOR DATA
COLLECTION
• Evaluation plan should have a balance of
subjective indicator and objective
indicators/statistical measurements and nonquantitative tools. Examples include:
• Questionnaires
– Surveys
– observations
• Face
to Face Interviews
•Telephone Interviews
•Rating Scales
•Ranking Scales
•Performance Tests (Pre-and Post-Tests)
•Record Review
Internal Evaluators
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Program staff
Colleagues
Project participants
May know more about real issues related to
program
– Answers from individuals directly affected by
program may be most trustworthy and useful.
– May be biased
– Consider: cost, competencies related to evaluation,
and availability of time and effort
External Evaluators
• Consultants or experts in field of service provision
or research
• Evaluation experts
• Outside firm
– Can improve the planning and evaluation of
program due to their objectivity because no vested
interest exists
– Can add credibility
– Consider: cost, willingness to conduct evaluation
even if project is not funded, level of participation
in program design, reputation, ability to remain
objective
Dissemination Plan
Project results can be made public via the following:
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Project releases
Pamphlets/Videotapes
On-going project/program newsletters
Presentations at professional conferences or
at community events
• Publications in professional journals or
community newspapers
• Project replication manuals
• WWW page(s)
5. BUILDING SUPPORT AND
INVOLMENT
•Internal Support
– Key staff members
• Will be implementing the program and provide
valuable feedback, ideas, and assist with the
definition of measurable goals and objectives
– Peers and co-workers
• Can serve as mock reviewers
– Executive Director or President of
organization
• Provides commitment of resources (release
time for key personnel, cost share, cash match,
space, etc.)
–Grant Writers/Contract Administrators
•Can serve as your link to others with similar
interests, establish contacts and serve as liaison
with agencies and “pitch” your idea, coordinate
collaborative efforts, recommend alternate sources
of funding support, etc.
–Volunteers (Internal or External)
•Enhance credibility by showing that volunteers will
commit time to work on project of importance
without personal renumeration.
•Can serve as advocates in the community, market
your program, and lobby other organizations for
additional support.
• External Support
–Agencies/Organizations that might be affected by
your program or those providing complimentary
services
–Population to be served can provide names of trusted
organizations
–State and local government through Intergovernmental
mental Review
–Program/Contract officers at the funding agency
provide insight regarding priorities, provide names
of current/prior awardees, and give direction as to how
to submit the strongest proposal.
COLLABORATION
• Why Collaborate?
— Pressure from funders-more bang for the buck is
expected as competition for scarce resources
continues rise
• Mandate or government initiatives to give priority
to those that do propose collaborative efforts
• Going it alone now being frowned upon when
providing human services
• cost6 efficiencies made by addressing common
issues/delivering similar services together
duplication of effort avoided
– Strengths
and weaknesses of participants in
relations to different components of program can
be addressed and resource of all involved can be
used to strengthen areas.
• Reduces the expense of planning
activities/administrative overhead expenses
• Priority is to make services more accessible and
effective for clients; collaboration lends itself to
providing a comprehensive
array of services/additional support based on
*total* needs of the client
•
Who to collaborate with?
– Peers/others within your organization
– Departments/divisions within organization for potential
expansion of project scope
– Local agencies/organizations providing similar services, those
with common missions, org’s who can provide service and
support your org. does not, or those performing research in a
related area
– State-wide experts/analysts
–Nationally renewed experts (i.e. through consultancies)
6. Packaging and Submitting
the
Final Document
Formatting
• Follow instructions on font and pitch size, margin specifications,
line spacing, page size and limitations.
• Be consistent throughout document in terms of font choice,
terminology, and layout.
• Use evaluative criteria specified in RFP to order and divide proposal
into sections; ensures that all information is included.
• Use headers and subheads throughout your document;
makes it aesthetically pleasing to the eye and easier
for reviewers to read and find what they are looking
for quickly
• Include charts, graphs, timelines, and other visual
aids where possible to break up narrative.
Packaging the Proposal
• Make specified number of copies of entire proposal,
including appendices.
• Secure each proposal with binder clips. Use staples or
notebooks only when specified.
Delivery
• Note deadline date: must it be received by agency on
specified due data or mailed on that date?
• If hand-delivering proposal package, be sure to obtain
a signed verification of proposal acceptance.
• If mailing proposal, send certified, return receipt or
express delivery.
Future of Grant Proposal
Development
• Electronic
Research Administration (ERA)
—Federal government in partnership with major
research institutions
—Some transaction data sets and systems already developed
and beta tested (NSF FastLane, ESISON)
—Goal: By 2000, all phases and parts of proposal
submission, awarding documentation, and reporting to
be handled via on-line, electronic communication
Mike Simonson
Program Professor
• This program is part of the Nova
Southeastern University ITDE Program
• Information about the program can be
gotten from…1-800-986-3223
• Nova Southeastern University
• 1750 NE 167th street
• North Miami Beach, Fl