Kristeen Christian, Assistant Vice President for Resource Development (407) 582.2909 [email protected]
Beverlee Andrews, Manager, Grant Development and Special Projects (407) 582.2910 [email protected]
Allie Yadav, Manager, Grant Development and Special Projects (407) 582.2902 [email protected]
Lashon Henderson, Manager, Grant Administration and Development (407) 582.2911 [email protected]
R
ESOURCE
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FFICE
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ONTENTS
Welcome ... 3
Purpose of Grants ... 4
Resource Development Office ... 4
Proposal Development Process… ... 5
Grant Proposal Project Ideal Process ... 5
Funding Opportunity Process ... 6
RDO Process Diagram ... 8
Proposal Development Checklist ... 9
Things to Know ... 10
Proposal Preparation ... 11
Budget Preparation ... 13
Proposals with External Entities ... 13
Sub-Recipients agreement ... 13
Letters of Support or Commitment ... 14
Matching Funds/Leveraged Resources ... 14
Matching funds ... 15
Double Dipping or Supplanting - Both are Illegal ... 15
Personnel In A Proposal? ... 15
Indirect Costs ... 15
Deadlines for Proposal Submission... 16
Notice of Funding Awarded ... 16
Tips for Developing Successful Proposals ... 17
Glossary of Terms ... 19
WELCOME
Dear Colleague:
If you are reading this document there is a good chance that you have an innovative idea that could be supported by grant dollars! Providing resources to enhance student learning and services is the primary goal of looking for outside funding. This is exciting work and we are happy that you are taking the initiative to create new programs and services for Valencia students.
We have developed this guide for you to use throughout the grant proposal development process. Hopefully you will keep it close to you so that when questions arise you will be able to find quick answers. On the following pages you will find the Resource Development Process that has been created for Valencia College employees. This process will provide a mechanism for you to submit new and innovative ideas that could be funded through grant making agencies.
Throughout this document, you will find links to other resources. Click on the underlined links for further information. Should you have additional questions, or need further information, please do not hesitate to call or email us. We want this to be a useful document to you!
We look forward to working with you! Resource Development Office staff:
Kristeen Christian, AVP for Resource
Development Allie Yadav, Mgr. Grants Dev. & Special Projects
Beverlee Andrews, Mgr. Grants Dev. & Special
Projects Lashon Henderson, Mgr. Grants Admin. & Development
Valencia College Post Office Box 3028
Orlando, FL 32802-3028
407 299 5000 valenciacollege.edu
PURPOSE OF GRANTS
The primary purpose of external grant funds is to provide support for activities and projects that cannot be conducted with existing current operating monies. Grants are an investment for the
funding source and should not to be pursued for budget relief. Funding sources will fund projects that
are unique and innovative, not current operating expenses. Grant money is seed money for new projects and not a short-term fix for long-term problems.
All proposals for external funds must be aligned with the College’s Strategic Plan and have appropriate support from the College Senior Team.
RESOURCE DEVELOPMENT OFFICE
The Resource Development Office (RDO) is a college-wide point of contact within the Vice President of Academic Affairs and Planning’s Division, although grant proposals may originate from other areas of the College i.e. Student Affairs, O.I.T., Facilities. The RDO supports the advancement of academic and student initiatives, cultivates innovation, supports institutional and external collaborations, and community partnerships. It also assists with identification of funding sources, facilitates the development of ideas into projects, and assists with the preparation and submission of grant proposals.
Once funded, the RDO supports project directors and other staff in the oversight of grant management. The initial grant kick off meeting is facilitated by the RDO to ensure the contract responsibilities of Valencia College are being met. This kick off meeting also allows the review of the grant, roles/responsibilities and timelines for project implementation. It is an opportunity to bring the grant project team together so that all people involved in the grant have a clear understanding of their role in the work including data collection and reporting requirements. The RDO monitors grant reporting to check that proper documentation is collected, stored, and submitted to the funding source. Working in collaboration with the Grants Accounting Office, the RDO also monitors grant budgets to assure that funds are spent in a timely manner throughout the grant period. RDO staff will assist in budget revisions when necessary. Achievements of those who procure grants are promoted as a function of the RDO, as well as the acknowledgement of external support.
Those considering outside funding must consult with the RDO staff prior to contacting the funding source. Every request for outside funding must involve the RDO staff.
Proposal Development Process (see diagram on page 8)
There are several ways a project may originate: 1) a project idea is developed, in many cases, without a specific funder in mind; 2) a project idea is developed and a funding source is identified; or 3) a potential funding opportunity is identified and there may be some interest from the college community to create a project based on the opportunity. The best scenario is for the project idea to be in development before a funding opportunity is identified. This allows ample time to develop the project and the grant proposal once a funding source is identified. Many times, funding opportunities have quick turn-around times and it’s easier to respond if the project has been fully developed.
Grant Proposal Project Idea Process (with or without a funding source)
1. A Valencia College employee, (project originator), interested in seeking funds through a grant, must first contact the RDO for guidance and to discuss their project ideas. The RDO staff will direct the originator to several documents that will help them understand the necessary steps in the grant development process. The RDO staff will also help the originator identify others who would be helpful or necessary participants as the idea is cultivated. A Content Team formed to assist the project originator with grant development, will meet to, discuss the originator’s idea and complete the Project Idea Worksheet (PIW). The project originator will review and discuss the components of the worksheet with his/her supervisor and obtain their supervisor’s signature. Once the originator has approval from their supervisor, they will submit the completed form to [email protected]. Concurrently, they will submit via email their completed PIW to the applicable Campus President or Vice President notifying them of the project idea. Once the RDO staff receives the PIW they will contact the originator. A more in-depth conversation between the project originator and an RDO staff member will take place at this point. The purpose of this conversation is to help the originator clarify the purpose of their project idea and provide guidance to add depth to the PIW. It is important to note that the development process is a comprehensive process that involves discussion, research, planning, and approval from key administrators.
***Please note: Submit the Proposal Idea Worksheet as soon as possible, even if the project idea is in early development stages and not completely formulated or a funding source has not been identified. By doing this, the RDO staff will be on alert for funding opportunities, potential partnerships and other resources that may help foster the project. They will also assist the originator as the proposal idea is developed.
2. Once the idea is articulated and the PIW is submitted to the RDO, the RDO staff will work with the project originator and Content Team to prepare the Proposal Idea in Development form (PID). This form succinctly details major project elements. Once completed, the RDO staff will submit the PID for approval to the key approving administrators. Following approval by key administrators, the entire senior team will be notified. The project originator, key administrators and RDO staff will help to identify additional members of the Content Team who will continue to support the development of the idea and project details. If the proposal idea is not approved, the reasons will be shared with the project originator.
3. The Content Team meetings will be facilitated by a designated member of the RDO staff, when appropriate. Facilitation is a key component to develop the idea, including identifying the project need, project design, operation, and budget. This process will ensure that the project timeline is followed when there are tight deadlines. Please note that this process may take an average of 50 total hours or more of work to complete and may be more complicated than it first appears. 4. The Content Team and RDO staff will continue to cultivate the idea in preparation for potential
alignment with a funding source. If a funding source is identified, the team will complete a draft proposal. The Finance Department will be included as an integral part of the team to assist in developing the budget according to college policies.
5. The draft proposal will be submitted to key administrators for approval. If key administrators do not approve the idea, it will not move forward and an explanation of why it did not will be provided to the team. The Assistant Vice President of Resource Development will facilitate communication with the Vice President of Academic Affairs and Planning, senior leadership team, and other stakeholders as necessary.
***Please note that the RDO staff will be responsible for obtaining the funder’s required forms, following prescribed format including compliance with relevant rules and regulations, revisions and final submission of the proposals as required by the funding source’s Request for Proposal (RFP). The RDO is the official authorizing representative for grants submissions on behalf of Valencia College. The RDO staff will submit the budget to the Finance Office for final approval. 6. The RDO staff will submit a grant abstract to the senior team for notification of grant proposal
submission.
Funding Opportunity Process (see right hand side of the diagram on page 8)
There are times when the RDO staff or other college faculty/staff identify potential funding
sources. Although the process is similar, a pre-approval from key administration is required. When a funding opportunity is identified that may align with Valencia’s strategic goals the following steps are required:
1. The RDO staff will complete and send a Funding Opportunity Form (FOF) to key
administrators for initial vetting. They will either approve or disapprove pursuing a funding opportunity.
2. If approved to move forward, the key administrators will make recommendations and identify potential Content Team members and a lead staff member as Project Director. The Project Director at this point will be the “go to” person and may not be the Project Director once funding is received. When college staffs identify funding opportunities, they will contact the RDO staff for completion of the FOF.
3. RDO staff will facilitate an initial conversation with the content team and guide them through completion of the PIW. When the project is driven by the funding opportunity, submission of the PIW is not required, but using the worksheet as a guide will help to expedite the
development process. Once the idea is articulated, the RDO staff and the project lead will develop a Proposal Idea in Development form (PID). The RDO staff will submit the PID for approval to the key approving administrators. When approved by key administrators, the senior team will be notified. The project then moves forward into full development phase. (Please see above).
8
FUNDING OPPORTUNITY:
RDO staff sends Funding Opportunity Form (FOF) to initial vetting administrators. Administrators make
recommendations to move forward and suggest
project ideas. Team develops idea guided by Project Idea Worksheet (PIW).
Project lead obtains supervisor approval and submits PIW to
[email protected] with notification to Campus President or Vice President of project area.
RDO staff submits Proposal in Development Form (PID) to the Key Approving Administrators-including divisions impacted by project idea. Administrators make recommendations for additional Content Team members if applicable.
Approval is required to move forward.
Not Approved. Comments sent to
originator.
GRANT PROJECT IDEA:
Originator contacts RDO for guidance & suggestions for content team.
Form initial Content Team.
Not Approved. Comments sent to
originator.
Notification sent to Senior Team that the idea is moving forward. Funding source identified for project ideas.
Yes No
Yes
Key Administrators on Content Team approve draft and Finance approves budget.
RDO edits, finalizes draft and gathers documents needed for submission.
Content Team and RDO staff develops draft proposal and budget.
RDO submits proposal and sends Proposal Abstract & Final Budget to senior team.
Resource Development Office (RDO) Process Generated by
Proposal Development Checklist
Identify need, problem, and/or innovative curriculum/program idea.
Schedule a time with the Resource Development staff to discuss youridea. The staff will provide you with additional ideas and information needed during the development phase of the project.
Complete the Project Idea Worksheet (PIW) and obtain necessary approval from your supervisor. Once the worksheet is completed, send it directly to the RDO[email protected] for further review.
Attend all the project development team meetings to establish working plan including timelines.
Understand that if a funding source is identified, there is a tight timeline to follow and you will need to make yourself available for discussions, editing, research, and budget development.
Collaborate with RDO staff on a proposal narrative incorporating required elements from the funding source’s RFP and your content expertise as the project originator.
Collaborate with RDO staff on budget development (RDO staff will submit internal budget to the Finance Office).
Articulate staffing needs to RDO staff, per your ideas as the project originator. The RDO staff will interface with Human Resources & Diversity to prepare job descriptions and obtain staff costs for salaries/fringes.
For budget purposes you may need to contact vendors to get quotes and prices on equipment and supplies. The OIT must assist you with computer related equipment.
Provide detail for the budget narrative. Please note that putting a supply line item is not the narrative! There needs to be details of what is being purchased, how it will be used, where it will be housed, etc.
Project originators will articulate space needs (classrooms, laboratory, etc.) to their supervisor and RDO staff. All space for staffing needs will be shared with Facilities.
Coordinate with RDO staff to determine the total cost of the project including in-kind and match.
Obtain letters of commitment and support.
Finalize proposal and attachments with RDO staff.
You will need to pay close attention to internal deadlines. Proposals submitted past the internal deadline are not guaranteed to be submitted
RDO staff will submit the final application on behalf of Valencia College.9
THINGS TO KNOW…
Resources have been collected that will aid you in the development process. The first document that you may want to peruse is “What is Grantsmanship”? This document provides the basics of grantsmanship and will help you decipher whether grant funding is an appropriate route for your project idea.
The Project Idea Worksheet (PIW) provides all pertinent questions to assist you in developing your idea into a proposal. Completing this worksheet will help you understand the components of the proposal, so
taking time to think through and answer as many questions as possible before submitting to the RDO is helpful. There is a place for your signature and your supervisor’s signature so that would be something to consider getting completed prior to submitting.
The Proposal Components sheet outlines a typical grant proposal and gives you a brief summary of each required section. This is your cheat sheet as you think about the components of the grant proposal. (Use this document to assist in completing the Project Idea Worksheet (PIW) if needed). The Goals, Objectives, Outcomes paper will help save you time in the development process. It outlines specifically the definition for these necessary grant components that we use in proposal development. Be aware that funding sources will use these terms interchangeably.
When developing goals, you will find the Implementation Plan useful as it will help you outline the goal(s), objective(s), activities and evaluation in one working document. This template will allow you to provide the details needed for the proposal.
The Evaluation Methods document is an overview of different types of evaluation methods and the advantages, disadvantages and challenges with each type of method. It is important to understand evaluation and to remember that the project will need to be evaluated in multiple ways.
Finally, the Budget is a guide and can be adjusted to meet your needs. There will be details that will need to be completed. One trick to remember about the budget is that the activities in the implementation plan will have a dollar amount attached to the work. It is in the budget narrative that the work is defined.
Other useful documents on the RDO website that will assist you as you research and develop your idea include the following:
Synonyms
Proposal process flowchart
Problem based proposals
Grantmaking tips
Frequently asked questions
Implementation Plan
PROPOSAL PREPARATION
This section corresponds to the Project Idea Worksheet (PIW). This worksheet asks the project originator to describe various components of their project idea. When preparing a proposal, it is important to consider each of these components first before writing, because defining these early in project development is essential for composing later, more detailed narrative and budgets, as well as forming a project taskforce. Further, the vast majority of funding entities will want to know this information in order to make a grant award.
Describe the Population Served: The project originator will need to determine who they seek to serve through the project activities. This is the target population that will be impacted by the project. Does the project seek to serve students, and if so, which students?
(all students, minority students, students enrolled in Math courses, enrolled in Algebra I courses, etc.) Also, include how many people your project serves. Although working with the taskforce later in project development may clarify details, it is important to start from an informed vantage point. Likely, your experience and expertise is driving this project idea, and your input regarding the target population and number to be served is important for project development.
Demonstration of Need: Address this from a student or participant’s perspective rather than a focus on funds necessary to purchase equipment or support operating expenses. You will need to reference local, state, and national data, statistics, or studies. The RDO can help find research to support the need, but as the project originator, you should articulate the need and provide any relevant background information that you can. There is often research to support any issue, but as someone seeking to address an identified need through a grant project, likely someone who witnesses the issue daily affecting their students, fellow faculty or staff, or the Valencia community, provide your perspective on this issue.
Goals and Objectives: Goals are statements of what you hope to accomplish or see. They are broad statements usually not measurable and they create the setting for the proposal.
Objectives are operational and measurable. There are two kinds of objectives; outcome objectives and process objectives. Outcome objectives measure the program’s effectiveness, and process objectives measure the steps that the organization is taking to meet the goal. Examples of process objectives: to establish, to attend, to purchase, and to implement.
Remember…
o To increase or decrease something is not an objective.
o To make it an objective, add by what degree the increase or decrease will happen. o All outcomes must be written in terms of the participants or learners, not the
organization and related to the need statement.
Implementation Plan: This is the most detailed part of the proposal. It describes who, what, when and how, and includes a detailed list of all the tasks/activities with a formative evaluation component. The Project Idea Worksheet steps this section into two areas: Activities and Steps of the Process.
Activities: List the specific activities your project will conduct. Curriculum development?
Student mentoring? Study abroad? Creation of webinars? There do not have to be many activities, but together the activities will achieve your project goals.
Steps of the Process: In this section, take each activity, and provide detailed information on
what you will do (ie, Activity is curriculum development: 1) work with consultant; 2) form faculty group; 3) design curriculum; 4) pilot with x number of students; 5) evaluate and revise with help from consultant and faculty group; 6) pilot with x + x more students; 7) submit to curriculum committee); who is responsible for completing (PD works with consultant, group of six Humanities faculty design curriculum, PD leads first pilot course); process objectives (meet with consultant twice by September 10th, 2012; see description of process objectives above);
timeframe (list when each step will occur by); and formative evaluation method (pre/post-tests, survey; focus groups, monitor GPA for increases).
See the Implementation Plan.
Estimated Budget: Describe the items needed to complete your project. Provide prices if possible. Total the amount, so the RDO has an idea of the grant request, although this amount may change during project development. See Grant Budget.
Institutional Resources: List the resources, such as facilities, services, or personnel, the institution will provide to the project. This element of the proposal stresses the importance of discussing this project with your dean or supervisor. There may be resources you have not
thought of for your project, or commitments for resources you were planning to use, so a discussion with the head of your department will strengthen this section, and the entire proposal.
Project Director or Principle Investigator: Suggest the name of the person responsible for carrying out the project and list credentials. This person can be the project originator or it can be a new hire.
Uniqueness of Project: Explain how your project presents a new solution to an issue. Grant funding is for innovation, experimentation or change. It is highly unlikely a funding entity will support a project that is not unique in some way.
Evaluation: There are two types of evaluations included in the proposal. Formative evaluation is a part of the implementation plan that includes methods to evaluate program progress. Summative evaluation asks the question, “Have you achieved the outcome objectives?” Summative evaluation is done at the end of the project. Specifically, list what measurable changes would occur to illustrate the achievement of the outcome objectives. Did your project seek to improve graduation rates? From what date to what date will an increase in graduation rates occur, for all students or certain targeted populations, etc.
Collaborations: List who you plan on partnering with internally or externally to complete the project. This listing will help with the formation of the project taskforce. For more information about proposal components see the Proposal Components document.
Budget Preparation
CATEGORY FUNDING RANGES
The funding for line items for funding sources may vary from the line item limits of Valencia financial accounting principles. Please note that federal and foundation grant guidelines have their own funding limits for various categories. For Valencia’s policy, refer to the Valencia Procurement department’s frequently asked questions (FAQ’s) website at:
http://valenciacollege.edu/procurement/default.cfm
SUPPLIES AND EQUIPMENT TIPS
Funding sources define “supplies” in different ways. Pay close attention to the requests for proposals. For federal grant proposals, check the OMB circular A-21for allowable costs.
PROPOSALS WITH EXTERNAL ENTITIES
There will be times when you may be asked by other entities to partner in grant proposals they are developing. Please contact the RDO staff to make them aware of this opportunity in order to create a record of this partnership. The Resource Development staff will determine if further clarification or information is needed from the outside entity, and provide letters of support when appropriate. Often times these requests will need quick turnaround; please contact the RDO staff immediately to avoid any unnecessary delays.
* If your proposal includes donated items or match, please contact RDO staff.
S
UB
-R
ECIPIENTS AGREEMENT
A sub-contract is an agreement with another entity to provide services within the grant project. These services are activity specific and time sensitive. When this is the case, there is a process that you need to follow to ensure that the College and the sub-contractor’s activities and responsibilities are outlined in the Grants Management Handbook. A template of a sub-contract can be found on the RDO website http://valenciacollege.edu/aap/development, under Grantsmanship.
LETTERS OF SUPPORT OR COMMITMENT
It is common for RFPs to require partnerships and collaborations for projects. Partnerships can include technical colleges, K-12, businesses, Workforce Development Boards, community groups, and service providers. When Valencia is the lead agency (grantee) on a project that involves partners, the grant manager may need to obtain letters of support and/or commitment from the partners in the proposal. Similarly, Valencia provides letters of support and commitment for projects when another institution is taking the lead. The RDO is responsible for ensuring approval of all letters of support and commitment. You must contact the RDO when planning to provide a letter of support and commitment.
Please note that Letter of Support is often used interchangeably with Letter of Commitment, by funding sources; however, there is a fundamental difference between the two. A letter of support implies that a partner in the project endorses or approves of the project you are proposing. A letter of commitment is a much stronger statement of active participation in the project. It specifies resources, cash or in-kind contributions that the partners will commit to the project, as well as identifies specific roles the partners will play in the project. (These will need to be tracked once funding is received.)
Although there is not a set way to write a letter of support/commitment, each must be written to address a particular project and collaboration. An effective letter is succinct, usually less than a page in length. The tone of the letter should convey a sense of enthusiasm for participating in a worthwhile project. Letters may be directed to the funder or to the project lead. The RDO has sample letters of support and commitment on file and will draft letters required from the College.
MATCHING FUNDS/LEVERAGED RESOURCES
Grant proposals often require matching or leveraged funds. The funding sources allow a variety of items to be considered matching funds. They may also call these in-kind contributions. The following lists potential matching/leveraged resources that could be considered. Always discuss specific matching details/leveraged resources with RDO staff. Matching funds could include: Staff Salaries & Fringe Benefits, Assessments, Participant Training, Travel, Advertising, Public Relations, Materials & Supplies, Equipment, Facilities, Administration, Unrecovered Indirect Costs, Curriculum development, Contractual, etc.
Salaries as Matching Funds: If a portion of an individual's time is being used in the project and a
portion of the salary is being used as matching funds, the time used for the grant needs to be recorded as such and made known to the staff involved in the match. Memorandums of understanding will need to be signed and kept on record prior to grant proposal submission. In addition, a time and effort form may be required to track staff time. Please work with RDO staff regarding these requirements.
M
ATCHING FUNDSMatching funds are carefully considered when a proposal is under development. It is very important that a project originator work directly with the RDO staff when considering a funding source that has a matching requirement. Proposal budgets that contain a match will need to be tracked once funding is received (see Grants Management Handbook for more details).
D
OUBLED
IPPING ORS
UPPLANTING-
B
OTH AREI
LLEGALThe institution cannot use grant funds to support a project/person’s salary/activity/work performed, which is already being supported by another source i.e. currently funded with College funds, student tuition, State aid, another grant
The College cannot use grant funds to underwrite the cost of regular College activities already planned for funding. Grant funding is to be used to fund expanded or more intense activities that would not be available without grant funds. See example below:
An individual is working as a lab assistant under the college budget. The grant proposes to hire a lab assistant. The grant is funded. The current employee’s salary is moved from College funding to be paid out of the grant budget. This is unallowable as it is supplanting a currently funded position.
The College could use a current Valencia employee (whose salary is already in the planned budget) to do a new activity but Valencia must then hire an additional person to carry out the duties of the employee on grant activity. Please note that documentation of Valencia employee’s time and effort must be collected and kept on file for audits.
P
ERSONNELI
NA
P
ROPOSAL?
1. What personnel are assigned to the grant? Are they part of existing staff or new staff must be hired?
2. What percentage of existing staff time and salaries are allocated to the project?
3. Are there existing job descriptions and position classifications most closely correspond to the authorized grant positions?
4. What are the deadlines for personnel paperwork and for hiring new people? What are the latest regulations on the hiring process?
5. What steps need to be taken and what information, forms, and approvals, are required to transfer staff members to the grant?
I
NDIRECTC
OSTSThis is often called “overhead.” Grant budgets do not reimburse all of the College’s project related costs – for example; salaries of people involved in payroll, purchasing, and for the project’s proportionate share of utilities consumed, and copying expenses. Indirect costs usually are calculated as a percentage of direct costs on a separate budget line. Unrecovered indirect costs can be used as match.
DEADLINES FOR PROPOSAL SUBMISSION
All grant proposals will be submitted by the RDO. Copies will be archived electronically and available for the task force members and others as needed. Deadlines will be monitored closely. Please note that proposals will need to go through a final submission process and will take at least three (3) additional days to complete. This additional time is reflected in the following submission guidelines. The RDO will submit the proposal according to the funding source guidelines.
E-grant submission is an electronic submission of the proposal. A final approved draft, including all appendices material must be received five (5) working days prior to the due date. Grant proposals will be edited and submitted early to allow time for system failures.
Paper submission requires editing, duplicating, and mailing. A final draft including all appendices and other materials must be received eight (8) working days prior to the due date. This will allow the RDO ample time to edit, complete, copy, and submit the proposal.
NOTICE OF FUNDING AWARDED
The RDO tracks funded and non-funded proposals. Once a funding source announces the grant award, the project director or point of contact listed on the proposal will receive the official award notification. The person receiving the notification will need to forward to the RDO office. The RDO is the official college-wide point of contact regarding the acceptance of grants for the College. The RDO staff and will provide guidance to the project director through the negotiation stage. The RDO staff will also assist the project manager in the kick off process to ensure proper management of the grant. (Please refer the RDO Grants Management Handbook for detailed information regarding grant management).
In the circumstances where a proposal is not funded, the project director will receive a notification of denial. At times the reader’s comments will be attached. This notification and the reader’s comments will be forwarded to the RDO. The RDO will work with the project director to request the reviewers’ comments concerning the proposal if they were not included in the original notification.
TIPS FOR DEVELOPING SUCCESSFUL PROPOSALS
The key to any grant award effort is to develop a superior proposal based on a great idea that fits the funding agency’s goals. Understanding the type of people who will be reviewing your proposal, and making their job as easy as possible, makes the difference between a good proposal and one that gets funded. Suggestions for improving your chances of receiving an award:
Follow the instructions carefully. Provide all the information asked for in the application instructions in the order requested. Make a list of everything you are going to need and the questions you need to answer. Identify the data you need, the supporting documents, resumes, required forms, etc.
Communicate clearly and concisely. State clearly and accurately what you will do, how you will do it and why it is important. Do not leave your reviewers guessing what you mean. Justify everything, including budget items, according to their importance to the project. Avoid jargon; no reviewer wants to take the time to use a dictionary to figure out what you are trying to say. Repeating the same thing in different ways is also irritating to the reviewer; avoid unnecessary repetition.
Be familiar with the funding source and program officer, if possible. You have an increased chance of getting funded if you make contact with them before and during the proposal writing process. Find out what general trends and ideas are being funded during this process.
Be organized. A detailed table of contents, informative abstract and a logically presented narrative using headings and strong topic sentences, means less work (hunting) for reviewers.
Format for readability and attractiveness. We recommend using headings, tables, charts and graphs, etc., to break up the narrative and to succinctly present information. Use headings and underlining to call attention to important headings and/or words. Leave a reasonable amount of space on the pages. Pay close attention to any formatting requirements contained in the application. Do not single-space if it tells you to double-space.
Early preparation and time management. Get the program announcement early, and analyze it.
Obtain copies of previous applications, since many make few changes from one year to the next, and start working using the old application as a guide until the new version is available.
Get feedback on your drafts from others. Preparation will be easier if you work with a team prior to being assigned a taskforce. The team may include colleagues, the Resource Development team, Deans and/or Associate Deans, the Finance Office personnel, and support professionals. Get feedback and suggestions from colleagues in your own or from other institutions, as you are completing the Proposal Idea Worksheet (PIW) Form. Program Officers are frequently willing to read a short concept paper several months prior to the start of an application process and can provide valuable advice and feedback. Also, some programs have the option for preliminary
proposals or letters. Please take this opportunity to work with the RDO team to take advantage of these options which can be very helpful.
Cover all the bases. Make sure you provide everything requested in the application. Anticipate and address any concerns the reviewers may have. Pay attention to the technical writing sections--the more feedback you received, the more competitive it will be.
Proposal deadlines will be enforced. If the proposal does not meet the deadline, there is no guarantee it will be considered.
Learn from your experience and resubmit. If your proposal fails to be funded, request the reviewer comments, read them carefully, speak with the Program Officer and use this information to improve and resubmit your proposal.
General rules of grants: Ask for only what you need, don’t rush the proposal writing process, get to the point of the proposal in the beginning ... not the end.
G
LOSSARY OF
T
ERMS
Administrative Costs: A separate line item in the budget that allows the College to recoup some
of the administrative costs of administering a grant.
Allowable Activities/Implementation Plan: Describes who, what, when and how. List all of the
tasks/activities, as well as who is responsible, timeline, and evaluation. All activities in this section need to relate to the budget.
Allowable Cost: A cost for an institution or agency that may be reimbursed under a grant or
contract with a governmental agency.
Appropriation: Monies received as a pass-through from the State based on a formula.
At-risk: The term ‘at-risk’ is used to describe groups of students that are underperforming.
Underperforming means they are not succeeding at the same level as “all students.” They may include the “traditional” special population groups as well as other groups the College has determined through the use of local data as underperforming.
Award Letter: Written notification from the funding agency indicating that a project has been
funded provides the length of award, and the amount.
Budget Cycle: The annual fiscal year (for example, July 1 through June 30) this is important, as it
indicates when funding sources will make their grants. Federal/foundation grants may not follow this cycle.
Catalog of Federal Domestic Assistance (CFDA): Contains information about Federal grant
and loan programs available from Federal agencies to assist the American people in furthering their social and economic progress. Each program is assigned a CFDA number. This is used in the audit for grant identification purposes, so it must be accurate.
Categorical Aid: Federal or state funds specified for a specialized area.
Consortium: A group of organizations sharing in the finances and/or administration of a single
grant to accomplish projects that no one can do as effectively as when working together.
Consultant: A person with expertise external to an organization that is brought in to lend insight to
the solution of a problem.
Copyright: A statement of legal control over a document (usually by its author) such that anyone
seeking to reproduce said document must first obtain permission of the copyright holder.
Deadlines: Dates that applications for grants or contracts must be submitted. Pay close attention
to whether the deadline is "to be received at the agency" by the deadline or "postmarked" by the deadline.
Demonstration Grant: Generally of limited duration that seeks to test the feasibility of an idea,
approach or program.
Direct Cost: Expenses that can be itemized by categories having descriptive terms for utilization of
funds, e.g., salaries and wages, travel, etc.
DUNS Number: The Data Universal Numbering System (DUNS) number is a unique nine-digit
identification number provided by Dun & Bradstreet (D&B). The Federal government uses this number to identify related organizations that are receiving funding under grants and cooperative agreements, and to provide consistent name and address data for electronic grant application systems.
Federal Register: Contains proposed and final guidelines, and other administrative regulations of
programs as announced by Federal agencies in precise working of the law. Found at:
http://www.gpoaccess.gov/fr/
Fiscal Year (FY): Is designated by the calendar year in which it ends, e.g., FY 12 covers the period
July 1, 2011 to June 30, 2012. The Federal Fiscal Year is Oct. 1 through Sept. 30.
Formula Grants: Funds distributed by the Federal government (usually to state agencies) for use in
specified projects. The funds are awarded on the basis of demographic and economic data from which a formula has been computed.
Fringe Benefits: Benefits such as life and health insurance, retirement, unemployment
compensation and workers compensation that are paid in addition to salary. Benefit packages change yearly.
Full Time Equivalent (FTE): Grant proposal budgets may require staff time to be recorded by
FTE. One FTE = a full-time position.
Goals: Goals are large statements of what you hope to accomplish or see that are not measurable
and create the setting for the proposal.
Grantee/Fiscal Agent: One who receives and administers a grant. Grantor: Agency that gives funds to carry out projects.
Indirect Costs: Those costs that cannot be identified specifically with a particular program, project,
or activity. These are the overhead costs of the organization. For example: library resources, building maintenance, and general administration.
Leveraged Resources (See Matching Funds)
Matching Funds: Cash or "in-kind" support, contributed by the grantee to fulfill objectives of the
project. Amount of needed matching funds varies with program. Matching funds and leveraged resources could include: cash, office space, staff salaries and benefits not covered by grant, printing and mailing services, staff computers, network support, and unrecovered indirect cost rates.
Measurable Objectives: Objectives are operational and measurable. There are two types of
objectives: process objectives and outcome objectives. See definitions of each below.
Needs Assessment: A continuous and formal process for identifying by how much and what areas
where the present system is short of an ideal state.
Nonprofit Status: The Foundation has a 501(3)(c) status. This is especially important for funding
sources that require only nonprofits to apply.
Outcome Objectives: Outcome objectives measure program’s effectiveness. These objectives are
Specific, Measurable, Action Oriented, Realistic, Time and Resource limited.
Pass Through Agency: State or local agency that receives federal funds and conducts its own
application and award process.
Process Objectives: Process objectives measure the steps that the organization is taking to meet
the goal. Examples of process objectives: to establish, to attend, to purchase, to implement, and to train. Normally it is reflected in the activity section of the grant proposal.
Project Program Officer: The Federal or State agency representative who has the task of
monitoring the project, providing technical assistance to the project, and insuring that the objectives are carried out within the framework of regulations.
Request for Proposals (RFP) or Request for Application (RFA): An announcement by an
agency that it is accepting proposals to accomplish a specific objective, using strict guidelines and technical components.
Subcontract: When another agency or department completes specific activities in the grant through
contracted services.
Supplanting: Use of grant funds to pay for ongoing activities already budgeted or for the usual
activities assigned to a position.
Unsolicited Proposals: Agencies may allow institutions to submit proposals which may or may
not match the priorities of those agencies. This may be an offer to perform tasks that are not the results of an RFP announced by the agency.
