Leveraging Grant Awards. Strategic Grant Seeking 8/19/2010. Funding Agency Priorities. University Priorities. University. Funding Agency Priorities

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1 Leveraging Grant wards eresa Wilke,.B.. Director of Grant Development Southeast issouri State University Grants esource Center External Funding Conference ugust 25, 2010 University Funding gency University Funding gency 1

2 University Funding gency Grants cost $ and time roperly aligned grant seeking reduces risk of spending $ haphazardly and ensures sufficient match funds romotes institutionalization of grant investments and has buy in required to make project successful 2

3 Grant Seeking Gaps roject management for collaborative grant proposals ( driver and glue ) Grant writing for infrastructure needs dentification of strategic grant targets based on funding agency agendas and the institution s capabilities Sponsored rograms ffice raditional S Support for faculty grant seeking Conduct searches for grant opportunities Checks for compliance with federal, state and university protocols for outgoing proposals Ensures complete and accurate proposal forms and documents Strategically Focused S Strategic voice in decisions regarding cross discipline and infrastructure grant seeking priorities roject manager for large scale proposals that require cross discipline collaboration ggressive fund developer working alongside other income sources Strategically Focused S ccess to Decision akers Knowledge of Strategic f F t l wareness of Future lans Understanding of gency gendas and Funding rends ime anagement Skills 3

4 ime anagement ctivities UGE Crises ressing roblems Deadline Driven rojects nterruptions Some E ail Some eetings Some eports UGE revention elationship Building ecognizing ew pportunities lanning rivia Busy Work Some ail Some hone Calls ime Wasters Based on 7 Habits of Highly Effective eople by Stephen Covey. ime anagement ctivities UGE Crises ressing roblems Deadline Driven rojects nterruptions Some E ail Some eetings Some eports UGE revention elationship Building ecognizing ew pportunities lanning rivia Busy Work Some ail Some hone Calls ime Wasters Based on 7 Habits of Highly Effective eople by Stephen Covey. ime nvestment esults UGE Stress Burn ut Crisis anagement utting ut Fires Short erm Focus Victimized ut of Control Goals and lans Become Worthless UGE Vision Control Discipline Balance otal rresponsibility Dependent on thers for the nstitution for Basics Based on 7 Habits of Highly Effective eople by Stephen Covey. 4

5 U.S. Department of Education Strengthening nstitutions (itle ) $2 over 5 Years Laboratory enovations Scientific Equipment for eaching Faculty Development Course edesign roject Coordinator osition Endowment Funds for aintenance WF? Building the eam utonomy he urge to direct our own lives. astery he desire to get better and better at something that matters. urpose he yearning to do what we do in the service of something larger than ourselves. From Drive: he Surprising ruth bout What otivates Us by Daniel H. ink (2009) re ward Strategy Study the grant mechanism bserve the sausage making of the campus strategy independent of the grant anage proposal development from the S eam Writing Everyone contributes based on his/her expertise Strategically focus consultant time / expense Communicate clearly the rewards and expectations of players if the grant is funded f declined study reviewer comments, recalibrate proposal and re apply 5

6 S J WD! Leveraging restige SHE CED romote the faculty and staff involved with the grant project. Communications should focus on the award as a LESE of ongoing progress not a capstone event. Disseminate details of the award and WH S EX to other campus offices and divisions. Success breeds success! Leveraging nvestments nfrastructure ake resources widely visible / available. ncrease expectations for those who benefit. esearch impact (i.e., pedagogy). Communicate how project shows good stewardship. Find opportunities for other divisions to pursue similar grants. eople Don t underestimate the roject Coordinator role. Use high level administrator Steering Committee. nstitutionalize programs. nclude D funds for faculty with expectations. Create nternal Evaluation Committee. 6

7 Leveraging Evaluation Data nvolve internal (permanent) personnel. Use data to show evidence of the efficacy of program elements. Use data to show needs for improvement. Evaluation data is formative as well as summative, so review reports as they are available rather than waiting for the final report. eport evaluation data to stakeholders and collaborators. he Strategic S Director Be proactive know what s next Know when to say no Carve out time for strategy and relationship lti building Communicate with program officers Be generous with credit mplify success as a rung in a ladder, not a capstone accomplishment Contact nformation eresa Wilke Director of Grant Development Southeast issouri State University hone: (573) twilke@semo.edu Southeast State s itle Website: 7