Fundamentals of Grant Writing

Transcription

1 Fundamentals of Grant Writing Revised September 2014

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3 Unit 1- Overview and Introductions

4 Introductions 1. Your Name 2. Your Agency 3. Your Experience with Grant Writing 4. Last Book or Movie

5 Pre-Course Assessment Unique ID First initial of first name, first initial of last name, two-digit birth month and two-digit birth date

6 Training Objectives By the end of this two-day training, you will be able to: Understand and identify the basic structure and key elements of a grant proposal; Develop a plan for conceptualizing, writing, reviewing, and evaluating your grant application; Learn how to develop and write SMART goals and objectives; Develop an appropriate budget narrative and justification; and Discuss strategies for effective grant writing process.

7 Agenda Day One 8:30-9:00 am Arrival 9:00-10:15 am Unit 1: Overview and Introductions 10:15-10:30 am Break 10:30 am - 12:00 pm Unit 2: Overview and Preparation for Grant Writing 12:00-1:00 pm Lunch 1:00-2:30 pm Unit 3: Researching Funding Sources 2:30-2:45 pm Break 2:45-5:00 pm Unit 4: Grant Proposal Development

8 Agenda Day Two 8:30-9:00 am Arrival 9:00-10:15 am Unit 5: Logic Models 10:15-10:30 am Break 10:30 am - 12:00 pm Unit 6: Organizational and Staff Experience and Budget 12:00-1:00 pm Lunch 1:00-2:30 pm Unit 7: Evaluation Plan and Quality Proposals 2:30-2:45 pm Break 2:45-4:00 pm Unit 8: Putting the Pieces Together!! 4:00-5:00pm Review, Questions, Post-Course Assessment and Evaluation

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11 Unit 2 Overview and Preparation for Grant Writing

12 Reasons for Developing a Proposal: To communicate to your funding agencies what it is your agency is planning. To help your own agency clarify what it is it seeks out to accomplish and To identify ways it can strengthen its proposal and programs or own capacity to undertake the proposal. To engage prospective funders and partners in a process of exploring how they might work together. To comply with the changed landscape of HIV/AIDS.

13 NHAS HIP Changing Landscape ACA

14 National HIV/AIDS Strategy (NHAS) Strategy Objectives Reduce the number of new cases of HIV Infection Increase access to care as well as optimizing health outcomes for HIV-positive persons Reduce health disparities related to HIV

15 High Impact Prevention Released August In the United States, prevention has already averted more than 350,000* HIV infections. Now, we have the potential to go much further. - Increase the impact of HIV prevention by using interventions that are: Scientifically proven Cost-effective Scalable Targeted to the right populations In the right geographical areas

16 In other words THE WHAT? National HIV and AIDS Strategy THE HOW? High Impact Prevention (HIP) Reduce HIV incidence by 25%. Reduce the HIV transmission rate by 30%. Increase the proportion of individuals with HIV whose infection has been diagnosed to 90%. Ensure that 85% of individuals diagnosed with HIV are linked to care within three months. Increase to 80% the proportion of patients who have two follow-up appointments. Increase to 86% the proportion of patients in permanent housing. Increase by 20% the proportion of gay/bisexual, black and Latino patients who have an undetectable viral load. Enhanced HIV testing and linkage to care Antiretroviral therapy Access to condoms and sterile syringes Prevention programs for serodiscordant couples Substance abuse treatment Screening and treatment for other STIs Pre-exposure prophylaxis (PrEP) & other biomedical options Enhanced networks to facilitate housing linkages

17 Impact of the Affordable care act (ACA) At the end of the first open enrollment period: Approximately 8 million people successfully enrolled in private insurance through the Marketplace 4.8 million individuals were newly enrolled in Medicaid Increased access to insurance for PLWH Medicaid expansion, access to private insurance Increasing role of community health centers in delivery of care Health homes for PLWH HHS.gov reported information: Source: JSI

18 Impact of the ACA - continued Role of Ryan White HIV/AIDS Program under the ACA Payer of last resort May support PLWH with co-pays, premiums, and deductibles Role of CBOs that focus on HIV prevention Help clients navigate the enrollment process or partner with others to do so Strong partnerships with health care providers Provide HIV testing Source: JSI

19 Ingredients of an Effective Proposal

20 Letter of Intent (LOI) A Letter of Intent (LOI) is often required by a funding agency as a first step in the Request for Proposal (RFP) process. The LOI is essentially a pre-application document reviewed by the funding agency to help make a preliminary determination on: Initial eligibility of the potential applicant The mission of the potential applicant agency Alignment of project approach with the RFP The feasibility of projected outcomes Source: PROCEED, Inc.

21 Letter of Intent (LOI) The importance of conducting background research in preparing to write a Letter of Intent cannot be overstated. Grant proposal writers should do their homework on the following: Thorough understanding of the RFP Understanding of the need/conditions Assessing your agency s capacity to respond Brainstorming implementation strategies Source: PROCEED, Inc.

22 Letter of Intent (LOI) LOI Components: The LOI is very succinct and does not include attachments Often includes the amount requested Briefly describes the organization Describes the need the project intends to meet (target population, statistics, etc.) Methodology Other funding sources Final Summary Source: National Community Health Partners; PROCEED, Inc.

23 Ingredients of an Effective Proposal Cover letter Executive summary The needs statement/definition of issues Organizational Background Clear goals and objectives/results Methods Memorandum of Understand (MOU) Letters of Support (LOS) Budget/ Resources Sustainability Strategy

24 What are Your Challenges Writing Proposals? Establishing an effective needs or problem statement Clarifying outcomes Balancing fit between funders and community group priorities Creating a sustainability plan Capturing, sharing results and learning from results Developing relationships with prospective funding partners

25 Steps for Developing a Grant 1. Organizational Assessment 2. Planning Choosing a Grant Readiness and Fit Developing a Contingency Plan 3. Researching Funding Sources Types of Funding Researching Planning the Grant Application Components of the Grant Proposal

26 Steps for Developing a Grant continued 4. Grant Proposal Development Goals and SMART Objectives Needs Statement Developing an Intervention Plan Program Design Logic Models Organization and Staff Experience & Budget 5. Continuous Evaluation Creating an Evaluation Plan Grant Proposal Quality Assurance 6. Renewal of Ending of Grants

27 Organizational Assessment: SWOT Analysis

28 Organizational Assessment: Key Questions Why are you providing your current services? How well are your current programs able to accomplish their goals? What programs are in greatest danger of losing funding?

29 Group Discussion Take out your organizational chart Put a check mark next to the programs/department/division which you feel are the strongest sell Why are they your strongest? What areas would you highlight?

30 Organizational Chart Used to show the intended structure of the organization This chart is supposed to reflect the power & structure of the organization Sometimes org charts can be confusing if designed wrong This reflects poorly on the organization and the confusion of the people within the organization

31 Common Errors with Org Charts Often reflects only the responsibility structure Lack of internal infrastructure is evident Who s in Charge? When it is no longer clear to the people within the organization and to the people with whom they interact with who is responsible for what.

32 Top Heavy Org Charts Too much management or middle management and not enough line staff

33 Structure of Org Charts - Can often feel like it reflects the pecking order of the agency - Don t forget that the agency infrastructure is a key element you want to reflect in your applications - Does the example to the left have enough infrastructure?

34 How Do Funders Think? 1. EXPERIENCE 2. INFRASTRUCTURE 3. SUSTAINABILITY All of these elements should be reflected in your org chart.

35 Organization Readiness Assessment of Fit

36 Activity: Organizational Readiness Instructions Go to page minutes to complete the chart Is your organization ready to take on new Grants? Are staff all on the same page when referring to the organizations goals and mission?

37 Activity: Does this grant fit? Alone or with another at your agency, read the Handout for the Elton John Funding Announcement. Go to page 20 Discuss and complete the organizations services, target population, experience, expertise, budget, etc. Complete the same columns with the project/grant information. On a scale 1-5 rate the fit of the project/grant with the organization.

38 Develop a Contingency Plan Does your organization have a consolidated list of all your current contracts? Do you know when your organization s contracts expire? What is your organization s plan for sustainability of your current contracts?

39 Develop a Contingency Plan continued Be realistic! While you are developing your agency budget and fundraising plan for next year try to be as conservative and realistic as possible. Plan for the worst case scenario: Figure out what the worst case scenario might be for fundraising and develop a second agency budget and set of program plans for that scenario.

40 Conduct an internal assessment Evaluation fundraising plan Development Plan Develop fundraising goals Identify funding resources Estimate how much fundraising events will cost

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42 Unit 3 Researching Funding Sources and Developing a Plan for Applying

43 Different Types of Funding Sources: Government Funding: USAID Centers for Disease Control and Prevention (CDC) State Department of Health Health Resources Services Administration (HRSA) Office of Minority Health (OMH) Substance Abuse and Mental Health Services Administration (SAMHSA) Corporations: Banks, Hospitals, Computer Companies Foundations: Family Philanthropists Service Clubs: Lions, Rotary, Shriners Health Associations: American Cancer Society

44 Assessing Funding Sources For each potential funding source assess: What are their funding objectives? What have they funded in the past? What are their funding guidelines? Are their funding priorities in alignment with your agency s mission or fund development plan? Does your agency meet the eligibility requirements for funding? Do you have experience? Making your staff part of the decision making process = BUY IN

45 Deciding to Apply Great Fit APPLY! Poor Fit PASS

46 Researching Funding Sources READ, READ and READ the RFP/RFA/PA Outline the requirements Develop a proposal checklist Outline all of the proposal requirements Delegate responsibilities Create a timeline & always plan for the unexpected

47 Planning the Grant Application Start collecting all required agency forms Start compiling all supporting documentation Prepare documents that need original signatures from the ED, Board of Directors or community partners

48 Components of the Grant Proposal 1. Needs statement or literature review 2. Intervention Proposed 3. Program Plan 4. Logic Model 5. Organizational and Staff Experience 6. Budget 7. Evaluation Plan

49 How Much Time Do I Spend On Each Component? Component Review Criteria Page Count 1. Needs statement 15% Intervention Proposed 20% 6 3. Program Plan 25% Logic Model 5% Organizational Experience 15% Budgets 15% Evaluation Plan 5% 1.5 Total 100% 30

50 Activity: What s Missing? In your groups, review mock grant. Compare the proposal to the table on p27 what s missing? What s out of place? You have 15 minutes to familiarize yourselves and discuss, then we will review together.

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52 Unit 4 Grant Proposal Development

53 Needs Statement Target Your Search What are the characteristics of your target population? Refer back to the RFP/RFA what types of data are they looking for Resource Sources Variety of credible sources Journal articles Epi-data from city, state, national Federal agencies Other sources?

54 Needs Statement Current Literature Look for literature that has been published in the last 5 years in scholarly journals Weak Resources: Newspapers, pop culture magazines, etc. Strong Resources: Scholarly journals, local resources (e.g. DOH, CPGs) Synthesize the Literature What kinds of trends are you seeing in this target population? How are their needs unique? Were you able to justify the need for this population? Did you answer all of the criteria required? Use multiple references!

55 Develop an Intervention Plan 1. Does the RFP/RFA/PA require a certain type(s) of interventions? 2. Factors to consider before choosing an intervention: Has this intervention been tested on your target population? Does this intervention(s) address all the needs of your target population? Do any interventions need to be added (e.g. case management)? Is it culturally competent? Source: SAMHSA, 2007

56 Choosing an Intervention Checklist Evidence-based sources? Reference recent literature? Justified your intervention? Cultural dimensions? Justified adaptations? Requirements of intervention? Source: SAMHSA, 2007

57 Process Objectives Outcome Objectives Activities Goals Program Plan Logic Model

58 Effective Program Design Goal Outcome Objective Process Objective Process Objective Process Objective Activity Activity Activity

59 Program Goal Statements What is a program goal?

60 Sample Goal Statements Reduce the incidence of injection drug use among Latino youth, years old, in Washington Heights To increase the graduation rate for young at-risk women in the Jefferson School District

61 Work Plan Include all required tasks and timelines Program start up and implementation Funder s requirements Progress and data reports Grantee meetings Specific project tasks Summary project reports Closeout activities Source: JSI, Inc

62 Sample Program Work Plan Activity Timeline Person Responsible Comments Hire and train 3 staff to implement intervention Develop Job Descriptions Month 1 Project Manager Human resources office Distribute job announcement through existing networks Month 1-2 Human resources office Interview candidates Month 2 Project Manger Project Director Hire staff Month 2 Project Director Provide internal training Month 3 Project Manger Staff attend CDC intervention training Month 4 Intervention Staff Will utilize proven training system established in past Training available in month 4 through DOH Source: JSI

63 Sample Time Line Project Period ( ) Tasks Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Hire and train 3 staff to implement intervention Develop Job Descriptions Distribute job announcement through existing networks Interview candidates Hire staff Provide internal training Staff attend CDC intervention training Source: JSI

64 SMART Objectives

65 What are Objectives? Objectives - the action steps you take towards the goal; a specific, measurable outcome achieved in a definite timeframe. Example 1: By 11/23/17, the program will decrease cholesterol levels among 15% of the patients. Example 2: To help patients manage their cholesterol levels. Consider using words, such as increase, demonstrate, and identify. Source: APIA Health Forum

66 Goals and SMART Objectives Understanding the difference between the two. Source: APIA Health Forum

67 3 Types of Objectives 1. Process short-term, stated in terms of what you or your organization will do to implement the program. By 12/31/14, staff from the Health Clinic will train 2 members to assist in facilitation of the intervention groups. Source: APIA Health Forum

68 3 Types of Objectives 2. Outcome short-term, stated in terms of change among the target population (knowledge, attitudes, beliefs, and behaviors) By 4/1/15, 90% of participants of the intervention group will increase their knowledge by 30%. Source: APIA Health Forum

69 3 Types of Objectives 3. Impact long term, future-oriented, refers to overall outcome of the program. What will change? By 1/10/20, HIV related deaths will be reduced to no more than 100 per 100,000 in the residents in San Diego. Source: APIA Health Forum

70 Sample Objectives: Process, Outcome, & Impact By August 31, 2017, 90% of the participants in the Health Clinic nutrition classes will decrease their risk for heart disease. By December 31, 2016, 60% of the participants will decrease their intake of unhealthy foods. By February 1, 2016, the Health Clinic will enroll a minimum of 20 adults in the nutrition classes. Source: APIA Health Forum

71 SMART Objectives Specific Measurable Attainable Relevant Time-Based

72 The Formula Keep objectives simple and clear. This is a general formula for writing objectives: By (when), (who), (where), will do (what), by (how much) By 12/24/14, I will buy a total of 25 presents for my family and friends at the Lenox shopping center. Source: APIA Health Forum

73 Examples of Goals and Objectives Sample Goal 1: To reduce HIV infections among men who have sex with men in LA county. Sample Objective 1: Provide rapid HIV testing services to 500 MSM in LA County by the end of the funding period. Source: APIA Health Forum

74 Examples of Goals and Objectives Sample Goal 2 To improve the health of transgender women in the US. Sample Objective 2: Link 20 high-risk negative transgender women to appropriate prevention services within the 12-month funding period. Source: APIA Health Forum

75 Provide rapid HIV testing services to 500 MSM in LA County by the end of the funding period. Specific: Provision of a specific service (rapid HIV testing) to a specified population (MSM) in a specific location (LA County). Measurable: 500 MSM Attainable: Is 500 a reasonable number given available resources and time allotted? Relevant: Is providing HIV testing to MSM relevant to the overall program goal of reducing HIV infection among MSM in LA County? Time-phased: Completion of proposed activity within a specified time frame (by the end of the funding period) Source: APIA Health Forum

76 Remember SMART objectives are the basic building blocks of a good program By creating SMART objectives from the get-go, you are assuring that the objectives are relevant to your program s goals, that they can be carried out with your existing resources within a set time-frame, and that they can be measured in a consistent manner over time. Source: APIA Health Forum

77 Activity: Putting It All Into Practice Each group will develop a sample program goal, two SMART objectives and two activities. Use HO1 as potential sample programs. Each group will select a recorder and a reporter. You will have 10 minutes to write your goal, objectives and activities. After 10 minutes, each group will share their goals and objectives with another group. Each group will then have their goals and objectives critiqued to see if they meet the SMART criteria Source: APIA Health Forum

78 Remember SMART objectives are the basic building blocks of a good program By creating SMART objectives from the get-go, you are assuring that the objectives are relevant to your program s goals, that they can be carried out with your existing resources within a set time-frame, and that they can be measured in a consistent manner over time. Source: APIA Health Forum

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80 END OF DAY ONE

81 WELCOME BACK!!

82 Warm up!

83 Day Two Agenda I. Logic Models II. III. IV. Identifying Key Staff & Preparing a Budget Evaluation Plan and Quality Proposals Putting the Pieces Together

84 Unit 5 Logic Model

85 The Purpose of Logic Models What is a Logic Model? A road map, a diagram Your program in a picture A way to link the needs of the people we serve to the results we get Helps focus on what areas will be evaluated A major tool for grant writing: helps define the program goal, objectives and outcomes Helps focus on areas for evaluation

86 Logic Models Inputs Activities Outputs Outcomes Impact Planning Intended Results

87 Logic Models 1 Inputs Planning Human Financial Organizational Community etc.

88 Logic Models 2 Proposed Service Structure Ex. Group level-hiv prevention, individual counseling, case management, referrals, housing, etc. Activities Planning Proposed Intervention Ex. Core elements of an evidence based intervention, adapted intervention or combination of several EBIs. is what the program does with the resources

89 Logic Models 3 Types Outputs Intended Results Services Targets etc Services and/or products that the program offers

90 Logic Models 4 Outcome Behavior Skills Knowledge Intended Results Short term: 1 3 years Long term: 4 6 years Specific changes obtained

91 Logic Models 5 Impact Fundamental intended or unintended change occurring as a result of program activities

92 Logic Models Input Activities Output Outcome Impact Planning Intended Results If..then

93 Cookie Example Needs Inputs Activities Outputs Outcomes Impact Six Hungry friends in the living room 1. Ingredients 2. Containers 3. Mixers 4. Oven 5. People to make the cookies 1. Stir 2. Mix 3. Bake 4. Serve 1. One dozen cookies 2. Fed 6 friends in the living room 1. Decreased hunger among friends in the living room 2. Maintained friendship 3. Increased satisfaction in coming to my house to hang out Friends appreciate you more & want to maintain your friendship for a long time

94 Grant Writing Logic Model Sample

95 The HIV Combination Prevention Toolbox Vaccines Post-Exposure Prophylaxis (PEP) Pre-Exposure Prophylaxis (PrEP) Prevention of Motherto-Child Transmission (PMTCT) HIV Prevention Toolbox Medical Treatment as Prevention (TasP) Microbicides Sexually Transmitted Infections (STIs) Diagnosis and Treatment Harm Reduction Clean Syringes (Needle Exchange Programs) Condoms and Other Barrier Methods Behavioral/Physical Barriers Education Medical Male Circumcision Treatment/ Prevention of Drug/ Alcohol Abuse Source: BTGB

96 Activity: Developing You Own Logic Model Get in the same group you have been with to develop your program response to the Elton John Announcement in HO1. 15 minutes as a group 5 minutes to debrief as a large group Questions?

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98 Unit 6 Identifying Key Staff & Preparing a Budget

99 Group Discussion Does the organization have experience providing the intervention with the target population? Does the organization have staff that are experienced to provide services under this program? Does your proposal sell the organization s experience providing services? Sustainability: Does the organization have enough resources to sustain the program beyond the grant period?

100 Key Staff and Experience Did you detail the roles and responsibilities of key staff? Can you adequately demonstrate the experience level of key staff? Do you know the amount of time each person will work on the project? Do you know how the staff are reflective of the target population or culturally competent to work with the target population(s)?

101 Program Budgets Did you screen for proposal requirements (e.g. allowable expenses, grantee trips)? What is the maximum award per year? For how many years? Is there an indirect cost restriction? How many staff can you fit on the budget? Do you know what the allowable and non-allowable costs are?

102 Budgets Present a realistic estimate of the funds required to achieve the program s objectives. Clearly outline the total cost of the initiative Specify other sources of funding; in some cases, committed funding can provide leverage to influence the granting of new/additional dollars.

103 Anatomy of a Program Budget 1. Personnel Expenses a. Project Staff Wages b. Fringe Benefits 2. Operating Expenses a. Travel b. Equipment c. Supplies d. Contractual e. Construction f. Other Expenses 3. Total Direct Expenses (Personnel + Operating Expenses) 4. Indirect Expenses 5. Total Expenses

104 Anatomy of a Program Budget Personnel Expenses Project Staff Wages: Requested salary funds for each position. Should include position title, name of staff, annual or monthly salary, % of time and total time on budget Fringe Benefits Are applicable to direct salaries and wages Includes: Medical/Dental/Vision, FICA, Unemployment Insurance, Worker's Compensation, Long Term Disability and Retirement. Should include info on the rate of fringe benefits and the basis of your calculation. Remember that there should be 2 different amounts applied to full time and part time employees.

105 Operating Expenses Travel Includes cost for staff in-state and out of state travel. Out of state include per diem, airfare and hotel. Should use U.S. General Services Administration ( Per Diem guidelines as guidance. Equipment Typically costs associated with program equipment that is $5,000 and up per unit. Supplies Typically includes office supplies and program supplies

106 Operating Expenses continued Contractual: This category is appropriate when hiring an individual/company to provide professional services or advice for a fee but not as an employee of the grantee organization. Examples: translation, transcription, evaluation consultant & curriculum development. Construction: New construction for the project Not a smart category to apply for during the fiscal crisis Other: This category contains items not included in the previous budget categories. Typically items in this category include: telephone, postage, printing, equipment maintenance/rental and internet.

107 Total Direct Costs: Total Direct Costs Definition: are those that can be identified specifically with a particular final cost objective, i.e., a particular award, project, service, or other direct activity of an organization. Total Direct Costs = Personnel + Operating Costs Source: OMB Circular A-122, 2009

108 Indirect Costs Indirect costs are those that have been incurred for common or joint objectives and cannot be readily identified with a particular final cost objective. Indirect costs shall be classified within two broad categories: Facilities and Administration. Examples of this category include central offices, such as the director's office, the office of finance, business services, budget and planning, personnel, safety and risk management, general counsel, management information systems, and library costs. Source: OMB Circular A-122, 2009

109 Indirect Costs To claim indirect costs organizations must have a federal approved indirect cost rate agreement To calculate the indirect costs: Indirect costs = Direct Costs x indirect rate $10 = $100 x 10% Source: OMB Circular A-122, 2009

110 Total Expenses Direct Costs + Indirect Costs = Total Expenses Example: $100 + $10 = $110 Source: OMB Circular A-122, 2009

111 Budget Exercise Get back in your Elton John program groups. Use your budget worksheets to design a budget for the program you designed earlier this training. Go to page 48 and complete the budget table. You have 20 minutes, then switch with another group and provide each other feedback.

112 Budget Justification Weaknesses in Budget Justification Not enough detail Unrealistic projections Trying to hide expenses with vague narrative does not work! Did not provide enough detail about how the funds will be used for each year of the project Lack a basic understanding of the principles of accounting.

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114 Unit 7 Evaluation Plan and Quality Proposals

115 Planning, Implementation, and Outcomes Planning Implementation Outcomes Formative Assessment Process Monitoring Process Evaluation Outcome Monitoring Outcome Evaluation Impact Evaluation

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118 Quality Checking Your Evaluation Section Does the program have a clear plan for measuring goals, outcomes, processes and program activities? Is the program s evaluation plan in alignment with the requirements of the RFA/RFP/PA? Did you include the specific performance measures that are required in this RFA or PA? Did you use the logic model to develop the evaluation plan for the proposal? Source: SAMHSA,2007

119 Narrative Complete? Review, Review and Review! Review FOA many times Proofread Edit using the review criteria Does the proposal answer all of the questions? Use your checklist Are there any gaps in the narrative?

120 Activity: Review of your Grant Proposal Option 1: Take out the grant you brought with you. Option 2: Take out the mock proposal (HO2) 25 minutes to go through the grant: What are the key components and strategies for an effective proposal that you learned these last days? Are these present? What would make the grant stronger?

121 Unit 8 Putting the Pieces Together

122 Gathering Appendices The appendices include supplemental information such as the following: 1. Board of Directors List 2. Letters of Support, Memorandums of Agreements (MOA) and Memorandum of Understanding (MOU) 3. Legal 4. Financial documents

123 Gathering Appendices 5. Resumes of Key Staff or Job Descriptions 6. Publications including brochures or newsletters 7. GIS Maps 8. Scope of Work 9. References 10. Organization Chart

124 Avoid the Pitfalls Missing pieces or inadequate responses Inadequate understanding of the FOA Outdated or poorly cited literature Poorly designed program plan Insufficient staff experience Cultural issues are not discussed Poor evaluation plan/tools Source: SAMHSA, 2007

125 Tips for Writing Your Proposal EASY TO READ Well organized, well designed Accurate references Format and fonts (COMPLY!!) Check for spellings and grammar LANGUAGE AND TONE Use active and marketing language. How is your organization different from the 200 others that submitted an application?

126 Packaging Your Proposal PACKAGING Avoid expensive or flashy packaging Comply with packaging requirements Be careful with electronic submissions: Always PDF (or follow the instructions) Plan early Clean your cookies Organize Be sure to include a logic model, scope of work and organizational chart if possible.

127 Technical Assistance Review the FOA for contact information regarding fiscal, administrative, and programmatic concerns Submit questions as instructed in the FOA Consult with Capacity Building Assistance (CBA) providers CBA providers can provide FREE additional trainings and coaching sessions CBA providers can provide individualized technical assistance

128 Review The grant writing process can sometimes be daunting and overwhelming. It is important to have a well-organized plan and allow sufficient time to execute the grant writing. Through the passed two days this training helped to outline some key components and guidelines that should be included in a grant proposal.

129 How to Request CBA CDC-Directly Funded Organizations CRIS! Organizations NOT funded directly by CDC Contact your health department to help you submit a request. All CBA requests must be submitted by using CRIS. You can receive CBA from any CDC-funded agency for FREE through this system.

130 Q&A SESSION

131 Post-Course Assessment and Evaluation Use the same Unique ID as you used before First initial of first name, first initial of last name, two-digit birth month and two-digit birth date

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133 Contact Information Add your contact information and your logo, etc.