By Dr. Charles M. Achilles, Dr. Harriett Crump, and Lynda Moss

Federal and state funds are available for many program development efforts. It is not usually easy to get these funds, but there are procedures and techniques (i.e., rules of the game) that can assist in proposal preparation. While grantspersons and consulting firms often take the lion's share of competitive funds, there are some guidelines to help people with ideas but little proposal-writing experience. This brief article presents some strategies, realities and vocabulary to aid the novice in understanding the competition in the "funding game."

Less the beginner get wide-eyed at the amount of money attributed as available for projects, keep in mind the "AAA phenomenon!"; remember the differences among Authorize, Appropriate, and Allocate. An authorization is that sum stated in the legislation that could be spent ("there is hereby authorized to be appropriated . . ."); appropriation is that sum which Congress actually votes for a specific purpose in a given fiscal year. (Appropriations are usually much less than authorizations. Congressmen may vote for a bill—and the authorization -but not for the appropriation. This produces acts without funds.) Allocation is what the Administration and the Office of Management and Budget actually put into a program. The grantsperson must estimate or know how much will be spent for a program in a given fiscal year; all funds are not unencumbered—some will support continuation projects or be earmarked or set aside for special activities.

Project developers must know and use at least the basic tools and resources of the trade. Tools include the Catalog of Federal Domestic Assistance (CFDA), the Federal Register and the Commerce Business Daily. These publications list the array of available programs, announce deadlines and conditions of the competition and contain the appropriate rules and regulations. The grant writer should have the law authorizing the program and highlights of Congressional testimony in support of the law can be helpful. At a minimum, the developer must have the regulations, guidelines and application before starting the proposal.

The Federal Register, which contains rules and regulations governing programs, explains how an agency will operationalize the intent of Congress as expressed in a law. The Federal Register also includes guidelines for proposal development, the points allowed for each proposal section and the exact date and address, for submission. Each program has a CFDA number and specific application instructions (either a grant application package or a Request for Proposal—RFP-which can be obtained from the appropriate office whose address appears in the Federal Register.

There are newsletters and summaries that can be helpful. These are produced by agencies and firms. Some are expensive and some are free or inexpensive. Some groups offer grant writing seminars.

There is no such thing as a late proposal. If sent registered mail five business days before the deadline, a proposal is ususally "on time" as it is in the hands of the federal government. However, always check this in the application instructions. (Save your receipt; mail service could be erratic). The agency usually returns a self-addressed card to indicate receipt of the proposal. If this does not come soon, call and be sure your proposal arrived.

Several key steps assist in obtaining federal funds. Some are included in proposal development, some are strategy steps; others relate to the organization submitting the proposal. Still others relate to the writer's skills and techniques.

First, the proposer, i.e., the project director and submitting institution, must have credibility. Have you conducted other projects? Do you have a "track record"? Are you an eligible applicant? Have you done the basic planning to see how this program fits with your overall goals? An agency should not go after money just because the money is available; the project being sought should be part of long-range program planning of the agency. Best results are usually obtained when each grant builds on prior activites (in fact, relating new projects to old activities is a good strategy—it demonstrates a track record and indicates that you are not an opportunist seeking money just because it is there).

Be sure staff know the rules of the funding

Illinois Parks and Recreation 4 November/December, 1977

game. Not everyone can be a winner each time; sometimes you will need to designate certain areas as demonstration sites. This will cause uneven distribution of resources and publicity. Some people will need released time to write grants and/or to travel. Some people may not want any part of the funding game. Get this information and be sure all staff know what is going on. The deadline rush on many grants precludes involvement strategies and meetings on all grants. Staff need to know in advance and be part of the team from the outset.

If you or your agency meet the prior requirements, you are ready to start on your proposal. Let's revies some steps necessary in development of the proposal itself.

1) Is your idea within the scope of the law, regulations and guidelines?

2) Be sure you adequately assess the need for the project or identify a critical problem which needs attention.

3) Conceptualize and state program objectives. Are objectives within your control, stated concisely and in measurable terms?

4) Determine an effective methodology. If possible, use (and document) an advisory council and/or other involvement of the audience or target group. This group can be helpful in obtaining grassroots ideas of need and of strategy. The project activities must be designed logically to alleviate the problem or need.

5) Design an evaluation closely tied to objectives and methodology and not expensive in relation to the total budget (less than 10 percent). Connect evaluation to needs. A successful program will reduce need factors.

6) The budget must reflect the level of necessary project activity and be realistic relative to funds appropriated. (Don't ask for $100,000 for your project if only $500,000 were appropriated for all programs in the United States).

7) Have a plan for continuing activites once outside support ceases if the project is evaluated as successful.

8) Show institutional commitment and interest by "local support" (staff, released time, use of buildings, reduced overhead, or other such techniques). Relate this to the budget in terms of local contribution.

After the proposal is completed, write a summary to help the reader identify major points. Review your efforts to be sure you have followed the guidelines. Include a Table of Contents. Be sure you have covered all items that will be awarded points in the review process.

Recognize the "impersonality" of bureaucracy. Occasionally, a letter or call to the administering agency will secure information or "vibes" about what is needed. (A personal visit is best).

Remember that the federal government is interested primarily in "seed" money—starting new ideas that, if successful, may resolve a general class of problems. Your project should be designed with replication in mind.

Projects tied to current mandates of Congress are more likely to be successful. Does your program focus on such things as disadvantagement, handicaps, environment, economically depressed, and other major concerns? There is a strong interest in seeing that project results are shared among groups which might be interested in them, so include provisions for dissemination and demonstration activities.

A strategy that has been successful for some agencies include use of a proposal development team. Some proposal guidelines are so technical, and the skills of interpreting guidelines and regulations and of actually completing the proposal document so much in demand, that the agency will obtain the services of a project writer to work with agency personnel who are expert in the content field of the project. This provides a team with project development skills combined with knowledge of the content (and persons) in the field where the grant is being sought.

After your proposal has been submitted, seek feedback. Ask for reviews or summaries of the reviews. Get this information if your effort is successful or if it fails—it may help you strengthen your effort another time.

In the "funding game" there is no substitute for experience and perserverance. Don't be disillusioned by your first failures; keep trying. A baseball team is happy with a .300 hitter. This is a good grantsperson's average too! If you have a good idea, frame it within major priorities. Seek involvement and help. Obtain critical reviews of your proposal from the funding agency. Strike out with purpose. Plan carefully and use strategy. You can't win unless you get in the game. Put pencil to paper and you, too, may find out that you can participate effectively in the "funding game"! Played earnestly, it can provide fun and profit.

(Editor's Note: Dr. Charles M. Achilles. Professor of Educational Administration and Coordinator for Field Services, Bureau of Educational Research and Service (BERS), College of Education, University of Tennessee, Knoxvillc, 37916; Dr. Harriet B. Crump, Director of Elementary and Secondary Education, Shelby County Schools, 160 S. Hollywood, Memphis, Tennessee, 38112 and Ms. Lynda Moss, Graduate Assistant, BERS.)

Illinois Parks and Recreation 6 November/December, 1977