It is the policy of CCRI that all grants pursued by the institution advance the college’s mission and support the strategic plan. It is also the policy of the college that all grants pursued by the institution have the full support of the department initiating the grant. This requires the commitment of the department to fully support the Project Director (PD) in carrying out the proposed project, which includes providing support staff to assist the PD with administrative tasks associated with the project. It may also include identifying space for the project to be carried out and providing financial support for operating costs not covered by the grant. This support is evidenced by appropriate signatures on the “Grant Funding Initiation Form." See the section below for more details about submission. 

Every proposal for grant funding must be built upon the foundation of a clear and significant idea. Your idea should aim to accomplish a specific goal and/or improve specific circumstances. For best results, follow the advice of the following sections.

Choose an Idea that Utilizes Personal Strengths, Interests, and Experience

The process of proposing for and securing grant funding is lengthy, arduous, and sometimes difficult. Success requires extended and focused effort as well as comprehensive knowledge of the subject matter involved. Choosing an idea that aligns with your particular strengths and interests will make the endeavor considerably easier for fairly obvious reasons, especially:

• Familiarity - Time needed for research and mastery of relevant topics is significantly reduced with the utilization of prior knowledge and experience.
• Motivation - Interest (and even passion) in a proposal’s subject matter drives PDs to approach their projects with increased energy.
• Resources - PDs with prior experience in the field of their grant proposal often come into the process with resources (e.g. sources of information, helpful contacts) already at their disposal that facilitate their efforts.

Review Existing Efforts and Works 

It’s highly unlikely that your idea will represent the first effort to achieve related goals and outcomes. Generally speaking, your idea will be built upon prior work. By reviewing and familiarizing yourself with the work of those that came before you, you’ll be better able to hone your idea and bring greater specificity towards your objectives - helping you fill a gap.

Attempt to Fill a “Gap” and/or Address a Challenge

Proposals most likely to succeed address urgent problems and challenges. Here are three ways you might go about identifying viable ideas that fill urgent gaps and address urgent challenges. 

1. Think about daily operations in your area or field of interest. What are the pain points, bottlenecks, or general challenges that impede progress or basic function? Which of these are most significant and/or urgent? 
2. Approach people in your area of interest and ask them the same thing: What are the biggest challenges they face on a regular basis?  
3. Use data and statistics to identify problems and areas that must be improved. Focus on key metrics that present problems and/or aren’t up to standards.

Assess the Value of your Project

Grants are only awarded to projects that are well and well-defined - but especially useful and worthwhile. For this step of idea initiation, try and place yourself in the shoes of someone reading your submitted proposal. Ask yourself the following questions:

• Does your idea align with the mission of the organization from which you are requesting funding?
• Does the gap you intend to fill with your project need filling? 
  • If you successfully accomplish your goals, what will be different? Will your work improve current circumstances or achieve valuable outcomes?
• Compared to other possible submissions and uses of funding, how does your project stand out?
• Is the timing right?

Create a Concept Paper

Once you’ve done the appropriate research and confirmed that your idea aligns with your strengths and interests, fills an important gap, and provides considerable value (especially in the eyes of those you will seek funding from), you’ll be ready to write a concept paper. 

Your concept paper will be used to help you clarify and “flesh” out your idea for yourself and others. It is not yet a formal proposal; there will be ample time for you to add and modify your plans going forward. Your concept paper should contain all of the information necessary for you to comprehensively explain your idea to someone entirely unfamiliar with it. An effective concept paper for a grant proposal idea will contain:

• A clear, effective, and concise explanation of your idea and what you intend to accomplish.
• An outline (or summary) of the gap that you’re trying to fill.
  • • Use the information you found as you researched existing works in your field to properly explain why your idea must be carried to fruition.
    • Describe what’s already been done by others and how your work will improve circumstances and/or achieve significant outcomes.
• A plan for execution.
  • Describe the steps that you will take in order to carry out your project and highlight all significant activities and events.
• Name all critical persons involved with the execution of your project and define their roles.
  • Clearly assign the role of PD, Co-PD, and any others who will be crucial to your project’s success.
• How your outcomes will be measured and evaluated.
  • Identify and describe all metrics that will help you ascertain the success of your project.
  • Make a plan for continually monitoring the progress of your project.
• A budget (estimation of involved costs).
  • With your plan outlined, do your best to estimate the cost of each step. Include any and all costs you can foresee.
• A clear summary of the benefits of your project.
  • With the foundation of everything previously included in your concept paper, explain the lasting effects your plan will have. 
  • Again, be as clear, concise, and effective as possible. 

Seek Criticism and Feedback

Present your concept paper to anyone who can provide feedback - especially your department chair, dean, and colleagues. Use any and all feedback to look at your idea and project from new angles and tweak your concept paper for enhanced clarification and effectiveness. Sponsored Projects is always willing to review and evaluate new projects; contact and make use of this valuable resource by emailing: [email protected] 

With a well-defined and fleshed out idea and plan, you’re ready to identify the source of funding best suited for your project. As previously mentioned, this process will involve reviewing the missions of various sources and aligning your goals to create a compatible match. 

Match Your Project’s Mission with those of CCRI and Funding Source

One of the most critical aspects of a successful project involves ensuring that its goals align with the missions of both CCRI and the appropriate funding source. The aim is to create a symbiotic relationship for all involved parties and find the most mutually beneficial (win-win) situation possible.

As you browse available funding sources, pay close attention to their mission statements. While there may be several options with missions that align with your project’s goals, the best funding source will be the one that provides the closest possible match. 

Use Flexibility to Your Advantage

Ideally, your project’s original goals will be a perfect match with the missions of both CCRI and a great source of funding. Unfortunately, this often proves difficult. In this case, it may be optimal to alter your plan slightly in order to create the best possible match. For this reason, consider being flexible - to an extent. The aim isn’t to compromise your vision, but to make adjustments to your project plan (if necessary) to ensure that your proposal is as attractive as possible to the funding source.

Funding Types

Sponsored Projects refers to grants specifically as Federal, State, or Private Grants. Each of these terms refers simply to the source of the funds given to the recipient. Both Federal and State Grants fall into the broader umbrella of “Public Grants.”

For clarification, here are brief definitions of public and private grants along with some of their more significant benefits and drawbacks (from an applicant’s perspective):

(NOTE: The benefits and drawbacks listed are not concrete or true across the board; they are statements that are generally true more often than not.)

Grant Type	Public Grants Provided by U.S. (or state) government entities	Private Grants Provided by non-government organizations, foundations, and other private entities
Benefits	Increased sums of money available for grants. Greater oversight, useful especially if any problems arise.  Increased availability and access of assistance from staff.	Decreased regulations. Fewer authorizations needed. Quicker and easier processes. Fewer applicants, which may mean higher success rates.
Drawbacks	Stricter regulations and guidelines Longer processing time.  High stakes for success and failure.	Fewer funds available. Greater difficulty accessing help. Less assurance of quick and easy resolution (if problems arise).

 

Pre Award Assessment Tool

Faculty and staff can use the Pre-Award Assessment Tool to evaluate whether pursuing a grant is the right next step for a particular funding opportunity. This tool helps weigh potential benefits against effort and risks, ensures alignment with CCRI’s strategic goals, supports compliance management, and aids in the effective allocation of resources across all sponsored projects college-wide.

As stated previously, the grant development process is both time-consuming and labor intensive. Please ensure that the college has sufficient time to submit the grant in accordance with funding source deadlines. If there is not sufficient time to submit a comprehensive proposal, the request to pursue the grant may be denied even if the project is worthwhile. 

In the event of an award, the Project Director (PD) will have responsibilities to the college and the funder both in “pre-award” (before the proposal is awarded), and in “post-award” management. The PD is the primary person responsible for executing the project, managing expenditures within the budget, and achieving the results proposed. This includes writing the proposal, developing the budget, satisfying cost sharing requirements, submitting reports, purchasing goods and services, and remaining in compliance with federal, state, and the funding source’s policies. 

Drafting the Grant Proposal 

With your concept paper and an appropriate source of funding identified, you’re ready to draft your grant proposal. It is imperative to provide a link between the mission and priorities of the funding source and the project CCRI is proposing. The format and information for grant proposals varies significantly from grant to grant, however, all of the information you need will be available from the funding source. You should be able to find the required documentation for submission. Most submissions will require:

• Abstract (or Executive Summary)
  • Usually a one page overview of your project plan that summarizes your project’s goals.

• Narrative (or Technical)
  • The project plan often includes organization overview, project activities, project relevance, the project management team, and indicators for success. The proposal should clealry identify a need, outline the programmatic and budgetary steps it will take to address that need, identify the population to be served, and delineate the benefits that will result. The statement of need should be supported with statistical data, such as best practices in the field, employment projections, graduation rates, etc. 

• Budget
  • The proposal should include a budget and budget narrative, detailing how much funding is needed and how the money being requested is going to be spent. A well-prepared budget justifies all expenses and is consistent with the proposal narrative and the Code of Federal Regulations (CFR) Part 200 – Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards. This section should also include what, if any, resources CCRI is committing to the project (cost share). 

• Logic Models (Inputs + Project = Output)
  • Systematic and visual method of presenting and sharing your understanding of the relationships among the resources you have to operate your program, the activities you plan, and the changes or results you hope to achieve.

• Project Timeline/Management Plan
  • This could be presented in the form of a Gantt chart, projected milestones, Key Performance Indicators, etc.
    
    
• Evaluation and Sustainabiliy Plan 
  • This should explain how performance results will be measured. Describe the plan to sustain the program, including budget details, after the term of the grant ends.

• Resumes or CVs
  • For all significant persons involved, including PD, CO-PD, and any named individuals in the application.  

Even if not explicitly required by the funding source, each of the above project design attributes contributes a necessary and comprehensive look at your grant proposal. It is highly recommended to include these materials in your grant application, if allowable, even when not specifically requested by the funder. 

In addition to the sections listed above and other information required specifically by your funding source, your proposal should address the following questions:

• What are your project’s goals and objectives and how will you complete them?
• How will the community benefit from your project?
• How will you evaluate project effectiveness?
• How will you alter project objectives when necessary?
• What types of positions and materials are required? 
• How much money do you need to accomplish the objectives?
• What are the costs to the college - both financial and otherwise? 
• Will IT be able to provide any necessary support?
• Would you need to coordinate with Physical Plant/Facilities to ensure any needed building alterations (electrical wiring, ventilation, etc.) can be made?
• How will the project be sustained when the grant ends?
• Why have you chosen to submit this proposal to this particular funder? 

Develop SMART Goals and Objectives

As you develop your proposal, you should be continually evaluating your project and its goals. Asking yourself the questions in the above section will keep you on track. Additionally, you should view your proposal objectively and ensure that it is SMART: Specific, Measurable, Achievable, Relevant, and Time-Bound.

• Specific: State specifically what you intend to accomplish (who, what, where, why).
• Measurable: Describe your evaluation plan, including the qualitative and quantitative measures being used to demonstrate success in projects’ goals and objectives.
• Achievable: Describe your organizational capacity (experience, expertise, resources, leadership, staff, partners, and other factors) ability to accomplish the proposed project.
• Relevant: Describe in detail how the proposed project’s goals and objectives are relevant to the mission and priorities of the funding source.
• Time-Bound: Provide a detailed timeline that includes benchmarks and deadlines for the proposed project goals.

Pay careful consideration to the value of the grant you’re pursuing in contrast to the time and effort that will go into securing that grant. There have been many instances in which groups have collectively spent hundreds of hours applying for smaller grants. In such cases, it is often more prudent to forgo applying for a grant altogether.

The budget is the backbone upon which the proposal rests.  Without sufficient money, no project can operate successfully. Grant project budgets must be all-inclusive and provide adequate funding not only for salaries and fringe benefits but also for operating expenses such as supplies, travel, and indirect costs. Grants are charged indirect costs in order for the college to recoup costs that are not charged directly to the grant such as electricity, facilities maintenance, and fiscal management. The Grant Budget Workbook (GBW) provides a line for indirect costs. If matching funds are required by the funding source, the source of these funds must be identified and approved prior to proposal submission. 

In order to assist the PD in the development of a sound and balanced budget, a Microsoft Excel workbook is used. The GBW includes a number of different worksheets that provide a template to use to create the budget. Using the GBW will save time, reduce the need for budget revisions or corrections, and provide the basis for internal review. This workbook contains internal prompts and protected formulas to help in developing a sound budget. From this workbook, the PD can then complete the specific budget forms required by the funding source. The PD, or designee, must become fully acquainted with and skilled in using Microsoft Excel to avoid errors such as inadvertently erasing formulas when entering data. The Workbook contains the following worksheets that will allow the PD to build a budget item by item, including salaries, fringe benefits, and all operating costs:

1. Grant Summary
2. Full-Time Personnel, non-faculty (including fringe benefits)
3. Part-Time Personnel (enter overtime for full-time employees here)
4. Full-Time Faculty
5. Student Personnel
6. General Supplies/Services
7. Travel
8. Repairs and Rentals
9. Other Supplies and Miscellaneous
10. Capital Equipment/Software
11. Cost Share Salaries & Fringe Benefits
12. Operating Cost Share

If the funding source requires an institutional cost share (aka "match") as part of the overall budget, then the proposal needs to identify the plan to provide the contribution, including departmental accounts that will be used. A cost share that is being identified only to demonstrate the college’s support of the project, but is not a requirement of the funding source, should not be included on the matching worksheets in the GBW.

As part of the development of the grant proposal budget, estimates should be obtained from vendors for services, supplies, and equipment to be purchased with grant funds. These details should then be recorded in the GBW. The Purchasing Department can provide assistance with pricing estimates.

The GBW simplifies budget preparation and assists the PD in building a sound budget inclusive of the many items needed to conduct a successful project.  Many grant applications lose points in the review process because they lack supporting detail in their budgets; using the GBW should reduce the likelihood of that happening. 

Hyperlinks have been included in the GBW that will enable the PD to move from the Grant Budget Summary Worksheet to the various line items in the GBW and return to the Grant Budget Summary Worksheet.

It is strongly recommended that you schedule a training session with the Sponsored Projects before starting so that you may better understand the workings of the GBW and to ensure you have the most recent version of the file for the most up-to-date rates and calcuations.

Please note that some cells on the various worksheets appear in red in the electronic file when viewed on your screen.  These cells contain formulas to calculate the appropriate amounts.  Do not try to type information into these cells, as the information in them is automatically calculated from other data that have been entered in the worksheets.  In certain instances, a formula may need to be deleted from a cell when an amount should not be budgeted for a specific item.  In that case, contact Sponsored Projects for assistance in modifying any protected cells.

In order to initiate this review process of your grant application, please complete the Grant Funding Initiation Form. The PD needs to allow sufficient time for internal review and approval. The proposal, including the budget, must undergo a thorough review and receive the necessary approvals before it can be submitted to the funding source. This process can take several weeks, especially if changes or clarifications are needed within the proposal.

The Grant Funding Initiation Form is designed to provide a basic overview of the purpose of the grant, identifying goals and outcomes, equipment and space needs, and other requirements that could impact the college’s ability to support the grant activities. It is the policy of the college to pursue only grants that can be adequately supported by the institution. 

Complete the Grant Funding Initiation Form in as much detail as possible. Being thorough will assist the internal stakeholders in making an informed recommendation. Questions about completing the form may be directed to Sponsored Projects. The form, submitted via DocuSign will collect all required signatures, including departmental leadership, Office of Institutional Advancement, and Administration and Finance.

It is the responsibility of Sponsored Projects to follow up on all grant awards, requests for modification, or denials from the funding source, and to serve as the primary intermediary between the college and the funding source on these matters. It is essential that the PD forward all information from the funding source to Sponsored Projects to avoid problems that might result in start-up delays. Failure to convey relevant project or budgetary information can result in fiscal errors, for which the PD’s department could be held responsible.

Notifications of grant approvals or denials and any original contractual documents should be forwarded to Sponsored Projects if received by any other office, which is often the case. Notification is often via mail or email. If the notification is received by Sponsored Projects, the team will notify the PD, the PD’s supervisor, and all internal stakeholders of all outcomes.

Award Approved with No Changes

If the funder has approved the proposal with no changes, the Division of Administration and Finance or OIA will review and process the grant agreement, dependent on the funding source. If the agreement is approved by an authorized signatory, Sponsored Projects will then submit the fully signed grant agreement to the funding source and send copies to the PD.

Please note: Legal review of the grant agreement may be necessary by the college’s General Counsel. If legal review is necessary, the review could take several weeks.

Award Approved with Changes

If the funder has approved the proposal with changes, Sponsored Projects will determine whether it is necessary to convene a Grant Priorities Committee, whose membership will include the AVP of OIA, the Controller, and other key stakeholders impacted by the grant. The purpose of this Grant Priorities Committee will be to ensure a smooth transition into the project activities and ensure compliance. 

The Grant Priorities Committee may convene to clarify or discuss any ramifications as a result of contract negotiations or the amount of award. For example, if CCRI submits a proposal requesting funding for three initiatives totaling $1.8 million but the funding source awards just $710,000, the Grant Priorities Committee would convene to discuss how the budget would be revised.

The PD is responsible for initiating budget revisions when it is determined that a modification is necessary. The specific changes need to be identified from any documentation received and should be incorporated into the Grant Budget Workbook. Contact Sponosred Projects for the most recent version of the Excel Workbook as updates occur each fiscal year and changes may have occured during the internal review process. The goal is to facilitate any required revisions in a timely fashion so that accurate budget information can be loaded into Banner.

Save the Excel file with a new name that includes the grant name, revision number, and the date so that all modification files can be easily identified from the original. Make all changes to this new file. Once the workbook is updated, any funding source-specific budget forms also need to be revised to reflect the new budget totals. This will ensure complete and accurate documentation. Please send the revised workbook and any completed forms to your Grant Priorities Committee for review and approval.

Proposal Denied Funding

In the event that CCRI is notified that it has not received an award, Sponsored Projects will determine whether it is necessary to schedule a meeting to discuss the decision based on the source of the funding, i.e., Federal, State, or Private.

When applying for federal or state government grants, each section of the application is typically worth a certain number of points. Readers are asked to assign each section a numerical score (e.g., the quality of the comprehensive development plan is worth up to 25 points), and then justify this score by commenting on the strengths and weaknesses of that particular section. 

If applicable, Sponsored Projects will request a copy of the readers’ comments and distribute them prior to the meeting. Meeting attendees can then discuss the strengths and weaknesses, and how the application can be, or could have been, improved as a result of that feedback. Because private foundations are often understaffed; they may not have the manpower to provide feedback on grant proposals. Therefore, the discussion surrounding their decision should focus on reviewing the Foundation’s mission and guidelines and how closely the proposal was aligned with them.

Following the meeting, attendees should come to a consensus regarding where the proposal was weak and what could have been done to improve it. This will aid in developing a proposal for resubmission in the next grant cycle held by the funding agency, or applying to a new source of funding, and improving the college’s chance of receiving funding in the future.