The document provides an overview of a workshop on Aboriginal grant writing. It discusses identifying problems and target populations, developing project profiles, finding potential funders, and key components of grant proposals such as establishing nonprofit status. The agenda covers starting with a problem, organizing projects, interpreting requests for proposals, and developing effective written proposals.
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Effective Grant and Proposal Writing
1. Aboriginal Grant Writing
INFONEX
Montreal,
Maritime Hotel
May 8, 2012
CG Hylton & Associates Inc.
Chris Hylton
800.449.5866
Email info: chris@hylton.ca
3. Vision without action is a
dream. Action without vision is
simply passing the time.
Action with vision is making a
positive difference. ~ Joel
Barker
4. Agenda
Where do you begin? What problem will
you solve?
Organize project & define target
population
Finding funds, Corporate, Foundation,
Provincial and Federal
Interpreting a Request for Proposal
(RFP)
Developing the written proposal
Bonus Project Mgmt / Vol Committee
Building Community: One Project at a Time!
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5. How Can We Help You?
What Are Your Needs?
1.
2.
3.
4.
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7. Overview
“Grant seeking is not a dance
that is done with the grant
maker. It is not a mating
ritual in which a certain
number of head bobs and
feather fluffing attract a
partner; Building Community: One Project at a Time!
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8. Overview
Noris it a private club where if one
knows the right name and secret
handshake she is in the door.
Itis better than that! It is a negotiation
in which thorough analysis, skill in
problem solving, professionalism in
design and old-fashioned efforts are
rewarded”.
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9. Overview
Funders have as much difficulty giving
away their money to groups that
closely meet their criteria, as Groups
like you have in obtaining the funding.
True or False?
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10. Grant Writing vs. Fundraising?
What is the difference?
Give examples
What
have you done in your
community?
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11. Grant writing vs.
fundraising
Grant writing Fundraising
Requires: Requires only:
Needs analysis and Problem definition
problem statement Only a letter, phone
Written proposal call or meeting, as
opposed to a written
Is specific to a
proposal
Request for
Proposals (RFP) Benefactor or donor
Each proposal (even One letter to multiple
for same problem) agencies
will be different
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12. Where to begin?
To attract funding, the project MUST solve a
problem
This is the starting point-NOT looking for
funding sources- BUT identifying the problem
Ifyou are only looking to fund a project that
doesn‟t necessarily solve a problem, try
fundraising.
Ex. Acquiring monies to build a swimming pool at
a community center.
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13. The Problem
Grant seeking begins with a problem
Theproblem is the match or
connection between the organizations
(grant seeker and the grant maker)
Grantmakers award grants to solve a
problem
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14. Problem Statement- Broad
Statement
What is your organization or
community‟s broad problem?
Example:
Low test scores
Low graduation rates
High teen pregnancy rates
High youth suicide rates
Other?
Other?
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15. Problem statement –
Real Problem
What is the real problem?
Example:
Broad Problem – low test scores
Real Problem – lack of motivation,
absenteeism, lack of parental support, poor
tests, poor teachers, poor facilities
Your
proposal should address REAL
PROBLEMS!
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16. Identify the Problem
Broad Problem – low test scores
Real Problem: can have multiple reasons
lack of motivation
absenteeism
lack of parental support
poor tests
poor teachers
poor facilities
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17. Identify the Problem
Step 1: List broad problems
Step 2: Choose a broad problem and list the
causes
Step 3: Cross out causes that cannot be
changed or fixed by your organization
Step 4: Circle any of the causes that your
organization has a direct
relationship with
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18. Identify the Problem
Step 5: Group causes that are closely
connected, similar problems
may need the same solution
Step 6: Choose
Step 7: Specify the target population
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19. Target Population
Identify
the population you want to
direct your proposal to
Be as specific as possible
i.e.: females – age 20-25, single, living at
home, makes $$$, works in an office, etc
Identify
the population most at risk for
the problem
Look for disparities
i.e.: high school drop out rates increasing,
how can we reduce this?
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21. The Solution
Your project should be a solution to the
real problem
Something feasible and where the solution
is realistic and achievable
There are always multiple solutions!!!
To determine the best solution
Conduct search of best practices (research-
based)
Be prepared to defend innovative approaches
Doesanyone have any ideas or
suggestions to add?
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22. Horse Trading
Know as much as
you can about your
targets or potential
Building Community: One Project at a Time! CG
funders
Make them
participants
Find out who is who
Hylton
in your targets
What are you willing
to give in exchange 22
23. What’s a Great Idea ?
One that SITS
Solves a problem
Important … will make a difference
To group involved
To sponsor and public
To you & Band
Short-term investment by sponsor
will lead to long-term gain for
stakeholders
* adapted from Fischer and Zigmond (2000) Building Community: One Project at a Time!
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24. Proposal: Key Components
Great
idea
Effective
presentation
If either are missing, you have a problem!
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25. Organizing the Project
All
projects can be broken down into
the following main steps:
Investigate resources
Gather necessary tools
Put the project together
Implement the project
Evaluate the project
Strategically manage the project
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26. You Need a Planning Committee
This group can participate by conducting
research, brainstorming project ideas and
developing future partnerships
Utilizeindividuals from inside AND outside
the organization to conduct research
Look for individuals competent and
comfortable with research and proposal
development
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27. Developing a Project Profile
Step 1: Identify project ideas
Step 2: Narrow down by reviewing best
practices
Step 3: Write down the main steps
Step 4: Write down the key activities to
accomplish the main steps
Step 5: Write down the results and benefits to
utilizing this project idea
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28. Project Profile
Utilizing the previous steps, develop a
project profile
Include
The Broad Problem
The Real Problem
The Target Population
The Project Summary
Project idea, main steps, activities with each
step, the results and benefits
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29. Project Profile
The Project Summary identifies the
following:
Equipment needs
Materials needs
People (staff) needs
Supplies needs
Facilities needs
Duration in years or parts of years
Funding needs
Potential Project Partners
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30. Finding a Funder to
Match Your Project
Four types of funding:
Federal
Provincial
Foundation
Corporate
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31. Federal Funding
Ifyour project serves people in a large area
(provincial or region), start your research
with the smaller area then progress to
national-level foundations
Ifyour project can be a model program
throughout the nation for other
organizations like yours, start your
research at the federal level and then
progress to national-level foundations
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32. Federal Funding
Government requires that applications
for funding include the following
information:
A brief organizational background
A description of the organizations
governance structure
A list of signing authorities for funding
agreements
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33. Federal Funding
A description of the objectives/goals of
the proposal
E.g.
to strengthen outreach to
Northern and/or remote communities
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34. Federal Funding
A detaileddescription of the activities
to be accomplished for the proposed
objectives
A detailed description of the expected
results to be achieved by the
proposed activities
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35. Federal Funding Residential
School
E.g. it is expected that 500 people will
be in attendance at the workshops, of
which 300 are expected to be survivors
Ensuring that Aboriginal survivors of
these communities will be informed of
the programs and services available
under the Indian Residential Settlement
School Agreement
Resultingin increased participation in
the Independent Assessment Process
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36. Federal Funding
A detailed
cost breakdown/budget of
the proposed activities
E.g.
provide a cost breakdown for
each salary position to be funded
E.g.
cost breakdown for all travel
costs, workshops costs, administrative
costs, etc
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37. Federal Funding
Expected cash flow, based on the
monthly cash-flow requirements to
operate the project, including the
timing of payments
A detailed
description of how the
proposed project would further the
program's objectives
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38. Provincial, Corporate and
Foundation Funding
Ifthe project can only be a model program for
those in your province and does not apply to
others in the nation, start with provincial
foundations and provincial and local
resources
Ifthe project relates specifically to improving
services to your community, start with local
corporations and local foundations
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40. Partnering
RESEARCH!!
Learn about their finances and their
image
Know who you are getting into the
boat with
Takesa second to form an alliance
and years to build trust
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41. Examples of Partnerships
YMCA
http://www.ymcacalgary.org/en/documents/
in-your-
community/aboriginal_dc_poster.pdf
Aboriginal Programs: Day Camps for
children, Active Life, and 7th Generation
Canadian Tire
Sponsorships for children and sports
sponsorships@cantire.com
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42. Network Building
Buildallies and partnerships among
Non-Profit Organizations, Non-
Governmental Organizations, and
private sector
All
competing for the same funding will
cause duplication of workforce, training,
and equipment
Go for the gold together
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43. Use of a Champion
What is a Champion? Any ideas please?
Do you have a contact within the foundation?
Do you or any of your colleagues know any
of the founders, board members or
trustees?
If
you have a fundable project, the insider may
become your champion
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45. Exercise One
The Association XYZ is a large organization that
helps raise money and create awareness for
disease ABC. The Association believes they‟re
having issues with funding. They believe this
because of the fact that they have low participation
in events and low contributions
What is the main problem?
What is the target audience?
What is the solution?
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46. Finding a Funder to Match
Your Project
A project
MUST address a problem in which
the funder is intensely interested
An organization must be eligible for funding
by the grant maker
Grantmakers must donate to organizations
with an appropriate tax status or they will be
required to pay taxes on the funds they
have donated
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47. Eligibility Requirements
Grantmakers generally will provide
funding only to tax exempt
organizations
Not for profit organization
Charities
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48. Establishing Nonprofit Status
Steps:
File the certificate of Incorporation
Select individuals to serve on the Board
of Directors
Develop vision and mission statements
Establish bylaws and board policies
Obtain an employer identification
number
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49. Nonprofit Status, cont.
Open a bank account and establish
cheque signing procedures
File for federal tax exemption
Follow provincial and local nonprofit
regulations
Find office space and obtain office
equipment
Recruit staff and prepare personnel
manual
Establish a payroll system and procure
necessary insurance coverage
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50. Or
Simply alter the mandate of an
existing non profit or charity in
community
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51. Researching Federal: Funding
Sources
Federalfunding sources are divided into
two broad categories:
Project grant programs – provide
competitive funding to selected organizations
Meant to supplement, NOT replace
Formula grant programs – allocations of
money to provinces in accordance with a
distribution formula
Ex. High infant mortality, grant would help reduce
the rates by funding better health care
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52. Researching Federal
Funding Sources
Utilizing
the Project Profile:
Elaborate and discuss the specific issues
addressed by your project
Ex. Issues addressed by a reading program
Curriculum development
school students
Reading
Literacy
Development of teaching materials One Project at a Time!
Building Community:
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53. Researching Foundation Funding
Sources
Four types of foundations:
Independent foundations – Family foundations
Nickel Foundation
Company Sponsored foundation
McDonald‟s Foundation
Community foundation
Focused on the community in which they are located
Operating foundation
Fund only programs that they administer to
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54. Researching Foundation
Funding Sources
Step 1: Choose a target project
Step 2: Search the Foundation Directory
(reviewing profiles)
Step 3: Choose 5-10 Foundations that most
closely match your project
Determine if you are eligible and have a dollar
match
Determine if your project matches the
foundation‟s objectives
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55. Researching Foundation
Funding Sources
Step 4: Write to the Foundations you
have chosen
Request the following information: (include
a self addressed stamped envelope)
Annual report
Guidelines for proposals
Newsletter
Information about past awards and awardees
Areas of special interest and support
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56. Researching Foundation
Funding Sources
Step 5 : Organize your information
Electronic database include the following
information:
Foundation name, address, telephone number
Contact person and title
Special areas of interest
Matching project title(s) and description
History of contact (# of letters and/or calls)
List of information received from the
organization
Record of last date file was updated
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57. Researching Foundation
Funding Sources
Step 6: Analyze information and narrow
choices
Use the following:
Foundation‟s proximity to your organization
History of funding your type of program
Range of awards
Foundation‟s objectives (do they match your
project/program)
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58. Researching Foundation
Funding Sources
Step 7: Do more research
Investigate who the foundation has
funded previously
Generally available on request or on
website
Important because:
Have they funded the same
organization for ten years in a row?
What are the chances that they will fund
your organization?
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59. Researching Foundation
Funding Sources
Step 8: Secondary research
Use on-line resources to search for
newspaper, professional journal and
magazine articles on your targeted
foundation
Search the Foundation‟s website
Step 9: Review the RFP and prepare
proposal
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60. Researching Corporate
Funding Sources
Corporate
funding is limited to:
Companies with major main offices in
your community
Companies with branch facilities in your
community
Companies with a history of funding in
your province or location (regardless of
whether they are located in that location)
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61. Researching Corporate
Funding Sources
Step 1: Choose a target project
Step 2: Search Industry Directories for Prospects
Province, business or manufacturing directories
Dun & Bradstreet business and industry directories
Ward‟s business directories
Who‟s Who
Dialog Information Service databases
Canadian Subsidy Directory 2010 www.grantscanada.org
The Big Online
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62. Researching Corporate
Funding Sources
Step 3: List 5-10 Corporations that seem to
be a good fit and record their contact
information
Step 4: Find and use a Champion
VERY IMPORTANT!!
Poll your staff to find out if anyone knows
anyone who works for the corporation or sits on
the board that can be your Champion
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63. Researching Corporate
Funding Sources
Step 5: Develop a plan of action on
contacting the Champion
What information about the project will be
presented at the time of initial contact?
Who is responsible for gathering information
for the initial meeting with the champion (s)?
Specifically, what do we want the organization
to do for us?
What do we want the potential Champion to do
for us?
Who will make the initial contact with the
Champion?
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64. Researching Corporate
Funding Sources
Step 6: Gather additional information
Either by letter, through the Champion or
by telephone request:
Annual report
Newsletter
Public relations or marketing pieces
Organizational chart
Website address
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65. Researching Corporate
Funding Sources
Step 7: Analyze the information
What about the project might interest the
company?
Why should the company want to support
the project?
What are the benefits to the company in
supporting the project?
What evidence will you be able to show
that the company‟s support and
investment were worthwhile?
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66. Researching Corporate
Funding Sources
Step 8: Revise the project
Step 9: Develop a proposal outline
Corporations do not put out Requests for
Proposals
Work with the Champion in developing
this outline
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67. Researching Corporate
Funding Sources
Step 10: Make telephone contact
IMPORTANT to be clear and concise
Introduce yourself and provide a brief
description of the project and support
needed from the company
Request an appointment to make an oral
presentation
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68. Researching Corporate
Funding Sources
Step 11: Revise the project according to
feedback from corporate contact
person
Step 12: Make an Oral Presentation
Prepare a one-page summary of your project,
including a specific description of the support
requested
Prepare the Champion to accompany you (by
ensuring that person is familiar with the project)
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69. Researching Corporate
Funding Sources
Step 13: Make an Oral Presentation
The presentation should last no longer than fifteen
minutes and should follow:
Discuss your organization – 1-2 minutes
Discuss the problem – 1-2 minutes
Discuss the solution (your project) – 5 minutes
Discuss the need for support from the company
– 2 minutes
Discussion
Call to action (what are our next steps) 3-5
minutes Building Community: One Project at a Time!
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70. Researching Corporate
Funding Sources
Step 14: Develop a full proposal
Step 15: Hand deliver a professionally
“packaged” proposal within 10 days
after you meeting
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71. Researching Province and
Local Funding Sources
Provincial resources are often the most
difficult to find out about because the
funding is constantly fluctuating
Provincial
offices that release competitive
Request for Proposals include:
Department of Health
Department of Social Services
Department of Education
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73. Exercise Two
In pairs describe the proposal challenge your organisation has and
identify the „champion‟ among your team. List strengths and
weaknesses of everyone in your team and decide who would be the
best advocate. You are going to be the champion for your specific
proposal.
Why did you choose the champion you
chose?
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74. Be Honest
Be
truthful about capabilities and
weaknesses (prior and current)
Forexample: Likely readers already
know if your board all disagreed last
year, so take accountability and learn
from it
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75. Case Study
A non profit group hired a social
worker who acted unprofessionally
and unethically
Actions damaged reputation of local
group
It‟sknown his references were not
verified and he was in fact
unregistered with a college
Intheir hast to hire they overlooked a
fundamental policy – licensing
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76. Researching Provincial and
Local Funding Sources
Step 1: Search province Directories of
funding sources
Step 2: Network with provincial
Organizations
Find out which Departments will be
releasing an RFP and get on their mailing
list
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77. Researching Provincial and
Local Funding Sources
Step 3: Network with professional
associations
Grant seekers services or training
Step 4: Network with community
organizations
Both to learn of provincial funding
opportunities and for future funding
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78. Researching Provincial and
Local Funding Sources
Step 5: Network with other grant
seekers
Step 6: Keep up with current events
Funding follows problems
Regularly review provincial & local
newspapers and professional journals
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79. Analyzing an RFP
Step 1: Thoroughly review the RFP
Step 2: Develop three outlines
Hot Buttons outline
Content outline
Publishing requirements outline
Funders will often conduct a first review.
If information requested in the RFP is not
included in your proposal or their
instructions on publishing have not been
followed, your proposal will not make it
past this stage!!!
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80. Analyzing an RFP
Step 3: Keep a list of questions
It is best to develop a list of
questions
This will prevent you from calling the
contact person multiple times
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81. Be careful of your first
steps into anything!
Time for lunch!
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82. Hot Buttons Outline
Hot buttons are:
Topics that are strongly encouraged in the
introduction and overview of the RFP
These may be best practices or
activities that are strongly encouraged
Facts or instructions
Ex. Length of project, size of budge, etc.
Hot buttons will often be mentioned more
than once!!
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83. Proposal Content Outline
Proposal content includes all items to be
included in the proposal, their names,
order and what should be included in
each item
Referto a section the same way as the
funder
Ex. If the funder refers to a calendar as a
timeline then you should refer to it as a
timeline
Advantage of having an outline
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84. Proposal Content Outline
Follow the order that is requested in the
RFP
Ex. do not place a needs assessment ahead of
the program description if that is not how the
funder has requested it
Onlyinclude the information requested in
each section
Funders are looking for concise, well organized
proposals
Specific
target market has been
decided on Building Community: One Project at a Time!
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85. Target Audience
Once you decide on a funder:
CONNECT with the actual grant
consultant!
This person or the board will approve or
deny your proposal!
Make sure you read over everything
Then ask questions about the criteria,
layout, what needs to be done when, etc!
Not a single question is EVER considered a
stupid question!
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86. Target Audience
Create a proposal that targets a
specific audience
Don‟t
generalize! Then companies
know that you‟ve sent out this
proposal mass email!
Changingand specifying shows the
company that you‟ve researched them
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87. Publishing Requirements
Outline
A publishing outline should include the
following instructions:
Page limitations
The appendix is only for information requested
by the funder or for data that will strongly
enhance your proposal
Margins and fonts
Paper, binding and number of copies
Page numbering and table of contents
Deadlines
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88. Review
We have:
Identified the Broad Problem
Identified the Real Problem
Outlined the Project
Discussed how to research and find a
funder
Discussed how to review and outline an
RFP
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89. Beginning of Project
Startby getting support (letters or
funds) from politicians, groups, and
private companies at the beginning of
the project (after deciding on the
problem and what the solution should
be)
Make sure they relate to your problem
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90. Developing the Written
Proposal
Before writing begins, elaborate on
project synopsis:
Step 1: Rewrite the project outline with the
new information that you have received
Step 2: Establish a time frame on all
activities it takes from receiving funding
through final evaluation
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91. Developing the Written
Proposal
Step 3: List the human resources
needed
List job function, approximate annual or
hourly salary and title
Step 4: List other resources needed
and their cost
List supplies, materials, reference books,
computers, printers, etc.
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92. Developing the Written
Proposal
Step 5: List Facilities and their cost
Step 6: Tally the approximate cost
This is IMPORTANT!! You need to know
how much funding it will take to pay for the
entire project. You will need to provide the
funder the percentage of the total budget
that you are requesting
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93. Developing the Written
Proposal
Conduct additional research on Best
Practices
Review:
Peer reviewed journals
Information from Professional Associations
Recent books and texts
All information should be no more than
three years old!!
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94. Problem Statement
Include in this section of the proposal:
A logical, narrative description of your
problem
Results of local needs assessments
Historical data
Statement of the impact of this problem
Statistical backup and comparisons about
your problem
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95. Problem statement
Tips:
Always relate the problem to your target
population
Focus your efforts towards one well
developed problem
Use statistics, rather than opinions
Quote the funders own research when
possible!!
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96. Needs Assessment
Rates (statistics):
Poverty
Education/literacy levels
Job loss/gain
Crime
High risk behavior
Drugs/alcohol abuse
Single parent households
Always compare National to Provincial to
Local data!
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97. Project Approach
Commonly referred to as:
Project methodology
Project description
In this section, provide a step-by-step
description of your project
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98. Project Approach
Include:
Roles of key personnel
Note the time frame for each step
Justification of your approach
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99. Project Approach
Tips:
Write Goals and Objectives prior to this
section
Have someone review this section to
ensure that it is clear and logical
Mention any advisory board members or
staff whose time and effort will be donated
Building Community: One Project at a Time!
CG Hylton 99
100. Project Approach
Tips:
This section answers, “how do you intend
to do your project”
Utilize best practices research
Be concise!!!
Present solutions to issues in the
proposal prior to submitting
Building Community: One Project at a Time!
CG Hylton 100
101. Project Approach - Constraints
Tips:
Embrace known constraints and tackle
them head on
Constraints force creativity, breed
ingenuity, and trailblazing tactics
Building Community: One Project at a Time!
CG Hylton 101
102. Goals and Objectives
Goals:
Broad statement describing the end result
of your project
Addresses “what” you want to achieve
and “how” you will achieve it
Building Community: One Project at a Time!
CG Hylton 102
103. Goals and Objectives
Objectives:
Needs to be measurable and realistic!
Addresses:
What you will do and how you intend to do it
Quantification of when, for how many, or by
how much
Statement of the results you expect
Building Community: One Project at a Time!
CG Hylton 103
104. Objectives
Impact objectives – assess knowledge,
attitude and behavior shifts
Ex. Increase in modes of HIV
transmission by 7%
Outcome objectives – assess shifts in
rates or population-based statistics
Ex. The teen pregnancy rate for
adolescents 15-17 in Band will decrease
by 7%
Building Community: One Project at a Time!
CG Hylton 104
105. Objectives
Utilizebest practices research to identify
what the shift should be!
Never overestimate! It is always best to
underestimate and to succeed your
objectives!
Itis much easier to prove impact objective
shifts than outcome data
Multiple
factors are generally involved in
outcome objective shifts Building Community: One Project at a Time!
CG Hylton 105
106. Show the before and
after picture
Life is
ever
changing
Building Community: One Project at a Time!
CG Hylton 106
108. Exercise Three
From the problem decided in the First
Exercise. What are the goals and
objectives to reach the solution made?
Short Term Goals?
Long Term Goals?
Objective?
Building Community: One Project at a Time!
CG Hylton 108
109. Dissemination Plan
Include
the following in the
dissemination plan:
Specific dissemination information:
province wide, professional, regional and
national
Discussion of the types of information you
will share
Description of any products that may be
sold
Building Community: One Project at a Time!
CG Hylton 109
110. Dissemination Plan
Tips:
Use existing networks and newsletters
Write articles to publish in professional
journals
When disseminating extensive
information, it is appropriate to charge
copying costs
Building Community: One Project at a Time!
CG Hylton 110
111. Evaluation Plan
Include the following:
A list of the proof of accomplishments
of goals and objectives
Meeting agendas and minutes, results
from tests and evaluations, enrollment
and attendance records, employment
records, committee rosters and internal
reports and memos
Building Community: One Project at a Time!
CG Hylton 111
112. Evaluation Plan
Benchmark your completed goals for the
short term, the long term, and any
significant parts of the project being finished
Evaluation ensures that goals and
objectives are being met in a timely fashion
Goals and objectives need to be altered if
there are any set backs – find out what
works, what doesn‟t
Building Community: One Project at a Time!
CG Hylton 112
113. Evaluation Plan
Include the following:
Accurate financial records that match the
approved budget for the project
Reports should be done periodically to
document project progress and future
plans
Expected publishing dates for these reports
should be produced
Building Community: One Project at a Time!
CG Hylton 113
114. Evaluation Plan
Tips:
Put together an internal evaluation team
Contract with an outside evaluation team
to review process evaluation and conduct
impact/outcome evaluation
Organize the evaluation plan by
objectives
Everything that was addressed in the goal and
objectives section should be measured One Project at a Time!
Building Community:
in the
evaluation plan CG Hylton 114
115. Continuation Plan
Also referred to as a sustainability plan
Include:
Support for your project
Detailed and reasonable action plans for
acquiring financial support for your project
before termination of the funding being
requested
Reference letters of support for future
financial support if project is successful
Building Community: One Project at a Time!
CG Hylton 115
116. Continuation Plan
Tips:
Make a solid and plausible case
Include a plan even if the funder does not
require one
Get letters of support, indicating future
financial support
Show how your organization has
continued projects beyond its original
support
Building Community: One Project at a Time!
CG Hylton 116
117. Budget
The funder will usually want to see the
total project budget and then what
portion of the budget will be covered
by that funder
All resources that are required to
initiate and maintain your program
should be included in the total budget
Building Community: One Project at a Time!
CG Hylton 117
118. Budget
Include:
Human resource costs
Employee benefit costs
Contractual costs
Construction or renovation costs
Administration costs – prepare end of year
report and next fiscal RFP submission
Building Community: One Project at a Time!
CG Hylton 118
119. Budget
Include:
Materials
Supplies
Equipment
Indirect Costs (overhead)
Building Community: One Project at a Time!
CG Hylton 119
120. Budget
Resource Budget
Use a table to
help you organize Personnel
your budget and Technology
the break down of Distribution
budgets for each
Promotion
department/sectio
n Other Services
Total Cost
Building Community: One Project at a Time!
CG Hylton 120
121. Budget
Employee Benefits Costs
Benefits (must be paid in addition to
salary)
Workers‟ Compensation
Health Insurance
Retirement Benefits
Building Community: One Project at a Time!
CG Hylton 121
122. Budget
Indirect Costs
Directcosts – anything directly attributable
to the project
Indirect costs – additional costs
Maintenance, utilities, etc.
The financial department of your organization
should be able to provide an estimate of your
organizations indirect costs
The funder may list a cap on indirect costs
Building Community: One Project at a Time!
CG Hylton 122
123. Budget
In-Kind Funds
Noncash contributions made by you and/or
your partners that include:
Employee time
Full-time use of equipment
Part-time use of equipment such as a copier
Materials
Supplies
Volunteer time
Facilities
Special support services
Building Community: One Project at a Time!
CG Hylton 123
124. Budget
Materials and Supplies
Suppliesare consumables (pencils,
paper, etc.)
Materials are consumables that have
a longer life span (software, books,
etc.)
Building Community: One Project at a Time!
CG Hylton 124
125. Budget
Tips:
In every step of developing your
proposal, assign a cost to everything
Be realistic
Use computer spreadsheets to help tally
costs
MAKE SURE THE BUDGET ADDS UP!
Building Community: One Project at a Time!
CG Hylton 125
126. Budget
Tips:
Be THOROUGH!!!
Do not make up figures (get bids)
Call the program contact person for
assistance in compiling a budget
Be honest about deliverables: locations and
personnel can be found and suitable
High level requirements: accessible location &
person with ? Experience
Building Community: One Project at a Time!
CG Hylton 126
127. Budget Justification
TheBudget justification represents a
breakdown of the total budget
Ex. Total Budget Supplies $1,000
Budget Justification:
$800 paper
$200 pens and pencils
Building Community: One Project at a Time!
CG Hylton 127
128. Budget Justification
Include:
The rationale for each item requested
Formula (s) for each item requested
Items that match the Budget Summary
and the proposal itself
Building Community: One Project at a Time!
CG Hylton 128
129. Budget Justification
Tips:
Should be brief and concise
Cut and past charts and spreadsheets
used to develop budget
Written in bullets
Relate request to the objective it
supports Building Community: One Project at a Time!
CG Hylton 129
130. Management Plan
Include:
Major responsibilities of each key
personnel
Involvement and responsibilities of any
donated and volunteer personnel
Statement of how fiscal management will
be carried out
Description of how the project will be Project at a Time!
Building Community: One
documented CG Hylton 130
131. Management Plan
Tips:
Be brief and concise
Include an organizational chart for your
project and show where the project fits
into your organization
Include a flowchart of project events and
processes
Include a flowchart demonstrating the
lines of communication Building Community: One Project at a Time!
CG Hylton 131
132. Timelines
Include:
Goals and objectives
Time frames for major milestones and
special events
Time frames for major reports and
evaluations
Time frames of important deadlines
Time frames for special requirements
requested by the funder Building Community: One Project at a Time!
CG Hylton 132
133. Timelines
Tips:
Keep it simple
Be sure that time frames are realistic
Match time frames to the body of the
proposal
Plan the work, work the plan, and make
sure it gets delivered on time
Building Community: One Project at a Time!
CG Hylton 133
134. Timelines
Tips:
In the beginning: ignore details early on
Ex. Architects and designers do not plan
the tiles before they make a sketch
Make sure there is plenty of time, start at
least 6 months in advanced before the
deadline
Building Community: One Project at a Time!
CG Hylton 134
135. Project Timetable
Present a timetable for each phase of the
project.
Make sure this follows the funder‟s timeline!!!
Description Start Date to Completion Date
Phase 1
Phase 2
Phase 3
Building Community: One Project at a Time!
CG Hylton 135
136. Key Staff
Include:
Name, title and job function
Position he or she will hold in the project
Summary of skills in relation to project
Experience relevant to project
Education
Awards and/or publications
Building Community: One Project at a Time!
CG Hylton 136
137. Key Personnel
Provide an organization chart and profiles of
the project management team
Building Community: One Project at a Time!
CG Hylton 137
138. Key Personnel
Tips:
Don‟t simply submit a job history
Don‟t include unrelated job credentials
Focus qualifications to perform on this job
Keep to one page
Don‟t wait until the last minute!!!
Building Community: One Project at a Time!
CG Hylton 138
139. Exercise 4
Create a timeline and explain how you would
spend the money in order to solve your
problem.
Have your champion explain what the
problem is, target audience, goals and
objectives, timeline, spending, and the
solution
Building Community: One Project at a Time!
CG Hylton 139
140. Approval
Seek
approval first for your proposal
BEFORE starting on any work
Make sure the proposal meets the
requirements, wants, and needs of the
approval party
Building Community: One Project at a Time!
CG Hylton 140
141. Goals and Objectives
Tips:
Develop a chart and fill it out
Keep the language and sentence
structure simple
Have an outsider read your goals and
objectives to ensure that they are clear
and logical
The goals and objectives should form a
map for your project
Building Community: One Project at a Time!
CG Hylton 141
142. Writing the Proposal
Request for Proposal
Cover Letter
Title Page
Introduction
Executive Summary
Project Summary
Table of Contents
Body
Statement of Assurance
Resource
Appendix
Building Community: One Project at a Time!
CG Hylton 142
143. Cover Letter
Include:
An introduction to your organization
Your purpose for submitting the proposal
Statement of how your project fits with
the grantor‟s program focus
Building Community: One Project at a Time!
CG Hylton 143
144. Cover Letter
Include:
Persuasive statements about the merit of
your project
Appreciation for the opportunity to submit
a proposal
Building Community: One Project at a Time!
CG Hylton 144
145. Cover Letter
Tips:
Keep the letter to one page
Use a professional business letter format
Use a subject line
Building Community: One Project at a Time!
CG Hylton 145
146. Cover Letter
Tips:
Left justify only
The letter should be from the
administrator
Have someone proof read this letter, as it
is the first thing the funder will read!
Building Community: One Project at a Time!
CG Hylton 146
147. Title
The Title is important
It sets the first impression
It is often used to help route the
application to the appropriate reviewers
Keys to success
Informative , Succinct, Interesting
Specify the population of interest
Building Community: One Project at a Time!
CG Hylton 147
148. Title Page
Include:
Identification of the grantor‟s program by
number and name
Deadline (for federal grants the
transmittal deadline)
Identification of the organization to which
the proposal is being submitted
Building Community: One Project at a Time!
CG Hylton 148
149. Title Page
Include:
The title of your project
Identification of the organizations
submitting the proposal
Contact person‟s name and telephone
number
Building Community: One Project at a Time!
CG Hylton 149
150. Introduction
Include:
Brief description of your organization, its
size, makeup and location
Brief description of your service
population and community you serve
Compare your organization and service
community to other communities and the
nation
Building Community: One Project at a Time!
CG Hylton 150
151. Introduction
Include:
A one-sentence description of your
project
Use “hot buttons” in the introduction
Explain what the results of the problem in
terms of impact in the target population
Building Community: One Project at a Time!
CG Hylton 151
152. Introduction
Tips:
Be concise
Be sure the introduction follows a logical,
cohesive sequence
Use the prospective funder‟s own words
to introduce your project
Building Community: One Project at a Time!
CG Hylton 152
153. Executive Summary
Include:
The project title
Contact person for the project and
contact information
Organization‟s official name and address
Building Community: One Project at a Time!
CG Hylton 153
154. Executive Summary
Include:
One sentence statement of the problem
Brief summary description of the project
2-3 sentence statement of the results you
expect
Building Community: One Project at a Time!
CG Hylton 154
155. Executive Summary
Tips:
Make a clear heading for each topic
Write in short and concise sentences
Use bulleted lists where possible
Should be no more than one page in
length
Building Community: One Project at a Time!
CG Hylton 155
156. Project Summary
Include:
A logical and chronological description of
the essence of your project
Any events or components required by
the funder
Explanation for requesting any major
budget items
Building Community: One Project at a Time!
CG Hylton 156
157. Project Summary
Tips:
Be brief, yet descriptive
Write last
As always, adhere to limits
Building Community: One Project at a Time!
CG Hylton 157
158. Table of Contents
Include:
Section headings to all major sections in the
proposal
Subsection headings to important
subsections
All sections named by the grantor
Sequential page numbers on which each
section or subsection begins Building Community: One Project at a Time!
CG Hylton 158
159. Table of Contents
Tips:
Follow ANY AND ALL directions given by
the grantor
Always use the grantor‟s terminology
Make the table of contents reader friendly
Building Community: One Project at a Time!
CG Hylton 159
160. Body
Included in the body:
Budget
Timelines
Details of the project
Other info, not detailed previously
Building Community: One Project at a Time!
CG Hylton 160
161. Statement of Assurance
A signed document that assures the
funding source that you are going to
complete the project you have outlined
in the proposal
Agree to follow the rules set up
between you and the grantor
Building Community: One Project at a Time!
CG Hylton 161
162. Appendix
Include:
Biographical sketches of key personnel
Organization charts
Letters of support
Survey results
Building Community: One Project at a Time!
CG Hylton 162
163. Appendix
Include:
Equipment descriptions
List of advisors and board members
Descriptive information about your
organization
Statistics information
Building Community: One Project at a Time!
CG Hylton 163
164. Appendix
Tips:
When in doubt, CUT!
Put in significant enhancements only!
Only include letters of support that
establish genuine support for your project
ALWAYS ADHERE TO THE FUNDER’S
GUIDELINES AND PAGE LIMITS
Building Community: One Project at a Time!
CG Hylton 164
165. TIPS For the Report
Remember: READ OVER
EVERYTHING
If you have a question about
something then the funder will
definitely have one too!
Don‟t use acronyms, etc., e.g., or
long complicated questions
Keep it detailed and finish the
sentence!
Use point form when you can =
Building Community: One Project at a Time!
easier to understand! CG Hylton 165
166. Resource
Thispresentation was outlined from
the following resource:
Grant seeker‟s Toolkit: A Comprehensive
Guide to Finding Funding
by Cheryl Carter New and James Aaron
Quick
We strongly recommend acquiring a copy of
this reference!!!!
Building Community: One Project at a Time!
CG Hylton 166
167. Follow up for success!
Building Community: One Project at a Time!
CG Hylton 167
168. Pitfalls of RFP’s
Donot mention people, specific
programs, software, and research that
you have NOT THOROUGHLY
investigated
For
example: know price, consent,
and research completed
Building Community: One Project at a Time!
CG Hylton 168
169. Case Study 1
Your needs
Any suggestions?
Building Community: One Project at a Time!
CG Hylton 169
170. What happens if your
Proposal gets rejected?
Building Community: One Project at a Time!
CG Hylton 170
171. Why Proposals Fail?
Topic unrelated to sponsor goals
Unclear problem, objectives, or project
plan - lack of detail
Lack of focus, overly ambitious
Unclear or minimal impact (improve
justification)
Derivative work (been done before,
lacks novelty)
Building Community: One Project at a Time!
CG Hylton 171
172. Why Proposals Fail? (cont’d)
A “fishing expedition”
Descriptive (not analytical; not action
oriented)
Methods inadequate to accomplish goals
or lacks experience/ expertise to execute
plan
Contingentobjectives (must accomplish
#1 before can do #2, etc.) Building Community: One Project at a Time!
CG Hylton 172
173. Why Proposals Fail? (cont‟d)
In
general, if readers feel they are
working harder to read or understand
your proposal than you did to write it,
they tend to get annoyed!
Carelessness (typos, misspelling,
omitted words) are often considered a
harbinger of future careless work on
the project - leaves a bad impression!
Building Community: One Project at a Time!
CG Hylton 173
174. If I Fail, What Next?
No one succeeds with each proposal,
we all experience rejection sometime!
It’s not personal ! You will survive ! Get
over it!
First
proposal (new writer, to a new
sponsor, new program, addressing a
new theme) often fail
Whether your proposal is awarded or
not, you may receive written comments
Building Community: One Project at a Time!
CG Hylton 174
175. If I Fail, What Next? (cont‟d)
If your proposal is rejected and you
receive written comments, read them,
get angry, put them aside for awhile,
and read them again
Contact the reader for
explanations/clarifications – it‟s
important to understand the
shortcomings
Rewrite the proposal, revisions should
respond to the reviews, and
RESUBMIT! Building Community: One Project at a Time!
CG Hylton 175
176. Questions for Contact Person
Are we eligible to apply for a grant
under your program?
May I have a copy of the RFP (current
or last year‟s copy)?
Do you have a past successful
proposal for us to use as a guide?
Write the feedback down!!!!!!!!!!
Building Community: One Project at a Time!
CG Hylton 176
177. Success - The Feast - Celebrate!
Building Community: One Project at a Time!
CG Hylton 177
178. Summary of Workshop
What is the problem you are trying to
solve?
Think up of alternative solutions and
pick one!
Develop a project profile: follow steps
1-5
Target federal, provincial, corporate, or
foundation funding
RESEARCH! 8 Steps
Use a Champion:
Building Community: One Project at a Time!
CG Hylton 178
179. Summary of Workshop
Create a proposal outline
Have a specific target audience
Write a problem statement
Figure out the goals and objectives of
your proposal
Have a connunications and evaluation
plan
Have a continuance plan, a budget,
timeline, and figure out who the key
personnel are Building Community: One Project at a Time!
CG Hylton 179
180. Canadian Government
Subsidies
More than 3,000 subsidies, grants & loans
offered by gov‟ts, foundations, and
associations. Tel 866-322-3376
http://www.grantscanada.org/grants-and-
loans.htm
CD-Rom (Pdf file).............................$
69.95
Printed (430 pages)........................$149.95
1 year database access………………..
$129.95
Please tell them CG Hylton sent you
CG Hylton Associates Inc 180
181. Thank you! Questions?
chris@hylton.ca
800 449 5866
Building Community: One Project at a Time!
CG Hylton 181
182. What we do
Proposal Writing and Workshops
HR and Benefits Consulting
Job Descriptions & Salary Grids
Classification System – (NOC) free & easy
Wellness at Work, Return to Work
Attendance management programs
Workshops on a variety of management issues
Call for a complementary consultation!
CG Hylton & Associates Inc.
800 449 5866 email info@hylton.ca
182
183. Part B:
Managing a new project /
Setting up a volunteer committee
INFONEX
Montreal,
Maritime Hotel
May 8, 2012
CG Hylton & Associates Inc.
Chris Hylton
800.449.5866
Email info: chris@hylton.ca
184. What is a project?
Temporary with a specific start and end
date
Have an end result – deliverable or
something that must be completed or
created
WHAT ARE THE KEY
COMPONENTS OF A
SUCCESSFUL PROJECT?
Building Community: One Project at a Time!
CG Hylton 184
185. Project
Management
Skills
Who is the
Project
Manager?
A person responsible for managing the
project
185
186. Project Manager
Responsibilities
MANAGING A SENIOR PROJECT
IS THE RESPONSIBILITY OF
THE PROJECT MANAGER
Building Community: One Project at a Time!
CG Hylton 186
187. Who is your Manager?
Choices?
Building Community: One Project at a Time!
CG Hylton 187
188. Who are the stakeholders?
Someone who has a negative or positive
impact on your project and can influence
the expectations and deliverables.
Community members, Elders, School,
Faculty and Parents, Non-native
community members
Building Community: One Project at a Time!
CG Hylton 188
189. Who are your stakeholders?
Choices?
Building Community: One Project at a Time!
CG Hylton 189
190. Who is a
Sponsor?
Individuals or organizations who
will provide support or funding for
the project
Someone who has a vested
interest in the project
Example of sponsors:
◦ Provincial Health
◦ Private Corporations
◦ Safeway
◦ Sears
◦ Chief and Council
Building Community: One Project at a Time!
CG Hylton 190
191. Who are your sponsors?
Choices
Building Community: One Project at a Time!
CG Hylton 191
192. Who are the
Team Members?
Individuals who are appointed, selected or
volunteer to work together on the project
(ex: the committee members)
Individuals who have diverse skills and talents
(ex: trainers and students)
Encourage mentoring with team members
during the project (ex: self success)
Building Community: One Project at a Time!
CG Hylton 192
193. Who are your committee
volunteers
Choices?
Building Community: One Project at a Time!
CG Hylton 193
194. Team Organization
Chart
Individual who will provide support or obtain financial
Sponsor funding for the project. Someone who has a vested interest
in the project.
Project Work with the team to develop a schedule and discuss
Manager potential risks. Responsible for ensuring project is
completed on time, within budget, and on schedule.
Individuals appointed, selected or volunteer to work
Team Members together on the project completing tasks or deliverables.
Stakeholders/ Individuals appointed, selected or volunteer to work
Volunteers together on the project completing tasks or
deliverables.
Building Community: One Project at a Time!
CG Hylton 194
195. Starting the Process
Determine and decide what service is being
developed (Horse Culture Program)
Collaborate and clarify the need
Assign or appoint a project manager and
sponsor (team leader)
Gather any information to help understand the
requirements of the project by answering the
what, when, who, why, where and how
questions
Development of the project charter or scope
Building Community: One Project at a Time!
CG Hylton 195
196. What do you need to start the
process?
Any ideas?
Building Community: One Project at a Time!
CG Hylton 196
197. Planning Process
The planning process is to organize and
identify the components of a project to
develop the product or service.
The project manager and the team work
together to write the scope of work,
create a checklist, identify
resources, estimate time to
develop tasks and recommend
major deliverables.
Building Community: One Project at a Time!
CG Hylton 197
198. Who is going to
write the scope of work,
create a to do checklist,
identify resources,
estimate time to develop tasks
and recommend major deliverables.
Building Community: One Project at a Time!
CG Hylton 198
199. Who is going to write the scope
of work statement
WHAT
WHEN
WHO
WHY
HOW
Building Community: One Project at a Time!
CG Hylton 199
201. The Project Charter
◦ Identify project title
◦ Appoint project manager
◦ Who is the customer
◦ Describe the project‟s purpose
◦ Define when the project will start and end
◦ What are the major deliverables
Building Community: One Project at a Time!
CG Hylton 201
202. Who is going to write the Project
Charter
Any ideas?
Building Community: One Project at a Time!
CG Hylton 202
203. Project Checklist
The checklist is a document to record the tasks
and the team will priorize them.
Identify tasks or activities
Put tasks in order of completion
Identify milestones
Building Community: One Project at a Time!
CG Hylton 203
204. Project Schedule
Good planning allows for the project manager to
manage and control the project tasks and
resources
To complete the project schedule, determine the
time for each task and assign
a volunteer who will be responsible
for the task
The project manager should divide up
the tasks and provide an estimate of time to
complete that task
Building Community: One Project at a Time!
CG Hylton 204
205. Project Quality
Ensure stakeholder expectations are
being met by defining processes to verify
and validate successful product
completion.
Understanding the desired outcome the
team can work together to build quality
into the product.
Monitor quality throughout the project.
Building Community: One Project at a Time!
CG Hylton 205
206. Community Support
Grant Writing
Volunteer Development
Community Promotion
Partnership Links:
◦ Chief and Council Development
◦ Rotary
◦ Chamber of Commerce
◦ RCMP, others
Building Community: One Project at a Time!
CG Hylton 206
207. Project
Communications
Develop a plan that answers the following
questions: what, when, who, where and how.
What needs to be communicated?
When does the information need to be
distributed?
Who should receive the information (all
stakeholders)?
Where should the information be distributed?
How and what format should the information be
presented?
Building Community: One Project at a Time!
CG Hylton 207
208. Project Risks
IDENTIFY, DOCUMENT & EXAMINE
PROJECT RISKS
◦ NOT HAVING THE FUNDS FOR PROJECT
◦ NOT HAVING THE DATES LOCKED IN
WITH THE DIFFERENT FACILITIES
◦ NOT ENOUGH TIME TO COMPLETE THE
PROJECT
Building Community: One Project at a Time!
CG Hylton 208
209. Project Procurement
Create a plan to monitor any
changes to contracts that occur
during the project (the venue,
timing, etc.)
The project manager will need to
understand the contract
requirements
At project completion all contracts
are closed
Building Community: One Project at a Time!
CG Hylton 209
210. Monitoring and
Controlling Process
To monitor and manage changes against
the project‟s objectives, review the scope
statement at periodic times during the
project (what will you do if the place
where you are holding the program is
destroyed by fire and the new place is
more expensive? )
If you make many changes to the scope,
this is when you need to revisit the
objectives
Building Community: One Project at a Time!
CG Hylton 210
211. On-Going Activities
The following activities, already covered,
are on-going activities that are completed
throughout the project.
Time Management
Communications
Managing risks
Controlling the schedule
Monitoring the budget
Building Community: One Project at a Time!
CG Hylton 211
212. Our offer to you
Please call if you have any HR, or
workplace issue that you are
overwhelmed with
We can help you
We also are pleased to do Free
Workshops for your organization (some
limits apply) Let us know what your
needs are and we will make it happen!
212
213. CG Hylton - Services
HR Consulting Benefits, Pensions,
Job Descriptions EAP
Salary Grids Strategic Planning
Wellness at Work Drug and Alcohol
programs
Staff Morale
Dept re-orgs
Training and
Workshops Leadership
compensation
Tel 403 264 5288
chris@hylton.ca
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