Click To Go To Grantwriting
Preparing the Proposal
Many of these items may not actually be sent
to the Foundation as part of the final proposal. However, it is
recommended
that you have all of the information that these stages generate readily
available in the event that the foundation requests additional
information.
There may not be enough time to gather the information at that point.
Additional Resources
Books to Buy
Proposal Checklist
Writing a Proposal Work Sheet
-
Define the project (establish a working title).
-
Identify the agency and obtain Guidelines and deadlines.
-
Write preliminary material (pre proposal).
-
Conduct literature search.
-
Write a draft of the full proposal. Consider the following parts:
-
Introduction
-
Problem Statement
-
Objectives
-
Methodology
-
Evaluation
-
Dissemination
-
Future funding (if required by project)
-
Budget
-
Appendices
-
Abstract or Project Summary
-
Curriculum vitae
Note all of these parts will not be required by every proposal. But
most of them are. Individual agencies will have different forms or
requirements.
GRANT PROPOSAL ELEMENTS
-
Cover Letter
This is done last, after the proposal summary. It's signed by the
Chairman
of the Board, Executive Director, or whoever is liable for authorizing
the project. The letter should:
-
Authorize submission of the proposal
-
Ask for money
-
Reinforce/Set up - Reinforce how important the project is and what it
will
accomplish. Set-up: prepare readers for what they are about to read;
explain
why you are approaching this particular grantor for this particular
project
-
Next steps - Set up process for contacting the grantor in the next few
weeks, answering questions they may have.
-
Title Page - If
requested
by the grantor
-
Summary/Abstract
This is done next to last after you have all your information
gathered
and organized. It is included near the beginning of the proposal when it
is submitted. Summarize the one, two or three most important things that
you say for each of the following elements of the proposal:
-
Your organization's credibility
-
The problem being addressed
-
Project goals and objectives
-
Methods of implementation
-
The total cost of the project, including the amount you're requesting,
potential, funding from other sources, your own contributions,
volunteers,
etc.
This section can range in length from a paragraph to a page. It's
possible
to address each of the elements in one sentence each. The summary can
also
be used as a one to two page mini proposal or cover letter
that a grantor would request and review before deciding whether to ask
you to prepare a full proposal.
-
Introduction
This is the beginning of the proposal narrative - introducing your
agency. It is a very important part of the proposal for the grantor
because
it's about your credibility. The grantor wants to know that you can pull
off this project if it gives you the money. You should address, in no
particular
order, as much of the following as possible or feasible about your
organization:
-
Mission
-
Population/Clients - Your target audience, if it's changed over time,
how
you're meeting the changing needs
-
Programs - Results - it's not about what you do, but about your
outcomes;
this could be a brief track record or success story
-
History - This is really credible if it shows growth; what you mention
should be directly relevant to what you're proposing in this project
-
Size/Growth
-
Budget
-
Funding - Who is funding you? What percentage of your budget does each
source fund?
-
Support - Very important; refer to letters of support in appendix
-
Collaboration - Your primary partners; it's hard to be unique anymore;
it carries more weight when you show that you're tied in with partners
who do pieces of what you do or complement your efforts
-
Management - Who's running your organization? Does your board and/or
staff
reflect the diversity in the communities you serve? Experience?
-
Accrediting/Licensing
-
Media/Awards - Recognition for outstanding service
-
Evaluation of programs - Either done inside or outside your organization
-
Problem/Need
Statement
This is the most important part of the proposal because everything
revolves around it. It describes the circumstances or conditions that
you
want to change. Your concern should be external to your organization,
not
focused on your internal needs. You must have a baseline, which
identifies
the scope of the problem and your starting point in addressing it.
Document
everything that you can. Be specific and precise. Elements include:
-
What is going on in your service area? Pick a manageable part of the
problems
or a piece that you may be able to solve.
-
Who's affected? Use local statistics; only use national statistics if
you're
comparing them to local ones. Bring in quotes from experts and people
directly
or indirectly affected.
-
Who has the problem? Who else is affected? Focus on a target population.
-
Why is this a problem? Focus on a cause for the problem based on what
you
do and your expertise, that you can actually do something about.
Only address what the grantor thinks can be changed.
-
Goals and Objectives
Goals and objectives are results or outcomes, not what you want to
do. They describe a change that will occur in the circumstances and
conditions
that you laid out in the problem statement. A goal is general and
summarizes
more specific objectives or an overall desired outcome for a project. It
is bigger in impact than an objective and has no specific time frame.
Objectives, not goals, are what you really measure to determine the
direction and success of a project. Objectives must be measurable and
quantifiable.
Each objective needs to contain four pieces of information:
-
Who or what is going to change?
-
How will they change?
-
By how much will they change?
-
Time frame
Don't confuse objectives with methods. Methods describe ways of
obtaining
objectives. Use verbs like "increase, decrease, maintain, reduce,
eliminate
… not "to train, to provide, etc. This section should be brief.
-
Methods
This describes your program design or program activities. It must
explain
the rationale for the program (relate it to the problem) and explain how
the program will work. Elements include:
-
What - Proposed activities to bring about the desired results
-
Who - The target group; also, who will be responsible for implementing
methods
-
When - Timeline; charts are a good tool to use as a "snapshot" in
highlighting
when activities will take place and objectives will be achieved
-
Why - What other alternatives did you look at? Why did you pick this
one?
Was it the cheapest? The most innovative? Did it have the most impact?
And so forth.
-
Evaluation
This determines whether your program worked. Did you meet your
objectives?
This is a Summative, or Product, Evaluation. A Process, or Method,
Evaluation
examines whether the methods were carried out but does not say anything
about the effectiveness of the program. Most grantors want you to do
both
kinds of evaluation. Elements:
-
Information and Indicators - What will tell you that you're
achieving
your objectives; you need to track this information and continually
collect
it all through the project.
-
How and When - How will you collect information and when?
-
Who collects and analyzes information? Recently grantors have shown more
preference for organizations that do their own evaluations rather than
bringing in outsiders. They like to see someone who is involved in
program
planning and implementation doing the evaluation and someone who could
change the objectives, if necessary, as the program goes on and certain
developments emerge.
-
Will you publish the evaluation? Share it with other agencies?
The evaluation will indicate whether you should continue the program,
copy
it, expand it, scale it back, drop it, or whatever. You can also
determine
what factors led to meeting or not meeting the objectives. It's helpful
for the future to share this information with grantors, to show them
what
works and what doesn't work. Indicating to grantors what you will do to
obtain better results is very powerful. A very effective way to keep in
touch with actual and potential grantors is to share your project
evaluations
with them. Evaluations are also good to share with your board (to kill
their bad ideas), staff (for morale) and clients (to help recruit others
into your program). The point about doing evaluations is not about
passing
or failing, but about learning from them.
-
Future Funding (if
required
by the project)
This is the last part of the narrative. After the grant is spent,
how
do you keep the project going? Grantors want you to address this and
have
no obligation to fund you after the first time.
-
Budget
This is a plan - how much you'll pay to accomplish your objectives.
Anything in your methods section needs to be in your budget, and vice
versa.
You don't want to raise any questions with grantors. Match methods
section
items with budget items in your mind. You'll ask for money in three
different
places in the proposal: the cover letter, the abstract or summary, and
here.
-
Appendix
This is the last piece of the proposal. If you want the grantor to
see something in the appendix, refer to it either in a table of contents
or in the proposal narrative. The appendix should at least include the
following four items:
-
An IRS non-profit status (tax exempt) determination letter - 501 (c)(3)
-
An organizational budget
-
Audited financial statements - 99OPF Forms filed annually with the IRS
-
A list of your Board of Directors - include their day jobs; or possibly
an organizational chart or hierarchy
In addition, you could also include:
-
Resumes of key staff involved in the project
-
Commitment letters from partners
-
Letters of support from others
-
An agency annual report or brochure
-
Anything else that you think makes a strong case as a back-up document
in your proposal; don't include items if you don't think they're
necessary
An Example of a Cover Letter
ADMINISTRATIVE OFFICES
__________________
__________________
Phone: ___-___-____
FAX: ___-___-___
Jane A. Doe
THE SOMETHING FOUNDATION
__________________
__________________
Dear Dr. Somebody
The School District of ___________ would like to
request
funding support for an important school district/community project
titled
the _________ and ______________ (See attached flier). As per your
discussion
with Someone, we are requesting a grant to be matched by the District
and
its community in the amount of $2,500.
Moneys raised will support the initiation of a
school
district based ________ interactive ________ designed to preserve the
culture
and history of the community as well as provide students with a sense of
belonging and pride in their community. This Center will be housed at
the
____________ Building located within the district. The cultural center
represents a collaborative effort between the district and its community
and provides a vehicle for educational activities that highlight the
rich
historical perspective of the __________ area.
A joint district/community task force spent last
year
developing plans, informing the community and soliciting support for
this
concept. The attached flier was distributed during the Memorial Day
Parade
and contains a logo specially designed by a ____________ student. This
project is one of many initiatives underway designed to build a long
lasting
social contract between the district and its community.
An additional partner in this endeavor is
___________
University, a team of preserve educators, coordinated by Dr.
____________
is working at no cost to the District or its taxpayers to prepare
exhibits,
train youngsters K-12 in various skills (such as conducting oral
histories),
as well as raising funds, identifying additional sources of appropriate
materials, and preparing the physical space.
As is evident from the content of this proposal, the
aim of the District is to build a "community plan’” that highlights the
accomplishments of its residents and encourages young people to look
toward
the past with an eye on their future. If we accomplish this goal there
is no doubt that __________ will remain an active player in the health
and vitality of the entire ______________ region.
Sincerely,
__________________
Superintendent of Schools
cc: Dr. ___________
Title Page - Points to cover:
-
Your project title
-
Project duration
-
Amount requested
-
Your organization name, address and phone number
-
The author's name, position and phone number
-
Date of application
The Summary
-
(Write this 1/2 to 1 page summary of your grant Application after you
complete
your proposal.) Summarize your request; include a one figure cost
estimate.
-
Summarize the need as you see it (two sentences).
-
Summarize your objectives (two or three sentences).
-
Summarize your proposed methods (two or three sentences).
-
Summarize your evaluation design (how you plan to prove you've
succeeded).
-
Briefly describe how your project relates to the granting agency's
policies
and interests.
-
Summarize the benefits of your project to the funding agency
(fulfillment
of an announced funding program, satisfaction of helping solve a
pressing
local problem, etc.). Stress outcomes and outputs.
The Introduction
-
Describe who you are and what you do: how, why, and, when did you get
started?.
-
Outline your organization's goals (1 or 2 sentences). What have been
your
significant accomplishments to date?
-
Describe the relationship between this project and your organization's
long-term goals.
-
Describe the academic and professional background of your staff: present
the background and accomplishment of your project head.
-
Present your credentials: cite short commendations, quotes of well known
persons who have worked with you.
-
List your present sources of support and income: demonstration that you
have local support (money, facilities, donated services).
-
Present other credibility builders: Are you resource to others in the
field?
Is there an increasing need for your service? Is your service becoming,
more popular – is there a waiting list?
-
Describe your credentials as they relate to this project: What is your
track record in this area? What facilities and staff do you have
uniquely
suited to this project?
More About The Introduction
1. Introduce your institution with reference to:
-
Basic characteristics
-
Legal status
-
Physical geographical and demographic setting
2. Always assume that the review team is not familiar with your
Institution
- offer statements and/or endorsements to support credibility.
3. Identify key features of your organization.
4. Relate your institution's strengths to the proposed problem.
5. Provide continuity between the institutional goals and the
achievement
of the proposed program.
6. Develop an apparent relationship between organizational purpose
and the problem identified.
7. The identification of the problem should evolve from the
statement
of your organization's purpose.
Problem/Need Statement
1. Describe the need for this kind of project nationally or
regionally.
2. Outline the portion of this larger problem you plan to deal with.
3. Supply statistical documentation of this specific or local
problem
(fewer statistics convincingly presented are better than many explained
weakly).
4. State the need in terms of a single person ("Today the average
income
of a handicapped veteran is $4,500").
5. Statements of community leaders.
6. Expert opinions (including quotes).
7. Government studies.
8. Survey results.
9. Show this granting agency why it is the best source of support
for
this project (relate problem/need to their interests).
More About The Problem Statement
1. Document the significance of the problem with Data.
2. Do not editorialize - state facts. Too often proposals are
submitted
on emotional and political rather than on rational terms.
3. The problem identified must be achievable and creates a need for
some type of planned action.
4. Does the problem statement convince the reviewers of the
importance
of the proposal?
5. The problem statement establishes the theme for the proposal and
it must state with clarity of purpose.
6. The problem statement determines the major focus of the proposed
project and stresses why this particular program should be undertaken.
7. The problem statement must provide entree to the other
subsections
of the proposal.
The Objectives
-
State your goals (general statements of what you hope to accomplish).
-
Outline your objectives )what specifically do you want to accomplish? By
when?)
-
How they are measurable. (Can they be evaluated?)
-
Show that these objectives are realistic (you have time, resources, and
community support to attain them).
More About The Objectives
1. Objectives should be stated with action oriented verbs such as
demonstrate,
test, develop, etc.
2. An objective must succeed in communicating its intent.
3. In writing objectives, use concreteness, clarity and preciseness,
not ambiguity.
4. Objectives are considered precise outcomes that can be measured
in some manner to determine actual accomplishments.
5. The objectives are the basis for determining the procedural
aspects
of the program, and therefore must be carefully planned.
6. Most frequent error made in writing objectives is to make them
vague
generalities.
7. Objectives must be briefly and succinctly stated: A sentence or
two at most.
8. The quality of written objectives will largely determine the
effectiveness
of the evaluation design.
9. Objectives must be easily noted and not be imbedded in the
narrative
of the proposal.
10. Prioritized objectives indicate good planning by the principal
investigator.
11. Major objectives followed by a series of sub objectives more
precisely
identify the program plans.
The Methods
1. Describe the methods you plan to use to accomplish each of
your objectives:
2. Describe how you will implement these methods. Mention who will
be responsible for implement each objective (give name, title, and
background).
The Procedures
1. Describe the plan of action.
2. Introductory paragraph to the procedures section should provide
a complete indication of your program objectives.
3. Describe the activities and/or processes for carrying out your
program
objectives, and the reasons for selecting the particular approach.
4. Present a reasonable scope of activities that can be accomplished
within the time allotted for the program activities and within the
resources
of the applicant.
5. Describe the staffing expertise to be involved to provide greater
assurance of achievement.
6. Usually the most carefully read section of the whole proposal.
7. Develop a sequential procedure required for program
implementation.
8. Sequentializing your procedures provides a structure for
monitoring
and evaluating the effectiveness of each objective.
9. Program procedures must be in terms of their application to the
effectiveness of each objective.
NOTE: The procedure section answers the questions of what,
how, who,
and where.
The Evaluation
1. Describe your specific measurable criteria for success.
2. Describe how you plan to collect data and monitor progress.
3. Tell how you will keep records.
4. Describe the evaluators:
Name and title
credentials
objectivity (Are they an impartial third party?)
5. Outline your reporting procedures (how often you will report
progress;
format and comment of evaluation reports) Give specific due dates.
Dissemination
1. Describe your proposed method of disseminating project
information
(papers, reports, conferences. etc.).
2. Describe groups who should get information on your project
colleagues,
general public, potential clients).
3. Explain why it is important to reach them (locate clients, raise
money, help others start similar projects).
4. Identify person in charge of dissemination.
More About The Evaluation
1. A sound evaluation design will measure the extent to which
your program
was effective in achieving its objectives.
2. Evaluation design must be carefully aligned with the program
objectives,
and should include the following:
Covers product and process.
Defines evaluation criteria.
Describes data gathering methods.
Describes the process of data analysis.
3. The following questions need to be included in designing the
evaluation
system:
Did the program accomplish its objectives?
Did the program operate as it was designed to operate?
What variables need to be considered in monitoring the program
structure?
4. Identifies who will be performing the evaluation and their expertise
in the area being evaluated.
5. Evaluation design must provide for a continuous monitoring
system.
6. An appropriate analysis and reporting system must be incorporated
in the evaluation design.
7. Develop a sequential procedure required for program
implementation.
NOTE: Evaluation is any systematic process that is designed to
reduce uncertainty about the effectiveness of a particular program or
program
component. Evaluation should also include considerations for various
alternatives
to be concluded from the analysis for continuing, expanding, or
terminating
the program.
Future Funding
This is a plan for the future. Indicate other resources and sources
of income that you will use for the project for the future. These
include
"soft money" (grants) and "hard money" (everything else).
-
Grants ("Soft money") - Include amounts that you will apply for and from
whom. Make sure you have approached these other grantors. Private
grantors
receiving this proposal may share it with other grantors and even
collaborate
on funding your proposal. You can't depend on receiving grants, though,
so you should rely more on other methods.
-
Planned giving, major donors, special events, direct mail solicitation,
funds from individuals - Indicate what percentage of planned giving or
special events that you plan to earmark for the project.
-
Contracts - For example, with government agencies
-
Fees for service - For example, admissions, this is becoming more
widespread
-
Matching funds - Many companies provide matching gifts for amounts that
their employees give
-
In-kind or donated services - To offset certain costs; these are
provided
by your organization; volunteers are examples
-
Subscriptions
-
Sales - Selling things associated with your organization; gift shops; or
sales of services, such as consulting
-
Business ventures - Non-profit agencies creating a for-profit entity and
filtering profits made back into their non-profit base.
The Budget
The budget will have two parts: the detail - line items with the
actual
numbers; and the summary or justification - an explanation or
calculation
showing how you came up with those numbers. The budget detail should
have
at least three columns: funds requested, funds from other sources
(including
your own), and total project funds. Line items are divided into
personnel
items, non personnel items, and indirect costs. The usual personnel line
items are:
-
Wages/Salaries - List everyone involved in the project by position.
Estimate
the percentage of time each person listed will be spending on the
project
and multiply it by his or her salary. You can obtain a salary schedule
for a particular position in this part of the country for someone with
a certain number of years of experience. Also take into account
overtime,
if relevant.
-
Fringe benefits - Usually a certain percentage of salaries.
-
Consultants/Contracted services - To determine whether a person is a
regular
employee or a consultant, obtain an IRS publication entitled "Business
Reporting - Pub. #937". You can pro-rate some costs, such as maintenance
or cleaning contracts, as direct expenses and write off a percentage of
them as a part of doing this project.
-
Volunteers - Using them shows that your agency is credible. This is very
powerful to grantors. Include volunteers under consultants/contracted
services
to avoid figuring benefits for them, but indicate what their monetary
value
would be using an hourly rate.
The usual non personnel line items are the following. You should
break
items down in each category either in the budget detail or in the
summary/explanation:
-
Space costs - For rented or donated facilities that you use. One way to
determine square footage for rent is to use a government figure for
allotted
square footage per person, multiplied by the number of people in your
program.
Another way to compute all non personnel items is to look at the value
of this program relative to your overall agency budget and charge that
percentage to each non personnel item. Space costs could also include
utilities,
maintenance services, other monthly costs (telephones), insurance, etc.
-
Rental, lease, or purchase of equipment - This is major equipment, often
defined as costing more than $500 per unit and/or lasting greater than
one year. It includes office equipment, desks, copy machines, word
processors,
-
Supplies - Generally desk-top supplies
-
Travel - Transportation costs, meals, lodging,
-
Other costs - For items that don't fit into other non personnel line
items
The third category of budget items is:
-
Indirect costs. These are costs not associated with a particular project
or activity but necessary for the general operation of the agency. They
are generally costs that can't be quantified, including certain
administrative
and accounting costs, operation and maintenance of buildings and
equipment,
depreciation, general telephone expenses, general travel and supplies
expenses,
... The federal government has determined a percentage of project costs
to use as an Indirect Cost Rate for different types of institutions and
organizations.
The Appendix
1. Appendix A. including: Endorsement letters, certifications, and
other
organizational back-up.
2. Appendix B: List of board members and officers with titles.
3. Appendix C: Vitae of key personnel.
-
Include at least a one paragraph description of each person who will
play
a key role in the project.
-
Consider developing a special format that highlights experiences and
professional
training related to the project.
-
If specific individuals are not known, describe qualifications and the
selection process to be followed.
-
Do not list and/or identify, personnel without prior approvals or the
individual's
consent.
-
Provide a complete list of all key personnel to be involved in the
project
with activities cited that directly relate to the project objectives.
Credibility
of staff is an important criteria that is considered in the project
review
process.
4. Appendix D: Tables, graphs, statistics supporting need, success, and
past performances.
Resources
Look for these books in a Public
Library
The
Foundation Center
79 Fifth Avenue/16th Street
New York, NY 10003-3076
Tel: (212)
620-4230 begin_of_the_skype_highlighting (212)
620-4230 end_of_the_skype_highlighting
or (800)
424-9836 begin_of_the_skype_highlighting (800)
424-9836 end_of_the_skype_highlighting
Fax: (212) 807-3677 |
National
Directory
of Corporate Giving
Can be searched by: subject areas, geographic
locations,
key personnel, types of support preferred, types of business and names
of corporations, their foundations, and their direct giving programs. |
The
Foundation Directory
Paperbound: $185 Hard bound: $215
The Foundation Directory Part 2 $185 |
Grant Writing Tips - Evelyn
Kelley
http://www.scott.net/~ekelley/grants/ |
The
Foundation Grants Index
Provides most up to date information about the
specific
grants made by a foundation (compiled every two months). Lists all
grants
over $5,000 to nonprofit organizations that are reported to the
Foundation
Center. Lists foundations alphabetically, by organizations receiving
grants,
by subject category and by broad subject areas by recipients' state
location.
Provides date of grant authorization description of the grant and a
grant
ID number. |
For a free copy of The
Grantsmanship
Center's Whole Nonprofit Catalog, that includes a reprint price
list and order form, as well as a current schedule of Grantsmanship
Center
training programs, write to:
The Grantsmanship Center
Dept. DD, P.O. Box 6210
Los Angeles, CA 90014 |
The Grantsmanship Training
Center:
http://www.tgci.com
Check out this site for various types of grants
information,
including access to that day's Federal Register with summaries of grants
notices and other potential opportunities for grants. It also has links
with foundations. |
US Department of Education:
http://www.ed.gov
This has announcements of recent and past grant
opportunities,
press releases, lots of information and guides to departmental programs,
and access to other useful web sites for grants. It also has access to
the Federal Register, that has daily announcements of all kinds,
including
grants notices. National statistics on education can also be found here. |
PA Department of Education:
http://www.cas.psu.edu/pde.html
Click on various things on this page for information
about the latest initiatives, statistics, grants information, and links
to other web sites for information on grants and educational resources.
If you click on "Teacher Pages", then "gopher access", you'll hook up
with
PennLINK, which provides daily announcements, press releases,
statistics,
grants information, and so forth. This page also has links to the
intermediate
units and the AIU home page. |
The Foundation Center at the
Carnegie Library
in Pittsburgh:
http://www.clpgh.org/clp/Foundation
You'll find the Foundation Center's newsletter and
links
to other good information. The Foundation Center itself is a great
resource.
Call ahead of time at 622-1917 and make an appointment with a staff
person
to go in and check out their directories, computer resources, files, and
other information. Their staff is very helpful and can help you do a
search
for grantors. |
The National Foundation
Center:
http://www.fdncenter.org
This has valuable information on many foundations
and
links to their web pages. |
Qualitative researchers Web page - links to
conference
announcements and proceedings, discussion forums, grant information, and
qualitative data analysis software and archives:
http://www.ualberta.ca/~jrnorris/grants.html |
Directories and More
http://www.foundations.org/page2.html |
Grant Grants - COMMUNITY RESOURCE INSTITUTE
http://www.granted.org/ |
Directory of Texas Foundations
ON-LINE
http://www.fic.org/advanced/contents.html |
Federal Money Retriever: Pricing and Ordering
Information
http://www.idimagic.com/htmls/orderform2.html |
Information on mini grants and free teacher
resources:
http://www.learner.org/sami/mini-grants.shtml |
Grants
http://www.teachnet.org/blueplate/grantnp1.htm |
News about philanthropy, nonprofits,
fundraising,
volunteers, charity and jobs.
http://www.philanthropy-journal.org/ |
Pitsco's Launch to Grants and Funding (for
Technology
in Education)
http://www.pitsco.com/p/grants.html |
Internet Nonprofit Center
http://www.nonprofits.org/ |
National Science Teachers Association
http://www.nsta.org:80/programs/ |
The Distance Learning Funding Source book http://www.technogrants.com |
Association for Supervision and Curriculum
Development
http://www.ascd.org/services/grantinfo/grant.html |
Philanthropy Journal Online
http://www.philanthropy-journal.org/ |
Non-Profit Gateway
http://www.nonprofit.gov/index.html |
National Education Association
http://www.nea.org
http://www.nfie.org/ |
Computers 4 Kids
http://www.c4k.org |
Eduzone
http://www.eduzone.com |
Texas Literacy Resource Center
http://www-ehrd.tamu.edu/tlrc/current/grntlist.htm |
Links to Grants and Funding Information
http://unicron.unomaha.edu/dept/econ/funding.htm |
Welcome to the Captain Planet Foundation
http://www.turner.com/cpf/ |
GrantsWeb
http://web.fie.com/cws/sra/resource.htm |
Grantmakers of Western Pennsylvania
http://www.telerama.com/~gwp/ |
Corporate Philanthropy - Education
http://www.fundsnetservices.com/educ01.htm |
AT&T Foundation
http://www.att.com/foundation/ |
The Foundation Center's Online Library --
main
desk
http://fdncenter.org/onlib/onlib.html#refdesk |
Fundsnet Online Services Main Page
http://www.fundsnetservices.com/main.htm |
A Proposal Writing Short Course (low
bandwidth
version)
http://fdncenter.org/2onlib/2prop.html |
Edtech-Alert.com
http://www.edtech-alert.com/ |
Information about Grants
http://www.finaid.org/finaid/awards/grants.html |
Grants, Funding, Loans: FEDERAL MONEY
RETRIEVER/Latest
Online orientation -- proposal writing
http://www.idimagic.com/htmls/latest2.html |
Table of Contents
http://ra.terc.edu/alliance/TEMPLATE/alliance_resources/pubs/TERCpubs/TERCGrantManual/TOC.html |
|
Books to Buy