Grant Writing for
Early Childhood Educators
Dr. Donna Satterlee
and
Mrs. Catherine Bolek
Presenters
• Dr. Donna Satterlee, Senior Lecturer, has received grant
awards to support the University of Maryland Eastern Shore’s
Child Development Education Program.
• Mrs. Catherine Bolek, Director of Sponsored Research and
Programs at the University of Maryland Eastern Shore with
more than 30 years of grant writing and administrative
experience.
Contact Information
• Dr. Donna Satterlee – djsatterlee@umes.edu
• Mrs. Catherine Bolek – csbolek@umes.edu
Access to PowerPoint Slides
• You can assess the slides at • www.umes.edu/osp - right side of the screen.
• Look for “Grant Writing for Early Childhood
Educators.”
Raffle
• 4 hours of free grant consulting
• Complete raffle form, fold several
times, and place it in the bowl.
• NOTE: We are not selling any
services. This is a donation of
time to assist a colleague who is
new to the world of
grantsmanship.
Relaxed Mode
• We invite your questions and
comments.
• Please feel free to call for a break.
• If you have additional information,
please share.
• Get comfortable.
Mix of Skills and Experience
• Because the audience is made up of a mix of
professionals including single day-care
providers, owners of large day-care facilities,
university faculty, etc., we have tried to cover
a wide base of general grant writing
information.
• If we miss something, let us know.
Exception to the Rule!
• We are going to speak in general terms about
what is the most likely experience of a grant
writer, recognizing that exceptions exist in
every field.
Topics
• Preparing to be a grantee.
• Selecting a project (e.g., research,
program).
• Discussion of funding mechanisms and
ramification of accepting an award.
• Identifying funding sources.
• Preparing the application.
• Surviving peer review process.
• Administering an award.
• Reapplying when unsuccessful.
Preparing to Be a Grantee I
• Is my organization a good candidate for a grant
award?
– Fiscal Health
• Vetted cost accounting system
• Current audit report
• Grants management history
– HR Policies in line with government requirements
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Drug free work place
American with disabilities
Lobbying
Non-discrimination
Preparing to Be a Grantee II
• Personnel with the right qualifications
– Training
– Experience
– Certificated
• Certificates and regulations in place
• State and local government requirements
• Professional requirements
Preparing to Be a Grantee
Part III
• Am I the right person from my organization to be the program
manager (Principal Investigator)?
– Education
– Specialized training
– Prior directly related training
• Do I have the time to prepare a competitive grant application?
– What are my current commitments?
– What happens if there are unexpected problems?
– Adequate staffing?
• Do I have the necessary resources to complete the application?
– Can I do electronic submission of an application?
– Support from external sources (e.g., high school volunteers)?
Preparing to Be a Grantee
Part IV
• Program Grants
– Education
– Services
– Enhancements
– Training
• Research
– Survey
– Experimental studies
Research Projects
• Data driven projects (e.g., pre and post test
assessment of cognitive skill development)
– Requirement for human subjects protection.
– Written informed consent.
– Parental consent in the case of a minor.
– Research protocol reviewed by an institution
review board with NIH assurance.
– Obtain courtesy review by a local university, if
your organization lacks such a committee.
– Responsible conduct of research training.
Non-Research Projects
• Not a data driven project
– Have fewer compliance and reporting criteria.
– Project examples, curriculum improvement,
after-school care, purchase of equipment and
supplies, staff training, site visits.
Preparing Your Organization to be
a Grant Recipient
• Registration with grant.gov (federal)
• Registration with federal contractor site (CCR)
• Registration with data university numbering
system (DUNS)
• Obtain an employee ID number (EIN) nonprofit
• Taxpayer ID number (TIN) for-profit
• Learn individual state requirements
Eligibility
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501 (c ) 3, government entity, or for-profit status
Proof of financial stability (e.g., audit report)
Sufficiently capitalized
Right mix of training and experience
Legal status
– Requirement for certification
– Insurance
– Policies and guidelines (e.g., ADA, Drug Free
Workplace)
– Licensing
Cost Accounting System and
Capitalization
• Does your organization have the ability to
track all expenditures?
• Does your organization have the funds to pay
for project costs until you are reimbursed by
the funding agency?
• Can your organization guard against comingling of funds?
Indirect Cost, Cost Sharing,
Matching Funds
• Indirect Cost – administrative funds awarded
in addition to direct costs. More on this later.
• Cost Sharing – a contribution made by your
organization to the direct cost of a project. For
example, 10% of your labor hours.
• Matching funds – a dollar contribution made
by your organization. For example, a 50% to
50% match.
Indirect Costs
• Does your organization have an indirect cost
rate?
• Indirect costs are those costs associated with
the conduct of a project not covered by the
direct cost. For example, janitorial services,
purchasing and human resources
departments, lights and air conditioning.
Next Level of Discussion
• Understanding funding mechanisms.
– Grants
– Cooperative agreements
– Contracts
– Gifts and donations
– Volunteer assistance
Understanding Funding
Mechanisms
• Various funding mechanisms carry different
legal and regulatory requirements.
• Understanding these requirements keeps us
out of trouble with funding agencies and
foundations.
• Also, understanding the obligations up front
reduces problems during the period of
performance and close out.
What is a Grant?
• Funds provided by an external source (e.g.,
state government).
• Awards come with terms and conditions.
• Federal grants are subject to strict laws and
regulations.
• Grants are best level of effort mechanisms.
• Grants are generally cost reimbursable
mechanisms. Your organization receives the
funds after the fact.
Other Funding Mechanisms
• Cooperative Agreements – a grant with more
restrictions
• Contracts
– Contracts are legal, binding mechanisms requiring
performance, timelines, and cost restrictions.
– Use caution when entering into a contractual
agreement.
• Gifts and Donations – usually no formal
requirements and few restrictions on
spending.
Other Sources of Support
• Government Benefits
• Rural Development Loans and Grants
• Scholarships and Fellowships
What will a Grant Award Support?
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Salaries and fringe benefits
Materials and supplies
Equipment
Travel
Consultants
Sub-contracts
Administrative costs (indirect costs)
Grants.gov
• Most grants being submitted to the Federal
government, are submitted through the
internet site know as grants.gov.
• Organizations must register with grants.gov.
• You can download the electronic application
and submit it to your authorized
representative. For universities, the Office of
Sponsored Programs will be the authorizing
representative.
Since Everyone Cannot Agree
• Several federal agencies opted out of the
grants.gov service.
– For Example
• The National Science Foundation has Fastlane
• The National Atmospheric and Space Administration
has NSPIRES.
• Federal Emergency Management Administration has a
“mystery system.”
– NOTE: Instead of making the process simpler, the
electronic application is more time consuming and
can fail at the last minute.
Foundations are Moving to
Electronic Applications
• Foundations like the idea of electronic applications,
saves time and improves management of hundreds
of documents.
• Unfortunately, there is no common format.
• Many electronic forms cannot be opened using
browsers such as Chrome, Foxfire, Mozilla, and in a
few cases even, Google.
• Several foundations ask for the files in PDF and/or
require an acrobat writer to complete the
application.
Human Subjects Protection
• All grants involving data collection for the
purpose of evaluating program outcomes
(e.g., weight loss, improved nutrition,
substance about prevention), must be
reviewed by an authorized Institutional
Review Board to ensure the protection of
subjects of research.
• Check out the Belmont Report and assurance
requirements located at www.nih.gov.
Internal Review and Sign-Off
Process
• Be sure that your organization is on board
with your plans.
• Know the internal process for approving
applications.
• Seek the help of those with more experience.
• When possible, pull together a team including
an editor and an accountant.
Assess Your Strengths and
Weaknesses
• What talents are you bringing to the table?
• Are your colleagues and others involved in the
proposed effort the correct team?
• Identify weaknesses (e.g., lack of financial
expertise)
• Identify strategies to address any weaknesses.
The National Economy – Receiving
a Grant in Tight Times
• Most foundations rely on interest payments
and donations as their major source of
revenue.
• Government agencies rely on congressionally
approved budgets.
• Private Sources, including the business sector,
rely on employee contributions.
– What does this mean to you?
What Can You do to Offset This
Situation?
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Lower expectations
Prepare more applications
Prepare more competitive applications
Work collaboratively with agencies and organizations
with similar goals
• Prepare regional application with experienced
partners
• Develop expertise in locating the best match for your
organization.
Finding a Funding Source
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Grants.gov (federal only)
Foundation Centers.com
Community of Science
Googling for Grants
Going to the Ivy League for help
State agencies
Professional organizations
• Refer to Handout
Googling for Grants
• www.google.com
• Access to the World
– Search string
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Grants for early childhood education
Grants for pre-schoolers
Grants for preschoolers
Grants for nursery schools
Grants for day care facilities
Funding for early childhood training
– Refer to handout for a list of potential funding sources
Working the Ivy League
• www.yale.edu/researchadministration
• http://vpf.web.harvard.edu/osp
• http://web.princeton.edu/sites/TreasurersOfice/Bud
get/SponsoredResearchAdministration
• http://www.research.psu.edu/osp/index.html
Funding Databases
• IRIS or SPIN – commercial databases available at
many universities – search 100,000 of opportunities
• MOLIS – Services for minority institutions
• Community of Science – Funding opportunities for
the sciences
• National Library of Medicine – Health related funding
sources (mainly research-based)
• Grants-alert – Not-for-profit information
Other Sources of Funding
Information
• American Association of Grant Professionals
found online at grantprofessionals.org.
• Check with the organizations you are a
member of such as NAEYC.
• State, county, and local agencies.
• Local community foundations.
• Animal clubs (e.g., Elks, Moose), they provide
a % of the proceeds from gambling events.
Who to Stay Away From
• Non-profit organizations, in general, have a URL
address ending in org and edu; government uses gov.
• Commercial sources have a URL address ending in
net and com.
– These commercial sources are trying to sell you
something or obtain private information on you or
your organization.
– Typically, you can find this information on your
own.
Reading the Program
Announcement
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Print the announcement.
Note due date.
Check eligibility criteria.
Look for special requirements.
Call the funding source if you have questions.
Check with your administration for approvals.
Read the announcement a second time and make
margin notes of actions you will need to take to
complete the application.
Making the Decision to Apply
• Does the announcement speak to your
need(s) and expertise?
• Do you have sufficient time and resources to
prepare a competitive application?
• Are all the necessary team members on board
and do they have the time to provide
assistance?
• Should you wait until the next round?
Ready to Write
• Planning
– What do you need the grant for – be very specific?
– Who will work on the application?
– Do you need external support?
– Develop a timeline and stick to it.
– Have you notified all partners to the project?
– Will you need letters of support and/or
commitment?
Concept Development and
Content Requirements
• Develop a clear statement of need.
– The statement must be clear, convincing and compelling.
– Collect background data on the need you are addressing
(e.g., a community-based needs report).
– In some cases, you will need references from the research
literature.
– In other cases you will be required to use evidence or
research-based interventions.
Typical Proposal Sections
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Abstract
Statement of need
Target population
Goals/objectives
Program Description
Evaluation plans
Timetable
Key personnel
Suitability plan
Reporting
Budget and budget justification
Common Attachments
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Resumes
Letters of support and/or commitment
Audit report
List of board members
References
Evaluation forms
Pre-Proposal Activities
• Rereading the program announcement
(sometimes referred to as a “request for
proposal”).
• Is a letter of intent required?
• Will you need letters of support or
collaboration?
• Will there be a need for sub-awards?
• Are cost-share or matching funds required?
• Are indirect costs allowed?
Contacting the Funding Source
• If the source is local, arrange for a visit, it may
save you both time and effort.
– Bring a one page summary with goals, expected
outcomes, and projected costs.
• For funding sources that are not local, call or
email your questions.
Attending Pre-proposal Meetings
• Can you afford the cost of travel to the
meeting?
• Can you attend using an electronic media?
• Prepare your questions in advance.
• Take notes.
• Federal agencies generally provide a transcript
of the meeting (contracts only) for your use
when preparing the application.
Letter of Intent
• Very brief statement including working title,
program announcement number, goals,
approach and contact information.
• The letter is used by peer review
administrators to determine the number of
applications they will need to process and not
to make judgment about the quality of the
proposed effort.
Understand the Rules of the Grant Game
• Tailor each application to meet the specific
requirements of the program announcement.
• Make the application easy to read. Peer
reviewers may be assigned 5 or 6 proposals at
a time and can’t take the time to figure out
what an applicant is trying to say.
• Be positive and optimistic in your writing
style.
Avoid the Big No Nos
• Failing to follow directions.
• Applying for projects beyond the teams
experience.
• Asking for too much money or too little
money to complete the project.
• Applying blindly.
• Not applying at all when you are well
qualified.
Scheduling Your Time
• Create a timeline for proposal development.
– Read the program announcement.
– Contact others involved in the project.
– Agree on Writing Assignment for materials
gathering.
– Establish a deadline for drafts 1, 2, 3.
– Determine the drop dead date.
Selecting the Editor
• Not your mother, spouse or best friend.
• Select someone with the skill, time and
enthusiasm to carefully read and critique your
manuscript for:
– Coherence and clarity
– Missing or overlapping information
– Inconsistencies
– Compelling argument
Establishing Credentials
• List the relevant past history of your
organization.
– How many years in operation?
– How many employees?
– What type of credentialing?
– What type of insurance?
– How are background checks handled?
– Audit reports and accounting information??
Writing the Proposal
• Phase 1 – One strategy for creating your proposal
content is to download the application instructions
and save them as a word processing file. For
example, the funding source provides the guidelines
and format that you have downloaded from their site
and save.
• NOTE: Saving the growing proposal on at least two
sites (e.g., travel drive) avoids problems with crashes.
Writing Cont’d
• Phase II – In one sitting, use the “fill in the blank approach”
maintaining the funding agency’s headings for each section
and paragraph.
• Even if it is only one sentence, try to complete something in
each section. Remember, you don’t have to go in order,
complete the sections that are easiest for you first.
• Now go back and add questions, notes, names and phone
number of people you need to contact to complete the
application.
• Save frequently.
• Print out a hard copy when you have completed each writing
session.
Writing Cont’d
• Phase III – Continue with completing the
application until done.
• Edit and then have someone else edit the
application for typos, contradictions, missing
information, and inaccuracies. Ask them to be
tough!
• Check the budget and budget justification and
then have a second person run your numbers,
just to be sure.
Writing Cont’d
• Phase IV – Rout the completed application for
internal review.
• Arrange for submission (e.g., electronic, mail,
email attachment).
• Confirm receipt of the application.
• Create a file system for future reference and
store a hard copy with all related documents.
• Light the candles!
Application Content
• Freedom of Information Requests – may take
6 weeks, cost you money, come so redacted
that you don’t benefit from the content, or
come three days after your submission
deadline.
• Good sources for sample applications
• http://www.imls.gov/applicants/sample.shtm
• http://www.npguides.org/guide/sample_prop
osals.htm
Carefully Review Evaluation Criteria
• Most program announcements contain the
criteria to be used by the peer reviewers.
– Technical understanding/approach -35%
– Capabilities and experience – 25%
– Evaluation approach – 25%
– Facilities and equipment – 15%
• Have a section that uses headings and provide
your evidence, as appropriate.
Writing Tips
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Take care with your language.
Be kind to the reader.
Use headings, charts and graphs.
Use logical transitions.
Be enthusiastic.
Avoid ambiguous language.
Support your statements with facts.
Do not rely on self-editing.
Craft a good, interesting story that sells your
ideas.
• Don’t make excuses.
Format
• Always, always, always use the format
provided in the application instructions.
• Creating your own format is generally a bad
idea, because the peer reviews have been
trained to follow the application instructions.
• Be sure to follow instruction for font type and
size, margins, and other format instructions.
Two More Words on Format
• You don’t like the format, you have a
better idea. Too bad, stick with the
posted format.
• A confused peer reviewer, is an
unhappy reviewer and unhappy
reviewers give poor scores!@#$%!!!!
Problem Sections
• You are very likely up-to-speed in your field
and don’t need a lot of preparation work to
complete aims, goals, objectives, and even
approaches.
• Evaluation, sustainability, key personnel,
budget and budget justification sections,
maybe more problematic.
Evaluation
• Focus groups (identifies trends).
• Surveys (least effective in terms of scientific
accuracy).
• Formative and summative (simple and quick,
gives you a good picture of what’s happening).
• Pre- and post-test assessment (more
complicated, but more robust).
I’m Only Collecting Outcome Data
• Sorry, if you have a grant award and are
collecting data for the purpose of publishing
or presenting the data at a conference, you
must obtain informed consent from the
parents or guardians of minors.
• Your organization may have an Institutional
Review Board that reviews and approves
research protocols.
Sustainability Language
• The University is committed to this project
and will continue to support these efforts
using a mix of University funds and
continuation grant funds. A letter of
commitment can be found in Attachment C.
Key Personnel Sample Language
• Dr. Miranda Smith, Director of the Early Childhood Center, will serve at
25% time to carry out the day-to-day management of the project. Dr.
Smith has the requisite training and directly related skills to conduct the
proposed effort having successfully managed the Center for the past 18
years. Dr. Smith will hire the teachers using established Center hiring
criteria, provide supervision, hire a consultant to conduct the evaluation,
prepare reports and meet with the foundation during the annual
assessment seminar. In addition, as warranted by the data, she will
prepare manuscripts for publication in the scholarly literature. Her
resume can be found in Attachment B.
• Teachers will be recruited from the local community to serve at 50% time
during the project period. Teachers must be certified special needs
educators and pass state required mandates including finger printing.
Budgets Can Be Tricky
• Direct Costs - Those costs that are needed to
conduct the proposed project.
• Personnel, fringe benefits
• Other Direct Costs – Non-personnel costs.
• Materials, supplies, consultants, travel, renovation
• Indirect Costs (usually, restricted to large
institutions doing business with the federal
government).
Indirect Cost Agreements
• Large organizations, such as a university, submit a
cost proposal to the federal government on a
periodic basis.
• In turn, the federal government determines the cost
of doing business and based on this determination
establishes rates. For example, the University of
Maryland Eastern Shore rates are 52% of salary and
fringe benefits for on campus work, 21% for off
campus work, and 9% for Inter-governmental
Personnel Act employees.
Ethical Issues
• Protection of human subjects of research
– Confidentiality
– Informed consent
– Custody of data
– Privacy Act
• Misconduct in Science
– Plagiarism
– Falsification
– Fabrication
– Disclosure Problems
– Negligence
– Self-deception
Notes on Budgets
• Build your budget as you prepare the application. Every time
you write a section where costs are involved, make a
matching note in the developing budget.
• When constructing a budget, be very thoughtful about how
you are going to spend funds requested. Some funding
agencies do not allow for major re-budgeting post award.
• Most governmental grants are cost reimbursable mechanisms.
That means, you spend your organizational funds and bill the
government agency after the fact.
• If you are new to grantmanship, meet with your organizations
grant accountant and become acquainted with the grants
management process. It’s never too early to become a
knowledgeable consumer of grant management information.
Budget
Personnel
Level of Effort
• Director
25%
• Teachers (4)
50%
• Fringe Benefits (32%)
Subtotal
Other Direct Costs
• Materials and Supplies
• Consultant
Subtotal
Indirect Costs (52% salary & fringe Benefits)
Total
Total
$ 25,000
$100,000
$ 40,000
$165,000
$ 45,000
$ 5,000
$ 50,000
$ 85,000
$300,800
Budget Justification
• Personnel
– Director will work 25% time on the proposed effort serving as the dayto-day supervisor to project staff, report preparation, evaluation
analysis, and meetings with the foundation.
– Four teachers will work 50% time on the proposed effort providing
daily training sessions to children with special needs.
• Materials and Supplies
– Books, calculators, and other assistive technology will be purchased
for the 50 students who will be participating in the program.
• Consultant
– An expert consultant will be hired to develop evaluation instruments
and conduct the evaluation . The consultant will comply with
Institutional Review Board requirements.
Budget No Nos
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Mathematical errors.
No justification.
No clear role for personnel listed.
Budget exceeds allowable limit.
Budget is insufficient to cover proposed
expenses.
• Unallowable items or costs.
Cost Sharing and Matching Funds
• These funds are provided by your organization and must be
carefully monitored to ensure that the organization makes the
correct cost or cost share.
• The federal government has stiff penalties for failure to make
the cost share or match as stated in the body of the proposal.
• Cost share, generally means, a dollar to dollar percentage of
the total cost.
• Matching funds can be labor hours or other items not covered
under an organization’s indirect cost agreement.
Review Criteria
• Remember most program announcements
contain the review criteria to be used by the
peer review committee.
• Be sure you have amply addressed each
element.
– Failure to do so can be deadly.
Alternative Applications
Oral Presentations
• You submit a 3 – 5 page summary.
• You are selected to make a 20 minute presentation
followed by questions from the peer review panel.
• You can bring a limited number of slides (e.g., 5).
• To Prepare
– Ask a colleague to read the summary and program
announcement followed by questions on all review
criteria. Then do it again.
Phased Application
• Phase I
– Brief electronic form
• Phase II
– Formal application
Site Visits
• Reread the proposal the day before the visit.
• Select an appropriate location.
• Have administrators or appropriate others
available to meet with peer reviewers.
• Ask about special requirements or needs.
• Ask for questions in advance.
• Anticipate the funders needs.
Grants and Legal Issues
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Non-compliance
Limitation of liability
Termination
Insurance
Dispute resolution
Confidentiality
Payment
Conflict of interest
Financial disclosure
Misuse of funds
Contracts and Legal Issues
• All the issues that come with grant awards,
plus the legal requirement to complete the
work in a satisfactory manner, within cost and
on time.
Winning Tips
• Address all the requirements no matter how
awkward.
• Spell out the benefits of your approach.
• Use simple, easy to understand language.
• Use graphs and tables to strengthen
understanding of your approach.
• Give the peer reviewers a strong application to
defend your request.
Peer Review
• Most governmental agencies, have committees made
up of outside experts, who are given the review
criteria and review instructions.
• Peer reviewers are assigned multiple applications
and asked to prepare a written critique; resulting in a
score.
• For example, many federal agencies use a scoring
systems of 100 (the best) and (500) the worst.
• NOTE: Applications that do not meet minimal
criteria may not reach the peer review stage, being
rejected by staff.
Avoiding Fatal Flaws and
Common Mistakes
• General
– Spelling and grammar errors
– Sloppy or confusing presentation
– Exceeds page limits
• Personnel
– No prior related experience or training
– Unrelated experience or training
– Old resume with no up-to-date information
• No basis for the proposed work
• Uncritical acceptance of the literature
Cont’d
• Failure to make a case for the importance of
the proposed effort.
• No rational
• Lack of clarity
• Objectives and goals don’t match
• No evaluation plan
• No letters of support
• No proof of access to a target populaton
When Will You Hear About the
Results of the Review Process?
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Federal government – 9 months to a year
State government – varies widely by agency
Foundations – generally 60 – 90 days
NOTE: With many agencies and foundations
moving to electronic pre-submission notices,
you may hear within 30 days about your
selection to submit a full proposal.
The Award
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Celebrate.
Notify appropriate authorities.
Obtain a discreet accounting number.
Review terms and conditions of award.
Review approved budget and enter into
negotiations if the approved amount is less
than requested.
• Initiate work.
Award Cycle
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Pre-award
Award
Post award
Spending and reporting
Changes (e.g., re-budget)
Close out
Possible audit (keep federal award documents
for 7 years post award
Scope of an Audit
• Cost
• Compliance
• Performance Issues
What Items Does the
Auditor Examine?
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Salary distribution
Fringe benefit rates
Travel costs
Entertainment costs
Contributions and gifts
Income
Lobbying costs matching/cost share
Indirect costs and allocation plan
Equipment purchases
Subawards
Administrative Audit
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Financial management system
Scope/budget revisions
Procurement practices
Property management
Sub-recipient management
Human subjects
Misconduct in science
Performance Audit
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Complete and timely reporting
Meeting program objectives
Program management practices
Appropriate use of grant funds
Over expenditures
Failure to complete the project requirements
Audit Process
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Interviews during the audit
Exit conference
Draft audit report
Response
Final audit report
Appeal
Audit resolution determination
Debarment and Suspension
• “There is no kind of dishonesty into which
otherwise good people more easily and
frequently fall than that of defrauding the
government.” Benjamin Franklin
Compliance
• Responsible Conduct of Science Training
• Date Management and Sharing Plans
• Office of Management and Budget Circulars
(instructions for spending federal dollars)
• Protection of the subjects of research
• Biosafety requirements
• Ethics boards (e.g., conflicts of interest)
Patents and Inventions
• Who owns the efforts of your work?
– University – generally a shared arrangement if a
patent is granted.
– You if the resulting effort is a book. However,
once accepted by a publishing house, they
becomes the owners through a contract for
payment arrangement.
– If the award has been made as a contract, the
products of your labors are owned by the citizens
of the US.
Establish a Discrete Account
Number
• Particularly for government grants, you will
need to establish a separate account number
for each award to make it possible to track
expenditures.
• This practice is a requirement for federal and
most state grants.
• Co-mingling of funds can lead to penalties and
fines.
No Joy!
• What happens when you do not receive an
award?
– Ask for debriefing.
– What were the strengths and weaknesses?
– Was anything missing or confusing?
– Is there a list of those who received an award?
– What is the next deadline date?
Questions
• Additional comments for the good of the
company.
• Many thanks for the opportunity to talk with
you today.
Thank You
• Enjoy the conference.