By Sylvia D. Hall-Ellis, Doris Meyer, Ann Jerabek, Frank W Hoffmann
Need additional investment to your library or for an additional academic venture? money this useful advisor. Designed for educators and directors in class and small public libraries, this publication is stuffed with the sensible info you must organize and execute a profitable provide thought. examine what different types of offers can be found and which of them are best suited in your wishes, then persist with the step by step guidance for finding assets and securing gives you. A wealth of examples, anecdotes, and recommendations can assist you thru the method. additionally integrated are an annotated bibliography of assets and lists of useful net sites.
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Additional info for Grantsmanship for Small Libraries and School Library Media Centers
The modified calendar should be distributed to all team members and administrators, including those from partner organizations. A compilation of the names, mail and e-mail addresses, and telephone/fax/e-mail numbers of all team members should also be distributed. , mail, e-mail, fax). Page 16 Table 1-5 Proposal Development Problem Analysis Page 17 The facilitator should attempt to secure a consensus regarding noteworthy proposal issues, including funding agency requirements, technical specifications that must be developed and included, the evaluation plan, and budget breakdowns.
Focus on one task at a time. Attempts to execute two or more tasks simultaneously are likely to dilute effectiveness. Use computers for communication. To ensure that project goals are achieved within the specified time frame, effective communication among team members is essential when orchestrating tasks. Geographic dispersal of project participants, combined with scheduling considerations, can severely limit meeting opportunities. Whereas typewritten memos and newsletters were used for efficiency in the past, most grant development teams today find e-mail and documents generated by word processing software to be the most inexpensive and timely forms of communication.
Once participants have been appointed, the team is ready to select a facilitator (or chairperson). The choice must be carefully deliberated because this individual will be responsible for scheduling and coordinating all proposal development activities. The traditional practice has been to select the individual with the highest-ranking title and function in the organization. However, this approach does not guarantee a facilitator who understands the programmatic focus of proposal development, nor a willingness to participate in the process.