Grant Writing Basics

In Grant Writing, the selling of ideas in order to secure funding for a proposed program or project is the basic difference between this type of Business Writing and the writing of general Business Proposals.

Of course, as with any type of proposal, the task of moving an idea from the conceptual stage to the implementation stage can be a protracted and frustrating process. Implicit in this is the fact that even the best and most noble ideas have to be fully developed and "sold" to decision-makers.

In the Private Sector, one usually initiates the approval process by submitting a formal proposal to Company Management. Conversely, in Non-Profit Organizations, proposals are generally submitted to a myriad of entities.

That said, the funding of Non-Profit projects is normally accomplished through the awarding of Grants. Simply stated, Grants are monies allocated to bankroll a program that is intended to assess a situation or affect some positive change for a particular group or community.

Grants can be obtained from many public and private entities. Federal, State and Local Governments are obvious sources of funding, but Grants can also be be secured from universities, foundations, small businesses and corporations.

With these various funding sources available, the first step in putting together a Grant Proposal is to determine which source is the most appropriate for your particular project or organization.

Research is critical in this initial step. Leaders and "prime movers" in the community or one's local network can be excellent resources, but the Internet has also become an important research tool in the area of securing Grants.

Concurrently, you will also need to formulate specific questions as to what you want to do. In other words, what is the Grant for?

Here are some typical questions to ask yourself at this stage of your Grant Writing Project:

* What problem or situation are you addressing?
* How are you proposing to address the above?
* What do you want to accomplish?
* What resources are needed to address the situation?
* What are the anticipated problems or pitfalls?
* What expertise or skills do you (and others) bring to bear on this situation?

Be sure to answer these questions in clear and precise terms as your responses will serve as the rationale and starting point for putting together your Grant Proposal.

From here, your next step is to outline you Grant Proposal. In most cases your proposal should include all or most of the following elements:

* Cover Letter
* Proposal Summary
* Introduction of you or your organization
* Purpose of the proposal
* Objectives of the proposal
* Time frames
* Measurements
* Budgeting

Once you have fleshed out the above details, you can begin the task of finalizing your Proposal. As with all Business Writing, write clearly, succinctly and persuasively. In this regard, keep in mind that funding organizations review Grant Requests all the time, so filling up a proposal with extraneous verbiage and boilerplate will not impress anyone.

It is important to note that most funding sources will publish guidelines for completing and submitting Grant Proposals. Be sure to review these and follow them to the letter.

As a final note, be aware that your initial proposal may very well be rejected for any number of reasons. Should this be case, revise and resubmit your proposal -- if not with the same funding source, then with another. If your honestly believe in the value of your idea, you will want to exhaust every effort to get your proposal approved and funded.

For more information on this subject, as well as a look at various examples of templates you can follow when organizing your Grant Proposal, check out the Business Section of your local library or the Internet.


Related Links:

http://www.seanet.com/~sylvie/grants.htm

http://www.managementhelp.org/fndrsng/np_raise/np_raise.htm

http://www.npguides.org/


Jack

Training & Development Plans

Employee Training and Development can represent a substantial investment for any organization. However, it is an investment worth making provided it leads to measurable improvements in employee skills, knowledge and productivity. That said, it is not enough for organizations to focus only on the size of their financial investment for Employee Development.

A simple fact is that training is most effective, both in terms of cost and efficacy, when there is also an organizational commitment to ensuring that training is pertinent, supportive of organizational goals, and is reinforced on the job.

Unfortunately, when this commitment is not present, Employee Development becomes little more than an exercise in filling up a Training Calendar, often without rhyme or reason. And let's face it, a “shot gun” approach often leads to the expending of resources on training with little or no organizational relevance.

To preclude this from happening, Employee Development must be viewed and treated as a critical Business and Organizational Strategy. In other words, it should be a formal plan for addressing those employee skills and competencies the organization has identified as important for meeting its short and long-range business objectives.

On the surface, this may sound like a vague and esoteric exercise, but in practical terms the task of reality-testing Employee Development Programs, and aligning them to organizational goals and objectives is a logical and straight-forward process. The basic steps of this process are outlined as follows:

1. As any Training Professional will tell you, everything begins with a Needs Assessment. In this step, the aim is to identify developmental wants, needs, and priorities. As such, gathering data from some or all of the following sources will usually yield valid insights: * Surveys * Personal interviews * Focus Groups * Business and Strategic Plans * Policies & Procedures * Performance Appraisals 2. Draft an outline of the overall Employee Development Strategy based on the results of the Needs Assessment. In this step you will be organizing existing and needed programs as a proposed curriculum. Concurrently, consider eliminating any existing programs that are not relevant to the proposed Employee Development Strategy. 3. If necessary, revise existing programs or recommend new programs that will be needed to flesh out the Employee Development Curriculum. This task calls for expertise in evaluating and designing Training Programs. Ideally, in-house Training Specialists are available for this, but if this is not an option, then consider using outside consultants. At the very least, research the many desktop and on line resources available on these topics. 4. Consider how the training will be reinforced back on the job. Getting the managers and supervisors of program attendees involved in the training process is critical. Simple options for affecting this include formal managers’ briefings or the design and distribution of coaching tools. 5. Develop a proposed system for measuring training results. Measurement is often viewed as the “Holy Grail” of training, but it need not be so elusive. Pre and post training questionnaires as well as skills inventories usually work well for skills training, but with a little ingenuity, this method can also be adapted for other more subjective types of training. 6. Finalize and “sell” the proposed Employee Development Strategy to Senior Management. The importance of this step cannot be over-emphasized. As was stated earlier in this Posting, securing Senior Management’s commitment to Employee Development entails more than securing a cursory financial “sign-off”. Top of the house decision-makers have a central role in the support and reinforcement of organizational training efforts. As such, Senior Managers will have to be convinced that the proposed Employee Development Strategy is in line with organizational priories, and is thus worth their active support and involvement. 7. Once the Employee Development Strategy is approved, spare no expense or effort in announcing, marketing and implementing this plan. Considering all the work invested, it hardly makes sense to use a low-key approach in getting this strategy up and running. In the end, Employee Development is an important Management Initiative for sure, but it should be viewed by employees as a valuable Fringe Benefit. Of course, for this perception to ring true, an organization’s training efforts must be relevant and first-rate. Are yours? For more information, check out the Business Section of your local library or the Internet. Related Links: http://humanresources.about.com/od/trainingneedsassessment/ht/training_needs.htm http://managementhelp.org/trng_dev/evaluate/evaluate.htm http://ezinearticles.com/?How-to-Develop-a-Training-Strategy&id=1608871 Jack

The A-B-Cs Of Strategic Planning

As most Management Text Books point out, the basic objective of any organization is to perpetuate its existence. Implicit with this objective is that organizations must take proactive steps to make their continued existence a reality.

That said, case studies abound of once viable and profitable organizations that withered and died, seemingly overnight. Of course, many internal and external factors can contribute to an organization's demise, but with all due respect to hindsight, a lack of vision and long-range planning are often attributed as its root causes.

Obviously, all the planning in the world is no guarantee that any organization can survive in perpetuity, yet, Strategic Plans are written to detail an organization’s goals and strategies for their continued viability, usually over a five to ten year period.

Strategic Planning is practiced by all established organizations, regardless of their size or type. Larger profit and non-profit organizations will generally utilize formal planning functions or planning committees for this purpose. But even the smallest organizations will devote time and effort to facilitate some level of long-range planning.

The first step in putting together a comprehensive Strategic Plan is to ask pointed questions that focus on the present state of the organization with an eye towards the future. Be mindful that it is natural and desirable for a lot of "blue sky thinking" to be at play at this stage, but, in the end, the critical questions to be addressed can usually be boiled down to the following three:

1. As an organization, where are we?
2. Where do we want to go?
3. How do we plan on getting there?

Formulating clear and reasoned answers to each of these questions will normally involve the input and collaboration of key individuals or planners from across the organization. It will then fall upon a central planner or coordinator to edit and integrate this input into an organizational perspective and consensus.

It should be noted that the best Strategic Plans are those that strike a good balance between vision and practicality. In other words, it is vision tempered by anticipated internal and external influences. Likewise, the answers to the above questions need to address what is possible now versus what may be possible in the future.

That said, some of the factors to be considered in formulating answers to these questions should include the following:

* Financial resources of the organization
* Business Climate (geographic and regulatory issues)
* Customer demographics
* Product and Service lines (existing and planned)
* Competing organizations
* Marketing strategies
* Technology and Innovation
* Human Resources

The next step involves organizing, refining, and synthesizing the forecasts, opinions, and raw data from the above exercise, and then using this input as the basis for drafting the following elements:

* Mission Statement – Who are we?
* Objectives – What do we want to be?
* Goals - What are our benchmarks?
* Implementation Plan – How will we do this?

Once these elements are drafted and agreed upon, the task of formatting and finalizing the Strategic Plan can begin. The actual packaging of the plan will vary according to organizational style and preference; however, most plans will include the following:

* Executive Summary
* Organizational Description
* Mission and Values Statements
* Goals
* Strategies
* Action Plan
* Appendices

Obviously, this is only a bare bones outline of a typical Strategic Plan and the Strategic Planning Process. For more detailed information, check out the Business Section of your local library or Internet, where you will find many useful desktop and online resources. To help you get started, check out the links below.

Related Links:

http://managementhelp.org/plan_dec/str_plan/writing.htm

http://www.mystrategicplan.com/strategic-planning-tools/how-to-create-a-strategic-plan.shtml

http://allbusiness.com/business-planning-structure/business-plan/2976247-1.html


Jack

Marketing Plan Basics

In its simplest form, a Marketing Plan defines a particular market, and details strategies and tactics for marketing specific products or services.

As common planning tools, Marketing Plans are used by entrepreneurs in “start up” situations, and by established companies embarking on new product lines. And while these plans may exist as stand alone documents, most are written as complementary components of an overall Business Plan.

Marketing Plans are generally written to cover a one year period; however, it is not unusual for companies to write three to five year plans. But regardless of whether a plan covers one year or multiple years, it should be adaptable to changes in business climate and market conditions.

As with any formal planning document, writing a Marketing Plan requires both writing and analytical skills. The ability to write clearly and succinctly is a given, but writers should also have some degree of expertise in Marketing Principles and Forecasting, as well as an ability to gather and interpret relevant market research data.

That said, compiling a Marketing Plan is a step-by-step process. And while methods and techniques may vary, writers should begin the process by asking themselves some very specific questions. Examples of the kinds of questions that need to be addressed include the following:

* What is my overall objective?

* What products and services do I wish to provide?

* What is my target market?

* Who is my competition?

* Does market research support my objective?

* What are my marketing and promotional strategies?

* Will promotional work be done in-house or contracted out?

* What is my anticipated budget?

* Have I established measurable marketing goals?

* How will these goals be monitored?

* Are these goals adaptable to changing conditions?

Be mindful that these types of questions provide the context and framework for the final plan. As such, it is crucial that your answers be detailed, specific, and based on verifiable data. This is especially important when obtaining input and answers from product specialists, industry experts, or Marketing Research Professionals.

Obviously, this step will require much fact-gathering, analysis, and collaboration. But it is only after this information is collected and organized can the task of formatting and writing the Marketing Plan begin.

By and large, how an individual writer will approach this task is generally a matter of personal and organizational preference. As such, Marketing Plans run the gamut from being very creative to being very pragmatic. However, the key is to choose a writing style that will be most receptive to those who will be evaluating the Plan.

The upshot is that you may format your Marketing Plan as you choose, but reviewers will expect the final plan to include most, if not all, of the following elements in one form or another:

* Objective
* Market Analysis
* Marketing Strategy
* Promotional Activities
* Budgetary Information
* Marketing Goals
* Monitoring of Goals

One other element that should be included is an Executive Summary. Busy reviewers and decision-makers often prefer to use summaries as screening devices, so take the time to include one. As a general rule, two or three pages covering the highlights of the Plan will usually suffice for this purpose.

For more information, check out the Business Section of your local library or the Internet where you will find many useful resources on this topic.

Related Links:

http://www.entrepreneur.com/microsites/sprintbusinesseventscenter/article186830.html

http://www.infotoday.com/mls/jun99/how-to.htm

http://knowthis.com/tutorials/principles-of-marketing/how-to-write-a-marketing-plan.htm

Jack

Business Plan Basics

While it is true that business ideas are free flowing in a competitive market, it is equally true that many good and innovative ideas never get past the conceptual stage.

Along with this is a popular misconception that many successful entrepreneurs and executives can merely rely on their reputations or charisma to get their ideas approved. Suffice it to say that personal power, while certainly an asset, is rarely enough to influence most savvy decision-makers.

There is no getting around the fact that championing a business idea involves commitment, persistence, and a lot of back room fact-gathering. The result of which is the writing and submission of a well-thought out and defensible Business Plan.

Of course, putting together a formal Business Plan can be quite an intimidating task for anyone. But as is the case with most Professional Communications, writing an effective Business Plan is a process, and if you approach the task in this manner, it can be made less overwhelming and more manageable.

Granted, some entrepreneurs may resist using such a reasoned approach, but the upshot is when Business Planning is approached systematically, it is less likely the final plan will be dismissed as being long on vision, but short on details.

That said, the first step in the writing process is to translate your business idea into a clear vision of what is to be accomplished. This is usually done by articulating goals, strategies, and values vis-a-vis a Mission Statement.

When writing a Mission Statement, use superlatives in describing your vision. However, this should not be an exercise in writing fancy boilerplate. After all, these statements supposedly reflect the rationale for the enterprise. Thus, take the time to get a consensus on what the Mission Statement should say and mean in real terms. Make it tangible and attainable.

For additional insights about Mission Statements, look up examples of published statements on the Internet or in the opening pages of many Annual Reports.

The next task involves formulating answers to the following key questions in support of the Mission Statement:

* What type of Business is to be established? (Proprietorship, Partnership,etc.)
* What will be Management and Organization of the business entity?
* What are its products or services?
* What is the target market and who is the competition?
* What is the Marketing and Sales Strategy?
* What are the financial projections?
* How will the business be funded?

It is critical that each of these questions are answered in detail and with specificity. Also, remember that those who will be reviewing the plan will be doing so with critical eyes, as well as with a certain degree of skepticism. Thus, write clearly, expansively, and persuasively. If you need help in this regard, enlist the expertise of a good Wordsmith.

Once the above questions are answered, the actual formatting of the Business Plan can begin. While there is no hard and fast rule for organizing and packaging these documents, reviewers will have expectations as to what information should be included, and in what manner it should be presented.

This should not suggest that Business Plans should be devoid of creativity; however, the writer's focus and energy should be on content. Adding a few "bells and whistles" may be a nice touch, but only so long as they are not used to mask any questionable facts or assumptions in the Business Plan. Reviewers are not fooled by such tactics.

With the above in mind, the basic elements that are typically found in most Business Plans are as follows:

*Cover Page
*Table of Contents
*Executive Summary (see below)
*Business type and description
*Management and Organization
*Products and Services
*Marketing and Sales Strategy
*Financial projections and funding sources
*Appendix of relevant supporting documents

Arguably, the most important part of a Business Plan is the Executive Summary. A simple truth is that reviewers and decision makers, whether they are bankers, investors, or corporate CEOs, are busy people who will often judge the merits of a Business Plan based solely on the Executive Summary.

Accordingly, an effective Executive Summary will describe all the elements of a Business Plan, but in a shortened format. As a general rule, two or three pages are usually sufficient, but the writer must ensure the Executive Summary covers the highlights without glossing over essential details.

The final step in the writing process is review and revision. Editing and Proofing are a given, but before finalizing the Business Plan, have others critically review what has been laid out. After all, one's success and livelihood may be at stake, so relying on the input of trusted third parties is a common sense way to reality test the Business Plan.

If you need additional help, the Business Section of your local library and the Internet are good depositories of free information and advice on this topic. By all means, check out these resources. The more insights you can gain about writing your Business Plan, the better equipped you will be to write an effective and persuasive document.

To help you get started with your research, check out the Business Plan Links below.

Related Links:

http://www.planware.org/businessplan.htm

http://www.myownbusiness.org/s2/

http://www.sba.gov/smallbusinessplanner/plan/writeabusinessplan/index.html


Jack