April 12th, 2015 · by Isaac Seliger · No Comments
Developing proposals and budgets for facility grants is fairly easy, even though, as we’ve written before, getting a facility grant is often really hard (but not impossible).
Facility proposals and budgets are usually simple to develop because they contain the same elements. Once the basic needs argument is established–for example, a HRSA Health Infrastructure Investment Program (HIIP) grant will enable the Waconia Community Health Center to expand, increasing the number of patients served–the proposal action steps are:
- The applicant must demonstrate site control in the form of a title, lease or lease-option. If leased, the term of the lease should be longer than the useful life of the capital improvements. Federal proposals often specify this length of time.
- Hire an architect or contractor (e.g., design/build).
- Due to concerns over climate change and sustainability, select an architect, who will design to meet LEED “green building” standards.
- The architect then goes to the local jurisdiction’s planning department and/or building department counters to understand the land use and zoning constraints on the site, along with required hearings/permits and the anticipated timing.
- The architect prepares a conceptual site plan for agency review and eventually a second trip the planning/building counters for a reality check.
- Pre-building permit hearings are scheduled and held, as needed. In some jurisdictions, this may be where cranky, angry local NIMBYs complain.
- The architect prepares detailed working drawings, based on the conceptual plan (as revised) and applies for a building permit.
- The building permit is obtained.
- Construction bids are requested (unless the design/build approach is used).
- Construction is undertaken. It’s likely that the contractor will request change orders during construction, which will have to be resolved. Periodic city inspections will occur during construction, which may generate additional change orders.
- Specified equipment is ordered and installed near the end of construction.
- When construction is nominally complete, a walk-through will be conducted with the contractor and a punch list of remaining items will be developed and addressed.
- The final city inspection will take place, leading to the issuance of a Certificate of Occupancy.
- You’re done. Let the services and champagne flow!
In the laundry list above, the most critical, and often overlooked, step is checking with the jurisdiction to make sure you can build what you want to build, as well as the sometimes exhausting interim steps between a good idea and an actual building permit. It’s also essential that these steps be clearly explained in your proposal, with realistic timeframes.
About ten years ago we wrote a HUD Section 202 proposal for senior housing on behalf of a large faith-based organization in a big Midwestern city. Their architect prepared a conceptual plan but failed to fully grasp the steps that would be needed to obtain a building permit. The issue involved consolidating a number of small parcels owned by our client. We wrote the proposal based on the information provided by the architect.
HUD deemed the proposal “fundable” and reserved Section 202 financing of about $3 million for the project. When the HUD regional office back-checked the permitting process described in the proposal, however, it turned out that the project couldn’t be built. Our client lost the grant but perhaps learned a valuable lesson about grant writing for facilities: there’s not much point seeking grants for an infeasible project, no matter how great the need.
To draft your facility proposal, explain the preceding set of bullets in narrative form and following the pattern in the RFP. You should also include the key milestones in a timeline, as we’ve written before. Leave out references to champagne.
Here are the key line items in a facility budget:
- Plan check and other fees for public hearings, permits, etc. Your architect will be able to figure this out for you.
- Architectural/engineering (A/E) costs, which are usually about 7% of the estimated total project cost but may vary in your region.
- General conditions, which includes staging, materials/equipment storage and miscellaneous other costs that facilitate construction activities.
- Demolition costs and/or site grading / preparation costs.
- Construction costs, which will probably be about 70% of the total project costs. One way to calculate estimated construction costs is to multiply the total square feet by local construction costs/square foot. This can be tricky: the cost to build a Community Health Center or UPK classrooms is going to be much higher than general office space because of life/safety code requirements.
- Fixed and moveable equipment.
- Legal fees.
- A prudent contingency, which is usually about 10% of the total project costs but higher for renovation projects.
April 5th, 2015 · by Jake Seliger · No Comments
* A new study says it doesn’t matter how much time you spend with your kids. Anxious and neurotic upper-middle-class parents, consider yourself relieved. I don’t (particularly) recall wanting to wanting extensively to interact with my parents when I was a kid, though maybe my memory is flawed. (Lancy’s The Anthropology of Childhood is also relevant here.)
* We’ve updated the Seliger.com FAQ pages. Check it out! There’s even a new question, answered. We’ve also changed our stance, but not our emphasis, on grant writing training.
* “Finding the Dense City Hidden in Los Angeles,” which surprises me too.
* “Radical Vaccine Design Effective Against Herpes Viruses,” which is hugely important in many ways, and the development of this vaccine should retard AIDS transmission.
* As demand for welders resurges community colleges offer classes. Call this a counter-cyclical story!
* “An Interview With the NYU Professor Banned From the United Arab Emirates,” which tells you a lot about NYU.
* On government, voting, and costs.
* “Hospitals Are Robbing Us Blind: Forget Obamacare. The real villains in the American health care system are greedy hospitals and the politicians who protect them.”
* “Skyscrapers are all too evidently phallic symbols, monuments to capitalism and icons of hubris. Yet Will Self can’t help but love them. He explores their significance – from JG Ballard to Mad Men, and from London to Dubai.” I love skyscrapers too.
* “Poor land use in the world’s greatest cities carries a huge cost“—in financial, equality, and other terms.
* “Slumber Party! Casper leads a new crowd of startups in the $14 billion mattress industry, trying to turn the most utilitarian of purchases into a quirky, shareable adventure. Wake up to the new world of selling the fundane.”
* “Why I keep fixing my bike,” which is shockingly beautiful and about more than just the bike.
* “Bungling the Job on Substance Abuse and Mental Health: Employees at this federal agency rank it 298th out of 315 in a list of best places to work in the government.” Based on our interactions with SAMHSA we can’t say we’re surprised. Perhaps they should have more mental health counseling and coaching for SAMHSA staff? If so, we can definitely suggest some curriculums.
* “Thinking too highly of higher ed,” by Peter Thiel, who also wrote Zero to One (which you, like everyone, should read).
Tags: Links · SAMHSA
March 29th, 2015 · by Jake Seliger · No Comments
Job training programs, education programs, and related programs can work in two basic modes: batch/cohort (we’ll call it “batch” for this purpose) and continuous. Batch training happens the way most conventional schools function: the academic year starts at a particular time—usually in September—and if you don’t show up by September 5, you have to wait until the next break in the academic calendar (which is usually around January). No matter how bad you want to start school, you have to wait until the next time you’re allowed to start.
The alternative is a continuous program, in which a given participant starts whenever she’s ready to start. Two people might start in September, five in October, another in November, and three in December. The person who starts in November probably can’t work or learn effectively with the two who start in September, however, because the two who start in September are too far ahead of the one who starts in November.
Neither of these approaches is necessarily right, and two federal programs illustrate the difference: YouthBuild versus Training to Work 2-Adult Reentry, both of which are conveniently funded by the Department of Labor.*
YouthBuild wants batch processing: usually one class starts every year, and training takes about nine months to complete. Training to Work 2, like many prisoner reentry and Workforce Investment Act (WIA) programs, wants continuous training: if an ex-offender is released in October, it’s important for reintegration purposes to start that person in October.
Batch processing is hard because people who think they want to participate in October lose interest by the time January rolls around. Continuous processing is hard because people tend not to have the sense of solidarity that comes with working in concert with others towards a specific goal.
One problem with many Workforce Investment Act (WIA) programs, going back to WIA’s inception in the mid-80s, is that they’re drop-in, drop-out programs; no one develops a sense of team. Following intake and assessment at a WIA American Jobs Center (AJC), the client is usually referred to to a vocational training vendor. The training usually is starts immediately but may not be continuous, and the trainee may not be part of a training batch.
It may seem to the trainee that they’re actually not building towards anything concrete, as she lacks a cohort to share training outcomes with. Cohort issues are powerful: Even with semesters at a university, for example, many people still find the university experience alienating, especially coming from relatively small high school communities. To some extent living in dorms provides community; so can sports, or the Greek system (despite the problems with the Greek system).
The military puts every recruit through basic training in a batch, in large part to build some sense of team identity or “unit cohesion,” as this often referred to in the military. The cliché goes that guys on the ground don’t charge the enemy for their country or glory or the girl back home; they charge for the guys around them. Building a cooperative unit out of individuals is inherently hard and the many federal job training efforts don’t always work to build cooperative units. Repeated interactions build knowledge and to some extent happiness. It also builds cooperation, as numerous iterations of prisoners dilemma, divide-the-money, and similar game-theory games.
In WIA-land, however almost all programs work on a continuous-entry, continuous-exit model in which any individual is on his (usually) own. Most WIA vendors are in the meantime operating off-the-shelf training programs. These programs can be better-run or worse-run, but they do get people started quickly. In this sense they aren’t doing as much cherry-picking as batch programs, which require more patience. But because they require more patience, they may get better outcomes due to selection biases.
When YouthBuild was first released, HUD (which ran YouthBuild at the time) didn’t require batch training. But HUD changed the second YouthBuild NOFA to reflect the very first YouthBuild proposal we’d ever written (I was about 10 at the time, so my contribution was limited), because Isaac had been involved in job training proposal writing for years and knew that batch training would be easier for YouthBuild trainees and grantees. HUD read our proposal—we wrote some of the fist funded YouthBuild grants—and realized that our approach was a winner. We like to think we had an important contribution to the way in which YouthBuild operates its training, though almost no one knows this.
We can’t tell you the right approach for your program. But we can tell you that you should be thinking about the trade-offs involved in either approach, and you should be closely reading RFPs so you can divine whether the funder already prefers one approach or the other.
* And Training to Work is on our mind because the Training to Work 3 – Adult Reentry FOA was just released.
Tags: Advice · Government · Grants · Programs
March 22nd, 2015 · by Isaac Seliger · No Comments
As we’ve written before, parsing an RFP sometimes seems like deciphering the Talmud. The just-issued ED Developing Hispanic-Serving Institutions (HSI) RFP is a case in point.
HSI is a venerable program that provides grants to Institutions of Higher Education (ED-speak for “two- and four-year colleges and universities”) deemed to be “Hispanic-Serving Institutions.” But what is an HSI? To paraphrase President Clinton, it depends on what the meaning of “HSI” is? The RFP states:
In addition to basic eligibility requirements, an institution must have at least 25 percent enrollment of undergraduate full-time equivalent (FTE) Hispanic students at the end of the award year immediately preceding the date of application.
Now we have to determine what “award year” means. On page 19 of the 87-page RFP, we finally learn that award year “refers to the end of the fiscal year prior to the application due date.” Which raises the question, why doesn’t the RFP just consistently replace “award year,” which no one understands, with “end of the last federal year,” which anyone involved in federal grants knows is September 30?
This conundrum came up on Friday when I was talking about HSI with the internal grant writer for a community college we often work for. This guy is very knowledgeable about federal grants but thought the eligibility for HSI was that his college had to have at least 25% Hispanic students for one year before applying for a HSI grant. His college achieved that milestone at the start of the fall 2014 semester, or around September 1, so he didn’t think they were HSI eligible. A close reading of the RFP sections above shows that he was wrong: as long as the college met the 25% threshold by September 30, 2014, which in this case they did, the college is actually HSI-eligible.
It also turns out that ED does not certify or even maintain a list of HSIs. Instead, applicants self-certify eligibility by signing an assurance. How does a college know whether is has 25% FTE Hispanic students? The students themselves self-certify their “race and ethnicity” at the time of application and these data are aggregated by colleges.
This data gets really murky. Most Americans probably think “Hispanic” is a “race.” Not true, at least by some metrics. Those of us who work with Census data know that the Census definition considers “Hispanic” an ethnicity, not a race. From the Census website: “Hispanic origin can be viewed as the heritage, nationality, lineage, or country of birth of the person or the person’s parents or ancestors before arriving in the United States. People who identify as Hispanic, Latino, or Spanish may be any race.”
In other words, American college students self-certifying as “Hispanic” could have a partial family heritage anywhere from Spain to South America to the Philippines and many places in between. From a Census “race” standpoint, they could be otherwise black, white, Asian, Native American, or multiracial. Combined with immigration and intermarriage, this is why the population of some states, like California and Texas, either are or will be majority-Hispanic. As a practical matter, most IHEs in the southwest and south are likely HSI-eligible already; in a few more years, most IHEs across the country probably will be. This is great news for IHEs, Hispanic students and grant writers!
The above cautionary tale shows why it’s critical to closely read RFPs regarding applicant eligibility and other key factors. When I went through Air Force basic training over 45 years ago, the first class we took was “Rumors and Propaganda.” It taught us not to believe barracks scuttlebutt. The same is true in grant writing.
Tags: Advice · Government · RFPs
March 15th, 2015 · by Isaac Seliger · No Comments
Faithful readers know that I’ve been writing federal grant proposals since the last ice age.* For most of the last four decades, federal grant writing has changed little, other than in obvious tech-related ways—computers, online databases, quick and reliable digital literature/data searches, easy access to applicant background info and so on. I recently realized that incremental changes, glacial in speed though they may be, have begun to have a cumulative impact on the way in which proposals, and especially federal grant proposals, are prepared.
The biggest change in federal proposal preparation was the switch from hard copy to digital submissions, starting around 12 years ago. While at first there were a number of portals developed by various federal agencies, over the years most, but not all, have switched to Grants.Gov. For the first five or so years, Grants.Gov was incredibly badly coded, and the upload process was often uncertain and dicey. In recent years, the reliability of Grants.Gov has improved dramatically and the required attachments mercifully streamlined.
In the bad old days of paper submissions, federal agencies usually required a zoo of attachments, like target area maps, evaluator CVs, key staff resumes, job descriptions, organization charts, evidence of 501(c)3) status, bylaws, financial statements, letters of support, MOUs, and the dreaded logic model. The narratives themselves were long, like attention spans back in those days, with maximums sometimes reaching 50 single-spaced pages. It was not uncommon to end up with a 150-page grant application, which usually had be submitted with a “wet-signed” original and up to ten copies. Sometimes the FedEx boxes we shipped to HUD or the Department of Education weighed over ten pounds.
In the early days of Grants.Gov, these attachment requirements continued, making the upload process very complicated (try uploading a 10 megabyte financial statement attached to a Grants.Gov kit file for example) and sometimes impossible, as there might not be an attachment slot for a given required attachment. As time passed, federal RFPs began to strip away attachments or even require only a couple of consolidated attached files. This is much simpler and makes the grants.gov kit file preparation easier and significantly more reliable.
Most federal agencies have also reduced the maximum length of the narrative and settled on a double-spaced, single-sided page formatting convention. For example, Department of Labor proposals now usually have 20 double-spaced page maximums for narratives. Before you say “hallelujah,” however, keep in mind that the RFPs themselves have not gotten any shorter–an RFP could easily be 150 pages, with the questions to be answered in the 20-page narrative actually being many pages longer than the maximum allowed response. It is often harder to write a shorter narrative of, say, 20 pages, than 40 pages, because the writer faces the “building-a-ship-in-a-bottle” problem. Furthermore, despite severe page limitations, all of the headers/sub-headers must be included to enable reviewers to easily find your responses.
Other interesting RFP changes involve the objective and evaluation sections, which are sometimes combined and always intertwined. Until recently, most RFPs let the grant writer essentially make up the objectives. Now, however, many ED programs like Student Supportive Services and HRSA programs like New Access Points provide more or less fill-in-the-blank objectives. I’m fairly sure this trend is to facilitate “apples-to-apples” comparisons by reviewers, but whatever the reason, it makes it easier to stay within the page limit. While evaluation section requirements used to be astoundingly complex, these days, RFP evaluation instructions tend to be much more straightforward and linked to specified objectives.
Now for the bad news. The budget and budget narratives sections have changed little. Grants.Gov kit files still use a variation of the venerable SF-424A budget form, which is actually a summary of federal object cost categories. To create the 424A, any sane person would use an Excel template. The only people in the US who do not seem to grasp the concept of a spreadsheet are federal RFP writers. There is still no federal Excel SF-424A template provided, although we use versions that we’ve developed over the years.** A well-laid-out Excel line-item budget not only displays each line item within each cost category, but it can also double as the budget narrative. See further in “Seliger’s Quick Guide to Developing Federal Grant Budgets.”
The budget narrative instructions in almost all federal RFPs are written as if the response is to be done on a typewriter, circa 1975. The budget narrative is also often excluded from the narrative page limit, with no page limit on the budget narrative. Although we would never do this, we’ve seen proposals from our clients in which the budget narrative is longer than the program narrative. Don’t do this—unless you think the tail wagging the dog is a good approach to life.
* Forty-four years to be exact, but who’s counting?
** We always provide clients with a draft budget in a handy reusable Excel template—which is one good reason to hire us!
Tags: Advice · Government · Grants.gov · Uncategorized
March 8th, 2015 · by Isaac Seliger · No Comments
Anyone who’s been to a race track or Vegas knows that the odds of a given race or sporting event are being constantly updated by pros who seem to know how to handicap future events. Prospective clients often ask me to handicap their chances of winning a grant competition (and we’ve written before about why grant writing is not like the Olympics). Trying to handicap a particular grant competition is like trying to handicap a horse race in which you don’t know the horses, riders, or venue until after the race is completed. If grant writing was really like a horse race, you’d just pick the cutest horse or jockey with the best colors and hope for the best.*
A prospective client raised the odds issue on Friday, regarding the recently issued Health Resources and Services Administration (HRSA) Health Infrastructure Investment Program (HIIP) FOA. HIIP has $150,000,000 available, with about 175 grants up to $1,000,000, for Federally Qualified Health Centers (FQHCs). FQHCs are sometimes called “Section 330 grantees” and provide primary health care to publicly (Medicaid) and uninsured patients. HIIP is a great opportunity for FQHCs: there’s a lot of money up for grabs, the grants are large, and the money is for facility improvements (facility improvements are always hard to fund).
Not surprisingly, we’ve received a number of inquiries from FQHCs. On Friday, a FQHC CEO in rural Montana called. I learned a bit about his agency and provided a fee quote. Then he popped the question: “So, what are my chances of being funded?” As I was starting my standard reply to this standard question, he interrupted. He said he didn’t think his chances were very good, because “thousands of FQHCs would apply.”
I said that’s not true, since there aren’t that many FQHCs. We got into a bit of a tiff over this, so I double checked after the call. The Henry J. Kaiser Family Foundation says there were only 1,202 FQHCs as of 2013. I would’ve guessed closer to 1,000, but the numbers are in the same ballpark. While new FQHCs are created every year, there are likely less than 1,300 today. Thousands of FQHCs can’t apply for HIIP because not that many exist. My caller was trying to talk himself out of applying.
Let’s try estimating the likely competition.
For various reasons, not every FQHC will want to apply for a HIIP grant. Some are already happy with their current facilities, while others are undergoing leadership changes. Let’s assume that 1,000 FQHCs want to apply and that HRSA will ultimately make about 175 grants. This would mean around a 20% chance of any given application being funded, which is pretty good odds in submitting a grant proposal or buying a lotto ticket.
But, of the hypothetical 1,000 or so applicants, many will not finish their applications, so perhaps 700 applications will actually be submitted. Of these, a fair number, say 100, will be technically incorrect and will not even be scored. Now the pool is down to 600. Many of these will be poorly written, fail to demonstrate need, etc., and will not score high enough to be funded. Let’s assume that 350 – 400 score high enough to be funded.
Now the odds are close to one in two!
Still, grant handicapping is more complex than this simple analysis. Of my theoretical 400 potential grantees, some will be urban, some rural, some will serve special populations (e.g., homeless, Native Americans, etc.). Some will serve African Americans, some Hispanics and so on. Since, like all governmental funders, HRSA is a semi-political entity, the organization wants to spread the sugar. Even if the top 200 applications, based on points alone, were somehow clustered in the Northeast, applicants in other areas would still be funded.
My 400 possible grantees are actually competing against similar applicants, rather than all applicants, because not all applicants are equal in the eyes of HRSA administrators. If your FQHC is the only highly scored applicant that serves rural Native Americans, your chances of being funded could be 100%. If your FQHC serves a general population in a large city like New York or LA, you might be one of ten possible grantees in that city. HRSA will likely make multiple awards in a given big city, but not ten. Now your odds could be one in three. This particular exercise can be played ad infinitum, but it doesn’t mean much because no one outside of HRSA knows the organization’s subjective priorities in advance and because you don’t know who else is going to apply.
Not knowing who else is going to apply really counts. If four other FQHCs similar to yours operate in a given region, they may all say they’re going to apply—just to scare you, or intimidate you, or impress you, or for any number of other reasons. Will they? Maybe, maybe not. You can’t control them, and we recommend that you not be dissuaded by their rhetoric. They may claim to have juice with power players in Washington, or any number of other advantages. You don’t know and can’t know if they’re telling the truth.
My advice to all callers is the same: if your agency is eligible and you want to provide the service, you should disregard real or imagined odds and apply. The logic is similar to seeking a new job. In most cases, you don’t know the other job applicants. Most people apply for jobs they want to do in places they want to live. Say you’re a highly qualified lion tamer and there is a great job open at a circus in Seattle. You should only apply if you like rain, coffee, and tech / nerd culture. If you like sunshine, Cubano sandwiches, and salsa dancing instead, wait for a circus opening in Miami.
The same is true for HIIP: FQHCs who need facility improvements should complete technically correct and compelling proposals that are submitted on time. Worrying about the odds is an interesting but pointless enterprise.
* This is actually the way I bet at horse races, which is why I’m not much of a gambling man.
Tags: Advice · Grants · healthcare
March 6th, 2015 · by Jake Seliger · No Comments
In 2014 HRSA released a program melodiously called “‘Now is the Time’ Project AWARE-Community,” and the program had almost 100 awards available for an eight-figure pot of money—but the individual maximum grant was only $50,000. Last week, HRSA released the same RFP, but with different funding parameters: 70 awards are available with a maximum grant size of $125,000—or 150% more than last year’s award.
We’re guessing that the maximum award changed because $50,000 was just too little money to get most organizations interested in the program, which is designed “to train teachers and other school personnel to detect and respond to mental illness.” Fifty thousand dollars, once overhead and administration is accounted for, won’t even yield a full-time trainer. The current maximum grant, $125,000, will. The program just got a lot more compelling for both nonprofits and school districts. HRSA is also signaling to applicants that they know the last funding round didn’t offer large enough grants to be interesting.
Tags: Grants · Programs
March 2nd, 2015 · by Jake Seliger · No Comments
* When Bread Bags Weren’t Funny, or, we are now spectacularly rich in ways that rarely make the news.
* “Is Snapchat Really Confusing, or Am I Just Old? A 32-year-old’s hopeless quest to understand America’s fastest-growing social app.” This describes me, and I too remember old people telling me when I was younger about life before computers and so on, “What’s the point?”
* Dubious, polemical, yet: “Today’s Apps Are Turning Us Into Sociopaths.” See also Facebook and cellphones might be really bad for relationships.”
* “Why college isn’t always worth it: A new study suggests the economic return on a college degree may be a lot more modest than you think.” This better matches anecdotal yet seemingly universal observation, and it better matches work like that in Paying for the Party. The more I learn about college and about pre-school education the more skeptical I am of either as panaceas.
* What life is like for non-sports fans; a shockingly good metaphor.
* “American Schools Are Training Kids for a World That Doesn’t Exist.”
* College students use social media to be anti-social.
* Cops murder a guy on camera.
* “Orchestra in Los Angeles gives disadvantaged youth a lifeline through music.” Never before has such a project been tried!
* “Meet the [Washington State] Sex Workers Who Lawmakers Don’t Believe Exist,” from The Stranger and probably SFW.
* Employers want better technical writers but aren’t getting them.
* “Why GM Hired 8,000 Programmers.”
* “Lesbian” takes testosterone, sees personality and ideology change. This is not the piece’s actual title.
* Robots aren’t yet taking all our jobs because there aren’t enough smart human engineers to operate them. Which is too bad: the future in which we have all our material needs met and can spend all our time making art.
* “Scientists know there are more giant craters in Siberia, but are nervous to even study them,” which may be the most important article you’re going to skip.
Tags: Job Training · Links
February 22nd, 2015 · by Jake Seliger · 3 Comments
A standard pitch for at-risk youth empowerment grant proposals is simple: We’ll give youth access to X, and through their love of or learning about X they’ll become better students / scholars / workers / people. “X” can be any number of things: To name a few of the projects we’ve worked on over the years, X can be horseback riding, chess, job skills, academic skills, computer programming, music, outdoor activities, art, photography, or sports. Existing organizations of various sizes attempt to improve lives through X; one of the oldest approaches are police athletic leagues (PALs), which try to get kids to stay out of trouble by learning about and playing sports with cops.
Another example is classical music exposure, which sometimes includes playing an instrument. Various symphonies are engaged in this project by sponsoring youth orchestras or having their players perform for high school students who secretly likely aspire to be Lady Gaga or Kendrick Lamar, not learn to play the oboe.* Gustavo Dudamel, the LA Philharmonic conductor, is famously interested in the youth orchestras.
Still, in the memoir Mozart in the Jungle: Sex, Drugs, and Classical Music, these endeavors are not portrayed as admirable by Blair Tindall; in her rendition art may encourage drug use rather than dissuading students from it. Nonetheless, it also appears that a disproportionate number of highly paid programmers, engineers, and nerds more generally are involved with music, and correlation must imply causation, so we as a society think getting kids involved with music is a Good Thing. Which it probably is! We don’t want to seem overly cynical, and really, who is against music?
Sometimes the youth involved in a particular program have other issues (e.g., foster care, differently abled, cancer, etc.), and sometimes the target population is people with other kinds of life challenges. For example, ex-offenders are a common group, with prisoner re-entry programs becoming more popular in recent years. In addition, not any value can be substituted for “X;” we’ve yet to work on any programs that offer, say, pole-dancing lessons, such that through their earthly love of each other youth will stay out of other trouble.
Programs that bring “X” to youth all have in common taking kids or other targeted high-risk groups out of their normal environments and putting them in a different environment that exposes them to new ideas and skills. Do such efforts work? It’s hard to say: programs like these got started in the Progressive Era, with efforts like the Boy Scouts, PALs and different programs have been emphasized at different times and in different places. Their purposes have changed over time, depending on what society happens to be anxious about at a given moment.
Today, not that many people (with money) care about exposure to rural environments, such as 4H agriculture programs, and so forth. But they care a lot about job training and/or workforce development. They care about education, which they link to job training and/or workforce development. If you’ve got a program that involves education, job training, and/or workforce development, consider whether it takes kids, ex-offenders or other high-risk groups out of their normal environments. If it does, you’ve got an important, time-honored claim: that by giving access to X you’ll also improve Y.
And if you want to do more than claim the mantle of innovation—which as a baseline we recommend you all do—consider this pattern in human services and what, if anything, you might do to break it.
EDIT: In Tiny Beautiful Things, which is a mid-sized beautiful book, Cheryl Strayed describes how she ended up working as “youth advocate” for girls with serious problems and seriously messed-up families. She writes:
I was meant to silently, secretly, covertly empower them by taking them to do things they’d never done at places they’d never been. I took them a rock-climbing gym and to the ballet and to a poetry reading at an independent bookstore. The theory was that if they liked to pull the weight of their blossoming girl bodies up a faux boulder with little pebble-esque plastic hand- and footholds then perhaps they would not get knocked up. If they glommed on to the beauty of art witnessed live—made before their very eyes—they would not become meth addicts and steal someone’s wallet and go to jail at the age of fifteen.
Instead, they’d grow up and get a job at Walmart.
Strayed would get this post. At least one of the girls, we learn by the end of the essay, succeeds. One senses the combination of desperation and hope Strayed feels. She writes too that the work was “the best job I ever had but I only stayed for one year. It was a heavy gig and I was a writer and so I left it for less emotionally taxing forms of employment so I could write.” How many of us can blame her? She gets the Sisyphean task, but unlike Sisyphus she occasionally gets to leave the rock at the top of the mountain.
* Whatever the merits of the oboe; we respect it as an instrument and do not wish to denigrate any oboists among our readership.
Tags: Advice · Clients · Programs
February 15th, 2015 · by Isaac Seliger · No Comments
As we’ve written before, it’s important to carefully follow RFP directions when writing any proposal. Still, many RFPs are poorly written, repetitive, and often contradictory. If one finds a significant issue in the RFP, the only recourse is to contact the Program Officer listed in the RFP and ask for clarification in writing. If you get a response at all, it’s likely to be along the lines of “read the RFP.”
While this becomes pretty frustrating pretty fast, stay cool and use common sense in writing your proposal narrative and developing the budget. Let’s think about cost-per-participant issues as one example. In responding to RFPs for most human services project concepts, it’s pretty easy to figure out the capitated (“per head”) cost of delivering the proposed service. For example, if you propose to provide job training to 100 folks over three years and request a $1,000,000 grant, the cost per trainee is $10,000. The key is to make sure that your proposed service delivery model and budget are in line with funder expectations.*
Some RFPs provide specific guidance on the cost per client, such as the DOL’s YouthBuild program, which specifies around $17,000/trainee. Until about 10 years ago, when HUD stopped administering YouthBuild, it was about $30,000/trainee. The primary reason for the dramatic drop was that DOL finally figured out that grantees could easily satisfy the remedial education/GED component of YouthBuild by using a partnering charter school that receives Average Daily Attendance (ADA) funds—at no cost to YouthBuild.
This also creates a nice way of covering the required YouthBuild match. The YouthBuild match requirement has become sort of a legal fiction. Many SAMHSA RFPs include capitated funding ranges that vary by type of service (e.g., outpatient, intensive outpatient and so on). To have any hope of being funded, the budget has to hit those targets.
In some cases, however, the RFP doesn’t directly state a capitated rate. Often, it’s possible to figure out what the funding agency expects, if the overall impact is discussed (e.g., train 10,000 veterans) and dividing this info into the total amount available. In contrast, the ED Student Support Services RFP mandates the maximum grant and maximum number of participants, so it’s fairly obvious what the capitated rate should be, even though the RFP doesn’t explicitly state the capitated rate. One could propose a lower capitated rate, but why would you?
If you have no clue from the RFP regarding an appropriate implied capitated rate, you’re back to using common sense. Let’s say you’re a one high school local education agency (LEA or school district) in rural California with 500 students and one counselor. The counselor’s salary is $50,000/year, so the district is in effect spending $500/year/student on counseling, but wants to expand counseling because of a school gun violence incident, bullying outreach or whatever.
As luck would have it, the Elementary and Secondary School Counseling (ESSC) grant program does just that. In developing your ESSC proposal and budget, however, it’s a good idea to keep reality in mind and use common sense. If you propose a $500,000 annual ESSC grant, that would be a ten-fold increase over current service delivery levels and probably would not be well-received, even though the ESSC RFP does not specify a capitated rate for expanded counseling services. Instead, a $200,000 annual grant, along with an innovative approach to counseling, would be a more reasonable approach.
* You’ll learn how to calibrate expectations for cost through experience and through looking at a lot of RFPs.
Tags: Budgets · Clients · Grants