At a Glance

What Else Is It Called?

• Project administration

When Is It Used?

There should be statements throughout your project description, and in many parts of the proposal that address project management. Few funders require a full management plan. Even if the management plan is not required, all the elements of it should be addressed in your proposal.

Why Is It Used?

No project will be successful without good management. The funder must be assured that your organization is capable of handling the project, that key personnel are qualified to supervise and manage the project, and that your fiscal management is above reproach. Remember the funder is looking for a good investment, not just a good idea. Many things covered in overview in the management plan will be covered in complete sections in the proposal. Duplication is inherent in proposal writing. The reader who is interested in the management plan may not read the other sections.

1 Leaders, July 1984.

Key Concepts

• Devise an organization chart clearly showing that the project is highly connected in your management structure and is integral in your infrastructure.

• If you have had other successful grants, briefly describe them—hope-fully you can state that there were no audit exceptions.

• State how your project will be fiscally managed and audited.

• Indicate the level of expertise in the subject matter of key personnel— you will include biographical data elsewhere in the proposal.

• Briefly give an overview of how the project will be evaluated—you should include a complete evaluation plan in the proposal.

• Briefly give an overview of how the project will be documented, and where the files will reside.

Formatting Issues

Use standard margins and 12-point type, being sure to stay within the funder's space requirements.

Organization Chart

As stated in the section on project description (Chapter 7), the organization chart can go many places in the proposal. For a simple proposal such as a letter proposal, an organization chart is not necessary. However, it is necessary to strongly connect your project to upper management and to show clearly how important it is to your organization. The funder wants to make a good investment in a project that the grantee will manage effectively and continue after grant funding ceases. The funder wants to fund projects that are important to the grantee organization. An organization chart is a way of showing that in a graphic. Exhibit 8.1 is an example of an organization chart.

Discuss the Responsibilities of Key Personnel

Most funders want biographical sketches of key personnel (see Chapter 13 for a full description). In the project management plan, you have the opportunity to provide an overview of the relevant credentials for your key personnel. By key personnel, we mean the project coordinator and any critical staff members who provide leadership of various project components. By relevant, we mean credentials that relate to the topic and scope of your project. It is important to keep this discussion to a bare minimum while

Exhibit 8.1 Organization Chart

impressing the funder with the fact that the people you have chosen for your project have the skills needed to insure its success. You do not have a lot of space for this discussion, so it is important to be concise. The following is an example.

Dr. Noah Brandon, the project coordinator has ten years' experience leading successful research grant projects. He holds a doctorate in chemical engineering and his medical degree in forensic science. Lydia Stevens, is the documentation coordinator. She has seven years' experience in documentation of research projects and a masters degree in chemical laboratory management. Dr. Zelda Fitzsimmons, the project analyst, has been chief coordinator on seven successful research projects. Her doctorate is in chemical engineering. Biographical sketches of all key staff can be found on Page 32, in the key personnel section.

Discuss Loaned or Volunteer Staff

It is important to show any partners' contributions to the project. Funders like partnerships because the more partners there are, the more secure the project is as an investment. The more stakeholders, the more likely the project will succeed and continue. If there are loaned staff or volunteers, tell the funder what roles they play and how they are supervised. The following is an example.

Intake personnel are provided by the North Carolina State Department of Health and Human Services and are paid by the department. In addition, the local Association of Family Counselors will screen volunteer mentors for the participating students. Both intake personnel and mentors will be supervised by the project coordinator. The project coordinator, with oversight of the advisory committee, has final approval over both intake staff and volunteer mentors.

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