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A grant can be a powerful tool for achieving what might otherwise be impossible, or at least very difficult, to accomplish. What are some project ideas you have in mind for addressing a specific problem or need? If you were to apply for a grant, what would you pursue? What might your organization pursue?
With project ideas in mind, read the literature and familiarize yourself with evidence-based practices associated with the problems you are seeking to address. Determine what is currently being done to solve or mitigate these problems. This step is extremely important in determining how or if to proceed with your own project idea.

For this Discussion, critically think through your project ideas and concepts, as well as the literature, and select one to further develop for your grant proposal. Use the Process Development Template, located in this week’s Learning Resources, to organize your ideas regarding the purpose of the project and the research you have conducted.

Note: Use the Process Development Template as an iterative and cumulative worksheet for keeping notes and ideas about the different elements that will be addressed in your grant proposal. While this document will not be submitted for grading, it will inform assignments that are submitted. You are encouraged to use this template as both a guide for, and record of, the work you are doing.
For your first Discussion, review this module’s Learning Resource.

Part A:
Describe your previous grant-writing experiences and explain what are, in your opinion, the most challenging aspects of grant writing. If you have not had previous grant-writing experience, what are some challenges you might anticipate and why? Describe the work you are currently involved in for which you might pursue funding.

Part B:
Post your project idea, explaining the needs it will meet. Explain why this project might be attractive to potential funders, and distinguish it from others that have addressed the same problem.

You have determined a project idea and are ready to begin the research to find the RFP that is the best match for your project.
There are many viable approaches to searching for and locating project funding, but the most effective are those that utilize appropriate technologies. With the specifics of your project in mind, look for RFPs using the state, federal, and foundation grants databases/search engines listed in this week’s Learning Resources. This is an important step, so take your time in identifying grant providers that issue grant awards that align to your organization’s specific cause or need. Bookmark these websites and keep notes in the Process Development Template. Each website offers a wealth of varied information for grant seekers that can greatly enhance your developing understanding of grantsmanship.

When reviewing RFPs, look specifically for the following information:

Who is eligible to apply?
How many awards/grants are being given?
What is the dollar amount of the grant/award?
What are the collaboration/partnership requirements?
What is the length of the grant period?
For private funders, who is on their board and does the applicant have any existing relationships with anyone?

Sample Solution

nated travel agent. The travel agents often forms large amount of ticket sales, this gives certain power to the travel agents and airline would generally gives some percentage of commission to them for ticket sales. A zero commission policy by SIA had cause boycott of sales of SIA tickets by travel agents who consist of 80% total sales volume in India, forcing the company to reduce flight and down sized in India [Chowdhury, 17 Apr 2009]. The buyer bargaining power is indeed very high for SIA. 4.5 Bargaining power of suppliers SIA have its own subsidiary Singapore Airport Terminal Service for ground handling service such as baggage handling and in-flight food and beverages supply. SIA’s other subsidiary SIA Engineering had been engage in aircraft maintenance and servicing. SIA are also financially strong hence does not depends heavily on financial institution for business process. This leaves the main suppliers of SIA only air craft manufacturer. Jet fuel, even though form up to 40% of the airline expenditure (as of year 2008), is a commodity that fluctuate with crude oil price. The airline mainly purchases its plane from Boeing and Airbus. Although there were no apparent substitute and high retraining and logistic cost will incur for switching of supplier, the demand is relatively weak for these suppliers in recent years with about 10% of the world’s fleet in storage [Calingo, 1997]. SIA had been continuously renewing its fleet even during peak of crisis which gives sales order that helps aircraft manufacturer pull through financial difficulty [Scott, 2008]. The average age of aircraft is 6year and 2month in 2008; signal a large volume of purchase on its aircraft, with planed spending of SGD 11,800million in the next five year on aircraft. It is Boeing largest customer on 777 series plane [Boeing, 25th Aug 2004] and first customer for Airbus 380. This makes SIA an important customer and enjoys high bargaining power over the manufacturer. 4.6 Relative power of Other Stakeholders>

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nated travel agent. The travel agents often forms large amount of ticket sales, this gives certain power to the travel agents and airline would generally gives some percentage of commission to them for ticket sales. A zero commission policy by SIA had cause boycott of sales of SIA tickets by travel agents who consist of 80% total sales volume in India, forcing the company to reduce flight and down sized in India [Chowdhury, 17 Apr 2009]. The buyer bargaining power is indeed very high for SIA. 4.5 Bargaining power of suppliers SIA have its own subsidiary Singapore Airport Terminal Service for ground handling service such as baggage handling and in-flight food and beverages supply. SIA’s other subsidiary SIA Engineering had been engage in aircraft maintenance and servicing. SIA are also financially strong hence does not depends heavily on financial institution for business process. This leaves the main suppliers of SIA only air craft manufacturer. Jet fuel, even though form up to 40% of the airline expenditure (as of year 2008), is a commodity that fluctuate with crude oil price. The airline mainly purchases its plane from Boeing and Airbus. Although there were no apparent substitute and high retraining and logistic cost will incur for switching of supplier, the demand is relatively weak for these suppliers in recent years with about 10% of the world’s fleet in storage [Calingo, 1997]. SIA had been continuously renewing its fleet even during peak of crisis which gives sales order that helps aircraft manufacturer pull through financial difficulty [Scott, 2008]. The average age of aircraft is 6year and 2month in 2008; signal a large volume of purchase on its aircraft, with planed spending of SGD 11,800million in the next five year on aircraft. It is Boeing largest customer on 777 series plane [Boeing, 25th Aug 2004] and first customer for Airbus 380. This makes SIA an important customer and enjoys high bargaining power over the manufacturer. 4.6 Relative power of Other Stakeholders>

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