I created this grant proposal as the final project for my Proposal & Grant Writing class. It is written for a real RFP (request for proposal) but is written on behalf of a fictitious church seeking funding for installing an elevator to improve accessibility for its aging members. I designed the church logo and stationery, incorporating the stock dove image. The photographs I acquired from public domain sources. The extensive research for this project is documented in the annotated bibliography.
Este documento presenta un manual de referencia para el uso de Primavera Project Planner P6. Explica los conceptos básicos de programación de proyectos sin y con recursos, así como el seguimiento y control. Detalla los pasos para crear un nuevo proyecto, importar uno desde P3, y desarrollar la estructura de desglose de trabajo, tareas, códigos de actividades, calendarios y relaciones entre tareas. El objetivo es proporcionar una guía para el uso correcto de las funciones de Primavera P6 en la planific
The document outlines the schedule and dependencies for tasks in building a water pump station project. Key tasks include obtaining permits, installing utilities, driving sheet piles, excavation and tiebacks over 90 days, pouring the foundation and slab over 43 days, and constructing and waterproofing the walls. The individual is asked to build a precedence table and solve the initial network in MS Project, listing assumptions and identifying the critical path and Gantt chart.
A Gantt chart is a bar chart that illustrates a project schedule and the timing of tasks and activities. It was created by Henry Gantt in the early 1900s and shows the start and finish times of each task or event as horizontal bars placed against a calendar scale. Gantt charts make it easy to visualize task durations and dependencies and are useful for resource allocation and schedule management.
GANTT charts are a type of bar chart used to illustrate project schedules. They show the start and end dates of tasks, their duration, and dependencies between tasks. To construct a GANTT chart, critical tasks are scheduled first followed by non-critical tasks within their time windows. Staff and resources are then allocated to tasks based on availability. The chart can be re-scheduled if needed due to changes in staffing or equipment availability. Project management software helps automate GANTT chart creation and resource smoothing but decisions still require human judgment.
How Does MS Project Works 6- Task Controlling FactorsSHAZEBALIKHAN1
MS Project is scheduling software. It takes multiple factors into account to schedule a task. The article explains all the inputs and their respective effect on the scheduling ability of the MS Project.
CPM and PERT are network analysis techniques used for project planning and scheduling. CPM was developed in the 1950s by DuPont for chemical plant projects and focuses on minimizing project duration. PERT was developed by the US Navy for the Polaris missile program and handles uncertain activity times using probability. Both techniques represent activities as nodes and their dependencies as arrows to build a network that identifies the critical path showing the shortest time to complete the project.
A Gantt chart is a type of bar chart used to illustrate a project schedule. It was developed by Henry Gantt and shows the tasks, durations, and dependencies of activities within a project. The document outlines how to construct a Gantt chart by listing activities, estimating their time requirements, ordering them, and drawing the chart with start/end dates for each activity based on duration and dependencies. Gantt charts provide a simple visual representation of a project plan but can be limited in visualizing dependencies between tasks.
Este documento presenta un manual de referencia para el uso de Primavera Project Planner P6. Explica los conceptos básicos de programación de proyectos sin y con recursos, así como el seguimiento y control. Detalla los pasos para crear un nuevo proyecto, importar uno desde P3, y desarrollar la estructura de desglose de trabajo, tareas, códigos de actividades, calendarios y relaciones entre tareas. El objetivo es proporcionar una guía para el uso correcto de las funciones de Primavera P6 en la planific
The document outlines the schedule and dependencies for tasks in building a water pump station project. Key tasks include obtaining permits, installing utilities, driving sheet piles, excavation and tiebacks over 90 days, pouring the foundation and slab over 43 days, and constructing and waterproofing the walls. The individual is asked to build a precedence table and solve the initial network in MS Project, listing assumptions and identifying the critical path and Gantt chart.
A Gantt chart is a bar chart that illustrates a project schedule and the timing of tasks and activities. It was created by Henry Gantt in the early 1900s and shows the start and finish times of each task or event as horizontal bars placed against a calendar scale. Gantt charts make it easy to visualize task durations and dependencies and are useful for resource allocation and schedule management.
GANTT charts are a type of bar chart used to illustrate project schedules. They show the start and end dates of tasks, their duration, and dependencies between tasks. To construct a GANTT chart, critical tasks are scheduled first followed by non-critical tasks within their time windows. Staff and resources are then allocated to tasks based on availability. The chart can be re-scheduled if needed due to changes in staffing or equipment availability. Project management software helps automate GANTT chart creation and resource smoothing but decisions still require human judgment.
How Does MS Project Works 6- Task Controlling FactorsSHAZEBALIKHAN1
MS Project is scheduling software. It takes multiple factors into account to schedule a task. The article explains all the inputs and their respective effect on the scheduling ability of the MS Project.
CPM and PERT are network analysis techniques used for project planning and scheduling. CPM was developed in the 1950s by DuPont for chemical plant projects and focuses on minimizing project duration. PERT was developed by the US Navy for the Polaris missile program and handles uncertain activity times using probability. Both techniques represent activities as nodes and their dependencies as arrows to build a network that identifies the critical path showing the shortest time to complete the project.
A Gantt chart is a type of bar chart used to illustrate a project schedule. It was developed by Henry Gantt and shows the tasks, durations, and dependencies of activities within a project. The document outlines how to construct a Gantt chart by listing activities, estimating their time requirements, ordering them, and drawing the chart with start/end dates for each activity based on duration and dependencies. Gantt charts provide a simple visual representation of a project plan but can be limited in visualizing dependencies between tasks.
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
This document provides an overview of basic project management concepts using Microsoft Project 2010. It discusses what a project is, project constraints, planning and controlling activities, work breakdown structures (WBS), and getting started with MS Project settings. It also covers creating a project, tasks, durations, linking tasks, milestones, resources, baselines, tracking progress, and earned value management. The document uses an example fence building project to demonstrate tracking progress and calculating schedule and cost performance indicators in MS Project.
This document provides a profile summary for Manjeet Singh Lowanshi, an IC Design Engineer with over 1 year of experience at Broadcom Limited. He has an M.Tech. in Microelectronics and VLSI Design from IIT Roorkee and has worked on digital circuit design and memory compiler projects using 16nm, 22FDSOI, and 28nm technologies. He is proficient in Verilog, C programming, and CAD tools like Cadence and has experience with layout design, placement, and routing.
The Gantt chart is a bar chart that illustrates the timing of project activities and their relationships. It displays activities on one chart against time to provide a simple representation of project scheduling. Gantt charts are useful for planning and overview but have limitations like difficulty updating and lack of cost/resource data. Alternatives for project planning include PERT, WBS, critical path and resource leveling.
10 reasons why projects fail or common mistakes to avoidMarianna Semenova
The goal of this presentation it to summarize practical experience and theoretical knowledge to outline 10 main reasons for the projects failure and common mistakes you can avoid on your projects to make them succeed. I hope you will find good tips and a valuable practical advice while reviewing it.
VOIP adalah teknologi yang memungkinkan panggilan telepon dan video melalui jaringan internet. Dokumen ini menjelaskan tentang ekstensi, dial plan, dan topologi jaringan VOIP menggunakan router dan switch Cisco untuk menghubungkan dua telepon IP. Konfigurasi router dan switch diperlukan untuk memberikan IP dan nomor telepon secara otomatis kepada telepon IP dan menguji koneksi antara kedua telepon.
Dokumen tersebut membahas tentang interaksi manusia dan komputer menggunakan bahasa alami, termasuk penggunaan bahasa alami untuk memberi instruksi kepada komputer, pencarian database menggunakan bahasa alami, pembangkitan teks alami, dan game petualangan yang memerlukan komando bahasa alami dari pemain. Dokumen tersebut juga membahas tentang cabang-cabang pengolahan bahasa alami seperti sintaks, semantik, heur
The funkiest PRINCE2 Processes revision guide on the internetKnowledge Train
A PRINCE2 Foundation course lasts about 3 days - that's a lot of information to take in. This e-book has been designed with the anxious student in mind, using simple descriptions and a graphical, cartoon-style mind map for each PRINCE2 Process.
For your PRINCE2 exam, you will need to master the PRINCE2 Principles, Themes and Processes. You can download the full set of PRINCE2 mind map e-books here:
http://www.knowledgetrain.co.uk/project-management-ebooks.php
Here is what others have said about the PRINCE2 revision e-books:
“Excellent PRINCE2 revision e-books. Extremely well put together and I’m very impressed! I’d say
that you’ve met or even exceeded your aims. They look brilliant, thanks very
much. The world needs more people like you :-)” - Dave Sands, Managing Director at DS Consulting (2005) Co Ltd
“The proof that a picture says more than a thousand words becomes reality within
these PRINCE2 revision e-books. Definitely worthwhile reading.” - Henny Portman, PMO consultant at ING Insurance
“These e-books are really well done! I secretly envy designers like you guys!” - Cesar Abeid, Project Manager at Remontech
“Never has PRINCE2 been explained so beautifully.” - Paul Naybour, Project Management Training Consultant at Parallel Project Training
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A Gantt Chart is a project management tool used to illustrate the project schedule. The presentation aims to provide the reader with an overview of the tool, including its purpose, preparation, merits, and demerits.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
This document discusses key concepts in project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result with defined start and end dates, resources, and objectives. The document outlines the typical phases of a project lifecycle including initiation, planning, execution, monitoring and control, and closure. It also distinguishes between projects and operations, noting that projects are unique and temporary while operations are ongoing repetitive tasks. Additionally, it describes the iterative and interactive nature of the project management process which involves initiation, planning, execution, monitoring/control, and closure.
This document discusses planning activities for software project management. It covers identifying activities, developing activity networks, and scheduling activities using techniques like PERT and CPM. Key aspects covered include determining earliest and latest start/finish dates for activities, calculating float, identifying critical paths, and differentiating between free and interfering float. The overall goal is to create a project plan and schedule that helps coordinate tasks and resources over the project timeline.
You will be able to understand,
Project Management, WBS, Network Diagram and application CPM.
A solved example for finding Float, EST, EFT. LST and LFT.
Few unsolved examples for practice.
Thank you.
Community Foundation Grant Proposal Final Draftmolliefoust
The Flower City Soccer League proposes to create the Flower City Academy to provide tutoring and academic support for its under-12 players. It will operate afterschool at recreation centers and other facilities 2-5:30pm weekly. The goal is to improve literacy, math, and test scores, especially as scores decline in 7th grade. A $34,000 grant would fund hiring a coordinator, training staff, and supplies to pilot the program at two sites and expand existing academic programs. The league aims to enhance players' experiences and academic achievement through this initiative.
The board meeting of the [NAME OF ASSOCIATION] was called to order at 7:00 p.m. on [DATE]. Minutes from the previous meeting were approved, and treasurer, management, and attorney reports were presented. The board voted against resurfacing the pool for $26,000 but voted to amend association rules to restrict leasing and accept a landscaping contract. The meeting adjourned at 8:30 p.m.
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
This document provides an overview of basic project management concepts using Microsoft Project 2010. It discusses what a project is, project constraints, planning and controlling activities, work breakdown structures (WBS), and getting started with MS Project settings. It also covers creating a project, tasks, durations, linking tasks, milestones, resources, baselines, tracking progress, and earned value management. The document uses an example fence building project to demonstrate tracking progress and calculating schedule and cost performance indicators in MS Project.
This document provides a profile summary for Manjeet Singh Lowanshi, an IC Design Engineer with over 1 year of experience at Broadcom Limited. He has an M.Tech. in Microelectronics and VLSI Design from IIT Roorkee and has worked on digital circuit design and memory compiler projects using 16nm, 22FDSOI, and 28nm technologies. He is proficient in Verilog, C programming, and CAD tools like Cadence and has experience with layout design, placement, and routing.
The Gantt chart is a bar chart that illustrates the timing of project activities and their relationships. It displays activities on one chart against time to provide a simple representation of project scheduling. Gantt charts are useful for planning and overview but have limitations like difficulty updating and lack of cost/resource data. Alternatives for project planning include PERT, WBS, critical path and resource leveling.
10 reasons why projects fail or common mistakes to avoidMarianna Semenova
The goal of this presentation it to summarize practical experience and theoretical knowledge to outline 10 main reasons for the projects failure and common mistakes you can avoid on your projects to make them succeed. I hope you will find good tips and a valuable practical advice while reviewing it.
VOIP adalah teknologi yang memungkinkan panggilan telepon dan video melalui jaringan internet. Dokumen ini menjelaskan tentang ekstensi, dial plan, dan topologi jaringan VOIP menggunakan router dan switch Cisco untuk menghubungkan dua telepon IP. Konfigurasi router dan switch diperlukan untuk memberikan IP dan nomor telepon secara otomatis kepada telepon IP dan menguji koneksi antara kedua telepon.
Dokumen tersebut membahas tentang interaksi manusia dan komputer menggunakan bahasa alami, termasuk penggunaan bahasa alami untuk memberi instruksi kepada komputer, pencarian database menggunakan bahasa alami, pembangkitan teks alami, dan game petualangan yang memerlukan komando bahasa alami dari pemain. Dokumen tersebut juga membahas tentang cabang-cabang pengolahan bahasa alami seperti sintaks, semantik, heur
The funkiest PRINCE2 Processes revision guide on the internetKnowledge Train
A PRINCE2 Foundation course lasts about 3 days - that's a lot of information to take in. This e-book has been designed with the anxious student in mind, using simple descriptions and a graphical, cartoon-style mind map for each PRINCE2 Process.
For your PRINCE2 exam, you will need to master the PRINCE2 Principles, Themes and Processes. You can download the full set of PRINCE2 mind map e-books here:
http://www.knowledgetrain.co.uk/project-management-ebooks.php
Here is what others have said about the PRINCE2 revision e-books:
“Excellent PRINCE2 revision e-books. Extremely well put together and I’m very impressed! I’d say
that you’ve met or even exceeded your aims. They look brilliant, thanks very
much. The world needs more people like you :-)” - Dave Sands, Managing Director at DS Consulting (2005) Co Ltd
“The proof that a picture says more than a thousand words becomes reality within
these PRINCE2 revision e-books. Definitely worthwhile reading.” - Henny Portman, PMO consultant at ING Insurance
“These e-books are really well done! I secretly envy designers like you guys!” - Cesar Abeid, Project Manager at Remontech
“Never has PRINCE2 been explained so beautifully.” - Paul Naybour, Project Management Training Consultant at Parallel Project Training
prince2, prince2 course, prince2 foundation exam, prince2 processes, prince2 revision, prince2 training, project management, project management course, prince2 foundation course, revision guide, revision tips
A Gantt Chart is a project management tool used to illustrate the project schedule. The presentation aims to provide the reader with an overview of the tool, including its purpose, preparation, merits, and demerits.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
This document discusses key concepts in project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result with defined start and end dates, resources, and objectives. The document outlines the typical phases of a project lifecycle including initiation, planning, execution, monitoring and control, and closure. It also distinguishes between projects and operations, noting that projects are unique and temporary while operations are ongoing repetitive tasks. Additionally, it describes the iterative and interactive nature of the project management process which involves initiation, planning, execution, monitoring/control, and closure.
This document discusses planning activities for software project management. It covers identifying activities, developing activity networks, and scheduling activities using techniques like PERT and CPM. Key aspects covered include determining earliest and latest start/finish dates for activities, calculating float, identifying critical paths, and differentiating between free and interfering float. The overall goal is to create a project plan and schedule that helps coordinate tasks and resources over the project timeline.
You will be able to understand,
Project Management, WBS, Network Diagram and application CPM.
A solved example for finding Float, EST, EFT. LST and LFT.
Few unsolved examples for practice.
Thank you.
Community Foundation Grant Proposal Final Draftmolliefoust
The Flower City Soccer League proposes to create the Flower City Academy to provide tutoring and academic support for its under-12 players. It will operate afterschool at recreation centers and other facilities 2-5:30pm weekly. The goal is to improve literacy, math, and test scores, especially as scores decline in 7th grade. A $34,000 grant would fund hiring a coordinator, training staff, and supplies to pilot the program at two sites and expand existing academic programs. The league aims to enhance players' experiences and academic achievement through this initiative.
The board meeting of the [NAME OF ASSOCIATION] was called to order at 7:00 p.m. on [DATE]. Minutes from the previous meeting were approved, and treasurer, management, and attorney reports were presented. The board voted against resurfacing the pool for $26,000 but voted to amend association rules to restrict leasing and accept a landscaping contract. The meeting adjourned at 8:30 p.m.
The Grand Rapids Group Care Free Clinic is requesting a $125,000 grant to start a diabetes clinic and program. The clinic currently provides free healthcare to underserved individuals in Grand Rapids, Michigan. The diabetes program objectives are to maintain primary healthcare services and provide specialty diabetic care through a wellness program, education, and integrating treatment into daily operations. The funding would support staffing, supplies, and evaluating the program's effectiveness in managing diabetes and preventing its spread in the community over one year.
This document outlines a proposal for a 2014 Vacation Bible School program with the objectives of communicating the gospel of salvation through Jesus Christ, equipping participants with knowledge and skills, and developing love for God, family, and others. The theme is "Extreme Love" focusing on love for God, others, and oneself. It will take place from May 26-30 for study and May 31 for graduation at the JCHN Worship Center. Various committees are involved in curriculum development, faculty training, teaching, music, service, evangelism, and fundraising. A budget of PHP 5,000 for materials, PHP 10,000 for food, and PHP 5,000 for graduation is required.
Volunteer with Ignite Adaptive Sports!Orri Jonsson
Volunteer with Ignite Adaptive Sports and share your joy of the mountain with people with disabilities at the beautiful Eldora Mountain Resort above Nederland, Colorado.
The National Park Foundation is accepting grant proposals for its 2013 Active Trails Grants Program. Cape Hatteras National Seashore is proposing a project called "Reconnection Through Education" that includes free hiking trips and overnight research expeditions focused on endangered species. The goal is to educate the local community about these species, ease tensions with the National Park Service, and shift revenue from off-road vehicle permits to the new trail activities. If funded, the grant would support capital needs for starting the educational programs and motivating the public to explore the parks through healthy, nature-based activities while strengthening community partnerships.
This document provides background information on Project Look Sharp, a nonprofit media literacy organization. It discusses Project Look Sharp's mission to teach students critical thinking skills to analyze media messages through its free lesson kits. The document outlines Project Look Sharp's plans to develop new lesson kits focused on health and nutrition, given children's high exposure to food advertising. It argues that teaching media literacy skills around nutrition and food marketing can help address public health issues like obesity. Overall, the document provides context about Project Look Sharp and its initiative to expand its media literacy curriculum to include health-related topics.
This document proposes creating a new economic cluster in Northeast Ohio centered around adaptive community. It would harness existing strengths like SPIRE Institute and Georgetown University to create products like medical devices, human motion controls, adaptive sports equipment and clothing. It outlines key contributors, a business model, and communications plan. The cluster aims to promote economic sustainability, develop human capital, foster entrepreneurship and ignite community connection in the region.
This document provides information about preparing research proposals and grant applications. It discusses the key components of research proposals, including the introduction, literature review, methods, findings, and conclusions sections. It also outlines different types of funding sources for research, such as private foundations and federal grants. Private foundations often focus on specific geographic areas and causes like education. Writing clear, well-organized proposals that address the funder's guidelines increases the chances of receiving funding.
This document describes a research project to study a fossil hydrothermal system in the Lake City caldera in Colorado. The researcher aims to determine the temperature, salinity, and composition of magmatic fluids present after the caldera-forming eruption by analyzing fluid inclusions in quartz veins. Samples will be collected from the caldera and analyzed using a fluid inclusion heating stage to measure temperature and salinity. Additional analysis at ETH Zurich will determine rare earth element and precious metal concentrations to understand deposition conditions and transport of metals. The project aims to test if the hydrothermal system formed at high temperatures from magmatic fluid input and if precious metals were concentrated in the eruption-induced fluid.
This document is a grant application template from the Delaware Valley Grantmakers (DVG) organization. It provides instructions and guidelines for completing a common grant application, including sections for a cover sheet, proposal narrative, budgets, required attachments, and a checklist. The application can be used as provided or as a template to organize thoughts. It lists funders that accept this common application form. The document encourages applicants to research each funder's guidelines and priorities to tailor their requests accordingly.
The Children in Action Sports Club in Brunswick, Georgia is requesting $20,000 to purchase an 8-seat van to transport children to their free afterschool program called the Barnabus Club. The program serves at-risk youth referred from various community organizations and aims to teach them skills like teamwork, behavior, academics and community service through activities and devotion times. Currently the program transports 70 children daily but lacks adequate transportation, so the additional van would allow them to serve more youth and make a greater positive impact on the community.
The Winona YMCA is requesting $5,000 from the North Face Explore Fund to increase access to their high ropes course. They plan to purchase adaptive equipment like harnesses and bars to allow children with disabilities to participate. They will also use the funds to provide scholarships to low-income families to attend camps and programs. The YMCA serves over 4,200 members and provides myriad programs to strengthen their community.
This document lists organizations that received awards for homeless shelter programs in Hawaii in 2017. It provides the organization name, shelter facility name, type of shelter (emergency or transitional), and island served for each awarded program. The types of shelters included emergency shelters, which provide temporary housing, and transitional shelters, which help families transition to permanent housing. Some facilities specifically served families with children. The listings were alphabetical by organization and covered shelters on every major Hawaiian island.
This document is a grant proposal from New Hanover Child Advocates requesting $225,000 in funding. It aims to advocate for abused and neglected children in New Hanover County who are in the legal system without representation. The program will recruit and train volunteer Guardian Ad Litems to advocate for children in court and ensure they do not get lost in the overburdened system or placed inappropriately. Guardian Ad Litems will visit children monthly and represent their best interests to the judge. The goal is to give children more attention to find a safe permanent home and reduce chances of reentering foster care.
Pepsi RefreshEverything Multitouch Grant Proposalprosper50
The following informational material was created to intruduce the public to my ongoing research of multitouch technology.
My research focuses on the evaluation of usability characteristics of various multitouch devices for children with physical disabilities who are unable to utilize a traditional computer or mouse.
The document provides an overview of the proposal preparation process, including key components and requirements. It discusses the Proposal Development and Routing Form (PDRF), budget, budget justification, resources and environment, key personnel, current and pending support sections, and federal assurances and certifications. It also covers the proposal submission process through Grants.gov and eRA Commons as well as important timelines and contacts for support.
Writing the Budget for a Grant ProposalDierdre McKee
The document provides guidance on writing an effective budget for a grant proposal. It explains that the budget demonstrates the total costs of the project, how the funding will be used, and serves as a spending plan. An understandable budget is crucial. The budget includes costs for personnel, materials, travel, and indirect expenses over all phases from planning to evaluation. Careful planning is needed to determine realistic expenses, seek estimates, and ensure the budget justification explains and supports all costs. Consistency between the narrative and budget is important.
This document discusses logic models, which are systematic visual representations of a planned program that show the underlying assumptions, framework, and connections between inputs, activities, outputs, outcomes, and impact. Logic models are useful tools for program planning, management, and evaluation that can be included in grant proposals. They represent the story of the program and illustrate the logical chain of if-then relationships between investing resources, implementing activities, and achieving results.
Opportunity or temptationJournal of Case StudiesIntroductionT.pdfbrijeshagarwa329898l
Opportunity or temptation?
Journal of Case Studies
Introduction
Their facility was just too small. Steady growth had them bursting at the seams. Finally, after
years of searching, they thought that a suitable location finally had been found, a location that
might garner enough support to win membership approval when it came time to vote. Capacity,
turmoil, turnover, a bad economy, limited budget, and aged physical plant were all constraints
that had held back Hope Community Church (HCC). But there were good reasons that its name
was Hope. One was that its leadership core was made up of people who were of strong faith and
strong will. Leadership believed that constraints were nothing more than speed bumps that could
be overcome. Turmoil and turnover had already been overcome. The bad economy was
subsiding and, at least regarding monthly operations, the church budget was no longer an issue.
The final constraints, capacity and structural integrity of the church building continued to be
problematic and underscored the need to relocate the church.
Sometimes, things are beyond repair or are no longer suitable for their intended purpose, but
facing the need for change can be a difficult challenge. HCC\'s church sanctuary had some
serious structural problems. So, for many years, a church building committee had been in search
of a better facility or building site. More than once it was thought that a suitable \"new\" location
or facility had been found, but each time a fatal flaw had been discovered. Finally, the church
building committee had found what seemed to be an affordable acreage on which they could
build. Now church members had to make the decision as to whether or not to buy the new site.
Still, it was not without potential problems. But hopefully, church members would not consider
any of them to be major when it came time for them to vote. Should the church membership vote
yes on its opportunity to purchase the land for construction of a new church, or, vote no and
continue to meet in the current facility, and once again ask its building committee to start over in
its quest for a new building site?
The thought of moving to a new location touched emotions on both sides of the issue. One group
of church members had strong personal attachments and memories that were inextricably tied to
the old sanctuary. For many of these long term members who favored remodeling and making do
with the current facility, moving was out of the question. The oldest active member of the
church, and perhaps the church\'s most loved member, was a stoic advocate for remaining with
the status quo as she had been married in the old sanctuary decades ago and had no desire to
move. She had a strong following, and it was no secret that she was not excited about the
possibility of the church relocating. In fact, her opinions were so well known that there was
concern among the church leaders that moving to a new location could so offend her and other
long term members that .
Online ministry allows a Unitarian Universalist congregation to extend its principles and activities online. It facilitates connection, care, discussion, transparency, and outreach. Members share their beliefs, engage in social justice work, and participate in religious education online. Visitors can learn about the congregation through its online presence. Usage data shows high engagement from members and visitors, demonstrating that online ministry effectively strengthens and expands the congregation's work.
Eddie Tulasiewicz text National Churches Trust and St Edburgs BicesterHistoric England
Notes for a presentation by Eddie Tulasiewicz, The National Churches Trust, Head of Communications and Public Affairs, The National Churches Trust. "Community facilities for parish churches: The National Churches Trust and St Edburg’s Church, Bicester, Oxfordshire". The presentation was given at a conference session entitled "Experiencing Change", part of the "Parish Church Interiors In Changing Times" conference, supported by Historic England.
Northern edge draft plan presentation r10 fr donstpeterclaver05
The document summarizes planning efforts by six parishes in Detroit's Trinity Vicariate to address declining membership, finances, and clergy numbers. The parishes formed the Northern Edge Group and have met regularly since January 2011 to develop a five-year plan as required by the Archdiocese. Their draft plan proposes maintaining a Catholic presence in each neighborhood by creating a collaborative ministry structure and increasing programming through evangelization, outreach, and worship. It also discusses ideas for financial sustainability and a long-term consortium approach to Catholic education.
Episcopal Diocese Of Newark Senior Ministries Published Article With Bannerkjjcfam
The document discusses how ACTS/VIM, a diocesan foundation in the Diocese of Newark, provides funding to support various ministries throughout the diocese. It describes several ministries that have benefited from ACTS/VIM funding, including youth programs at Grace Episcopal Church, the food pantry at Apostles' House, and Haven of Hope for Kids. It also briefly mentions other programs that have received ACTS/VIM funding in the past. The document provides information on how to apply for ACTS/VIM funding and who serves on the board that reviews applications.
This document provides an overview and evaluation of the mission activities of a metropolitan church. It summarizes the church's current activities in several areas: worship, prayer and spirituality, community building, social action, discipleship, and evangelism. For each area, it outlines what the church currently does and evaluates the strengths and weaknesses. It concludes by recommending that the church honestly evaluate its activities, plan for enhancing its current work, and develop a broader leadership team to share responsibilities rather than relying primarily on one person.
The principles of front and back doors in your churchPLAcademy
1. The document discusses the principles of front and back doors in churches, referring to how people enter and leave a church.
2. It emphasizes the importance of strategically opening the front door through outreach, welcoming people, and having programs and services that attract new attendees.
3. It also stresses the need to close the back door by following up with people who stop attending to understand why they left and potentially get them to return, as many former attendees said they would come back if contacted.
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Spirit River Lodge Pre-Award Phase - Community Engagement Session #2TraceyEvans25
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The intent for each of the community engagement sessions is to answer the big question: How does the built environment promote healthy living and sustainable communities? The answers to all of the questions we will ask during theses sessions will drive our design decisions to develop program requirements and the schematic design for the new lodge. We started with the site and common lodge amenities, and then we will work our way inward to the neighbourhoods and resident suites. Our goals for the community engagement sessions are to develop an understanding of the social and cultural context of Spirit River and the surrounding community and to empower the community to shape the project vision.
Session #1 Topic:
On February 4, during the second community engagement session for the pre-award phase for the Spirit River Lodge project, we talked about the important design principles to consider through all of the community engagement sessions, and then we dived into the main discussion; how does the built environment promote healthy living and sustainable communities as it relates to neighbourhoods and the resident suites in the lodge. The goal for this session was to gather the community’s input on what all the important design features are for the new lodge.
Thank you to everyone who participated! We look forward to hosting you all again on February 11, 2021 where we will be providing a summary of all the community input we have received over the last 2 weeks.
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I wrote this requirements specification and functional design for my capstone project at Kaplan University. The subject was a new website for Masterpiece Studio—a portrait studio that my husband and I own. For this project, I experimented with the concept of creating a rhetorical strategy as the basis for the requirements and design of a multi-media communication act (the website). I am very excited about the effectiveness of this method. This requirements specification for the Masterpiece Studio website includes business and detailed requirements as well as use cases.
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This summary analyzes a document describing a senior portrait studio website based on rhetorical standards of evaluation. The website aims to attract senior clients and differentiate itself from competitors. It succeeds artistically by altering perceptions through book samples, process descriptions, and large portrait galleries. It induces participation through interactive elements and identification through personalizing language. While some elements could be enhanced, overall the website effectively addresses its purposes and responds creatively to obstacles through unique presentation of personalized biographies.
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I wrote this conference paper and created the associated presentation for a technical writing class. The paper explains my experienced observation that requirements analysts often must do more analysis of existing business processes and data models than actual requirements documentation.
I wrote this conference paper and created the associated presentation for a technical writing class. The paper explains my experienced observation that requirements analysts often must do more analysis of existing business processes and data models than actual requirements documentation.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
Grant proposal
1. May 1, 2011
Julie Kaufman, Senior Program Officer
The Retirement Research Foundation
ATTN: Accessible Faith Grant Program
8765 W. Higgins Rd.
Suite 430
Chicago, IL 60631
Dear Ms. Kaufman,
Thank you for this opportunity to submit a proposal for an Accessible Faith Grant. Our proposal outlines
a plan to install an elevator in our church building to allow our many senior members and guests to
participate in the social, service, and worship activities that occur on the second floor of our facility.
North Eastside Church has a long history of serving the under-privileged in our North Chicago
community. Our now-elderly members began this work shortly after they founded the church and most
of them have continued to participate until recently. The infirmities of age now prevent many of them
from climbing the stairs to our second floor. We would like to restore to them this rewarding option to
serve and socialize.
We have managed to raise more than half the cost to install an elevator in our building. Now, we
welcome the opportunity to request a grant to cover the remaining cost.
Thank you for taking the time to consider our proposal. We look forward to your response. For
questions or additional information, I invite you to contact me at 800.888.1700 or by email at
fmckain@northeastside.org.
Sincerely,
Fran McKain
Elder Care Ministry Leader
P.O. BOX 11743 • NORTH CHICAGO, IL 55617 • 800.888.1700
WWW.NORTHEASTSIDECHURCH.ORG
2. An Elevator for Second-floor Access
An Accessible Faith Grant Proposal
to The Retirement Research Foundation
from North Eastside Church in North Chicago, Lake County
May 1, 2011
3. Contents
Executive Summary ...................................................................................................................................... 1
An Elevator for North Eastside Church: A Grant Request to Retirement Research Foundation.................. 3
Accessibility Issues at North Eastside Church .......................................................................................... 5
Our Plan: An Elevator Between First and Second Floors ......................................................................... 6
Table 1. The Schedule ............................................................................................................................... 7
Stage One: Create Design, August 2011 ............................................................................................... 7
Stage Two: Plan Construction and Maintenance, October 2011 .......................................................... 8
Stage Three: Obtain bids/Negotiate and award construction contract, January 2012 ........................... 8
Stage Four: Construction/Install Equipment, March 2012 ................................................................... 9
Stage Five: Conclude Project, May 2012.............................................................................................. 9
Qualifications at North Eastside Church..................................................................................................... 10
Biographies of Key Personnel............................................................................................................. 10
Background of North Eastside Church ............................................................................................... 11
Existing Senior Services ..................................................................................................................... 12
Past Grants at North Eastside Church ................................................................................................. 13
Conclusion: Benefits and Project Costs ...................................................................................................... 13
Appendix A: The Project Budget Rationale ............................................................................................... 14
Table A. The Budget ............................................................................................................................... 15
Appendix B: Conceptual Drawings ............................................................................................................ 16
4.
5. Executive Summary
As the Baby Boomers move into their retirement years, they find it harder
to participate in their churches. These older members often encounter
barriers within their church facilities that their declining physical abilities
cannot surmount. As a result, even long-time members may cease to
participate in the activities of their faith communities and may have to
accept the lower quality of life that this means for them.
At North Eastside Church, we think this withdrawal can be corrected, and
see a need to take action soon. Already, several of our seniors can no
longer climb the stairs to the second floor of our building. They are now
unable to participate in many of our church activities, including our
upstairs community service center and food pantry. The declining physical
abilities of a large percentage of our older members are the main reason
why we must improve access to our church building.
Our plan is to install an elevator between the two floors of our building so
all members and guests can participate in the activities that occur on the
second floor. The plan is to:
“An elevator will 1. Create a design
allow our senior 2. Plan construction and maintenance
members and guests 3. Obtain bids and negotiate and award the construction contract
to participate.” 4. Construct the elevator shaft and equipment room and install the
elevator equipment
5. Conclude the project and perform an implementation evaluation
Many people will benefit from this plan. First, our senior members will be
able to participate in the programs and activities that occur in our church
building. Secondly, members of our community, including those with
disabilities, will be able to access the food pantry and community service
center. And finally, our staff will more easily move the food and clothing
we provide through this program into and out of the building.
Caring for the needs of our seniors is part of a long track record at North
Eastside Church of serving the elderly and underprivileged in our
community. We are committed to valuing our seniors and to supporting
the quality of their lives. As such, we are well-aligned with the objectives
of The Retirement Research Foundation (RRF).
1|Page
6. This proposal was written in response to the request for proposal for
accessible faith grants posted on the RRF website:
http://www.rrf.org/apply/apply-accessible-faith. Thank you for the
opportunity to apply for this grant. We look forward to partnering with
RRF on this project.
2|Page
7. An Elevator for North Eastside Church: A Grant Request
to Retirement Research Foundation
Since its founding in 1972, North Eastside Church has passionately
embraced a mission to serve the spiritual and physical needs of those
living in its surrounding urban neighborhoods. The original members of
the church began with a small food pantry. They later enlarged it and
added a second floor to accommodate storage of used clothing and
household items for those in need. Many of those original members are
still with us forty years later and still desire to participate in this ministry.
However, with the infirmities of age, many of them can no longer climb
the stairs to our second floor to participate in this program and the other
church activities that occur there.
“North Eastside
Church has a mission
to serve its
community.”
Figure 1 North Eastside Church (“Anglican Christ church,” 2010).
To resolve this problem, this proposal recommends the installation
of an elevator between the two floors. See Figure 2 for conceptual
drawings which shows where the elevator could be positioned. See
Appendix B for enlarged drawings. This solution will enable older
members and guests who have disabilities to participate in all the activities
the church offers.
3|Page
8. Figure 2 Conceptual drawings showing possible placement of elevator (“Salem,” 1773.).
In this proposal, we will first explain the current situation with the
older members at North Eastside Church and the results of our interviews
with them about the accessibility of the facility. Second, we will present
our plan for installing an elevator to enable our mobility-challenged
members and guests to access the programs and activities that occur on the
second floor of our church building. Third, we will discuss the
qualifications of the North Eastside Church to meet the RRF criteria for an
Accessible Faith Grant. And finally, we will present some of the benefits
of implementing our plan and the costs it will incur. Our goal is to show
that North Eastside Church is an ideal candidate and is well-prepared to
satisfy RRF’s objectives in improving the quality of life for older
members of Chicago-area faith communities.
4|Page
9. Accessibility Issues at North Eastside Church
Before describing our plan, we want to explain the changes that created
the need for elevator access to the upper floor of the North Eastside
Church. The need results from the increasing physical disabilities of our
large population of elderly members.
In 1972, when the North Eastside Church was built, the
membership consisted entirely of young families. As the membership
grew, they expanded the space of this inner-city church by adding a
“More than 40% of second floor. They thus created two classrooms, a fellowship hall and
our 180 members kitchen, and a community services center with storage space for used
are over 65.” clothing, household goods, and a food pantry. In many ways, this second
floor has become the heart of our faith community. This is where we study
together, socialize together, and serve others together. Unfortunately, our
“upper room” activities no longer include many of those who helped to
create this space.
Today, more than 40% of our 180 church members are over the
age of 65. Nearly half of these members no longer attend church regularly.
The church interviewed almost all of its elderly members, particularly
those who no longer attend, to find out what barriers prevent them from
coming to the church. They indicated that they are no longer able to climb
the stairs to the second floor of the church. As a result, they cannot
participate in Bible study classes before the church service or in many of
the social and service activities of the congregation. This discourages them
so that they feel it is not worth the effort to get to church.
The findings of other research confirm what our seniors have
expressed. Discouragement over accessibility barriers is a common reason
for elderly people to stop attending church, according to a study by
Douglas Fountain (Fountain, 1986). Our older members have many of the
typical problems of the elderly, including several in wheelchairs or who
use a walker, so their discouragement about our access issues is
understandable.
Our housebound seniors told us that listening to recordings of the
weekly sermons and even receiving regular visits is not the same as
actually being there. They miss the social connection and sense of purpose
Figure 3 Member Ann Stephan is that they have lost by not being able to attend in person. Being part of the
now confined to a wheelchair..
(“US Navy 090302,” 2009).
group is important to them. Studies have shown that the quality of life and
emotional health of the elderly are improved by active involvement within
5|Page
10. a church community (Puffer & Miller, 2001). Solitary confinement is not
good for anyone.
Of all the things they miss, our seniors most frequently mentioned
the community service center. Our elderly members are the most active
participants in this program which feeds and clothes many of the poor in
our downtown area. But to participate, they must be able to get to our
upstairs community service center rooms. Those who are no longer able to
do so have expressed the deep sense of loss they feel at being deprived of
this opportunity for meaningful service.
“Solitary
confinement is not
good for anyone.”
Figure 4 Joe Denny can no longer join his
friends to help in the food pantry (“US
Navy 040120,” 2004).
Our Plan: An Elevator Between First and
Second Floors
To enable our older members to remain involved in
the church programs, they need a way to access our
upper floor. This need will be satisfied by a solution
that meets the following objectives:
1. Enable our older members and guests who cannot
climb stairs to participate in the services, Figure 5 Volunteers Cal Lowe, Byron Stitzer, Clay Wenger and
activities, and community service programs Larry Howell pack bags of food in the food pantry every
that occur on the second floor. Tuesday morning (Augustino, 2004).
2. Remain in our current facility.
3. Not overextend ours budget.
To meet these objectives, we propose to install an elevator between
the two floors. An elevator is better than a chair lift because it will provide
access to people with all types of disabilities, not just those in wheelchairs.
6|Page
11. An elevator will ease access for the program’s limited-ability clients. It
will also ease moving the goods offered through our community service
program in and out of the upstairs workroom.
We will implement our plan in five stages (see Table 1). First, we
will work with an architect to create a design. Second, we will plan the
construction phase, select materials and equipment, and arrange the
maintenance plan for the elevator equipment. Third, we will solicit bids
and negotiate and award the construction contract. Fourth, we will build
the elevator shaft and install the elevator. And finally, we will perform the
final inspections, project closure, a celebration, and an implementation
evaluation.
Table 1. The Schedule
May ‘12
Aug ‘11
Mar ‘12
Feb ‘12
Nov’11
Oct ‘11
Jun ‘12
Dec’11
Jan ‘12
Apr’12
Sep’11
Stage
Create design 60 days
Plan construction & maintenance 90 days
Obtain bids/Award contract 60 days
Construction/Install equipment 60 days
Conclude project/Conduct
evaluation 60 days
Stage One: Create Design, August 2011
We will begin by working with our architect to create the detailed design
and determine the project schedule. Because our budget is limited, we will
ensure that the architect understands our financial guidelines prior to
developing the design. Defining the design and the detailed project steps
will help to refine the project budget. We will also ask the architect to
consider that the design must integrate well with the existing facility. We
do not want the current beautiful and functional design of the building to
be compromised.
We estimate this stage to require sixty days. When complete, we
will present the schedule, detailed design, and revised project budget to
you, and to all our stakeholders, for review before we begin the next stage.
7|Page
12. Stage Two: Plan Construction and Maintenance, October 2011
With an approved design in place, we will work with the architect to plan
the actual construction and the installation and future maintenance of the
elevator equipment.
First, we will prepare a materials and equipment list and select the
materials, equipment, and finishes for the project. The most important
decision in this step is choosing the elevator equipment. We will identify
several vendors to evaluate. We will seek references from previous RRF
grantees as well as from the Better Business Bureau on both the equipment
and the installer. We will obtain bids from each vendor. We will also
request each vendor to arrange opportunities to observe their equipment at
a client facility where the equipment is currently in use. We will interview
the facility owners to learn their opinions about the equipment and the
vendor.
Another factor we will consider in selecting the elevator equipment
is the maintenance contract. We will ask each vendor for the typical
maintenance costs for their equipment. Based on these, we will prepare a
maintenance plan for the selected equipment. Also, once the elevator
equipment has been identified, we will obtain the exact dimensions and “The most important
specifications from the vendor. We will then work with the architect to consideration in this
prepare the construction drawings and specifications. step is choosing the
A further consideration is how to avoid disrupting the church elevator
community during the construction phase. Temporary changes to the equipment.”
usage of the facility will minimize this issue. These changes will include
isolating the construction zone to ensure safety and to minimize dust and
debris from pervading the building. They will also include arrangements
for activities that are displaced during construction.
We estimate ninety days to complete this stage. At the conclusion
of this stage, we will update the schedule, design, and budget as necessary
and present these, along with the equipment list, construction documents,
equipment maintenance plan, and temporary usage plan to you and our
stakeholders for approval.
Stage Three: Obtain bids/Negotiate and award construction contract,
January 2012
With the approval of the construction plan, we will work with our
architect to begin the search for a qualified contractor, considering
referrals from previous RRF grantees and the Better Business Bureau.
From this list of prequalified contractors, we will solicit bids and select a
contractor. We will submit a report to you and our stakeholders that
8|Page
13. presents the bids, recommends the selected contractor, and explains the
reasons for the choice.
After obtaining approval to award the contract , we will work with
the architect and our legal counsel to prepare the construction contract and
award it to the selected contractor. Of course, we will notify the other
bidders of our decision. Finally, before beginning the construction stage of
the project, we will obtain the necessary building permits, bonding,
worker’s comp, liability, and builder’s risk insurance to protect our
organization during the construction project.
We estimate sixty days for this stage of the project.
Stage Four: Construction/Install Equipment, March 2012
Once construction begins, we will work with the architect to review the
project each week to ensure the quality and completeness of the work. We
will also review the contractor’s payment requests each month. We will
pay the contractor every month, according to the terms of the construction
contract. We will work with the contractor and the architect to order
“You will enjoy materials and equipment to ensure that these are available as needed and
seeing some of our thus avoid project delay.
older members smile We estimate sixty days for this stage of the project. During this
as they roll their time, we will submit a report at the end of each month, to you and to our
wheelchairs into stakeholders, detailing the status of the project.
that elevator!” Stage Five: Conclude Project, May 2012
When construction is complete, we will work with our architect to inspect
the construction and equipment installation for conformance to the
construction contract. We will create a list of any items to be addressed
and work with the contractor to ensure that these are completed. After our
final inspection, we will arrange for official inspections to ensure the
installation complies with building codes. We will receive and archive the
“as built” drawings from the architect. At this point, we will submit a
report to you and the stakeholders about the completed status of the
installation. Upon approval, we will formally accept the completed work
and make the final payment to the contractor and the architect. We will
update our building insurance policies to include the new equipment. We
will also receive and archive the operational and warranty information on
the equipment.
Completing this important project calls for a celebration! We will
stage an open house to inaugurate the new elevator and celebrate the
improved access for our older members and guests. We will definitely
send pictures so that you can enjoy this success too. You will enjoy seeing
9|Page
14. some of our older members smile when they roll their wheelchairs into
that elevator!
Finally, we wish to conduct an implementation evaluation of the
project following the RRF guidelines. This will help our organization to
learn from this experience and determine how well the project objectives
have been met. We will submit a report of the results of this evaluation to
our stakeholders and to you so that future grantees may also learn from
our experience.
We estimate sixty days for this stage of the project.
Qualifications at North Eastside Church
North Eastside Church is exceptionally engaged in providing resources for
seniors, their families, and caregivers. With more than 40% of our
members over the age of 65, we have recognized the reality of the aging
baby boomer population and the necessity of caring for their needs. We
want to serve as an example to other faith-based organizations about what
can and should be done for, and with, the elderly.
“We have
Biographies of Key Personnel recognized the
The project leaders for the elevator project will be Fran McKain and Larry reality of the aging
Van Hees. baby boomer
• Fran McKain is the Elder Care Ministry Leader at North Eastside population and the
Church. She chairs the Elder Care Ministry Committee. In this role necessity of caring
she has the following responsibilities: 1) understanding the needs for their needs.”
of the older members of the congregation, 2) maintaining programs
to meet those needs, 3) assimilating elders into the active life of the
church, 4) addressing physical access issues, 5) educating members
and the local community about elder care, and 6) serving as a
liaison to local organizations that provide services to seniors. She
has a special regard for older people and a passion for this
ministry. From her career as a business systems analyst, she brings
strong analytical and organizational skills to this role. Fran is a
Certified Senior Advisor (CSA, 2011)
• Larry Van Hees leads our Community Service Center which
provides food, clothing, and household goods to those in need in
our community. Larry is a Certified Senior Advisor. He also serves
on our Elder Care Ministry Committee, lending his vibrant energy
to the programs for our seniors. Larry is a retired building
contractor and has extensive experience in construction for non-
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15. profit organizations including churches, private schools, and
assisted living facilities.
• Irwin Rogers is a member of our Elder Care Ministry Committee
and is a great example of the value seniors can bring to the life of
the church. He is over 80 years old, but is still actively involved in
ministry. He regularly communicates with our older members—
especially those who are home-bound. Irwin has a deep
understanding of gerontology from his many years of providing
insurance to retirement homes and assisted living facilities in the
U.S. Irwin is also a Certified Senior Advisor.
• Milford Terrell is chair of our Executive Committee which
oversees the Elder Care Ministry Committee. Another very active
senior, Milford still owns and operates a plumbing contracting
company and serves on the state Board of Education. Milford has
led several successful fundraising efforts.
• Nick Voth is a building contractor and a member of both the
“Many of our Elder
Executive Committee and the Elder Care Ministry Committee.
Care Ministry
Nick is also a Certified Senior Advisor. He has a personal interest
Committee members
in elder care because he and his wife share their home with his
are Certified Senior
mother-in-law.
Advisors.”
• Gary Crawford chairs the North Eastside Finance Committee. He
has extensive experience in church governance at both the local
and regional level and has overseen several church building
projects. He owns and operates Crawford Network Consulting.
Other members of our Church Board and Elder Care Ministry Committee
will participate in the project. Many of these members are long-time
residents and are well-acquainted with the needs of our local community
and our church members. They will review and consult on each stage of
the project.
Background of North Eastside Church
North Chicago is a struggling town. Since 1972, when North Eastside
Church was founded, the population of North Chicago has declined from
its peak of more than 47,000 to fewer than 36,000 today (“North
Chicago,” 2009). This exodus was due in part to the closing of the city’s
largest employers and to reduced activity at the Great Lakes Naval
Training Station after the Vietnam War (“North Chicago,” n.d.). The
population and the income level of our city have both plummeted until we
are now one of the poorest municipalities in the state with an average
income of approximately $35,000 (Record Information Services, 2011).
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16. Our community has a great need for social assistance and our church is
helping to fill that need.
The members of North Eastside Church started our Community
Service Center and food pantry in 1976 as a means to help our struggling
community. We receive donations of food and used clothing and
household items from various neighboring areas and offer them, free of
charge, to local residents. Most of the volunteer staff for this effort are our
seniors who spend two or three days each week working at the center.
They find the work rewarding because it
provides socialization and a gives them a
worthwhile purpose. They especially enjoy the
quilting bees. Staff members share a meal and then
the women work together on quilts or afghans
while the men repair various items or just visit.
Several seniors from the community participate in
these social events, also. The staff give the quilts
and blankets to clients of the Community Service
Center, and donate baby-size quilts to the Neonatal
Intensive Care Unit at our local hospital. Figure 6 Volunteer, Ardith Tait, packs used clothing
(Booher, 2004)
Existing Senior Services
In 1999, North Eastside Church recognized that it is no longer just our
community that needs our support. We realized that our senior members
also needed a little assistance in order to continue enjoying our activities.
We had several with hearing loss, so we installed assisted listening
devices. We installed a ramp at the front entrance to ensure wheelchair
access. We also formed our Elder Care Ministry Committee and began to
investigate the needs of our seniors. To learn how to help our seniors,
several of our members attended training to receive the Certified Senior
Advisor credential. Today we have ten members on our elder care
ministry team who provide training and hands-on assistance to seniors and
their families and caregivers both within our membership and for seniors
in our community. For those who are house-bound, we provide a live web
broadcast of our church service. One of our Bible study classes meets at
the local assisted living center, rather than at the church, so that our
members (and others) who are residents there can participate.
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17. Past Grants at North Eastside Church
To help with our community service activities, our church has received
two previous grants. In 1992 we received a grant of $8,000 received
through the Jewel-Osco Hunger Relief Grant Program which we used for a
panel truck to pick up donations. In 2008 we received a
grant of $1,000 from the Congressional Hunger Center
which we used for refrigerators for the food pantry.
Based on these descriptions, it is evident that
North Eastside Church has a strong track record of
supporting older adults so they may enjoy a good
quality of living. Installing an elevator to improve
access is the logical next step for us. We invite you to
visit www.NorthEastsideChurch.org to learn more
Figure 7 Picking up donations for the food pantry
from a local grocer (Wheeler, 2003). about our senior ministry.
Conclusion: Benefits and Project Costs
To conclude, let us summarize the benefits and costs of our proposal.
The total cost of the elevator project is $61,800, of which our
church community has raised just over half ($34,000). The remaining cost
is $27,800, and we request a grant for this amount from RRF.
With this elevator in place, all our older
members and community guests will have to access
our second floor. As a result, seniors and those with
disabilities will be able to come out of solitary
confinement and re-engage in our programs and
activities. All will be able to participate in our
Community Service Center and food pantry. These
elderly members can then remain involved both
socially and in various service roles, thus increasing
their quality of life. We look forward to watching 76-
year-old Ann Stephan roll her wheel chair out of the
Figure 8 Elderly members busy making a quilt (“Gee’s elevator and down the hall to re-join her friends at the
Bend,” 2005).
quilting bee.
Thank you for considering our request. We look forward to hearing
your response. We invite you to ask questions or make suggestions about
our proposal to Fran McKain, our Elder Care Ministry Leader. Her phone
number is 800.888.1700. You can also reach her by email at
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18. fmckain@northeastside.org. We appreciate your time and interest in our
project.
Appendix A: The Project Budget Rationale
We have received excellent advice on researching the budget for this project and on ways to keep
the cost low from the two experienced building contractors among our church membership. We
have determined that the biggest expense for the project will be the elevator equipment and
installation, followed by the fees for the architect and contractors. To fully cover the costs of
operating the new equipment, we have included maintenance for the first year as well as the
increased insurance premium we will incur once the elevator is installed.
To reduce costs, our members with construction experience will guide volunteers in our
congregation to perform several of the building tasks. These volunteers will perform demolition,
construction site cleanup, and texture and painting. Also, our members plan to donate the costs of
any travel and communication, other than a small amount for postage and documents. These cost
savings, combined with the $36,000 that our congregation has raised by diligent fundraising
efforts over the last five years, will enable us to complete the project without exceeding RRF’s
$30,000 grant limit.
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19. Table A. The Budget
Item Cost Totals
1. Direct Labor $10,000
Architect (50 hours @ $200/h) $10,000
2. Facilities and Equipment $47,400
Contractor fees
Framing and sheetrock installation $8,000
Electrical $1,000
Phone $200
Plumbing (elevator mechanical room) $1,000
Finish carpentry $2,000
Building permits $200
Elevator
Equipment and installation $35,000
First year maintenance $1,500
Insurance $500
3. Materials $4,100
Blueprints (4 sets @ $50/set) $200
Lumber & sheetrock $1,500
Electrical $1000
Plumbing $500
Texture and paint $400
Finishes $500
4. Communication $300
Postage $50
Documentation $250
TOTAL COSTS $61,800
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20. Appendix B: Conceptual Drawings
The drawings below are enlarged to show the possible placement of the elevator within our
church building.
Figure 9 Conceptual drawings showing possible placement of elevator (“Salem,” 1773).
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21. References
Anglican Christ Church [digital image]. (2010). Retrieved June 22, 2011 from
http://www.public-domain-image.com
I am using this photograph of the Anglican Christ Church in western Australia as a stand-
in for the fictional North Eastside Church which is the subject of this proposal. The photograph
helps to illustrate that the church does, in fact, have a second floor and is in good enough
condition to be worth the investment of installing an elevator.
Augustino, J. (2004). FEMA - 10575 [digital image]. Retrieved June 22, 2011 from
http://commons.wikimedia.org
I am using this photograph as a stand-in for the semi-fictitious volunteers who are
members of the fictitious North Eastside Church in this proposal. This photograph demonstrates
that the elderly men also find fulfillment in the camaraderie of working together at the
Community Service center.
Booher, A. (2004). FEMA – 10046 [digital image]. Retrieved June 22, 2011 from
http://commons.wikimedia.org
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22. I am using this photograph as a stand-in for the semi-fictitious Ardith Tait who is a
member of the fictitious North Eastside Church in this proposal. The photograph demonstrates
the fulfillment older members find in participating in the Community Service center.
CSA, (2011). Society of certified senior advisors. Retrieved April 17, 2011 from
http://www.csa.us/
This is the official website of the Society of Certified Senior Advisors (CSA). The site
explains the growing need for services for seniors, especially as the Baby Boomers rapidly
dominate the ranks of the retired. CSA provides training and certification to prepare people to
provide these services. This information clarifies the significance of the fact that North Eastside
Church has several CSA certified Senior Advisors. This underscores our commitment to
supporting our seniors and demonstrates that we are a good match for RRFs grant criteria.
Fountain, D. E. (1986). Assimilation of the elderly into the parish [Electronic version].
Concordia Theological Quarterly, 50(1), 19-24. Retrieved March 18, 2011 from
http://www.ctsfw.net/media/pdfs/fountainassimilationoftheelderly.pdf
The research discussed in this article about the church attendance of the elderly was
conducted in 1986 and may be outdated in some ways. However, the point that I draw from this
article—that physical access issues discourage the elderly with disabilities from attending
church—seems unlikely to change with time. This point helps to explain why North Eastside
Church must resolve its access issues.
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23. Gee’s Bend quilting bee [digital image]. (2005). Retrieved June 22, 2011 from
http://commons.wikimedia.org
I am using this photograph as a stand-in for the semi-fictitious quilters who are members
of the fictitious North Eastside Church in this proposal. This photograph demonstrates the
socializing which adds to the quality of life of the seniors at this church.
North Chicago, IL. (n.d.). Retrieved April 17, 2011 from
http://www.encyclopedia.chicagohistory.org/pages/900.html
This article is presented by the Chicago Historical Society and is posted in their online
The Electronic Encyclopedia of Chicago. It provides a history of the city of North Chicago,
Illinois from the late 1800s through the present time. This history explains the factors that caused
the decline of the population and average income level in this depressed community. These facts
are an important part of explaining why the North Eastside Church needs assistance to install an
elevator.
North Chicago, IL. (2009). Retrieved April 17, 2011
from http://www2.illinoisbiz.biz/communityprofiles/profiles/NORTHCHICAGO.htm
Based upon statistics from the Illinois Department of Commerce and Economic
Opportunity, this website presents population demographics for the city of North Chicago,
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24. Illinois from 1980 to the present. This helps to substantiate my argument that the city has been in
a population decline since the 1970s.
Puffer, K. A., Miller, K. J. (2001). The Church as an Agent of Help in the Battle Against Late
Life Depression. Pastoral Psychology, 50(2), 125-136. Retrieved from EBSCOhost.
This article is from the journal, Pastoral Psychology, and is co-authored by Keith A.
Puffer, Ph.D., LMHC, NCC, who is an ordained minister, counselor, and an Associate Professor
of Psychology. The authors present well-cited evidence to explain the phenomena of late life
depression. They show that the church is in a good position to help older adults avoid or
overcome this problem by providing both socialization and a sense of purpose and well-being
through being involved. This helps to support my argument that restoring access to the second
floor activities at North Eastside Church is vital to the well-being of our currently house-bound
elderly members.
Record Information Services, Inc. (2011). Lake County municipalities and demographics.
Retrieved April 17, 2011 from http://www.public-
record.com/content/municipalities/lake/index.asp
Based upon statistics from the current U.S. Census Bureau, this website presents
population and median household income demographics for the municipalities in Lake County,
Illinois. This substantiates my point that North Chicago is one of the poorest cities in the county.
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25. Salem Munster Grundriss [digital image]. (1773). Retrieved June 22, 2011 from
http://commons.wikimedia.org
I am using this set of drawings from the Salem Munster Grundriss Church as a stand-in
for the fictitious North Eastside Church in this proposal. The drawings demonstrate the
feasibility of placing an elevator in this church building and also show the facilities available on
the second floor which illustrates the importance of providing access to them for all members.
US Navy 040120-N-0879R-009 Pearl Harbor survivor Bill Johnson stares at the list of names
inscribed in the USS Arizona Memorial [digital image]. (2004). Retrieved June 22, 2011
from http://commons.wikimedia.org
I am using this photograph as a stand-in for the semi-fictitious Joe Denny who is a
member of the fictitious North Eastside Church in this proposal. This photograph is important to
show the emotional impact of the impossible barrier a flight of stairs presents to a person
confined to a wheelchair. It also demonstrates the loss such a person feels when not able to
participate in the activities of those who can climb the stairs.
US Navy 090302-N-3241S-011 Electrician's Mate 1st Class Kellie Matzen cleans a resident's
wheelchair [digital image]. (2009). Retrieved June 22, 2011 from
http://commons.wikimedia.org
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26. I am using this photograph as a stand-in for the semi-fictitious Ann Stephan who is a
member of the fictitious North Eastside Church in this proposal. This photograph demonstrates
the loneliness an older person can feel when confined to a wheelchair.
Wheeler, D. (2003). FEMA - 8577 [digital image]. Retrieved June 22, 2011 from
http://commons.wikimedia.org
I am using this photograph as a stand-in for the semi-fictitious volunteers who are
members of the fictitious North Eastside Church in this proposal. The photograph helps to
demonstrate the value that the Community Service center provides to the community. This factor
is a value held by the grant making organization, so demonstrating it shows the this church
matches their values.
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27. Reflection
This class has provided excellent guidance through the process of writing a grant
proposal and has helped with the challenges and supported effective learning.
The Process
The hands-on, step-by-step approach of this class kept me focused on developing each
component, and on the overall design and editing process. Tackling that all at once would have
been confusing and overwhelming. One example was the guidance in the first two units to
choose a problem and an RFP. Doing this early in the class was especially important in my case.
I had to invent the case for the grant because the grant-making organization I selected
(the Retirement Research Foundation, or RRF) only provides grants to Chicago-area churches. I
defined the characteristics of this fictional church to make them a good match for RRF’s values.
Doing so was insightful because it required me to think about the organization’s values and
determine what they would want to see. Of course, writing fiction is not a skill that writers of
grant proposals should cultivate, but in this case it was a good learning aid.
Because my church is fictional, I had to do research about the Chicago area to identify a
low-income community (one of the values of my grant maker). Then I had to learn about the
history of the community in order to build a story that made sense about the history of my
church. I also wanted it to be a compelling story that would demonstrate that this church has
values similar to those of RRF. A church with a long history of caring about the needs of the
underprivileged in a community that has suffered a economic decline served that purpose.
28. Challenges
The class materials not only helped with the process of writing my proposal. They also
helped with some of the challenges. One of those challenges was figuring out the schedule and
the budget. I have never hired a construction crew and I knew nothing about elevators. I had to
do quite a bit of research to learn how a construction project is planned. I was pleased to locate a
website published by the First Baptist Church, Tallasee, which provides a number of articles and
guides about planning and executing church building projects (“Church Building Program
Resources,” n.d.). This advice was indispensible as I created my plan and schedule.
Creating the budget was also a challenge. I had to find out how much an elevator costs,
and I had to figure out how the budget for a construction project is determined. Determining the
cost of an elevator is difficult because there are many different types and many options and the
specific prices are not published. My most important reference was an article with information
from The Means Report which provides standard construction costs for various projects in
various locations throughout the country (Dalvitt, 2010). To learn how the budget is handled for
construction projects, I contacted a friend who is a building contractor. He explained that the
contractor and his crew are a line item on most construction budgets and are not considered staff.
This helped me to understand how to place the construction cost on the budget.
Learning
The most significant of the lessons I have learned are the grant making process, how to
research the proposal, and how to design and write the document to make it most persuasive.
29. Regarding the grant making process, the first discovery was the existence of RFPs
(requests for proposal). I had previously assumed that grants were all unsolicited, but from this
study I now understand that there are many grant-making organizations who post RFPs for
causes that they value (Johnson-Sheehan, 2008). Such organizations must have a process to
decide whether the proposal matches their values. Knowing this clarifies what to include in the
grant proposal. Creating a proposal that aligns to the values of the grant making organization
requires thorough research. I discovered that the official website of the grant making
organization is a good source and so are places like LinkedIn, Facebook, other organizations the
officers are involved with, and media publications in which they have appeared. From these, I
could piece together a profile of experience, expertise, and values of the potential reviewers.
Even with a proposal that is a perfect match to the values and objectives of the grant
making organization, the presentation of the material in the proposal could affect whether it is
approved or not. Of course, this begins with including all the necessary content: executive
summary, introduction, current situation, project plan, qualifications, budget, costs and benefits,
and conclusion (Johnson-Sheehan, 2008). But having the right content is not enough. Writing
clearly and persuasively matter.
The guidance about writing plain sentences and paragraphs helped. I learned that there
are sometimes tradeoffs to make between these guidelines. For example, aligning the subjects in
a sentence sometimes makes it necessary to introduce a nominalization even though the goal is to
minimize nominalizations. Faced with this, I had to decide whether to have a few sentences
where the subjects do not align, or to keep the nominalization.
30. I especially valued the guidelines on persuasive writing. One of the skills I particularly
came to appreciate is the word mapping exercise. Producing a repertoire of words to create the
emotion I want the reader to feel makes it easy to edit them into the text. I also learned that
words, alone, are not enough to maximize persuasion. Graphics and design matter also.
The design principle that balance creates a sense of stability was particularly useful.
Unless the goal is to create a sense of dissonance as part of persuasion, it is best to strive for that
stable, balanced feeling to minimize distractions. Thus, the reader can focus on the message.
Using virtual grids to control the placement of text, colored or monochrome graphics, pullouts,
and other devices all help to create balance. Applying these principles when designing my
proposal was challenging. I had to learn a few new things about Microsoft Word in order to
successfully control the placement of the various elements. In a few places, the graphics that fit
the message of a particular section were not easy to place with balance. Pages 5 and 6 of my
proposal were particularly challenging. This section needed to convey the emotion of loss that
the elderly members feel in being isolated or unable to participate with their friends. I wanted to
use the specific graphics and pullouts I had chosen to enhance this emotion. But I found it
difficult to arrange them so that they aligned with the text and still looked balanced. I finally
found an arrangement that seems to work.
As a result of the skills I have learned in this class, I feel capable of writing a strong
proposals, including grant proposals.
31. References
Church building program resources. (n.d.). Retrieved April 29, 2011 from
http://www.baptiststart.com/building_programs.html#architects_contractors
This website is published by the First Baptist Church of Tallassee. It contains numerous
articles about how to plan and manage church building projects. I did not directly reference this
material in my proposal. However, I did follow much of the advice I found here in planning the
construction project outlined in my proposal.
Dalvitt, D. (2010). How much does a hydraulic 2-stop elevator cost? Retrieved April 29, 2011
from http://evstudio.info/how-much-does-a-hydraulic-2-stop-elevator-cost/
This article includes a chart of elevator installation costs from The Means Report,
published by RSMeans which is considered a leader at estimating construction costs. It shows
the total installed cost of the type of elevator my project proposes and shows the trend for several
years in three areas of the country, including Chicago. This helped me to bracket my total
installation cost. From that, I could guess at how much the elevator equipment itself would cost.
Johnson-Sheehan, R. (2008). Writing proposals. New York: Pearson Education, Inc.
The textbook for this class has provided excellent guidance on all the content of a
proposal and on the process for writing it.