STEP 3: Seeking Funding & Forming the Application

This section delineates key application processes and items necessary for a successful application for research funding. These steps build on the shared mission agreed to by stakeholders during the developing research ideas and project planning and design phases.

Recommendations

1. Find a match between the project idea and funding opportunities.

• Review the Landing Pad for Research Ideas and Collaborators created by the CBHOSL in Step 1: Developing Research Ideas.
• Develop a periodic “Eyes and Ears” communication to share emergent ideas and organizational priorities with key partners and friends, asking them to be on the lookout for relevant funding opportunities and to let you know.

2. Gain a clear understanding of funder priorities, grant guidelines and funding cycles.

• Funder priorities include target populations and research questions.
• Grant guidelines (e.g. RFPs) describe the maximum award dollars, what is allowed and not allowed in the project, and time period for the project.

3. Partners should communicate with each other about their own internal organizational timeline requirements.

• Funding cycles and application deadlines impact all stakeholders but often groups don’t understand the demands each are under with regards to internal organizational timelines.
• Deadlines from the funder necessitate many internal deadlines to the CBHOSL and research partner. A proposal package consists of a number of documents, some of which may be required for internal approval within the CBHOSL or research organization more than a month prior to the final external deadline by the funder.
• It is important to have an understanding of the different parties involved in preparation of the application: team partners, business office, center director, signatory official, executive director, etc., and the timeline pressures that each face.

4. Talk through and acknowledge ways each partner will contribute.

• Partnership options based on level of involvement:
  • Subcontracts are a mechanism that leaves significant responsibility and flexibility with the given partner.
  • Consultants (individuals or organizations) contribute a defined expertise and/or resource; this mechanism is less burdensome to manage and less flexible.
  • Letters of support do not assume responsibility for tasks and are not included in the budget.
• Make sure each partner has a clear understanding of expectations. It is important to discuss: worst-case scenarios; an exit strategy for each partner if needed; ownership of findings; criteria for authorship; and publication plans.

5. Develop a realistic budget that includes all costs in order to not undervalue stakeholder participation.

• The budget must balance cost-efficiency and flexibility to convey to the funder that you will be able to carry out promised tasks at a reasonable cost to them
  • Make sure all partners have a clear understanding of what is allowed and what is not allowed: what items are/are not allowed in the budget, where there is/is not flexibility over time.
  • Create the necessary systems at your organization to determine the true costs of the project and consider all of these using a Budget Template.
  • The ideal budget conveys opportunity and resources to all partners.
  • Remember to consider the Facilities & Resources you bring, and must use, as the CBHOSL. Don’t forget to describe these for each partner in the Project Summary, and then include them in the budget.

• Including CBHOSL personnel in the budget: Consider the skills needed to lead and implement the project successfully, time availability vis-à-vis project time commitment, account for anticipated salary raises.
  • o Prepare NIH-Formatted Biosketches for all key personnel, the project thought leaders who cannot be replaced by substitute staff.
• Including other costs in the budget: These include for example, supplies, license fees, participant incentives, refreshments, travel, and technology fees. o Study participants should be compensated fairly and equitably while still achieving the over-arching goal of cost-efficiency

• Use the Indirect Cost Rate or include administrative overhead costs directly: Consider the pros and cons of establishing a CBHSOL indirect cost rate.
• Note that some funders allow budget adjustments to be made post award, and all have different processes for submitting these adjustments. Consult with your funder to learn more.