Always develop reasonable time frames. However, if a deadline is missed --keep the project moving. Don't let the whole project come apart because one thing doesn't happen during the planned time frame. Chances are, nothing will work out exactly as you plan it...but often times, things work out even better than anyone ever dreamed!

Evaluation

A big part of goal setting and program development is creating ways to demonstrate that goals have been reached. After all, people are more likely to support projects over time whose successes can be clearly demonstrated. Evaluation is also important because it:

• Allows the program developers/ staff to learn from program strengths/weaknesses of the program--and then make improvements.
• Enables the program staff to catch problems while they are still small.
• Determines the impact a program is having on a community.
• Ensures continual program improvement--and possibly continuous funding!

Planning for evaluation also helps to clarify the program goals during the development and early implementation stage. There are a variety of considerations in designing evaluation criteria.

Identifying Resources

Now that you have a coalition (which may have evolved into a committee at this point) and goals, it is time to identify resources. To clearly identify resources, the needs of the program must be clear. For instance:

• If space for the program is needed, you will want to know the availability of appropriate space in the community and whether or not the available space will need re-wiring in order to handle a technology program.
• If technical staff or volunteers are needed--where are these human resources available in the community?
• If software is needed--will it be a purchase or a donation-in-kind?

The key to identifying resources is to be creative. While it is important to be receptive to whatever assistance you are offered, it is equally important to ensure that the donor does not become "the tail that wags the dog." (For example, just because the director of a community center donates space for the program, does not mean that s/he makes hiring decisions.)

One of the best ways to find resources is to talk about the intiative often...and everywhere! This is something the whole coalition can do. Spreading the word will help resources find YOU! There may be a generous benefactor "hidden" in the community just waiting to fund the program!

Do your homework before approaching a potential supporter to ask for resources of any kind. If you want to approach a company for donations of equipment, check out the company web site and any publications (including an annual report) that you can find. Then you can better target your request. Making a personal phone call that matches a particular aspect of the program to the interest of a potential donor will go farther than mass mailing a generic letter. "Cold" calls are difficult for most people. Find out if there are members of the coalition who are very successful at cold calls and use them!

Resources can include:

• People (e.g., coalition members, formal/informal community leaders)
• Funds
• Donations in kind (services or equipment instead of money)
• Matching funds
• Government programs
• Non-profit organizations

CTCNET (Community Technology Centers' Network) has a start-up manual which includes a chapter entitled "Mapping Community Resources." This chapter may be very useful to your coalition at this point in the process. In particular, there is an appendix to the chapter entitled "Partnerships with Local Institutions" which may assist in identifying resources/services the coalition is searching for and has to offer.

An important aspect of gathering money and donations is tax status. Are you prepared to receive funds? The exchange of money and equipment needs to be as easy as possible for both you and the donor. Many foundations will only fund organizations that are 501c(3) (non-profit) organizations. It might be easier for all to use an existing non-profit that is a part of the coalition for the funneling of funds--which is an in-kind donation from them!

Information about filing for 501c(3) status can be found on the Internal Revenue Service's web page.

Planning

Perhaps the most crucial part of any program development process is planning. Planning is not always fun and can get tedious--particularly with an active coalition. However, it is absolutely essential to the success of the program!

By definition, a coalition involves a lot of people--who probably have different working styles/practices--working together. It is important to make decisions about how the planning will be done before it begins. For example:

• Will everyone be involved in the planning or will there be a committee?
• Will there be subcommittees to handle particular aspects of the planning?
• If so, how will people become a part of a subcommittee?
• Will each subcommittee have a chairperson?
• How will the subcommittee report to the coalition as a whole?
• How will the coalition make decisions (consensus, majority vote)?
• What particular skills do coalition members have?
• Where will those skills be most useful?
• How will information be shared?

Time frames are really important. Two questions you'll need to answer up front are:

1. What is the overall time frame in which goal(s) need to be implemented?
2. Are there deadlines for any of the potential funding resources?

It is important to clarify expectations--for yourself, the committee, the subcommittees, and the program. Be sure all expectations are reasonable and clearly stated. For instance, it is a good idea to develop a policy regarding coalition meeting attendance (i.e., mandatory attendance; removal from the coalition after X number of absences, etc.). This is an expectation that is not always clearly stated--and should be! If the committee is semi-permanent, it is a good idea to draft committee roles and responsibilities. Expectations should be manageable--if you notice that the overall frustration level is going up, it may be a sign that the expectations are too high and need to be scaled back.

Important steps in the coalition's planning process include:

• Determining meeting times (and implementing them)
• Assigning roles and responsibilities to people
• Delegating tasks
• Following up to ensure tasks have been accomplished
• Brainstorming solutions
• Review your brainstorming to choose the most realistic idea
• Document EVERYTHING

The CTCNET start-up manual includes chapters on Software Selection and Criteria; Space, Hardware, and Security; Budgeting and Funding; and Preparing a Business Plan that may be of assistance to you. The manual can be accessed via the Internet at www.ctcnet.org.

Grant Writing

Grant writing can be a daunting task. It does not have to be! The most important thing is to CAREFULLY read the requirements of the organization to which you are submitting your grant--and make sure you meet them!

The work that has been done so far can serve as groundwork for the grant proposal. A grant requires three general areas of information: concept, program and expenses. Concept information explains how the program fits into the community, organization(s) responsible for and funding source philosophies and missions. Program information is all about the program for which funds are being requested. Items to consider may include the nature of the project; the implementation and management of the project; the anticipated outcomes (and evaluation methods) of the project; and staffing needs. Expense information enables a clear demonstration of how and why the funds being requested will be used and are required. While expenses cannot be determined to the penny at this stage, a general idea should be possible.

Most grants consist of six sections. While funding sources may have different phrases for the sections and/or may add or subtract sections, for the most part proposals consist of:

• Executive Summary: A short statement illustrating your case and program. It is important to catch the reader's attention in this section so they finish reading your proposal in a thoughtful manner.
• Statement of Needs: An explanation of why the program is necessary. Support the statements with reliable facts. This section should be informative but not dry.
• Project Description: The details of the project. How will it be implemented? How will evaluation occur?
• Budget: Illustrate how and why you need the funds being requested.
• Organization Information: Provide the reader with an introduction to the organization(s) involved in the project. Describe the history, governance, activities, audiences and services of the organization.
• Conclusion: Go out with a bang! Wrap it all up so that it is short and sweet but meaty too. Remind the reader of what will make your program a success. Also, project into the future--what will happen once their funding support is gone?

It is probably helpful to have one person be the "final" editor of a grant--particularly if more than one person writes sections of the proposal. It is helpful to try to avoid language that is too field specific. You also want to make sure that the grant is clear and engaging--you want to stand out after the reviewer has read twenty proposals in a week!

There are a number of resources that can assist with the writing of a grant proposal. You may even outsource the entire process. If you are writing a grant for the first time, the Foundation Center has a web site (http://foundationcenter.org/) which not only helps identify potential foundations but also has a short course on writing grants.

For assistance in grant writing, please refer to the document entitled "Handbook for Grants" located in Tab VI of the Resource Manual.

Conclusion:

An important element of project planning is to recognize EVERY accomplishment. In a situation where people are volunteers, morale is critical. A wonderful way to recognize accomplishments is to have celebrations. A bit of positive reinforcement will keep things moving on a positive track.

There are many organizations that have already begun to bridge the digital divide. Take advantage of them! Check out their web sites. Request materials from them. Call (or write) and see if there is someone who might be willing to answer questions and offer suggestions. The Internet Tab of the Resource Manual includes a beginning list of resources.