SWEPT Strategies

Within this web page, you will learn more about Management and Organization, Expenses and Funding, Increasing Program Awareness, Grantseeking Tips, Special Corporate Funding Tips, Special Foundation Funding Tips, and Summary Grantseeking Tips.

Management and Organization

Managing the SWEPT requires much effort and time. Developing effective management for the program is an arduous and important process. A well-organized program does not depend upon the efforts of only one individual. There are many ways to organize management of the internship program. Usually, a successful program will:

  • organize as a voluntary nonprofit with an advisory board composed of members from the business and education communities and other partner representatives;

  • view itself as a catalyst, stimulating existing groups to undertake activities to address education issues; and

  • adopt a constitution and a set of bylaws or a set of policies and procedures.

[Note: The Internal Revenue Service requires an organization to have a constitution and bylaws to apply for tax-exempt 501(c)(3) status. This status usually is needed to raise funds or seek donations. SWEPTs can either file for 501(c)(3) status or be embedded in an approved 501(c)(3) organization.]

Three possible SWEPT organizational structures are:

Area-wide
 Either one entire community or several adjacent communities work together on the program. An area-wide organization provides a large base for recruiting both educators and host sites. The program reflects the entire set of partners and may require a full-time staff for effective administration.

Umbrella Group
 One organization representing an effectively large portion of the community, such as the chamber of commerce, may administer the program. In some communities this group may join with the school district to provide the program. Although the umbrella group may be able to support the program within its usual funding procedures and budget, usually additional resources are required.

Single Entity
A school district or a single business may manage the program. Such programs are often small. The partners must work to expand the scope of the program to provide additional intern opportunities for teachers and benefit the community.

Expenses and Funding

Numerous expenses are associated with an internship program. Most programs contribute a significant percentage of their income to teacher stipends. The program's management staff and necessary resources for the program's headquarters, including office space, furniture, supplies, and equipment, need to be paid for as well. Other costs arise from publicizing the program, distributing information to potential partners and participants, etc. A hidden cost is time. Most programs are very labor intensive and require the many people involved to spend significant volunteer time on their duties.

Occasionally, a single community organization, such as the chamber of commerce, a school district, or a business, may donate the staff and resources required to manage and operate the program. Most often a broader funding base is needed. Pursue in-kind contributions from partners. An alternative way to provide resources is through assessing dues on program partners or having host sites support the program costs above and beyond teacher stipends.

Be creative in pursuing funding. Apply early to various sources, including business, government, philanthropic foundations, and professional societies. Charitable organizations and governmental agencies may provide start-up funding, but do not depend on these sources to provide permanent support. See funding tips at the conclusion of this chapter.

Increasing Program Awareness

Communication is the key to raising community awareness of the program. Remain in contact with host sites, participants, school districts, and other organizations to maintain a high level of enthusiasm and commitment. Recruiting potential hosts and interns is easier when the program has visibility in the community. Some suggestions for publicizing the program are listed.

  • Prepare press releases about the program and related events. Establish contact with local press, especially the education reporter, business editor, editorial board and the publisher, to enhance the probability of coverage.

  • Develop a newsletter or other regular medium of communication, such as an electronic network or bulletin board, for those involved and interested in the program.

  • Hold a reception to start the recruitment period that honors past participants and encourages potential participants.

  • Arrange for participants to present program information at local, regional, and national professional meetings, workshops, and conventions.

  • Use parent-teacher organization meetings to get parents involved as mentors or to support more interaction between the community and teachers.

  • Provide information to company and other newsletters and ask that they spotlight teachers at their host sites.

Grantseeking Tips

  • Before starting the application process, be very clear about what you want to accomplish. Develop a plan that projects the project's outcomes at least a year beyond its conclusion.

  • Learn all you can about the funder. A quick read of guidelines and directories is not sufficient. Obtain inside information if possible from someone who received support from the same source; and, where appropriate, before, during, and after submission of your proposal, develop and maintain a personal relationship with funding officials.

  • Look at successful applications by others if they are similar to what you propose. It always helps to know the competition.

  • Do not spend all your time writing the proposal. See if you can get funders to review a brief three- to five-page summary of your proposal to see if they like your approach.

  • Develop your budget carefully. It will likely be one of the first things a reviewer studies. It needs to be realistic—do not ask for more than you need. It needs to be accurate. The numbers must add up and be cost effective. The budget reflects the value of each element to the outcome of the project. Two reminders: (1) keep records of how you arrived at the costs you include; and (2) if the application includes in-kind contributions, identify what you are contributing.

  • Work on a timetable. Know your funder's deadlines. Be sure you have the time to do a good job. Do not resubmit the same application because you did not have time to revise it.

  • Build on collaboration with others. Nearly every funder wants proposals which reflect participation by more than one organization. If you develop a collaborative proposal, make sure the final proposal reflects the collaboration, not just the sign-off by another organization. Genuine collaboration requires investment of effort by all parties.

  • Read the R.F.P. (Request for Proposal) and any guidelines very carefully. This sounds obvious; but, in many highly competitive programs, a number of proposals are deemed nonresponsive.

  • Do not assume the funder understands the problem or strategy your proposal reflects. Provide evidence of the depth and breadth of the problem with data, case studies, or citations; and provide solid reasons why your proposed plan will produce the desired result.

  • Management credibility is essential. Your organization must provide good evidence that you have the skill and experience to implement successfully the plan and account for the funds used.

  • The strongest proposal is the one judged most likely to achieve its goals. Results should be clearly spelled out and, wherever possible, measured.

  • Measurable results are always preferred over good intentions. Define your measurement materials.

  • Develop a file of standard information used in proposals—saves time and need not be reinvented with each new effort. Resumes and organization data, including annual reports and financial statements, need only be updated while you concentrate on the specific information required by a particular application.

  • Stress your qualifications to the funder. What makes you or your organization unique and thus provides you with a better assurance of success in carrying out your plan.

  • Proposals are marketing tools for your ideas, your people, and your organization. Ask yourself, "Why would they (the funder) want to invest in me? What do I have that others do not have?"

Special Corporate Funding Tips

  • Personal meetings are very important. The reviewer may not be an expert in the subject area or grants review—the written proposal may be less important than the personal assessment of your credibility.

  • Big corporations are often overwhelmed with unsolicited proposals, but many smaller businesses in your own community may be a much better place to look for realistic support.

  • Start small—ask to do something you know you can do well. Do not ask for an amount vastly out of line with your present staff and budget. Know that funders question how you might handle the funds. Smaller grants do not require an extensive review and are consistent with the goal of many companies to spread their support as widely as possible.

  • Remember support from corporations can come in various forms—equipment donations, loaned staff, support for transportation, a lunch, dinner, or reception, or the products or services the corporation believes can be donated. Don't be shy about asking for or cultivating matching support.

  • Corporate proposals should be concise, generally no more than five pages, plus budget and supporting information.

  • Research corporate funders carefully. The more you know about what they are interested in funding, the better your chances of success. The information is available; seek it.

  • When dealing with corporate funders, be specific about how much money is needed and why. Do this early in the proposal.

Special Foundation Funding Tips

  • Make your first contact as strong as possible. If it is written, keep it short, to the point and as compelling as possible. If it is personal be confident, poised, friendly, knowledgeable about their interest, and clearly state what you want and why.

  • Foundations are generally interested in investing in people and organizations, not just in problems. They can be flexible about funding amounts if they have confidence in the organization management and makeup. Personal contact is an important, often essential, part of the process. It can be a tie-breaker.

  • Be prepared in the initial proposals for rejections. If you get a rejection letter, contact the foundation to ask how the proposal could be improved to gain acceptance. Often it may be a question of correcting only one aspect and resubmitting it. Most applicants receive a rejection the first time they apply to a foundation. More applicants win the second time than the first.

  • Be responsive to the program officer's comments. Even if you win the grant, the program officer may want you to make some changes. For instance, the officer may ask you to run a three-year project rather than the four-year project you proposed. Unless you feel suggested changes would seriously harm the project's chances for success, accept the program officer's recommendations.

Summary Grantseeking Tips

  • Be realistic and objective about your chances of winning support. Rejection is not final unless you fail to learn its basis and do not try again. Good proposals require care in content and precision in language. Invest your time and apply for funds when you have good reasons to believe you will be successful.

  • Proposals are not judged on the weight of the package.

  • Look for opportunities to make your organization visible in the community. Affirmation by others in the newspapers and other media will help funders recognize the value of your work.

  • Know your field and who funds work in it. What public and private funding trends affect you? Can your community contacts help you? Success without a plan is not possible, and a good plan reflects what will happen after the grant expires.

  • Finally, the competition for funds increases daily in every area. The keys to success are: organization, clear presentation, a unique approach, good evidence that you are likely to succeed, and the acquisition of current and accurate information about the potential funder. These key areas can turn your ideas into program benefits for many.