Grants Work in a Congressional Office
Merete F. Gerli
Information Research Specialist
April 3, 2013
Congressional Research Service
7-5700
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RL34035
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Grants Work in a Congressional Office
Summary
Members of Congress receive frequent requests from grant seekers needing funds for projects in
districts and states. The congressional office should first determine its priorities regarding the
appropriate assistance to give constituents, from providing information on grants programs to
active advocacy of projects. Congressional grants staff can best help grant seekers by first
themselves gaining some understanding of the grants process.
Each office handles grants requests in its own way, depending upon the Member’s legislative
agenda and overall organization and workload. There may be a full-time grants specialist or
several staff members under the supervision of a grants coordinator working solely in the area of
grants and projects. In some offices, all grants requests are handled in the district or state office;
in others, they are answered by the Washington, DC, staff.
To assist grant seekers applying for federal funds, congressional offices can develop working
relationships with grants officers in federal and state departments and agencies. Because more
than 80% of federal funds go to state and local governments that, in turn, manage federal grants
and sub-award to applicants in their state, congressional staff need to identify their own state
administering offices.
To educate constituents, a congressional office may provide selected grant seekers information on
funding programs or may sometimes sponsor workshops on federal and private assistance.
Because most funding resources are on the Internet, Member home pages can also link to grants
sources such as the Catalog of Federal Domestic Assistance (CFDA) and Grants.gov so that
constituents themselves can search for grants programs and funding opportunities. The
Congressional Research Service (CRS) web page, Grants and Federal Domestic Assistance, by
Merete F. Gerli (see sample at http://crs.gov/resources/Pages/member-grant.html), can be added
to a Member’s home page upon request and is updated automatically on House and Senate
servers. Another CRS web page, Grants and Federal Assistance, by Merete F. Gerli, at
http://crs.gov/resources/Pages/CS-Grants.aspx, covers key CRS products.
Congressional staff can use CRS reports to learn about grants work and to provide information on
government and private funding. In addition to the current report, these include CRS Report
RS21117, Ethical Considerations in Assisting Constituents With Grant Requests Before Federal
Agencies, by Jack Maskell; CRS Report RL34012, Resources for Grantseekers, by Merete F.
Gerli; and CRS Report RL32159, How to Develop and Write a Grant Proposal, by Merete F.
Gerli. CRS also offers reports on block grants and the appropriations process; federal assistance
for homeland security and terrorism preparedness; and federal programs on specific subjects and
for specific groups, such as state and local governments, police and fire departments, libraries and
museums, nonprofit organizations, small business, and other topics. An internal grants manual
outlining office policies and procedures, including perhaps templates for letters of support, might
be developed to help grants staff. With reductions in federal programs, and with most government
grants requiring matching funds, grants staff should also become familiar with other funding,
such as private or corporate foundations, as alternatives or supplements to federal grants.
This report will be updated at the beginning of each Congress and as needed.
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Grants Work in a Congressional Office
Contents
Introduction ...................................................................................................................................... 1
Organizing Office Grants Operations .............................................................................................. 2
Managing Grants Requests ........................................................................................................ 3
Office Grants Manual ................................................................................................................ 4
File Systems and Logs ............................................................................................................... 4
Communicating with Staff ......................................................................................................... 5
Assessing Constituent Requests ....................................................................................................... 5
Providing Information to Constituents ............................................................................................ 6
Proposal Writing Assistance and Sources ........................................................................................ 8
Writing Letters for Grant Seekers .................................................................................................. 10
Announcing Grants Awards ........................................................................................................... 12
Federal Assistance and Sources ..................................................................................................... 12
Federal Grants and the Appropriations Process ....................................................................... 13
Types of Federal Assistance .................................................................................................... 14
Grants ................................................................................................................................ 14
Loans ................................................................................................................................. 15
Insurance ........................................................................................................................... 15
Goods and Properties ........................................................................................................ 15
Services, Information, Training, and Employment ........................................................... 15
Catalog of Federal Domestic Assistance ................................................................................. 16
Grants.gov and FedConnect .................................................................................................... 17
Developing Federal and State Grants Contacts ....................................................................... 18
Role of State Administering Agencies and Contacts ............................................................... 18
Foundations and Corporate Grants ................................................................................................ 20
Useful Sources of Grants Information ........................................................................................... 22
CRS Grants Web Pages ........................................................................................................... 22
Additional Federal Sources ..................................................................................................... 22
Other Resources ....................................................................................................................... 23
Contacts
Author Contact Information........................................................................................................... 23
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Grants Work in a Congressional Office
Introduction
Members of Congress receive numerous requests from grant seekers, including state and local
governments, nonprofit social service and community action organizations, private research
groups, small businesses, and individuals, for information and help in obtaining funds for
projects. Both government and private foundation funding may be appropriate.
Federal grants are not benefits or entitlements to individuals. Most federal grants funding goes to
state and local governments, which in turn sub-award to local entities such as nonprofit
organizations. Grants may be available for projects serving communities and needs. For example,
government assistance may be available for nonprofit organizations, including faith-based groups,
for initiatives such as establishing soup kitchens or after-school programs benefitting entire
communities; and local governments seeking funds for community services, infrastructure, and
economic revitalization may be most eligible for state and federal funds.
Congressional offices may often need to direct constituents seeking government aid to funding
options other than grants. Community fund-raising may be most suitable for school enrichment
activities such as field trips or for band or sports uniforms. Local business or private foundation
funding might be more appropriate for supporting projects such as construction of local
memorials or commemorative programs. For others, such as for starting or expanding a small
business or for students, loans may be available.
• Individuals looking for government benefits may find useful the website
GovBenefits.gov at http://www.govbenefits.gov.
• Students seeking financial aid should search the Department of Education
website at http://studentaid.ed.gov.
• To start or expand a small business, the federal government provides assistance in
the form of loans, advisory, or technical assistance. See the Small Business
Administration website at http://www.sba.gov.
To respond to constituents who have seen ads promising federal grants for personal expenses,
refer them to the Federal Trade Commission Consumer Alert “Free Government Grants: Don’t
Take Them For Grant-ed” (September 2006) at http://www.ftc.gov/bcp/edu/pubs/consumer/alerts/
alt134.shtm.
Given the competition for federal funds, the success rate in obtaining federal assistance is limited.
A grants staff’s effectiveness often depends on both an understanding of the grants process and on
the relations it establishes with federal departments and agencies, with state grants administering
agencies (SAAs), private and local foundations, and other contacts.
This report does not constitute a blueprint for every office involved in grants and projects activity,
nor does it present in-depth information about all aspects of staff activity in this area. The
discussion describes some basics about the grants process and some of the approaches and
techniques used by congressional offices in dealing with this type of constituent service.
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Grants Work in a Congressional Office
Organizing Office Grants Operations
Senate and House offices allocate staff and other resources to grants work in order to assist the
constituents with projects of potential benefit to their districts, cities, or states. Each congressional
office handles grants requests in its own way, depending upon such factors as the Member’s
philosophy on federal support for local projects, the relation of certain proposals to his or her
legislative activity, or the Member’s particular interest in specific locations or types of projects.
Other factors may include the degree of economic distress in any given locality and the current
level of federal assistance it receives.
Grants activities in any congressional office depend very much upon the overall organization,
staff, and workload of the office.
• Most offices divide responsibility by function (i.e., legislation is assigned to
legislative assistants and correspondents, media relations and newsletters are
handled by a press secretary, and caseworkers help with problems of individuals).
Offices organized in this way may have a full-time grants specialist or several
staff members under the supervision of a grants coordinator working solely in the
area of grants and projects.
• Some offices divide responsibilities by subject area; that is, a specialist in health
issues is involved with legislation, correspondence, casework, grants, projects,
speeches, and press releases in that subject area.
• DC, state, or district office? In some offices, all grants requests are handled in the
district or state office; in others, they are answered by the Washington, DC, staff;
still others divide grants and projects activity between the district or state office
and the Washington, DC, office. Regardless of how this responsibility is
assigned, it is helpful to have at least one person in the district or state office and
one person in the Washington, DC, office familiar with the whole process.
District or state staff may be more readily able to communicate and develop
relationships with federal state and federal regional offices, or state administering
agencies, often the preferred contact office for federal programs.
• State delegation cooperation. Since some constituents request the aid of the entire
state delegation for a grant or project, cooperation among Members of the
delegation can minimize duplication of effort and permit more effective use of
staff time. To increase the chances of a project’s funding, Members may solicit
the support of other Members either from the same geographic region if the
proposal would benefit a wide area, or from those who hold key positions in
leadership or on committees which exercise funding and oversight of the federal
program. Political considerations can limit the amount of such cooperation. One
state’s delegation has established a State Projects Office to help its constituents
learn about the grants process and follow through on all applications until awards
are made.
The grants person in the congressional office can serve constituents not only as a source of
information but also as a facilitator with agencies and foundations and, in some cases, even as an
advocate. The congressional office is seen by constituents as a potential source of assistance,
which includes
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Grants Work in a Congressional Office
• providing facts about financial and nonfinancial assistance available through
federal programs;
• clarifying the intricacies of proposal development, application, and follow-up
procedures;
• writing letters of interest or support from the Member to the granting agency
once a grant proposal is ready for submission;
• resolving problems that occur when an applicant is unsuccessful in obtaining
funds or other assistance; and
• suggesting other sources for grant assistance in both the private and public
sectors.
The congressional office should first determine the priorities of its particular office:
• assess the volume of incoming grants requests;
• determine criteria for how much attention should be given to each grants request,
for example, number of people who will be affected, visibility of projects, or
political implications;
• decide the role of the congressional office: information source or active
advocacy, or sometimes even earmarking appropriations for a project that mirrors
the Member’s legislative agenda.
Congressional grants staff can help their constituents best when they thoroughly understand the
entire grants process:
• defining the project;
• searching for likely funding sources, including federal grants administered and
sub-awarded by states;
• developing and writing proposals;
• applying for grants;
• understanding review and award procedures; and
• knowing post-award requirements.
Managing Grants Requests
To assure continuity, particularly in cases of staff turnover and shifting responsibilities, and to
monitor the progress of the grants and projects operation, several resources can be developed.
Commercial computer software packages are available to manage correspondence, projects, and
workload. Congressional office systems administrators should contact House Information
Resources (ext. 56002) or the Senate Sergeant at Arms’ Help Desk (ext. 41517) for
recommendations.
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Grants Work in a Congressional Office
Office Grants Manual
An internal grants manual is a valuable tool for grants staff to develop. It can outline office
policies and procedures and ensure continuity when staff changes. Among the items that might be
included in such a manual are
• a statement of the Member’s policy on letters of endorsement and press
announcements, along with samples;
• a checklist of procedures to facilitate the training of new staff;
• sample project worksheets, allowing space for agency contacts, status reports,
and follow-up timetables; and
• a constantly updated telephone and email listing of contacts in federal, state, and
local agencies, and foundations that have proven especially helpful.
File Systems and Logs
Whether electronic or paper, a congressional office may wish to maintain detailed, cross-
referenced files such as agency files, constituent files by county, and tracking records.
Agency Files
• Agency files, which could also be arranged under broad subjects, or use subject
subdivisions: for example, Defense Department, district contracts; Education
Department, curriculum development; Justice Department, Community Oriented
Policing (COPS) program.
• Program files, which include detailed information on the most frequently used
programs in communities in the state or district, with a fact sheet describing each
program, plus agency brochures, and contacts.
• Project files, which may contain lists of applicants for each project. Some offices
keep records on the steps taken in support of all grant applications as
documentation.
Constituent Files by County
• These can prove especially useful for the Member’s visits to the state or district.
• Correspondence on each grant application, and local press coverage of awards
can be added.
• These clippings, along with letters from grateful constituents, can serve as a
source for favorable quotations.
Tracking Requests
• Monitor grant applications as they move through an agency’s review process—
develop contacts in agency congressional liaison offices or state or regional
administering agencies.
• Maintain a follow-up calendar or log.
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• Track all grants awarded in the district or state—even those your office did not
work on.
• For sources that track federal funds by state, by county, and by congressional
district, see the CRS web page, Tracking the Distribution of Federal Funds, by
Merete F. Gerli, at http://crs.gov/resources/Pages/federalfundstracking.aspx.
Contact the CRS author for search strategies and best sources.
Communicating with Staff
A weekly grants and projects report or letter is one way to keep both the Member and other staff
fully informed of significant developments. This is particularly important for offices organized by
functional responsibility.
• The report prepares the Member for the types of questions that may be asked
during visits to the state or district and provides topics to be addressed in
speeches.
• The legislative staff may benefit from knowing about pending state or local
government actions that would have an impact on grants and projects.
Conversely, grants and projects staff should also be able to rely on the legislative
staff for information about pending bills that would alter or create federal
programs or change relevant funding levels. Sometimes, comments from
constituents can supply data on whether programs are carrying out legislative
intent and whether changes in agency regulations or legislation are needed. Such
recommendations might then be the subject of congressional oversight hearings
or might result in recommending changes in legislation.
• The press secretary should also be kept up to date on programs of interest in the
district, so that current information can be presented in newsletters and press
releases.
Assessing Constituent Requests
If a proposal or serious inquiry is submitted to a congressional office, an assessment of the stated
problem should be made. First, this benefits the grant seeker, since any application for assistance
will require that the problem be clearly stated and that the proposed solution provide some
remedy. Secondly, this initial assessment can provide staff with a sense of direction: Are there
other projects currently under way that address the problem? Is there already an appropriate
federal or state program that is designed for such a project, or is the issue better addressed
through local, state, or private organizations, or through legislation? Will the sought-after aid
produce other problems for the community? What are its chances for success?
The initial review of the request should also involve an assessment of the applicant. A formal
grant proposal will require an applicant to establish credibility. Individuals connected with a
proposal might mention education, training, and professional credentials. Credibility for an
organization may be established by giving its history, goals, activities, and primary
accomplishments, as well as by letters of support, including by local governments. By reviewing
such information, an office may avoid the hazard of offering support for a questionable applicant
and may be in a better position to make decisions about support when several communities or
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organizations are applying for the same program—will all be treated equally or will support be
given to selected applicants?
A written request from a constituent should always be acknowledged. If the request is a fairly
common one, the office may be able to respond with a prepared packet of materials on available
programs.
For large grants-in-aid projects, the congressional office may wish to contact the federal or state
agency congressional liaison and ask to speak to a grants specialist for a particular program or
funding need. This procedure is generally more time consuming for a congressional staffer than a
simple referral, but it is often more informative. The agency may provide facts about budget
levels, authorizations and appropriations, the amount of money available for the program, the
total amount requested in applications on file, the number of applications received, and the
number likely to be approved, agency priorities, categories of competition or targets by region,
key dates and deadlines, and information on who makes recommendations and decisions.
If your constituent decides to submit a formal grant application for a particular program, the
congressional office may recommend or arrange a meeting with agency offices in the district or
state. Another way to get input from the agency early in the process is a pre-review of the
application. Some agencies provide procedural review of proposals one or two months before the
application deadline. Such a review, while not dealing with the substance of the proposal, allows
an agency to inform the applicant of any technical problems or omissions to be corrected before
the proposal is formally submitted.
When a constituent notifies the congressional office that a proposal has been submitted, the office
can send a letter to the agency expressing the Member’s interest in being kept informed of
developments relating to the application. In addition, the letter may also request a list of all
applicants for the particular grant from the Member’s state or district. This enables the office to
consider initiating letters of support from the Member to those applicants in his or her state or
district who did not approach the office prior to submission of their application. Whether the
Member chooses to support an applicant or extends support to all applicants from the state or
district, the office should maintain contact with all interested parties as it is notified of progress
reports from agency contacts.
Providing Information to Constituents
Cutbacks in federal programs mean many projects are made possible only through a combination
of funding sources—federal and state government grants as well as private or corporate
foundation grants should be considered. Grant seekers should know that most federal funding
goes to states in the form of formula or block grants. For many programs, application for federal
funds must be made through state administering agencies (SAAs). Whatever the funding source,
it is important to emphasize that once a project has been clearly defined, constituents can improve
their likelihood of success by doing preliminary research to find potential funding sources whose
goals are most nearly consistent with their own.
Because the state, local, or private groups needing assistance may be unaware of available
funding, or uncertain how to go about obtaining it, congressional offices can help identify
sources. Congressional grants staff can also serve as liaison between grant seekers and
government executive offices, including their own state offices that administer federal grants.
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