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Seliger’s Quick Guide to Developing Grant Proposal Staffing Plans

The staffing plan is usually one of the easier and shorter parts of the grant proposals. That’s because the project description will usually imply the staffing plan. For example, a project that conducts “outreach” or health navigation is going to consist of a director or supervisor or some sort, possibly an marketing specialist to create and execute ads, and some number of navigators or outreach specialists.* There may also be an administrative assistant or data clerk.

For healthcare projects run by a Federally Qualified Health Center (FQHC), though, a staffing plan might consist primarily of healthcare providers: two doctors, three physicians assistants, two nurses, a patient care assistant (PCA), a case manager, and front office staff.

It’s a almost always a good idea to propose a full-time Project Manager or Project Coordinator or Program Director or some similar position, unless the budget is too small. Many federal RFPs require a full-time manager or an explanation of why this is not considered necessary.

Most staffing plans follow a generic bulleted format in which a position is listed (like a Program Director), a percentage of time devoted to the project is listed (like 100%), a description is offered (like “Will oversee day-to-day activities”) and minimum qualifications established (like “must have at least three years of relevant management experience, along with at least a B.A. (M.A. preferred) in an appropriate field”). In many staffing plans for new programs, most staff members will be unknown, with the possible exception of the Program Manager. Consequently, you should put in a line that says something like, “Staff members will be hired following an open and fair recruitment process, in keeping with the organization’s Personnel Policy.”

That may not strictly be true—we’re well aware that many organizations have candidates in mind for particular positions—but it should be part of the proposal anyway. If it sounds like you’ve already hired and are already paying your potential staff members, you raise the dreaded specter of supplantation.

Most staff positions in most proposals should have three to four short sentences about what the staff person will do. In many cases, the explanation will be obvious even by the standards of doltish federal grant reviewers. For example, if you’re running an after school education program, you might have a listing like “Teachers (300%): At least three full-time, state-certified teachers will be hired to provide educational enhancement to at-risk youth. Teachers will cover reading, math, cuneiform, Python, and art, as noted in the project description. Teachers will have at least one year of relevant experience, as well as a bachelor’s degree in an appropriate field.” You can also say that all staff will have at least 20 hours of pre-service training, and in that training they will learn effective teaching techniques, why they should not sext with students, and how to handle disciplinary issues.

As noted above, shorter is generally better. Also, the staffing level should be large enough to cover the plausible range of activities but small enough to not go over the budget. For particularly small programs, like those with less than $100,000 per year, 1.5 or 2 Full-Time Equivalent (FTE) staff might be appropriate. In most social and human service programs, personnel costs will be largest cost category, since each warm body is going to cost a minimum of $30,000 per year, plus benefits, which can exceed 30% for some nonprofits and most public agencies. Each body adds up to lots of costs fast. A good rule of thumb is to assume about 80% of the budget for salaries and benefits, with 20% for everything else. There are exceptions—many job training proposals like YouthBuild include participant stipends, which can easily consume 25% of the budget—but relatively few proposed projects have this kind of large, non-personnel budget cost.

It’s also a good idea to have avoid oddball percentages in your staffing plan. Don’t say someone is going to have 17% or 4% of their time devoted to the project. Most positions are full-time (100%), half-time (50%), or, in rare cases, quarter-time (25%). If you have to calculate positions on an hourly basis, keep in mind that the federal standard is 2,080 person hours in a person year. Thus, a .5 FTE = 1,040 hours.

Evaluators and other consultants (e.g. social media consultants, curriculum consultants, etc.) can be listed in the staffing plan in the proposal narrative but generally are not included in the Personnel Object Cost Category in the budget, as they will usually be hired on an hourly basis or via a subcontract. In federal budgets, these are included in the Contractual or Other Object Cost Categories.

Finally, remember that in federal budgeting, the most important part of proposal staffing plans/budgets is that the proposed services discussed in the project description be plausible. Staffing plans and budgets don’t have to be exactly match reality and will likely change, as the grantee will have to negotiate a detailed budget after the notice grant award is received. Still, they have to meet the plausibility test that reviews will apply.

* Always check the acronyms for proposed positions. For example, it would not be a good idea to list Community Outreach Workers for a women’s health outreach project, as you would be proposing hiring COWs. Another unintentionally funny position name we see fairly often is Peer Outreach Workers (POWs).