2011 Pocket Guide to Federal Grants and Government Assistance Programs for Organizations, Small Business, and Individuals
EDITION: VERSION 1.00 – 10/2010
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Copyright 2010 Progressive Management
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TABLE OF CONTENTS
PART ONE: Grant Writing Process
PART THREE: Agency Index Summary
PART FOUR: Alphabetical Index of Programs
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OVERVIEW OF THE GRANT WRITING PROCESS - CATALOG OF FEDERAL DOMESTIC ASSISTANCE (CFDA)
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Developing and Writing Grant Proposals
PART ONE: DEVELOPING A GRANT PROPOSAL
Preparation
A successful grant proposal is one that is well-prepared, thoughtfully planned, and concisely packaged. The potential applicant should become familiar with all of the pertinent program criteria related to the Catalog program from which assistance is sought. Refer to the information contact person listed in the Catalog program description before developing a proposal to obtain information such as whether funding is available, when applicable deadlines occur, and the process used by the grantor agency for accepting applications. Applicants should remember that the basic requirements, application forms, information and procedures vary with the Federal agency making the grant award. Individuals without prior grant proposal writing experience may find it useful to attend a grantsmanship workshop. A workshop can amplify the basic information presented here. Applicants interested in additional readings on grantsmanship and proposal development should consult the references listed at the end of this section and explore other library resources.
INITIAL PROPOSAL DEVELOPMENT
Developing Ideas for the Proposal
When developing an idea for a proposal it is important to determine if the idea has been considered in the applicant's locality or State. A careful check should be made with legislators and area government agencies and related public and private agencies which may currently have grant awards or contracts to do similar work. If a similar program already exists, the applicant may need to reconsider submitting the proposed project, particularly if duplication of effort is perceived. If significant differences or improvements in the proposed project's goals can be clearly established, it may be worthwhile to pursue Federal assistance.
Community Support
Community support for most proposals is essential. Once proposal summary is developed, look for individuals or groups representing academic, political, professional, and lay organizations which may be willing to support the proposal in writing. The type and caliber of community support is critical in the initial and subsequent review phases. Numerous letters of support can be persuasive to a grantor agency. Do not overlook support from local government agencies and public officials. Letters of endorsement detailing exact areas of project sanction and commitment are often requested as part of a proposal to a Federal agency. Several months may be required to develop letters of endorsement since something of value (e.g., buildings, staff, services) is sometimes negotiated between the parties involved.
Many agencies require, in writing, affiliation agreements (a mutual agreement to share services between agencies) and building space commitments prior to either grant approval or award. A useful method of generating community support may be to hold meetings with the top decision makers in the community who would be concerned with the subject matter of the proposal. The forum for discussion may include a query into the merits of the proposal, development of a contract of support for the proposal, to generate data in support of the proposal, or development of a strategy to create proposal support from a large number of community groups.
Identification of a Funding Resource
A review of the Objectives and Uses and Use Restrictions sections of the Catalog program description can point out which programs might provide funding for an idea. Do not overlook the related programs as potential resources. Both the applicant and the grantor agency should have the same interests, intentions, and needs if a proposal is to be considered an acceptable candidate for funding.
Once a potential grantor agency is identified, call the contact telephone number identified in Information Contacts and ask for a grant application kit. Later, get to know some of the grantor agency personnel. Ask for suggestions, criticisms, and advice about the proposed project. In many cases, the more agency personnel know about the proposal, the better the chance of support and of an eventual favorable decision. Sometimes it is useful to send the proposal summary to a specific agency official in a separate cover letter, and ask for review and comment at the earliest possible convenience. Always check with the Federal agency to determine its preference if this approach is under consideration. If the review is unfavorable and differences cannot be resolved, ask the examining agency (official) to suggest another department or agency which may be interested in the proposal. A personal visit to the agency's regional office or headquarters is also important. A visit not only establishes face-to-face contact, but also may bring out some essential details about the proposal or help secure literature and references from the agency's library.
Federal agencies are required to report funding information as funds are approved, increased or decreased among projects within a given State depending on the type of required reporting. Also, consider reviewing the Federal Budget for the current and budget fiscal years to determine proposed dollar amounts for particular budget functions. The applicant should carefully study the eligibility requirements for each Federal program under consideration (see the Applicant Eligibility section of the Catalog program description). The applicant may learn that he or she is required to provide services otherwise unintended such as a service to particular client groups, or involvement of specific institutions. It may necessitate the modification of the original concept in order for the project to be eligible for funding. Questions about eligibility should be discussed with the appropriate program officer.
Deadlines for submitting applications are often not negotiable. They are usually associated with strict timetables for agency review. Some programs have more than one application deadline during the fiscal year. Applicants should plan proposal development around the established deadlines.
Getting Organized to Write the Proposal
Throughout the proposal writing stage keep a notebook handy to write down ideas. Periodically, try to connect ideas by reviewing the notebook. Never throw away written ideas during the grant writing stage. Maintain a file labeled "Ideas" or by some other convenient title and review the ideas from time to time. The file should be easily accessible. The gathering of documents such as articles of incorporation, tax exemption certificates, and bylaws should be completed, if possible, before the writing begins.
REVIEW
Criticism
At some point, perhaps after the first or second draft is completed, seek out a neutral third party to review the proposal working draft for continuity, clarity and reasoning. Ask for constructive criticism at this point, rather than wait for the Federal grantor agency to volunteer this information during the review cycle. For example, has the writer made unsupported assumptions or used jargon or excessive language in the proposal?
Signature
Most proposals are made to institutions rather than individuals. Often signatures of chief administrative officials are required. Check to make sure they are included in the proposal where appropriate.
Neatness
Proposals should be typed, collated, copied, and packaged correctly and neatly (according to agency instructions, if any). Each package should be inspected to ensure uniformity from cover to cover. Binding may require either clamps or hard covers. Check with the Federal agency to determine its preference. A neat, organized, and attractive proposal package can leave a positive impression with the reader about the proposal contents.
Mailing
A cover letter should always accompany a proposal. Standard U.S. Postal Service requirements apply unless otherwise indicated by the Federal agency. Make sure there is enough time for the proposals to reach their destinations. Otherwise, special arrangements may be necessary. Always coordinate such arrangements with the Federal grantor agency project office (the agency which will ultimately have the responsibility for the project), the grant office (the agency which will coordinate the grant review), and the contract office (the agency responsible for disbursement and grant award notices), if necessary.
WRITING THE GRANT PROPOSAL
The Basic Components of a Proposal
There are eight basic components to creating a solid proposal package: (1) the proposal summary; (2) introduction of organization; (3) the problem statement (or needs assessment); (4) project objectives; (5) project methods or design; (6) project evaluation; (7) future funding; and (8) the project budget. The following will provide an overview of these components.
The Proposal Summary: Outline of Project Goals
The proposal summary outlines the proposed project and should appear at the beginning of the proposal. It could be in the form of a cover letter or a separate page, but should definitely be brief -- no longer than two or three paragraphs. The summary would be most useful if it were prepared after the proposal has been developed in order to encompass all the key summary points necessary to communicate the objectives of the project. It is this document that becomes the cornerstone of your proposal, and the initial impression it gives will be critical to the success of your venture. In many cases, the summary will be the first part of the proposal package seen by agency officials and very possibly could be the only part of the package that is carefully reviewed before the decision is made to consider the project any further.
The applicant must select a fundable project which can be supported in view of the local need. Alternatives, in the absence of Federal support, should be pointed out. The influence of the project both during and after the project period should be explained. The consequences of the project as a result of funding should be highlighted.
Introduction: Presenting a Credible Applicant or Organization
The applicant should gather data about its organization from all available sources. Most proposals require a description of an applicant's organization to describe its past and present operations. Some features to consider are:
A brief biography of board members and key staff members.
The organization's goals, philosophy, track record with other grantors, and any success stories.
The data should be relevant to the goals of the Federal grantor agency and should establish the applicant's credibility.
The Problem Statement: Stating the Purpose at Hand
The problem statement (or needs assessment) is a key element of a proposal that makes a clear, concise, and well-supported statement of the problem to be addressed. The best way to collect information about the problem is to conduct and document both a formal and informal needs assessment for a program in the target or service area. The information provided should be both factual and directly related to the problem addressed by the proposal. Areas to document are:
The purpose for developing the proposal.
The beneficiaries -- who are they and how will they benefit.
The social and economic costs to be affected.
The nature of the problem (provide as much hard evidence as possible).
How the applicant organization came to realize the problem exists, and what is currently being done about the problem.
The remaining alternatives available when funding has been exhausted. Explain what will happen to the project and the impending implications.
Most importantly, the specific manner through which problems might be solved. Review the resources needed, considering how they will be used and to what end.
There is a considerable body of literature on the exact assessment techniques to be used. Any local, regional, or State government planning office, or local university offering course work in planning and evaluation techniques should be able to provide excellent background references. Types of data that may be collected include: historical, geographic, quantitative, factual, statistical, and philosophical information, as well as studies completed by colleges, and literature searches from public or university libraries. Local colleges or universities which have a department or section related to the proposal topic may help determine if there is interest in developing a student or faculty project to conduct a needs assessment. It may be helpful to include examples of the findings for highlighting in the proposal.
Project Objectives: Goals and Desired Outcome
Program objectives refer to specific activities in a proposal. It is necessary to identify all objectives related to the goals to be reached, and the methods to be employed to achieve the stated objectives. Consider quantities or things measurable and refer to a problem statement and the outcome of proposed activities when developing a well-stated objective. The figures used should be verifiable. Remember, if the proposal is funded, the stated objectives will probably be used to evaluate program progress, so be realistic. There is literature available to help identify and write program objectives.
Program Methods and Program Design: A Plan of Action
The program design refers to how the project is expected to work and solve the stated problem. Sketch out the following:
The activities to occur along with the related resources and staff needed to operate the project (inputs).
A flow chart of the organizational features of the project. Describe how the parts interrelate, where personnel will be needed, and what they are expected to do. Identify the kinds of facilities, transportation, and support services required (throughputs).
Explain what will be achieved through 1 and 2 above (outputs); i.e., plan for measurable results. Project staff may be required to produce evidence of program performance through an examination of stated objectives during either a site visit by the Federal grantor agency and or grant reviews which may involve peer review committees.
It may be useful to devise a diagram of the program design. For example, draw a three column block. Each column is headed by one of the parts (inputs, throughputs and outputs), and on the left (next to the first column) specific program features should be identified (i.e., implementation, staffing, procurement, and systems development). In the grid, specify something about the program design, for example, assume the first column is labeled inputs and the first row is labeled staff. On the grid one might specify under inputs five nurses to operate a child care unit. The throughput might be to maintain charts, counsel the children, and set up a daily routine; outputs might be to discharge 25 healthy children per week. This type of procedure will help to conceptualize both the scope and detail of the project.
Wherever possible, justify in the narrative the course of action taken. The most economical method should be used that does not compromise or sacrifice project quality. The financial expenses associated with performance of the project will later become points of negotiation with the Federal program staff. If everything is not carefully justified in writing in the proposal, after negotiation with the Federal grantor agencies, the approved project may resemble less of the original concept. Carefully consider the pressures of the proposed implementation, that is, the time and money needed to acquire each part of the plan. A Program Evaluation and Review Technique (PERT) chart could be useful and supportive in justifying some proposals.
Highlight the innovative features of the proposal which could be considered distinct from other proposals under consideration.
Whenever possible, use appendices to provide details, supplementary data, references, and information requiring in-depth analysis. These types of data, although supportive of the proposal, if included in the body of the design, could detract from its readability. Appendices provide the proposal reader with immediate access to details if and when clarification of an idea, sequence or conclusion is required. Time tables, work plans, schedules, activities, methodologies, legal papers, personal vitae, letters of support, and endorsements are examples of appendices.
Evaluation: Product and Process Analysis
The evaluation component is two-fold: (1) product evaluation; and (2) process evaluation. Product evaluation addresses results that can be attributed to the project, as well as the extent to which the project has satisfied its desired objectives. Process evaluation addresses how the project was conducted, in terms of consistency with the stated plan of action and the effectiveness of the various activities within the plan.
Most Federal agencies now require some form of program evaluation among grantees. The requirements of the proposed project should be explored carefully. Evaluations may be conducted by an internal staff member, an evaluation firm or both. The applicant should state the amount of time needed to evaluate, how the feedback will be distributed among the proposed staff, and a schedule for review and comment for this type of communication. Evaluation designs may start at the beginning, middle or end of a project, but the applicant should specify a start-up time. It is practical to submit an evaluation design at the start of a project for two reasons:
Convincing evaluations require the collection of appropriate data before and during program operations; and, If the evaluation design cannot be prepared at the outset then a critical review of the program design may be advisable.
Even if the evaluation design has to be revised as the project progresses, it is much easier and cheaper to modify a good design. If the problem is not well defined and carefully analyzed for cause and effect relationships then a good evaluation design may be difficult to achieve. Sometimes a pilot study is needed to begin the identification of facts and relationships. Often a thorough literature search may be sufficient.
Evaluation requires both coordination and agreement among program decision makers (if known). Above all, the Federal grantor agency's requirements should be highlighted in the evaluation design. Also, Federal grantor agencies may require specific evaluation techniques such as designated data formats (an existing information collection system) or they may offer financial inducements for voluntary participation in a national evaluation study. The applicant should ask specifically about these points. Also, consult the "Criteria For Selecting Proposals" section of the Catalog program description to determine the exact evaluation methods to be required for the program if funded.
Future Funding: Long-Term Project Planning
Describe a plan for continuation beyond the grant period, and/or the availability of other resources necessary to implement the grant. Discuss maintenance and future program funding if program is for construction activity. Account for other needed expenditures if program includes purchase of equipment.
The Proposal Budget: Planning the Budget
Funding levels in Federal assistance programs change yearly. It is useful to review the appropriations over the past several years to try to project future funding levels (see Financial Information section of the Catalog program description).
However, it is safer to never anticipate that the income from the grant will be the sole support for the project. This consideration should be given to the overall budget requirements, and in particular, to budget line items most subject to inflationary pressures. Restraint is important in determining inflationary cost projections (avoid padding budget line items), but attempt to anticipate possible future increases.
Some vulnerable budget areas are: utilities, rental of buildings and equipment, salary increases, food, telephones, insurance, and transportation. Budget adjustments are sometimes made after the grant award, but this can be a lengthy process. Be certain that implementation, continuation and phase-down costs can be met. Consider costs associated with leases, evaluation systems, hard/soft match requirements, audits, development, implementation and maintenance of information and accounting systems, and other long-term financial commitments.
A well-prepared budget justifies all expenses and is consistent with the proposal narrative. Some areas in need of an evaluation for consistency are: (1) the salaries in the proposal in relation to those of the applicant organization should be similar; (2) if new staff persons are being hired, additional space and equipment should be considered, as necessary; (3) if the budget calls for an equipment purchase, it should be the type allowed by the grantor agency; (4) if additional space is rented, the increase in insurance should be supported; (5) if an indirect cost rate applies to the proposal, the division between direct and indirect costs should not be in conflict, and the aggregate budget totals should refer directly to the approved formula; and (6) if matching costs are required, the contributions to the matching fund should be taken out of the budget unless otherwise specified in the application instructions.
It is very important to become familiar with Government-wide circular requirements. The Catalog identifies in the program description section (as information is provided from the agencies) the particular circulars applicable to a Federal program, and summarizes coordination of Executive Order 12372, "Intergovernmental Review of Programs" requirements in Appendix I. The applicant should thoroughly review the appropriate circulars since they are essential in determining items such as cost principles and conforming with Government guidelines for Federal domestic assistance.
GUIDELINES AND LITERATURE
United States Government Manual
Superintendent of Documents
U.S. Government Printing Office
Washington, DC 20402
OMB Circular Nos. A-87, A-102, A-110, and A-133, and Executive Order 12372
Publications Office
Office of Administration
Room 2200
725 Seventeenth Street, NW
Washington, DC 20503
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Types Of Assistance
Currently, programs in the Catalog are being classified by GSA into 15 types of assistance. (Cooperative Agreements as a type of assistance is used for programs administered under that mechanism. However, the definition does not appear in this section.) Benefits and services of the programs are provided through seven financial types of assistance and eight nonfinancial types of assistance. The following list defines the types of assistance that are available through the programs. Code letters below (A through O) which identify the type of assistance) will follow program titles in the Agency Index, Applicant Eligibility Index, the Functional Index, Deadlines Index, and in the list of added programs.
A
Formula Grants - Allocations of money to States or their subdivisions in accordance with distribution formulas prescribed by law or administrative regulation, for activities of a continuing nature not confined to a specific project.
B
Project Grants - The funding, for fixed or known periods, of specific projects. Project grants can include fellowships, scholarships, research grants, training grants, traineeships, experimental and demonstration grants, evaluation grants, planning grants, technical assistance grants, survey grants, and construction grants.
C
Direct Payments for Specified Use - Financial assistance from the Federal government provided directly to individuals, private firms, and other private institutions to encourage or subsidize a particular activity by conditioning the receipt of the assistance on a particular performance by the recipient. This does not include solicited contracts for the procurement of goods and services for the Federal government.
D
Direct Payments with Unrestricted Use - Financial assistance from the Federal government provided directly to beneficiaries who satisfy Federal eligibility requirements with no restrictions being imposed on the recipient as to how the money is spent. Included are payments under retirement, pension, and compensatory programs.
E
Direct Loans - Financial assistance provided through the lending of Federal monies for a specific period of time, with a reasonable expectation of repayment. Such loans may or may not require the payment of interest.
F
Guaranteed/Insured Loans - Programs in which the Federal government makes an arrangement to identify a lender against part or all of any defaults by those responsible for repayment of loans.
G
Insurance - Financial assistance provided to assure reimbursement for losses sustained under specified conditions. Coverage may be provided directly by the Federal government or through private carriers and may or may not involve the payment of premiums.
H
Sale, Exchange, or Donation of Property and Goods - Programs which provide for the sale, exchange, or donation of Federal real property, personal property, commodities, and other goods including land, buildings, equipment, food and drugs. This does not include the loan of, use of, or access to Federal facilities or property.
I
Use of Property, Facilities, and Equipment - Programs which provide for the loan of, use of, or access to Federal facilities or property wherein the federally owned facilities or property do not remain in the possession of the recipient of the assistance.
J
Provision of Specialized Services - Programs that provide Federal personnel directly to perform certain tasks for the benefit of communities or individuals. These services may be performed in conjunction with nonfederal personnel, but they involve more than consultation, advice, or counseling.
K
Advisory Services and Counseling - Programs which provide Federal specialists to consult, advise, or counsel communities or individuals to include conferences, workshops, or personal contacts. This may involve the use of published information, but only in a secondary capacity.
L
Dissemination of Technical Information - Programs that provide for the publication and distribution of information or data of a specialized or technical nature frequently through clearinghouses or libraries. This does not include conventional public information services designed for general public consumption.
M
Training -Programs that provide instructional activities conducted directly by a Federal agency for individuals not employed by the Federal government.
N
Investigation of Complaints - Federal administrative agency activities that are initiated in response to requests, either formal or informal, to examine or investigate claims of violations of Federal statutes, policies, or procedure. The origination of such claims must come from outside the Federal government.
O
Federal Employment - Programs that reflect the Governmentwide responsibilities of the Office of Personnel Management in the recruitment and hiring of Federal civilian agency personnel.
AGENCY INDEX SUMMARY
The following is a summary description of the functions and activities of federal agencies responsible for administering programs listed in the Catalog. The programs (numbers) are also listed with the administering agency.
DEPARTMENT OF AGRICULTURE
Agricultural Research Service (ARS) (10.001, 10.700)
Conducts research to develop new knowledge and technology to ensure an abundance of high quality agricultural commodities and products at reasonable prices to meet the increasing needs of an expanding economy and to provide for the continued improvement in the standard of living of all Americans. It conducts basic, applied, and developmental research on animal and plant production use and improvement of soil, water, and air processing, storage, distribution, food safety, consumer services and human nutrition research, and food and agriculture sciences. The National Agricultural Library of ARS disseminates useful information about agricultural and other related sciences to scientists and researchers, administrators and managers, farmers, and to the general public provides library services, such as bibliographies, reference services and document delivery.
Agricultural Marketing Service (AMS) (10.084, 10.153-10.170, 10.256, 10.290, 10.309, 10.679, 10.860, 10.862)
Administers standardization, grading, voluntary inspection, market news, marketing orders, regulatory, and related programs.
Animal and Plant Health Inspection Service (APHIS) (10.025-10.029)
Conducts regulatory and control programs to protect and improve animal and plant health for the benefit of man and the environment and to control or reduce damage caused by nuisance mammals and birds and those mammal and bird species that are reservoirs for zoonotic diseases, except for urban rodent control.
Cooperative State Research, Education, and Extension Service (10.200-10.228, 10.303-10.308, 10.500)
Participates in a nationwide system of agricultural research program planning and coordination between the States and the Department of Agriculture to encourage and assist in the establishment and maintenance of cooperation within and among the States and between the States and their Federal research partners. The primary function is to administer the Acts of Congress that authorize Federal appropriations for agricultural research carried on by the State agricultural experiment stations of the 50 States, Puerto Rico, Guam, the Virgin Islands, the District of Columbia, American Samoa, and Micronesia the Northern Marinas, approved schools of forestry, the 1890 land-grant institutions and Tuskegee University, colleges of veterinary medicine, and other eligible institutions. The Extension activities of the Cooperative State Research, Education, and Extension Service coordinates and provides administrative, technical, and other services to a nationwide Cooperative Extension System, in partnership with State and local governments and the private sector. The primary function of this system is to take the research findings of the Department of Agriculture, the State Land-Grant Colleges and programs administered by the Department of Agriculture, and to develop and deliver informal, out-of-school educational programs. These programs communicate and demonstrate to people how they can apply research findings to identify and solve farm, home, and community problems. This work is carried out through extension offices in each State, Puerto Rico, Guam, the Virgin Islands, the District of Columbia, American Samoa, and Micronesia, plus 16, 1890 land-grant universities and Tuskegee University as the State partner.
Economic Research Service (10.250-10.255)
The Economic Research Service produces economic and other social science information as a service to the general public and to help Congress and the administration develop, administer, and evaluate agricultural and rural policies and programs.
Farm Service Agency (FSA) (10.051-10.069, 10,073-10.082, 10.404, 10,406, 10.407, 10.421, 10.435, 10.437, 10.407, 10.421, 10.435, 10.437, 10,443, 10.44910.451, 10.452, 10.994-10.999)
Administers domestic commodity price and income support, farm loan, disaster assistance, and conservation cost-share programs for the Department of Agriculture.
Assistant Secretary for Administration (10.443)
Through leadership and partnership with USDA agencies: ensure the provision of information, technical assistance, and training to all USDA customers with emphasis on under-served populations, to assure they have full access to all USDA programs and services.
Food and Nutrition Service (FNS) (10.551-10.582)
Administers programs to make food assistance available to people who need it. These programs are operated in cooperation with State and local governments.
Food Safety and Inspection Service (FSIS) (10.475-10.477-10.479)
Assures that meat, poultry and egg products moving in interstate and foreign commerce are safe, wholesome, unadulterated and accurately labeled, as required by the Federal Meat Inspection Act, the Poultry Products Inspection Act, and the Egg Products Inspection Act. The Meat, Poultry, and Egg Products Inspection Programs provide continuous in plant inspection of all domestic plants preparing meat, poultry, and egg products for sale or distribution in commerce. In addition, these acts include the review of inspection systems in foreign establishments that prepare meat, poultry, or egg products for export to the United States under inspection programs that are equivalent to the U.S. program. FSIS provides technical and financial assistance to States which maintain meat and poultry inspection programs equal to Federal inspection. FSIS also enters into Cooperative Agreements with Academic institutions; State, local and tribal government agencies; and non-profit organizations to improve Food Safety and Food Defense.
Foreign Agricultural Service (FAS) (10.600-10.604, 10.606-10.609, 10.96010.962)
The export promotion and service agency for the U.S. Department of Agriculture. Stimulates overseas markets for U.S. agricultural products. FAS fulfills its role as the promotional agency for the world's largest agricultural export business through its network of agricultural counselors, attaches, and trade officers stationed overseas and its backup team of analysts, marketing specialists, negotiators, and related specialists. FAS maintains a worldwide agricultural intelligence and reporting system through its attached service. FAS also has a continuing market development program to develop, service, and expand commercial export markets for U.S. agricultural products. By virtue of the Agricultural Trade Act of 1978, FAS received authority to open at least 6 and not more than 25 agricultural trade offices overseas to develop, maintain and expand international markets for U.S. agricultural commodities. Ten of these offices have been established and are located in such key markets as West Germany, Saudi Arabia, Singapore, and Mexico City. To improve access for U.S. farm products abroad, FAS international trade policy specialists coordinate and direct USDA's responsibilities in international trade agreement programs and negotiations. FAS also manages the Public Law 480 Program, Titles I and III (Food for Peace Program), and the Commodity Credit Corporation (CCC) Export Credit Guarantee Programs. Public Law 480 is aimed at long-range improvement in the economies of developing countries. Commercial programs promote commercial agricultural exports by providing credit guarantees to exporters which are used to obtain additional U.S. exports. Title I, the concession sales section of Public Law 480, provides for low-interest, long-term credit to recipients of U.S. farm commodities. The Title II program authorizes the donation of agricultural commodities to foreign governments, voluntary relief agencies, or intergovernmental organizations. Title III permits multiyear programming and forgiveness of dollar payments, provided the recipient country undertakes specific agricultural and economic development projects for commodities delivered under Title I agreements. FAS focuses on sharing knowledge of agriculture through development assistance and cooperation with other countries. Primary activities are providing technical assistance and training in agriculture to other countries, particularly the developing world; working with international food and agricultural organizations to solve world food problems; and sponsoring scientific exchanges and research that will help farmers both at home and aboard.
Forest Service (10.652-10.684)
Cares for the land and serves people. Promotes the sustainability of ecosystems by ensuring their health, diversity, and productivity, which is coupled with this service ethic: work collaboratively and use appropriate scientific information in caring for the land and serving people. Provides financial, technical and scientific assistance to outside organizations in order to achieve these goals when authorized by statute. These land and service ethics are applied by the Forest Service through ecosystem management. Ecosystem management is the integration of ecological, economic, and social factors in order to maintain and enhance the quality of the environment to meet current and future needs. The four strategic goals of the Forest Service are to: (1) protect ecosystems, (2) restore deteriorated ecosystems, (3) provide multiple benefits for people within the capabilities of ecosystems, and (4) ensure organizational effectiveness. The Forest Service Natural Resource Agenda identifies four key areas of national focus. They are: watershed, health and restoration; sustainable forest ecosystem management; forest roads management; and recreation enhancement. Implementation of the agenda will help bring people together and help them find ways to live within the limits of the land. This in turn will ensure that future generations will forever be endowed with the rich natural bounty of our Nation.
Grain Inspection, Packers and Stockyard Administration (GIPSA) (10.800)
Maintains effective competition and fair trade practices in the marketing of livestock, poultry for the protection of livestock and poultry producers.
National Agricultural Statistics Service (10.950)
Agricultural estimates involve collecting, analyzing, and publishing agricultural production and marketing data, including: number of farms and acreage in farms; crop acreage, yields, production, stocks, value, and utilization; inventories and production of livestock, poultry, eggs, and dairy products; prices received by farmers for products, prices paid for commodities and services for living and production, and related indexes; farm employment and wage rates; cold storage supplies; agricultural chemical use; aquaculture; and other relevant aspects of the agricultural economy. Estimates for about 120 crops and 45 livestock items are published in about 400 Federal and 9,000 State-Federal reports each year. Beginning in 1997, NASS is responsible for the Census of Agriculture, previously conducted by the Bureau of the Census, Commerce Department. The Census of Agriculture is taken every 5 years and provides comprehensive data down to the county level on all aspects of the agricultural economy for the U.S., as well as selected data for American Samoa, Puerto Rico, Guam, Virgin Islands, and the Northern Mariana Islands. All information is made available to the news media and the public at scheduled release times and is available for free on the Internet. Statistical research and service is directed toward improving crop and livestock estimating techniques. Considerable emphasis is placed on improving survey sample designs as well as testing new forecasting and estimating techniques, such as using satellite data.
Natural Resources Conservation Service (NRCS) (10.070, 10.072, 10.901-10.923)
Develops and carries out a national soil and water conservation program in cooperation with landowners, operators and other land users and developers, community planning agencies and regional resource groups, Federal, State, and local government agencies; also assists in agricultural pollution control, environmental improvement, and rural community development. Preserves, protects, and restores valued wetlands, and improves wildlife and migratory bird habitat. Supports the objectives of the Nation's commitment to the 1973 International Boundary and Water Commission Agreement concerning the quality of water in the Colorado River delivered downstream to users in the United States and the Republic of Mexico. Conserves water; preserves, maintains, and improves migratory waterfowl habitat and other wildlife resources. Encourages good forestry management through the development, management, and protection of non-industrial private forest lands, to increase the production of timber and enhance other forest resources.
Risk Management Agency (RMA)/Federal Crop Insurance Corporation (FCIC) (10.450, 10.454, 10.455-10.459)
The Risk Management Agency (RMA) is part of USDA. RMA's role is to help producers manage their business risks through effective, market-based risk management solutions. RMA's mission is to promote, support, and regulate sound risk management solutions to preserve and strengthen the economic stability of America's agricultural producers. As part of this mission, RMA operates and manages the Federal Crop Insurance Corporation (FCIC). RMA was created in 1996; the FCIC was founded in 1938. RMA, via the FCIC, provides crop insurance to American producers. Private-sector insurance companies sell and service the policies. RMA develops and/or approves the premium rate, administers premium and expense subsidy, approves and supports products, and reinsures the insurance companies. RMA through the formation of partnerships with public and private organizations fund projects that:
(A) Create new products, seek enhancements in existing products, and expand the use of non-insurance risk management tools that will be utilized by agricultural producers to assist them in mitigating the risks inherent in agricultural production. Risk management tools include a variety of risk management options and strategies developed to assist producers in mitigating the risks inherent in agricultural production. Risk management tools may include financial management tools to mitigate price and production risks; tools to enhance measurement and prediction of risks in order to facilitate risk diversification; tools to improve production management, harvesting, record keeping or marketing.
(B) Provide women, limited resource, socially disadvantaged, and other traditionally underserved producers of Priority Commodities with risk management training, informational opportunities, and assistance necessary to understand:
(1) The kind of risks addressed by existing and emerging risk management tools;
(2) The features and appropriate use of existing and emerging risk management tools; and
(3) How to make sound risk management decisions.
(C) Deliver crop insurance education and information to U.S. agricultural producers in certain States that have been designated as historically underserved with respect to crop insurance. The states, collectively referred to as Targeted States, are Connecticut, Delaware, Maine, Maryland, Massachusetts, Nevada, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Utah, Vermont, West Virginia, and Wyoming.
(D) Deliver risk management education and information in the management of production, marketing, and financial risk to U.S. agricultural producers. The program gives priority to educating producers of crops currently not insured under Federal crop insurance, specialty crops, and underserved commodities, including livestock and forage.
Rural Business-Cooperative Service (RBS) (10.350-10.352, 10.405, 10.14010.420, 10.427, 10.433, 10.438, 10.441-10.446, 10.760-10.886)
The mission of the Rural Business-Cooperative Service is to enhance the quality of life for all rural Americans by providing leadership in building competitive businesses and sustainable cooperatives that can prosper in the global marketplace.
Rural Housing Service (RHS) (10.405,10.410, 10.411, 10.415, 10.417, 10.420, 10.427, 10.433, 10.438, 10.441, 10.442, 10.444-10.446, 10.766)
Provides credit to families and communities that still do not have effective access to credit because of the isolated nature or small scale of the rural market and provides subsidies to those low income families and communities that could not otherwise afford rent or debt service payments.
National Sheep Industry Improvement Center (10.774)
To assist the U.S. sheep and goat industries by strengthening and enhancing the production and marketing of sheep and goats and their products in the United States.
Community Outreach and Assistance Partnership Program
DEPARTMENT OF COMMERCE
Bureau of the Census (11.001-11.006)
Conducts decennial censuses of population and housing; quinquennial censuses of State and local governments, manufacturers, mineral industries, distributive trades, construction industries, and transportation; current surveys which provide information on many of the subjects covered in the censuses at weekly, monthly, quarterly, annual, or other intervals; compilation of current statistics on U.S. foreign trade, including data on imports, exports, and shipping; conducts special censuses at the request and expense of State and local government units; publishes estimates and projections of the population and housing characteristics; issues current reports on manufacturing, retail and wholesale trade, selected services, construction, imports and exports, State and local government finances and employment, and other subjects; and makes searches of decennial census records and furnishes transcripts to individuals for use as evidence of age, relationship, or place of birth.
Economics and Statistics Administration (ESA) (11.025, 11.026)
Provides a clear picture of the U.S. economy through the preparation, development, and interpretation of the national income and product accounts, summarized by the gross national product (GNP); the wealth accounts, which show the business and other components of national wealth; the input-output accounts, which trace the interrelationships among industrial markets; personal income and related economic series by geographic area; the U.S. balance of payments accounts and associated foreign investment accounts; and measures relating to environmental change and to welfare within the framework of the national economic accounts. The data and analyses prepared are disseminated mainly through its monthly publications, the Survey of Current Business, and Business Conditions Digest.
International Trade Administration (ITA) (11.106-11.113)
Promotes world trade and strengthens the international trade and investment position of the United States.
Bureau of Industry and Security (BIS) (11.150)
The activities of the Bureau of Industry and Security in the Department of Commerce are designed to enforce U.S. export trade laws consistent with national security, foreign policy, and short supply objectives. The program strives to achieve a balance between the interests of U.S. exporters, the U.S. economy and U.S. national security requirements.
Economic Development Administration (EDA) (11.300-11.313)
The EDA's mission is to lead the federal economic development agenda by promoting innovation and competitiveness, preparing American regions for growth and success in the worldwide economy.
National Oceanic and Atmospheric Administration (NOAA) (11.400-11.481)
Reports the weather of the U.S. and its possessions and provides weather forecasts to the general public, issues warnings against such destructive natural events as hurricanes, tornadoes, floods, and tsunamis and provides special services in support of aviation, marine activities, agriculture, forestry, urban air-quality control, and other weather-sensitive activities; monitors and reports all nonfederal weather modification activities conducted in the U.S.; conducts an integrated program of management, research, and services related to the protection and rational use of living marine mammals; prepares and issues nautical and aeronautical charts, provides the Nation's precise geodetic surveys, and conducts broad research programs in marine and atmospheric sciences, solar-terrestrial physics, and experimental meteorology, including weather modifications; predicts tides, currents, and the state of the oceans, conducts research and development aimed at providing alternatives to ocean dumping; provides Federal leadership in promoting wise and balanced management of the Nation's coastal zone; provides satellite observations of the environment by establishing and operating a national environmental satellite system; conducts integrated program of research and services relating to the oceans and inland waters, the lower and upper atmosphere, space environment, and the earth; acquires, stores, and disseminates worldwide environmental data through a system of meteorological, oceanographic, geodetic, and seismological data centers; develops a system of data buoys for automatically obtaining and disseminating marine environmental data; promotes the development of technology to meet future needs of the marine community.
National Telecommunications and Information Administration (NTIA) (11.55011.556)
Exercises significant responsibility in the areas of communication security, privacy protection, and the application of public service satellites, public telecommunications facilities planning and construction; formulates policies to support the development, growth and regulation of telecommunications, information, and related industries; furthers the efficient development and use of telecommunications and information services; provides policy and management for the use of electromagnetic spectrum; provides telecommunications facilities grants to public service users.
National Institute of Standards and Technology (NIST) (11.601-11.617)
NISTs mission is to promote U.S. innovation and industrial competitiveness by advancing measurement science, standards, and technology in ways that enhance economic security and improve our quality of life. This mission is carried out through four major programs: the NIST Laboratories, the Advanced Technology Program (ATP), the Hollings Manufacturing Extension Partnership (MEP) program, and the Baldrige National Quality Program. The NIST Laboratories maintain world-class expertise in measurements, standards, data evaluation, and test methods and conduct research that advances the Nations technology infrastructure and is needed by U.S. industry. The NIST Laboratories also provide a wide range of technology services, including standard reference materials and data, information on national and international standards, laboratory accreditation, and equipment calibration. ATP is a rigorously competitive cost-sharing program that has provided R&D funds to U.S. businesses and industry-led joint ventures to accelerate early-stage development of high-risk, broad-impact technologies that promise widespread benefits for the economy. The President's budget request for fiscal year 2008 proposes no new funding for ATP. The Hollings MEP program works to raise the productivity and competitiveness of smaller U.S. manufacturers by providing information, decision support, and implementation assistance in adopting advanced manufacturing technologies, techniques, and business best practices through a network of local manufacturing extension centers which are linked to state, university, and private sources of technology and expertise. The Baldrige National Quality Program promotes performance excellence among U.S. manufacturers, service companies, educational institutions, health care providers, and nonprofit organizations through outreach programs and the Malcolm Baldrige National Quality Award, which recognizes performance excellence and quality achievement.