Training Scientists to Make the Right Moves - Howard Hughes ...
Training Scientists to Make the Right Moves - Howard Hughes ... Training Scientists to Make the Right Moves - Howard Hughes ...
Chapter 2 Obtaining Support and Assembling a Planning Team Abstract/project summary. This should include: A brief statement about the date, location, name of event, organizer, and the organizer’s goals. For example: This proposal requests partial funding for the workshop “Career Development Workshop for Academic Scientists” to be held at the Science Meeting A in City B on Date C. This workshop/workshop series is part of Organization X’s goals to ….” A statement about the issue that motivates the organization of the training event A description of how the event responds to the described need A description of the goals for the training A brief description of how the event will be implemented (e.g., Is it a collaboration? If so, with whom? Are there any additional sources of funding?) A brief description of evaluation plans and how evaluation outcomes will be used (e.g., Are there any broader impacts?) Main proposal. This section should provide a comprehensive description of the event, detailing the who, why, what, when, how, and how much. Each part should clearly delineate a critical element of (or concept behind) the event and explain how it fits into the proposal as a whole. The proposal should cover the following categories of information: Introduction—rationale, goals, and description. In this section give a brief overview of the proposed activity, including your goals for the training and what you want participants to get out of it. Training event participants. Describe the intended audience: Why do you think they will be interested and why did you focus on this group? Is the event appropriate for any other groups? How will you ensure that participants show up? (You may want to include your ideas for advertising this event.) Organizers and their affiliations. Make it clear who is participating and in what capacity, and why they are appropriate for this project. Event organization. Explain how the event will be organized: Where might it be held? Why are the suggested timing and length appropriate? What formats (e.g., lecture only, interactive exercise, panel) might be included? Who are some potential speakers and why are they the right ones? How does this training activity fit in with other events at your organization? Will there be refreshments? Will there be time for social interactions, and if so, why is this time necessary? Program follow-up. Will you follow up with attendees in any way? Will there be an evaluation? If so, what information are you looking for and why are you looking for it? What is next on the horizon? 13
Training Scientists to Make the Right Moves Key personnel. Key personnel are the organizers, sponsors, speakers, and support staff. If you know them at this early stage, list the people who will be involved and why they are appropriate for the tasks. Clearly describe, one by one, what these people will be doing and why they are right for the job and explain that they are already committed to the project. (As supplemental information in appendixes, you can attach resumes that present credentials in traditional CV style.) You may also want to point out preparatory work that they have already done. Budget and budget justification. Lay out the categories of the budget. In the budget justification, you may want to • Discuss (on a line-item basis) why all budgeted amounts are appropriate and necessary for the training. • Explain why you are or are not asking for supporting funds for specific elements (e.g., Will participants be paying to attend, and if so, how much and why? Will some of the costs be covered by other funding sources or through in-kind support?). Appendixes. These should include any materials (e.g., training content, advertising, Web resources) that you have already developed, as well as any print and Web materials (e.g., journal articles, reports) that support your case for the training. Include CVs for any key personnel you have on board at this early stage. ASSEMBLING A PLANNING TEAM Once you receive the green light from the top, you will be ready to start the real work of organizing your training activity. The first thing you will have to do is put together a planning team. Remember, you don’t have to go it alone. Most people are willing and even happy to help with something that they recognize will benefit their work, their university or society, and the constituencies they serve. In addition to helping you organize the training, planning team members can also serve as “boosters” to gather and maintain support from the leadership and others at your organization. How to Begin? First, seek out people at your own organization or with whom you have connections to help. Depending on the complexity of your event, you also may want to partner with individuals from another organization, in which case the planning team will have members from both sites (see page 17, “Collaborating with Another Organization”). 14
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- Page 10 and 11: PREFACE In July 2002, the Burroughs
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- Page 20 and 21: INTRODUCTION Preparing postdoctoral
- Page 22 and 23: Chapter 1 GETTING STARTED Deciding
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<strong>Training</strong> <strong>Scientists</strong> <strong>to</strong> <strong>Make</strong> <strong>the</strong> <strong>Right</strong> <strong>Moves</strong><br />
Key personnel. Key personnel are <strong>the</strong> organizers, sponsors, speakers,<br />
and support staff. If you know <strong>the</strong>m at this early stage, list <strong>the</strong><br />
people who will be involved and why <strong>the</strong>y are appropriate for <strong>the</strong><br />
tasks. Clearly describe, one by one, what <strong>the</strong>se people will be doing<br />
and why <strong>the</strong>y are right for <strong>the</strong> job and explain that <strong>the</strong>y are already<br />
committed <strong>to</strong> <strong>the</strong> project. (As supplemental information in appendixes,<br />
you can attach resumes that present credentials in traditional<br />
CV style.) You may also want <strong>to</strong> point out prepara<strong>to</strong>ry work that <strong>the</strong>y<br />
have already done.<br />
Budget and budget justification. Lay out <strong>the</strong> categories of <strong>the</strong> budget. In<br />
<strong>the</strong> budget justification, you may want <strong>to</strong><br />
• Discuss (on a line-item basis) why all budgeted amounts are<br />
appropriate and necessary for <strong>the</strong> training.<br />
• Explain why you are or are not asking for supporting funds for<br />
specific elements (e.g., Will participants be paying <strong>to</strong> attend, and if<br />
so, how much and why? Will some of <strong>the</strong> costs be covered by<br />
o<strong>the</strong>r funding sources or through in-kind support?).<br />
Appendixes. These should include any materials (e.g., training content,<br />
advertising, Web resources) that you have already developed, as well<br />
as any print and Web materials (e.g., journal articles, reports) that support<br />
your case for <strong>the</strong> training. Include CVs for any key personnel<br />
you have on board at this early stage.<br />
ASSEMBLING A PLANNING TEAM<br />
Once you receive <strong>the</strong> green light from <strong>the</strong> <strong>to</strong>p, you will be ready <strong>to</strong> start <strong>the</strong><br />
real work of organizing your training activity. The first thing you will have<br />
<strong>to</strong> do is put <strong>to</strong>ge<strong>the</strong>r a planning team. Remember, you don’t have <strong>to</strong> go it<br />
alone. Most people are willing and even happy <strong>to</strong> help with something that<br />
<strong>the</strong>y recognize will benefit <strong>the</strong>ir work, <strong>the</strong>ir university or society, and <strong>the</strong><br />
constituencies <strong>the</strong>y serve. In addition <strong>to</strong> helping you organize <strong>the</strong> training,<br />
planning team members can also serve as “boosters” <strong>to</strong> ga<strong>the</strong>r and maintain<br />
support from <strong>the</strong> leadership and o<strong>the</strong>rs at your organization.<br />
How <strong>to</strong> Begin?<br />
First, seek out people at your own organization or with whom you have<br />
connections <strong>to</strong> help. Depending on <strong>the</strong> complexity of your event, you also<br />
may want <strong>to</strong> partner with individuals from ano<strong>the</strong>r organization, in which<br />
case <strong>the</strong> planning team will have members from both sites (see page 17,<br />
“Collaborating with Ano<strong>the</strong>r Organization”).<br />
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