[misc.handicap] grants writing file

tzippy@dasys1.uucp (Tzipporah BenAvraham) (03/23/90)

Index Number: 7252

Here is an excellent file I found (long) on writing grants.
I hope it is useful to you. 
 
                  SUGGESTIONS FOR WRITING PROPOSALS AND 
                 FOLLOWING GRANT APPLICATION PROCEDURES
 

I. INTRODUCTION

The information contained within the following pages is designed to
assist individuals and institutions seeking a grant from a U.S.
Government assistance program. The ideas and suggestions are not
all-inclusive, they are designed as a sort of "general guide."

The material applies to most assistance proposals, but an applicant
should remember that the basic requirements, application forms,
information, and procedures will vary with the Federal agency
awarding the grant.

The legislative intent and the administrative guidelines of Federal
programs (see the AUTHORIZATION category of the program
description) are useful as a starting point in considering if and
how a proposal matches the needs of the Federal agency making the
grant award.

A telephone call or letter to the appropriate Federal agency
contact person (see the INFORMATION CONTACTS category of the
program description) can provide invaluable help in the beginning
stages of your proposal development. A potential applicant should
consult the program's information contact person before developing
a proposal to determine whether an application should be made, if
there is money available, applicable deadlines, and the process the
agency uses in accepting applications.

It is important to identify any priorities the Federal agency
considers significant. Agencies often prepare guidelines for
specific programs to assist applicants in proposal development.
These guidelines should be requested by the applicant.

Individuals without prior grant writing experience may find it
useful to attend a grantsmanship workshop. A workshop can amplify
the basic information presented here. Applicants requiring
additional information on grantsmanship and proposal development
should consult the references listed at the end of this booklet,
and other library sources.
************************************************************************

II. INITIAL PROPOSAL DEVELOPMENT

 A.) The Concept Paper

After outlining the idea for a proposal, it is useful to develop a
concept paper (preliminary proposal) maybe 1 or 2 pages long.  The
paper should attempt, at a minimum, to outline proposed goals,
rationale, population to be served, estimate of cost, and expected
program achievements. The author should periodically revise the
paper as ideas about the proposal or grant requirements of the
Federal program change. The paper should be distributed to
interested persons and agencies within the community. They can be
helpful by providing both review and comment on the proposal
contents. Select someone who knows and someone who does not know
about the subject matter of the paper. This procedure will serve to
provide at least two perspectives on the contents; first, a
substansive review of the material, and second, insight into the
clarity of the writing style and grammatical accuracy. Further, a
review by someone who has submitted a proposal to the funding
source in the past will yield valuable information regarding
experience with the agency's proposal preferences. The concept
paper can be used later, if necessary, for the proposal summary
page of the application, which is usually one of the most important
pages in the grant package (refer to the application kit for
details on the development of the proposal summary page).  Wfen
developing an idea for a proposal it is important to determine if
the idea has been or is now being considered in the applicant's
locality or State. A careful check should be made of legislators,
area government agencies, and related public and private agencies
which may have (or have had) grant awards or contracts to do
similar work. If a program exists (or has existed in the past), the
applicant may need to reconsider submitting the proposed project
particularly if duplication of effort is perceived. Unless
significant differences can be established between the existing and
proposed project, it may be unwise to pursue Federal assistance.
The applicant must strive to select a fundable project that 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.

 B.) Community Support

Community support for most proposals is essential. Once an outline
or concept paper has been developed, look for individuals or groups
representing academic, political, professional, and lay
organizations that 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 the Federal agency awarding the
grant.  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, and 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.

 C.) Identification of a Funding Source

A review of the OBJECTIVES and USES AND RESTRICTIONS sections of
the program description can point out which programs might provide
funding for an idea. Do not overlook the RELATED PROGRAMS section
as potential resources. Both the applicant and the grantor agency
should have the same interests, needs, and intentions if a proposal
is to be considered an acceptable candidate for funding.  Once a
potential grantor agency is identified, call the agency contact
person (see the INFORMATION CONTACTS section of the program
description) and ask for a grant application kit.  Later, get to
know some of the agency personnel. Ask for advice, criticisms, and
suggestions about the proposed project. In many cases, the more
personnel who know about the proposal, the better the chance of
support and of an eventual favorable decision. Sometimes, it is
useful to send the concept paper to a specific agency official with
a separate cover letter, and ask for review and comment at the
earliest possible convenience. Always check with the Federal agency
to determine it's 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 that may be interested in the proposal. A
personal visit to the agency's headquarters or regional office 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.
Fedral agencies are required to report funding information as
funds are approved, increased, or decreased among projects within
a given State depending upon 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
section of the program description for each Federal program under
consideration. The applicant may learn that he or she may be
required to provide services otherwise unintended (such as a
service to particular client groups, or involvement of specific
institutions). It may be necessary to modify the original concept
paper in order for the project to be eligible for funding.

Questions about eligibility should be discussed with the
appropriate agency official.

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.

The timing used by the applicant in implementing Part II,
Sections A, B, and c above depends upon the stage of development
of each section.  The applicant should carefully balance the
knowledge and understanding of each part prior to determining the
first step and before proceeding to the formal development of the
proposal.
************************************************************************

III. WRITING AND DEVELOPING A PROPOSAL

  A.) Gathering Applicant Organizational Data

The applicant should gather data about his or her organization from
all available sources. Most proposals require a description of the
applicant's organization to describe it's past and present
operations.  Some features to consider are:

      1) a brief biography of board members and key staff members;
      2) The organization's goals, philosophy, and track record
	 with other grantors, and any success stories.

The data should be relevent to the goals of the Federal grantor
agency and should establish the applicant's credibility.

  B.) Problem Statement Development

One of the key elements of a proposal is a well-supported, clear,
concise 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. There is a considerable amount of
literature on the exact assessment techniques to be used. Any
State, regional, or local government planning office, or local
university offering course work in planning and evaluation
techniques should be able to provide excellent background
references. The types of data that may be collected include:
historical, factual, statistical, geographic, quantitative, and
philosophical information, as well as studies completed by
colleges, and literature searches from public and/or university
libraries. Local colleges or universities that 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 highlight in the proposal. The information provided
should be both factual and directly related to the problem that is
being addressed by the proposal. Areas to document are:

     1) The purpose for developing the proposal;
     2) The beneficiaries - who they are and how they will benefit;
     3) The social and economic costs to be affected;
     4) The nature of the problem (provide as much hard evidence as
        possible);
     5) How the applicant organization came to relize the problem
        exists, and what is currently being done about the problem;
     6) The remaining alternatives available when funding has been
        exhausted. Explain what will happen and the impending
        implications;
     7) 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.
************************************************************************

IV. THE ACT OF WRITING

 A.) Preorganization

Prior to any formal development of a proposal the applicant should
first complete the task of accumulating information, and then begin
writing the proposal. The applicant should also have the grant
application kit in hand.

One of the first steps in the development of an application is to
identify a coordinating person, and have this person thoroughly
review the application kit. This task is best performed by the
person with the major responsibility for the coordination of the
proposal development tasks and may or may not be the person who
knows the most about the proposal subject area. These are often two
different persons. Make an outline of the forms, copy each one and
put the originals in a secure file.  Use these copies only when
ready to type the final draft. Then subsitute the filed copies in
the application kit. It may be useful to develop a milestone chart
(a type of schedule that charts significant events in the
development of a proposal over time) to address and identify the
implementation dates of the following:

   1) Formatting the available information not requiring additional
      development;
   2) Gathering data necessary for the development of the proposal
      and where to get it;
   3) Who and when staff will be available to assist with the project;
   4) Item-by-item development of the first draft;
   5) Schedule for the completion of the second and final drafts to be
      inspected by the coordinator.

Whenever steps in the milestone chart are delayed it is advisable
to immediately negotiate the earliest possible new deadline with
the affec ted parties. Care should be exercised to guarantee that
the next selected data does not delay the entire project schedule.
Most grant proposals  will need to be copied 4 or more times. The
original and copies will go to the Federal grantor agency's program
and/or grant office.  Other copies may go to single State agencies,
regional and local government officials and board members (if
any).  If the copying is done internally it may be wise to identify
a back-up copy machine in case of mechanical failure. This may be
critical when working against strict deadlines. Typists should be
notified and scheduled in advance if possible.  Prepare to commit
enough financial resources to produce a proposal. It is difficult
to gauge how much money, material,and personnel will be needed, but
some considerations are:

1) Person power (typists, writers, researchers, clerks,
   statisticians, and consultants);
2) Supplies (copy machine(s), typewriter, paper, postage, pens and
   pencils, binders, correction fluid, and types of stylus apparatus for
   charts);
3) Office space;
4) A telephone;
5) Office equipment.

 B.) 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, bylaws, and exemption certificates
should be completed, if possible, before the writing begins.

 C.) A Note On Special Technical Services

States and political subdivisions can obtain technical information
services from Federal agencies when preparing proposals. A written
request from the chief executive officer (county executive, mayor,
or governor) is required. Services are provided according to the
Federal agency's mission, special capabilities, and authorization
by law. Assistance may include:  statistical or other studies and
compilations, development projects, technical tests and
evaluations, technical information, reports, surveys, training
activities, and documents. All services must relate to either
current or future needs of the Federal government.  Some form of
proof is required to ensure that these services can be procured
reasonably and quickly by the requesting agency through ordinary
business channels. Federal agencies may require considerable time
in supplying information. Consider such time lags when requesting
assistance.

(NOTE: The following information (Sections D,E,F, and Part V and VI) is 
 generally adaptable to all proposals, and will test the creativity and 
 resourcefulness of the applicant.)
 
 D.) Developing Program Objectives
 

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.

 E.) Writing the Solution - A Program Design

The program design refers to how the project is expected to work
and solve the stated problem. Sketch out the following:

 1) The activities to occur along with the related resources and
    staff needed to operate the project (inputs);
 2) 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 that are required
    (throughputs);
 3) Explain what will be achieved through 1 and 2 above (outputs)
    (e.g., plan for measurable results). The 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 that may
    involve peer review committees.
 4) 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 (e.g., staffing, procurement,
    implementation, 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.
 5) 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, thatis, the time and money needed to acquire
    each part of the plan. A Program Exaluation and Review
    Technique (PERT) chart could be useful and supportive in
    justifying some proposals.
 6) Highlight the innovative features of the proposals under consideration.
 7) Whenever possible, use appendices to provide details, references,
    supplementary data, 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 it's 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,
    letters of support, a personal resume, and endorsements are
    examples of appendices.

 F.) Evaluating the Program

Most Federal agencies now require some form of program evaluation
among grantees. The requirements of the proposed project should be
carefully explored. 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 the 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:

  1) Convincing evaluations require the collection of appropriate
     data before and during program operations;
  2) If the evaluation design cannot be prepared at the onset 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 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 program description to
determine the exact evaluation methods to be required for the
program if funded.
************************************************************************

V. BUDGET INFORMATION

 A.) 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 the FINANCIAL INFORMATION
section of the 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:

  1) Rental of buildings and equipment;
  2) Utilities;
  3) Telephones;
  4) Insurance;
  5) Salary increases;
  6) Food;
  7) Transportation.

Budget adjustments are sometimes made after the grant award, but
this can be a lengthly process. Be certain that implementation,
continuation, and phase-down costs can be met. Consider costs
associated with with leases, evaluation systems, audits, hard/soft
match requirements, 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 evaluation for
consistancy are:

1) the salaries in the proposal in relation to those of the applicant
   organization should be similar;
2) if new if new staff members are being hired, additional space and
   equipment should be considered, if 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;
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 program descriptions supplied by U.S.
Information Services/Systems identifies the particular circulars
applicable to a Federal assistance program. The applicant should
thoroughly review the appropriate circulars since they are
essential in determining items such as cost principals and
conforming with government guidelines for Federal domestic
assistance. Summaries of circular requirements are also available
from U.S. Information Services/Systems.
************************************************************************

VI. REVIEW

 A.) 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 reasoning, clarity, and continuity. 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?

 B.) 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.

 C.) Neatness

Proposals should be typed, collated, copied, and packaged correctly
and neatly (according to agency instructions, if any).  Each
package should be inspected to insure uniformity from cover to
cover. Binding may reqiure either clamps or hard covers. Check with
the Federal agency to determine it's preference. A neat, organized
and attractive proposal package can leave a positive impression
with the reader about the proposal contents.

 D.) 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's project office (the agency that will ultimatley
have responsibility for the project), the grant office (the agency
that will coordinate the grant review), and the contract office
(the agency responsible for disbursement and grant award notices),
if necessary.
************************************************************************

VII. ADDITIONAL SOURCES OF INFORMATION

Below are resources for more detail about grants and grant
writing.  There are several very good private resources available
that can be identified by consulting a public library.

 A.) Research Tools

			  THE FEDERAL REGISTER

The Federal Register, published daily, is a medium for making
available to the public Federal agency regulations and other legal
documents of the Executive branch. These documents cover a wide
range of government activities. Here, government requirements are
published which involve environmental protection, consumer product
safety, food and drug standards, occupational health and safety,
and many more areas of concern to the public.

Perhaps more importantly, the Federal Register includes proposed
changes in regulated areas. Each proposed change published carries
an invitation for any citizen or group to participate in the
consideration of the proposed regulation through the submission of
written data, arguments, and sometimes by oral presentations.
Through the publication of proposed rules and notices of public
meetings, citizens are given the opportunity to be informed about
aand participate in the workings of their government.

The Federal Register Index is based on a consolidation of entries
appearing in the issues of the Federal Register together with broad
references. It is published monthly and is cumulated for 12 months.
All Federal Register publications are available for purchase from:

   Superintendent of Documents
   U.S. Government Printing Office
   Washington D.C., 20402
		     ================================

		     THE CODE OF FEDERAL REGULATIONS

The Code of Federal Regulations (CFR) is a codification of the
general and permament rules published in the Federal Register by
executive departments and agencies of the Federal government. It
includes all statutory regulations of Federal agencies, and is
divided into 50 titles which represent broad subject areas of
Federal regulations (e.g., Housing and Urban Development, Public
Welfare, Transportation, or Public Health). Each title is divided
into chapters that usually bear the name of the issuing agency.
Each chapter is further subdivided into parts covering specific
regulatory areas. The number preceding the CFR citation is the
title or volume number. The CFR is kept up-to-date by the
individual issues of the Federal Register, these two publications
must be used together to determine the latest version of any given
rule. Individual volumes of the CFR are revised at least once each
calander year and issued on a staggered quarterly basis. The CFR
thus serves as a convenient reference for the citizen desiring a
comprehensive source for general and permanent Federal
regulations.

A general index to the entire Code of Federal Regulations (the CFR
index) is revised as of July 1 each year. The numerical Finding
Aids, as a cumulative list of CFR Sections affected is published
monthly and is cumulated for 12 months, keyed to the revision dates
of the various CFR volumes.

The Federal Register and the Code of Federal Regulations are
available in Federal depository libraries and most major libraries
or Federal bookstores. Individual copies can be purchased from the
U.S. Government Printing Office.

			   THE FEDERAL BUDGET

  The following four budget documents are briefly described below:

  1) The Budget of the U.S. Government;
  2) the Budget Appendix;
  3) The Budget in Brief;
  4) the Special Analyses of the Budget

(Budget documents are available for purchase from the U.S.
Government Printing Office.)

1) The Budget provides information on the President's budget
proposals, ongoing programs, the budget system and summary tables
on the budget.  For program identification, the last 3 digits of
the identification code in the FINANCIAL INFORMATION section of the
program description is the functional code. The codes and functions
are contained in the back section of the Budget (Budget Outlays by
Function).

2) The Appendix provides detailed information on Federal programs,
and identifies specific amounts (as shown in the budget) for each
existing or proposed program. Supplemental proposals and amendments
for the current year are also identified.

3) The Budget in brief is designed for use by the general public. This 
document is a less technical overview of the Budget, and provides 
graphic displays, a summary and historical tables on the Federal Budget.
 
4) The Special Analyses, Budget of the U.S. Government contains analyses 
that are designed to highlight specific program areas or provide other 
significant presentations of the Federal budget data.
 
 B.) Guidelines and Literature
 
======================
U.S. Government Manual                
======================
                       Superintendent of Documents
                     U.S. Government Printing Office
                          Washington DC, 20402

======================================
OMB Circulars #A-87; #A-102; #A110; 
#A-128; and  (E)xecutive (O)rder 12372
======================================
 
                           Publications Office
                        Office of Administration
                   Room 2200, 726 Jackson Place N.W.,
                          Washington DC, 20503
         or...
                    U.S. Information Services/Systems
                         909 Westbourne Dr. #101
                       Los Angeles, CA 90069-4145
 
===============================
The Federal Granting System: A
Guide for Local Governments in 
        Massachusetts
===============================
 
                       Bulletin Center, Cottage A
                              Thatcher Way
                       University of Massachusetts
                            Amherst, MA 01003
 
======================================
Guide for the Preparation of Proposals
 for the Prefreshman and Cooperative
     Education for Minorities in 
    Engineering (Preface) Program
======================================
 
                          Department of Energy
                          Washington DC, 20545
 
=======================================
Guide for the Submission of Unsolicited
  Research and Development Proposals
=======================================
 
                       Department of the Interior, 
                   Office of Research and Development
                          Washington DC, 20240
 
========================================
Guide for the Submission of Research and 
Development Proposals by Individuals and 
  Organizations Other than Educational 
              Institutions
=========================================
 
                          Department of Energy
                          Washington DC, 20545
************************************************************************
 
 
VIII. INFORMATION RESOURCES FOR LEGISLATIVE RESEARCH AND INQUIRY
 
 A.) General Congressional Telephone Resources
 
     Senate Document Room: ......................... (202) 224-7701
     House Document Room: .......................... (202) 225-3546
     Government Printing Office Order Desk: ........ (202) 783-3238 
     Federal Registry Inquiry Desk: ................ (202) 523-5240
 
 B.) Government Printing Office (GPO) Resources
 
The government documents identified above as available from the GPO 
can be requested (supply the necessary identifying information) by 
writing to:
                       Superintendent of Documents
                     U.S. Government Printing Office
                          Washington DC, 20402
 
            Additional resources available from the GPO are:
 
          1) House and Senate Calendars (Monday edition only);
          2) How Our Laws Are Made;
          3) Digest of Public General Bills and Resolutions;
          4) Monthly Catalog of U.S. Government Publications
 
The stock numbers and prices of these publications can be obtained by 
calling or writing to the GPO. To order or inquire about congressional 
documents from the GPO, call: (202) 275-3030. To order or inquire about 
other government publications, call the GPO Order Desk at: 
(202) 783-3238.
 
 C.) Federal Register Resources
 
Statistical Abstract of the United States, Weekly Compilation of 
Presidential Documents, Federal Register, The Federal Register: What It 
Is and How to Use It.
 
 D.) Regional and Depository Libraries
 
Regional libraries can arrange for copies of government documents 
through an interlibrary loan. A list of depository and regional libraries is available by writing:
 
                        Chief, Library Division,
                       Superintendent of Documents
                                Stop SLL,
                          Washington DC, 20402
 
 E.) Other Resources
 

Copies of the documents identified above and many private sector
publications devoted exclusively to the codification, analysis, and
dissemination of legislative information are available at most law
libraries and State Government Libraries.

************************************************************************
 
           For all government assistance information, contact:
 
                    U.S. Information Services/Systems
                         909 Westbourne Dr. #101
                       Los Angeles, CA. 90069-4145
                             (213) 854-0964