Members of Congress receive numerous requests from grant seekers, including state and local governments, nonprofit social service and community action organizations, private research groups, small businesses, and individuals, for information and help in obtaining funds for projects. Both government and private foundation funding may be appropriate. Federal grants are not benefits or entitlements to individuals. Most federal grant funds goes to state and local governments, which in turn sub-award to local entities such as nonprofit organizations. Grants may be available for projects serving communities and needs. For example, government assistance may be available for nonprofit organizations (including faith-based groups) for initiatives such as establishing soup kitchens or after-school programs benefitting entire communities; and local governments seeking funds for community services, infrastructure, and economic revitalization may be most eligible for state and federal funds. Congressional offices may often need to direct constituents seeking government aid to funding options other than grants. Community fund-raising may be most suitable for school enrichment activities such as field trips or for band or sports uniforms. Local business or private foundation funding might be more appropriate for supporting projects such as construction of local memorials or commemorative programs. For others, such as for starting or expanding a small business or for students, loans may be available. Individuals looking for government benefits may find useful the website Benefits.gov at https://www.benefits.gov . Students seeking financial aid should search the Department of Education website at http://studentaid.ed.gov/sa . To start or expand a small business, the federal government provides assistance in the form of loans, advisory, or technical assistance. See the Small Business Administration website at http://www.sba.gov . To respond to constituents who have seen ads promising federal grants for personal expenses, refer them to the Federal Trade Commission Consumer Alert Government Grant Scams at http://www.consumer.ftc.gov/articles/0113-government-grant-scams . Given the competition for federal funds, the success rate in obtaining federal assistance is limited. A grants staff's effectiveness often depends both on an understanding of the grants process and on the relations it establishes with federal departments and agencies, state grants administering agencies (SAAs), private and local foundations, and other contacts. This report does not constitute a blueprint for every office involved in grants and projects activity, nor does it present in-depth information about all aspects of staff activity in this area. The discussion describes some basics about the grants process and some of the approaches and techniques used by congressional offices in dealing with this type of constituent service. Senate and House offices allocate staff and other resources to grants work to assist constituents with projects of potential benefit to their districts, cities, or states. Each congressional office handles grants requests in its own way, depending upon such factors as the Member's philosophy on federal support for local projects, the relation of certain proposals to his or her legislative activity, or the Member's particular interest in specific locations or types of projects. Other factors may include the degree of economic distress in any given locality and the current level of federal assistance it receives. Grants activities in any congressional office depend very much upon the overall organization, staff, and workload of the office. Most offices divide responsibility by function (i.e., legislation is assigned to legislative assistants and correspondents, media relations and newsletters are handled by a press secretary, and caseworkers help with problems of individuals). Offices organized in this way may have a full-time grants specialist or several staff members under the supervision of a grants coordinator working solely in the area of grants and projects. Some offices divide responsibilities by subject area; that is, a specialist in health issues is involved with legislation, correspondence, casework, grants, projects, speeches, and press releases in that subject area. In some offices, all grants requests are handled in the district or state office; in others, they are answered by the Washington, DC, staff; still others divide grants and projects activity between the district or state office and the Washington, DC, office. Regardless of how this responsibility is assigned, it is helpful to have at least one person in the district or state office and one person in the Washington, DC, office familiar with the whole process. District or state staff may be more readily able to communicate and develop relationships with federal state and federal regional offices, or state administering agencies, often the preferred contact office for federal programs. State delegation cooperation: since some constituents request the aid of the entire state delegation for a grant or project, cooperation among Members of the delegation can minimize duplication of effort and permit more effective use of staff time. To increase the chances of a project's funding, Members may solicit the support of other Members either from the same geographic region if the proposal would benefit a wide area, or from those who hold key positions in leadership or on committees which exercise funding and oversight of the federal program. Political considerations can limit the amount of such cooperation. One state's delegation has established a State Projects Office to help its constituents learn about the grants process and follow through on all applications until awards are made. The grants person in the congressional office can serve constituents not only as a source of information but also as a facilitator with agencies and foundations and, in some cases, even as an advocate. The congressional office is seen by constituents as a potential source of assistance, which includes providing facts about financial and nonfinancial assistance available through federal programs; clarifying the intricacies of proposal development, application, and follow-up procedures; writing letters of interest or support from the Member to the granting agency once a grant proposal is ready for submission; resolving problems that occur when an applicant is unsuccessful in obtaining funds or other assistance; and suggesting other sources for grant assistance in both the private and public sectors. The congressional office should first determine the priorities of its particular office: assess the volume of incoming grants requests; determine criteria for how much attention should be given to each grants request, for example, number of people who will be affected, visibility of projects, or political implications; decide the role of the congressional office: information source or active advocacy, or sometimes even earmarking appropriations for a project that mirrors the Member's legislative agenda. Congressional grants staff can help their constituents best when they thoroughly understand the entire grants process: defining the project; searching for likely funding sources, including federal grants administered and sub-awarded by states; developing and writing proposals; applying for grants; understanding review and award procedures; and knowing post-award requirements. To assure continuity, particularly in cases of staff turnover and shifting responsibilities, and to monitor the progress of the grants and projects operation, several resources can be developed. An internal grants manual is a valuable tool for grants staff to develop. It can outline office policies and procedures and ensure continuity when staff changes. Among the items that might be included in such a manual are a statement of the Member's policy on letters of endorsement and press announcements, along with samples; a checklist of procedures to facilitate the training of new staff; sample project worksheets, allowing space for agency contacts, status reports, and follow-up timetables; and a continually updated telephone and email listing of contacts in federal, state, and local agencies, and foundations that have proven especially helpful. Whether electronic or paper, a congressional office may maintain detailed, cross-referenced files such as agency files, constituent files by county, and tracking records. Agency Files Agency files, which could also be arranged under broad subjects, or use subject subdivisions: for example, Defense Department, district contracts; Education Department, curriculum development; Justice Department, Community Oriented Policing Services (COPS) program. Program files, which include detailed information on the most frequently used programs in communities in the state or district, with a fact sheet describing each program, plus agency brochures, and contacts. Project files, which may contain lists of applicants for each project. Some offices keep records on the steps taken in support of all grant applications as documentation. Constituent Files by County These can prove especially useful for the Member's visits to the state or district. Correspondence on each grant application, and local press coverage of awards can be added. These clippings, along with letters from grateful constituents, can serve as a source for favorable quotations. Tracking Requests Monitor grant applications as they move through an agency's review process—develop contacts in agency congressional liaison offices or state or regional administering agencies. Maintain a follow-up calendar or log. Track all grants awarded in the district or state—even those your office did not work on. For sources that track federal funds by state, by county, and by congressional district, see the CRS web page, Tracking Federal Funds , by [author name scrubbed], at http://www.crs.gov/resources/TRACKING-FEDERAL-FUNDS . Contact the CRS author for search strategies and best sources. A weekly grants and projects report or letter is one way to keep both the Member and other staff fully informed of significant developments. This is particularly important for offices organized by functional responsibility. The report prepares the Member for the types of questions that may be asked during visits to the state or district and provides topics to be addressed in speeches. The legislative staff may benefit from knowing about pending state or local government actions that would have an impact on grants and projects. Conversely, grants and projects staff should also be able to rely on the legislative staff for information about pending bills that would alter or create federal programs or change relevant funding levels. Sometimes, comments from constituents can supply data on whether programs are carrying out legislative intent and whether changes in agency regulations or legislation are needed. Such recommendations might then be the subject of congressional oversight hearings or might result in recommending changes in legislation. The press secretary should also be kept up to date on programs of interest in the district, so that current information can be presented in newsletters and press releases. If a proposal or serious inquiry is submitted to a congressional office, an assessment of the stated problem should be made.