Hi @alchemydc,
Thank you so much for offering to contribute here!
I’m a bit surprised about this, because I personally would guess more effort even in the steady state. I assume MGRC needs to spend effort on all of the following in the steady state:
- discovering and soliciting new applicants,
- (maybe) defining and refining “calls for proposals”,
- doing deep evaluations of proposals, writing specific feedback, and going through multiple iterations for proposals to reach a high bar of excellence,
- perform due diligence on proposal teams’ abilities to execute and their track records,
- evaluate proposal budgets for efficiency,
- prioritize among proposals,
- track and evaluate progress through the grant lifetime,
- disbursement of funds, all necessary accounting and funds management / oversight,
- general advisorship and firefighting for all current grantees,
- public accountability and engagement on all of the above.
I guess the amount of time per quarter also depends on the number of grantees and applications in flight, and that could be scaled up or down.
Does that list of responsibilities seem necessary and complete to you?
Would you expect committee members themselves to perform most/all of this, or do you expect MGRC would hire staff for portions of it?
(BTW- all of these questions apply generally to MGRC and all applicants, it’s just that your announcement here is the first one to provoke this surprise in me.)