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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
affected 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, by-laws, 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 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 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 cur-rent 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
