Letter of Intent

 

 

Write a 500-750-word letter of intent to the funding sponsor you identified in Topic 2. This paper (letter) is due by the end of Topic 3.

The Scenario: Imagine your funding source is a foundation. One of the first steps you will have to take to apply for a grant will be to write a letter of intent. Although letters of intent are typically required of foundations and not government sources, a letter of intent can be a valuable part of any proposal planning process, from governments or foundations. Because the goal of a letter of intent is to spark interest from funders, this letter is a good place to begin the work of articulating how your proposal matches the priorities of your funding source.

Your Task: Using your needs statement and what you have learned about the next stages of the grant writing process, write a letter of intent to the funding sponsor you identified in Topic 2. Make sure you include these parts of the letter of intent:

Use standard business letter format: block style is standard. There is an attached example Word cover letter for you to use as a guide if needed.
Draft an opening paragraph that uses the sponsor’s language to introduce your project and show that it will meet your funding source’s goals.
Revise and include your needs statement. Make sure you give background, scope, and justification for the problem. Be clear about what aspect of the problem you want to solve, what you plan to do, and the kinds of things you will need to make the solution work. Throughout this section, try to heighten the interest of your audience (the funding source).
Describe your organization. What do they represent? What are their qualifications? What are your qualifications? How do the goals of your organization match the funding sponsor’s goals? Throughout this section, focus on establishing the credibility of your organization.
Revise your instrumental purpose. Typically, you will want to ask if the grant-givers will consider a fuller proposal.

Sample Solution

up. They also could expand internationally, since their goal is to optimize their company (CFA 1). Either choice fits the control quadrant and can benefit Marimekko.

Paakkanen choosing to stay with Marimekko to start training a successor is a strong choice for her and the company. This still gives her control over the company, since she will be personally choosing who will take over for her. She can train her successor to manage exactly how Paakkanen desires. That way, when it comes time for her to retire, she is comfortable leaving Marimekko in this person’s hands. With finding a successor she will be adding some sort of hierarchy within the group, creating even more control for her before she prepares to retire. This boosts diversification of roles in the company, which can be used as a type of reward system. If people are accomplishing their work in a successful time frame and manner, they can hold a higher role in the company. On the other hand, if Paakkanen stays to find a successor she could fall short in a few ways. Her mentality may shift to strictly focus on finding a successor and she may fall behind on her duties with subcontractors or may miss mistakes made by designers. Or, Kirsti may fail to train her successor since she is a micromanager. She may not delegate enough work and training to her successor and then she won’t have someone who is prepared to take over for her.

If Paakkanen stays with Marimekko and chooses to focus on expanding the company internationally she will have some big choices to make. This may benefit her since she may continue to see success for herself in the company. She will continue to maintain the respect of her workers and her positive image. As for the company, it may find booming business internationally. Their designs could be adored worldwide, this will also benefit the designers since people will begin to know their names. Some big issues that may arise are the struggle to break against their group norms. By potentially having to add more men or by expanding past their boundaries of Finnish workers, there becomes changes the company hasn’t faced before. Plus, expanding gives less control to Paakkanen. Yes, they may be optimizing on their target market. Or, it could backfire and no one may take to the products of Marimekko very well. Lastly, this could create in groups and out groups, causing tension among workers in Finland and internationally. Working on an international scale may be too much for Paakkanen to handle

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