The Grant Institute Grants 101 Professional Grant Proposal Writing - - PowerPoint PPT Presentation

The Grant Institute

Grants 101 Professional Grant Proposal Writing Workshop Fall 2006

Presenter: Eric Anthony Johnson, Ph.D

Introductions

• Your Name
• Organization
• Why you are here and what you hope to get out of the

workshop

• Grant writing experience

Three-Day Workshop Goal

Workshop participants will develop a comprehensive understanding of approaching the grant writing process.

Three-Day Workshop Objectives

• Identify a fundable research topic
• Recognize the need for a strategy for relationship building

with potential funders

• Develop a rough draft of your proposal
• Understand how to package your proposal for submission

Workshop Agenda – Day One

8:00-Noon Coffee and Orientation Welcome, Housekeeping & Introductions Overview of the Grants Process Grants Today Discussion: Grant Writing – Holistic Approach Developing the Proposal Idea 12:00-1:00 pm LUNCH 1:00-5:00 pm Developing Relationships w/Funders Writing a Compelling Need Statement Defining Clear Goals and Objectives Q&A / Individual Consultation ADJOURN

Holistic Approach to Grant Seeking Process

Developing the Proposal Idea Developing Relationships w/Funders Writing a compelling need statement Defining Clear Goals and Objectives Developing your Program Methods Preparing the Evaluation Component Developing Sustainability Strategies Preparing the Budget Writing the Organizational Background Component Writing the Proposal Summary Putting the package Together Sustaining relationships with Funders

Example of the Grants Cycle

Finding Sponsored Funding Preparing a Proposal Managing Award Building Capacity Submitting a Proposal Resubmit

Overview of Grants Process

• What is a GRANT? A grant is a form of

sponsorship of a project, the ideas for which generally originate with and are designed and carried out by applicant (Principle Investigator, PI).

• If awarded a funding document is executed

between the grantor and grantee.

• The PI’s role is to define and execute the

work plan, as well as report on the activity.

Continued

• Grants are a key source of support for many

nonprofit organizations, particularly new

• rganizations or those starting new programs.
• A strong proposal – that is, a well-written, well
• rganized proposal can bring in substantial

income for your organization.

• A well-prepared proposal can also build an
• rganization’s credibility with funders.

Categories of Support

• Usually an organization seeks support in one or more of

the following categories:

• OPERATING SUPPORT-Funds used to cover the cost of

running an organization.

• PROJECTS – Monies that are restricted by a funder for

starting a new program or expanding and existing program.

• CAPACITY BUILDING- Funds to enable non-profits to

increase administrative and program capacity.

• CAPITAL OR EQUIPMENT – Funds for construction,

remodeling, building expansion or the purchase of land or equipment.

• ENDOWMENTS – Funds that are held as a long term

investment for the organization, and the income is used each year for operating needs.

The Proposal Process

• The key to successful proposals are:
• Developing a clear program plan
• Researching funders thoroughly
• Building relationships with funders
• Targeting your proposals carefully
• Writing a concise proposal

Major Components of a Proposal

• Cover Letter
• Summary
• Need Statement
• Goals and Objectives
• Program Methods
• Evaluation
• Project Sustainability
• Organization Background
• Budget

Types of Proposals

• Broadly speaking there are three types of proposals:
• A Letter of Intent – a two or three page summary mailed

when the funder wishes to see a brief description of the project before deciding whether to ask for a more detailed proposal.

• A Letter Proposal- Is the type most often requested by
• corporations. It is a three or four page description of the

project plan, the organization requesting funds, and the actual request.

• The Long Proposal – The type most often requested by

foundations and government funders. The size range from five (5) to twenty five (25) pages, with most funders interested in receiving about seven (7) to ten (10) pages.

Grants Today- Foundation Giving Statistics - 2005

Source: Foundation Center , Dec. ‘06

Foundation Funding Trends - USA 2005

Source: Foundation Center , Dec. ‘06

Developing the Proposal Idea

• Now that you have an idea of the proposal

process, it’s time to take the first step.

• In this section you will begin to develop your

proposal idea by answering some key questions.

• Before actually writing a proposal, you should

determine which projects in your organization are most likely to funded through a grant.

Continued.

• When preparing a proposal, many writers start with the

planning sections( need statement, objectives, methods, evaluation, program sustainability, and budget) because these are the core of the proposal.

• They then write the organization background section, finishing

with the summary and cover letter.

• This workshop follows that format

Continued

• The planning sections of the proposal are often

written first because they are the core of the proposal and deserve careful attention; without a clearly articulated project plan, it very difficult to get funding.

• Generally, organizations will spend

approximately 80% of their time planning a project and only 20% of their time writing and packaging the grant.

Proposal Idea Exercise

• To get started on developing a fundable proposal idea, answer

the six questions on worksheet 1.1. (Time 30-45 minutes)

• After answering these questions you and your organization

should use those answers in choosing a specific idea to develop for a well planned proposal.

Helpful Hint

To develop a project idea into a plan, you need to answer the following six questions

• What community need does the plan address? Answering this

question develops the need statement component of the proposal).

• What would an improved community situation look like? (Answering

this question develops the goals and objectives component of the proposal).

• What can this organization do to improve the situation? (Answering

this question develops the methods component the proposal).

• How will it be determined that the project has succeeded?

(Answering this question develops the evaluation component of the proposal).

• How much will the project cost? (Answering this question develops

the budget component of the proposal).

• How will the project be funded in the future? (Answering this

question develops the sustainability component of the proposal).

Developing Relationships with Funders

• Once you have identified your fundable ideas, it

is time to identify funders with an interest in your organization and the work it proposes to do, and to begin the relationship building process.

Initial Approach

• Most foundations and government funders are relatively

clear about what they wish to fund.

• Most funders make this information easily available via

the web.

• To learn more about the prospective funders, gather

basic information from the wed site and then call the contact person you identified when doing your research and ask for the following materials:

• An annual report or a list of recent funded grants
• Grant guidelines
• An application form (if applicable)
• Deadlines for receiving proposals

Developing the Relationship

• After you have established that there is a good

fit, then relationship building becomes a continuous process that begins before you write the proposal and spans many years.

• Here are a few ways to approach a funder to

begin building a relationship:

• Send a letter of intent to the funder
• Call the funder to discuss the proposal
• Have meeting with the funder

Letter of Intent

• Many funders are requesting that nonprofits send them

a letter of intent before they will consider a proposal. Although it is less personal than a conversation, funders

• ften prefer it because of their busy schedules.
• If you are asked to send a letter of intent, it should

include the following information:

• Your organization’s mission and related programs
• The need your organizations wishes to meet
• The outcome you expect from your organization’s project
• General details of how your organization will conduct the project
• The fit you see between the funder and your organization

Letter of Intent Exercise

• Answer the questions in worksheet 2.1 as clearly as you can.

This exercise will help you develop a strong letter of intent for

• funders. You may find you don’t have the answers, and this

means you need to gather more information before you can write a letter of intent. (Time 30 minutes).

Meeting with a Funder

• If you are fortunate enough to schedule a

meeting, take materials that describe your

• rganization and, if possible, your proposed
• project. In your meeting you should cover the

following topics:

• Credibility of your organization
• Project description, need for the proposed project
• Community interest in the project, proposed outcomes
• Your ability to measure the success
• Cost and projected revenue sources
• Why you chose this funder for the project

Writing a Compelling Need Statement

• In this step, you will learn the key elements of a need

statement, including the four requirements of a successful statement. Then an exercise will guide you in preparing a statement of need for your organization’s proposal.

• Purpose of the Need Statement
• A need statement describes a critical condition or set of

conditions or a social need affecting certain people or things in a specific place at a specific time

• This component of your proposal answers the question, what is

the need to be addressed

• It is the heart of your case for support that motivates funders

Content of the Need Statement

• There are several major points to keep in mind when developing

your need statement.

• First, the need to be addressed should have a clear relationship to

your organization’s mission and purpose.

• Second, your need statement should not emphasize organizational

needs but rather focus on a need of those the organization serves

• Third, any assertions about the need should be well supported with

evidence (statistical facts, expert testimony, and so on).

• Fourth, the need you describe in the proposal should be consistent

with your organization’s ability to respond to that need

• Finally, make the need statement easy to read by eliminating any

jargon that might be a communication barrier.

Tips for Writing the Need Statement

• State the need using hard-core statistics, not

assumptions or undocumented assertions parading as facts

• Use statistics that are clear and support your argument
• Use comparative statistics and research when possible
• Quote authorities who have spoken on your topic
• Make sure all data collection is well documented
• Use touching stories of people as examples
• Focus your explanation of the need on the geographic

area you can serve

• Give a clear sense of the urgency of your request.

Funders need to understand why the funding is important now.

Need Statement Assignment

• Answer the questions in worksheet 3.1. It will help you

clearly define the need your organization is addressing. A sample need statement is displayed. After completing the questions and reading the sample statement of need, write your own statement of need based on the information you have developed.

• Then, using the Need Statement review Questions, make

sure you have written yoyo statement well. Review your need statement until you feel you have addressed all the

• questions. (TIME 45 minutes 1 hr)

Need Statement Review Questions

• Have you discussed the need in terms of your project’s or program’s

benefit to the individuals in the community who will be its customers (and not in terms of benefit to your organization)?

• Does the described need have a clear relationship to your
• rganization’s mission and goals?
• Given your organization’s size and resources, can it meet the need in

a meaningful way?

• Doses your statement include solid evidence supporting your claims

about the nature, size, and scope of the need to be addressed?

• Have you eliminated jargon and acronyms from the narrative?
• Is your need statement persuasive without being overly wordy?

Defining Clear Goals and Objectives

• In this step, you will learn how to write clear goals and
• bjectives. You will also focus on the important

differences between outcome and process objectives. You will write a set of objectives for your own proposal.

• Purpose of the goals and Objectives Component
• Once the need to be met has been decided and written into a

need statement for your organization, you must develop goals and objectives that give a clear picture of the anticipated results

• f implementing your organization’s project.
• The goals and objectives are the outcomes of the plan, and they

answer the question, how would the situation look if it changed.

Definition of Goals and Objectives

• Definition of a goal: A goal is a broad-based statement of the

ultimate result of the change being undertaken (a result that is sometimes unreachable in the short term).

• Example: The homebound elderly in Main County will live with

dignity and independence in their own homes.

Continued

• Definition of an objective: Objectives are more narrowly defined

than goals. An objective is a measurable time-specific result that the

• rganization expects to accomplish as a part of the grant. More

specifically, this is known as an outcome objective. Outcome

• bjectives are your focus in this step. A process objective quantifies

a method for achieving the goal. Like the goal, an objective is tied to the need statement.

• Example: Outcome objective: there will be a 5 % decrease in the number

frail older adults going into convalescent homes during the first year of the social services referral program (This demonstrates an impact or result).

• Example: Process objective: there will be an increase in social services

referrals and follow-up for 75% of the individuals served by the Meals Consortium during 2007-2008 (This demonstrates a process to achieve the impact).

Keep the following in mind when preparing the goals and objectives

• Objectives should be stated in quantifiable terms
• Your objectives should be stated in terms of
• outcomes
• Objectives should clearly identify the population
• group being served
• Objectives should be realistic and capable of

being

• accomplished within the timeframe indicated

Five Questions that help shape clear articulate goals and objective statements

• What is/are the key area (s) your organization is seeking to change?
• What segment of the population will be involved in the change?
• What is the direction of change you will be looking for?
• What is the degree/amount of change you will be looking for?
• What is the deadline for reaching that degree of change?
• One easy way to ensure you are writing a good objective is to start your
• bjective with a phrase, such as one of the following, that suggests a

purpose:

• To reduce
• To increase
• To decease
• To expand

Tips for Writing Good Goals and Objectives

• Make sure goals and objectives tie directly to the need

statement

• Include all relevant parties in the target population
• Allow plenty of time for the objectives to be

accomplished

• Remember that outcome objectives do not describe

methods

• Determine how you are going to measure the change

projected in each objective

• Always try and write at least one outcome objective into

your plan and determine how you will measure it.

Goal and Objective Assignment

• Use worksheet 4.1 to prepare to write your objectives by

focusing on outcomes. Start by writing down the goal of the program. Then describe the objectives that tie to that goal. Use 4.1B as a guide.

• Then write your goals and objective component,

following the standard formula at the end of the worksheet, and using the Sample Goals and Objectives Review Questions, in the same way you did for your statement of need. (TIME 45 minutes)

Goals and Objectives Review Questions

• Are your goals stated as results?
• Are your outcome objectives stated as specific

results that relate to a program goal?

• Can progress in meeting your objectives be

quantified and assessed?

• Do your objectives describe the client population

and a specific timeframe for change?

• NOTE: You always want to answer yes to these

questions……….

"What makes a good proposal?"

• A good proposal stems from a good concept.
• The best proposals are those to which the

reviewers respond, "Of course, I wish I had thought of that!”

• Link your work to an important

problem/challenge/new idea

• Do not limit yourself to incremental science

tailored to be completed within a grant cycle

• Think Big, Avoid Tunnel Vision, and Dream

Devise a Workplan When Writing

• The nature of the project and how it will be

conducted

• Time table for project (number or years)
• Anticipated outcomes and evaluation
• Description of existing expertise, facilities,

collaboration that make it possible to conduct the research

• Staffing needs and facility needs necessary to

meet goals

Proposal must address

• Responsiveness to solicitation (link it to stated
• bjectives in the solicitation); study solicitation,

call program officer if in doubt

• What the project hopes to accomplish;
• If the project personnel have the necessary

expertise to accomplish the goals and objectives;

• The national impact and cost effectiveness of the

project; and evaluation and dissemination plans.

Write with the Reviewers in mind

• "If I can't understand the title, then I don't fund it."

Whitney Tilt, National Fish and Wildlife Foundation

• Most reviewers do not read a proposal in order, for

example: “I look at the budget. Over the years I've learned that narrative can be enriching, but the numbers are stark and straightforward. I want to see that the money is doing the job described in the proposal.” Joel Orosz, W.K. Kellogg Foundation

• “If you haven't told us what you want by the end of the

third paragraph, chances are you're not going to get it." John West, Phillips Petroleum Foundation

The Writing

• Be accurate, clear, consistent, brief, optimistic
• Write with impact and emphasis.
• Avoid redundancy and unnecessary words
• Use figures, diagrams, and tables effectively
• Start each paragraph with a topical sentence
• Spell check and use a consistent format.
• Make sure to reference sources and check

citations against reference list.

SWOT Analysis

• Strengths
• Weaknesses
• Opportunities
• Threats

You can do this on a macro or micro level.

SWOT Analysis

Strengths Weaknesses

• capabilities
• gaps in capabilities
• competitive advantages
• lack of competitive strength
• resources (assets, people)
• financials
• experience/knowledge
• reputation
• diversity
• deadlines
• location
• morale
• certifications
• management
• management

Opportunities Threats

• market developments
• environmental effects
• competitors vulnerabilities
• loss of staff
• lifestyle trends
• sustained funding
• partnerships
• market demand
• global influences
• legislative / political effects

Strengths Weaknesses Opportunities Threats

Underneath each category, fill in the blanks with the appropriate statements based on your organization or your department. For example, name 1-5 Strengths that your organization (or department) has. Do the same for Weaknesses, Opportunities, and Threats.

Questions to ask re: SWOT Analysis

• Will your proposal solve (or address) any of the weaknesses or

threats facing your organization?

• Will your proposal bring to fruition any of the opportunities

listed?

• Will your proposal give your organization a competitive

advantage or build upon its existing strengths?

Developing Your Methods

• In this step you will determine the methods your
• rganization will use to reach its objectives. You

will look at the elements of the methods component of the proposal and see how to use a timeline so that you and prospective funders can more easily outline what will happen when.

• Using a worksheet and following examples, you

will write your methods for the objectives you developed in Step four.

Purpose of the Methods Component

• When the goals and objective for the project

your organization is undertaking have been determined, it is time to plan how your

• rganization will achieve its anticipated results.
• The methods component of the proposal tells

funders how your organization will accomplish its objectives and answers the question, What can the organization do to change the situation?

Content of the Methods Component

• A method is detailed description of the activities an organization will

implement to achieve the ends specified in its objectives. Methods are also frequently referred to as activities and strategies.

• The section should also describe program staffing and identify the

client populations to be served along with a justification of why they were selected.

• To develop the method section, answer the following questions:
• What are the givens that are inflexible (such as date of completion,

dollars available, staff available)

• What activities need to be carried out in order to meet the objective?
• What are the starting and ending dates of these activities?
• Who has responsibility for completing each activity?
• How will participants be selected? (not applicable to all projects)
• How was the methodology determined to be the correct one to solve

the problem presented?

Tips for Writing the Methods Component

• Tie the methods to your organization’s objectives and to its need

statement

• Ensure that methods are congruent with the resources requested in

the budget

• Explain the rationale for choosing these methods; talk in terms of

research findings, expert options, and your organization’s or your personal past experience with similar programs

• State what facilities and capital equipment will be available for the

project

• Build various activity phrases on one another to move the effort

toward the desired results. Include a timeline

• Be sure to discuss who will be served and how they were chosen
• Don’t assume the reviewer knows more than she is reasonably likely

to know about your organization or what you propose.

Methods Writing Assignment

• Develop your organization’s methods by

completing worksheet 5.1A listing the key elements of your organization’s planned

• program. Consult worksheet 5.1B as necessary.
• Then use the Sample Methods Component as a

guide to write your own methods section for your proposal. Finally, use the Methods review Questions to review your methods, just as you did for your needs statement and goals and

• bjectives. TIME 45 Minutes.

Methods Review Questions

• Do the methods discussed in your organization’s

proposal derive logically from the need statement and the goals and objectives?

• Do your organization’s methods present the

program activities to be undertaken?

• Have you explained the timing and order of the

specific activities?

• Is it clear who will perform specific activities?
• Given your organization’s projected resources,

are the proposed activities feasible?

Preparing the Evaluation Component

• In this section you will learn how to write an evaluation

plan so that you can effectively demonstrate the success

• f your program. An exercise will help you think about

what your evaluation plan should contain.

• Purpose of the Evaluation: The purpose of the evaluation

is to determine the effectiveness and efficiency of a

• project. Benefits of doing so include:
• Strengthens your proposal in the eyes of the reviewers
• Your organization learns what is going well and what is not
• Public benefit

Content of the Evaluation Component

• Organizations conduct evaluations in order to do six (6)

things:

• Find out whether what was originally proposed did what

was expected

• Determine if the methods specified were used and the
• bjectives met
• Determine if an impact was made on the need identified
• Obtain feedback from the target group and others
• Maintain some control over the project
• Make adjustments during a program to increase its

success

Continued

• When preparing the evaluation section, ask yourself the

following questions to help frame what you will say:

• What is the purpose of your organization’s evaluation?
• How will the findings be used?
• What will you know after the evaluation that you do not

know now?

• What will you do after the evaluation that you cannot do

now for lack of information?

• How will you know if the program or project has

succeeded?

Evaluation – Major Types

1. Goals-Based

• measures whether or not you’ve achieved objectives

2. Process-Based

• analyzes strengths and weaknesses

3. Outcomes-Based

• examines broader impact
• what greater good was served

Evaluation

• Define the Criteria for evaluating the success of your project
• How?
• When?
• By Whom?

Evaluation - Methods

Tests:

• Pre and Post Tests
• Performance against control group

Data Collection:

• Surveys
• Questionnaires
• Interviews
• Checklists
• Feedback forms

Financial Reports

• Cost to Budget
• Cost per unit of service
• On time on budget

Participation

• Attendance
• Completion
• Certificates
• Follow-on tracking

Performance

• Grades
• Graduation
• Drop in recidivism
• Job placement
• Permits, inspections, certificates

Subjective

• Journals
• Testimonials
• Observations
• Photographs
• Clippings

Data Collection for Evaluation

• There are two general methods you can use to collect data.
• .
• Quantitative Methods: This method translates experience into units

that can be counted, compared, measured and manipulated

• statistically. It allows you to make statements about cause and effect.
• Qualitative Methods: This method is rooted in direct contact with the

people involved in a program and consists of three kinds of data collection: interviews, direct or field observation, and review of certain documents.

• The evaluation component should include a brief summary of the

data collection method being use for the project. It must be tie to the goals and objectives and statement of need.

Evaluation

Selecting Which Methods to Use

• What information is needed to make decisions?
• What information can feasibly be collected and analyzed?
• How accurate is the information?
• Will the information be credible to funders or top

management?

Evaluation Assignment

• Answer the questions in worksheet 6.1A to begin planning

your proposal evaluations section. The sample answers in worksheet 6.1B will help you get started. When you are finished writing your evaluation section, review the Evaluation Review Questions.

Evaluation review Questions

• Does your evaluation section focus on assessing the project results?
• Does it describe how the evaluation will assess the efficiency of

program methods?

• Does it describe who will be evaluated and what will be measured?
• Does it state what information will be collected in the evaluation

process?

• Does it stare who will be responsible for making the assessments?
• Does it discuss how the information and conclusions will be used to

improve the program?

• Does it provide your organization’s definition of success?

Developing Sustainability Strategies

• In this step you will learn ways to find future funding to

sustain your project after the initial funding has finished.

• There are many resources available to your organization to

keep its programs running, and you will identify, through exercises and examples, the sources of ongoing support that are best for you.

Purpose of the Sustainability Component

• When organizations are doing program planning, they

generally do not make decisions about future funding until the budget is determined for the current program. In proposal writing, however, the section on finding future funding to sustain the project often appears as part of the narrative and comes before the budget.

Future Funding Sources for Sustainability

• Continuation grants from foundations and corporations
• Annual Campaigns
• Fees for Service
• Sales of items or activities
• Note: A common error in writing the sustainability

section is to be too general, indicating only that future funds will come from a variety of sources such as individuals and corporations. Most funders regard such broad statement with considerable suspicion.

Tips for Writing the Sustainability Component

• Even though funders do not always ask for this

proposal section, it is important to include some information on sources of money for the project’s future.

• A one-line sentence explaining that future

funding will be sought is not enough information for funders.

• The more specific you are in this section, the

more confidence you will inspire in your potential funders that the project will continue after they go away.

Sustainability Assignment

• Completing the outline in Worksheet 7.1A will get you started
• n developing the future funding component of your

proposal.

• Then write your own future funding information, referring to

the Sample Sustainability Component. Review your work by asking the Sustainability Review Questions.

Sample Sustainability Component

• The Meals Consortium has a strong history of obtaining

funding for Meal on Wheels programs. The social services referral program is expected to have the support

• f foundations interested in start-up projects for the first

two years. In addition to these monies, the Development Director will increase the amount of unrestricted funds for the Consortium through direct mail requests and the annual special event. During 2007 the growth rate of our individual donor base was 20 percent and the special event doubled its previous net income. Efforts are being made to continue this growth in order to use unrestricted funds for the new program.

Sustainability Review Questions

• Do you hope to see the program continue after

the initial funding has been exhausted?

• If so, does this section present a plan for

securing future funding for the program?

• Does it discuss future funding strategies or

earned income strategies?

• If you are requesting a multi-year grant, have

you shown that your organization will have a decreasing reliance on grant support?

Preparing the Program Budget

• This step helps you estimate how much your program idea will

cost and introduces you to key elements of a budget. Examples aid you in defining budget elements, and guidelines for budget preparation are provided.

Purpose of the Budget

• Key to any proposal is the budget for the project
• r the organization seeking support. The budget

is the plan you have for the project or for your

• rganization, expressed in the language of

dollars.

• The best budgets translate the Methods section

into dollars.

• Remember too that your organization’s budget is

an estimate; it’s your best guess of the income and expenses you anticipate will occur.

Content of the Budget

• Depending on the funding source, you may be asked

either for a very detailed budget or for a general outline

• f income and expenses.
• Usually government funding sources require

considerable detail and provide budget forms and foundations and corporations typically require less detail.

• A budget may include various components:
• Project or program budget
• Agency budget
• Detailed or justified budget
• In-Kind contribution

Steps in the Budgeting Process

• To develop the budget component of a proposal for a

specific project, follow these steps:

• Establish the budget period, the length of time the

budget covers.

• Estimate expenses, obtaining cost estimates as

necessary.

• Decide whether and how to include overheard costs.
• Estimate the donated goods and services that will be

used.

• Estimate anticipated revenues for the project.
• Check that the budget as a whole makes sense and

conveys the right message to the funder.

Developing Your Budget

Basic components and parameters to consider:

• Duration
• How much you are asking the funder to support
• Level of resource commitment from your organization
• Number, identity and level of commitment of collaborating
• rganizations

Developing Your Budget (cont’d)

• Keep it simple
• Detail commitments of partners
• Be specific
• Create reasonable forecasts
• Anticipate change
• Be consistent

Budget Checklist

• A. Salaries and Wages

Personnel/Principal Investigator Assistants/Research Assistants Stipends (training grants only) Administrative Staff Consultants Clerk-typists Editorial assistants Technicians Subjects Hourly personnel Staff benefits Salary increases Vacation accrual and/or use

• B. Equipment

Fixed equipment Movable equipment Office equipment Equipment installation

• C. Materials and Supplies

Office supplies Communications Test materials Questionnaire forms Duplication materials Animals Animal care Laboratory supplies Glassware Chemicals Electronic supplies Report materials and supplies

• D. Travel

Administrative Field work Professional meetings Travel for consultation Consultants' travel Subsistence Automobile rental Aircraft rental Ship rental

• E. Services

Computer use Duplication services (reports, etc.) Publication costs Photographic services Service contracts

• F. Other

Space rental Alterations and renovations Purchase of periodicals and books Patient reimbursement Tuition and fees (training grants) Hospitalization Page charges Subcontracts

Overhead Expenses / Indirect Costs

What kinds of things are included in Overhead / Indirect Costs?

• Heat
• Rent
• Electricity
• Phone/Fax
• Copying
• Postage
• Building maintenance
• Bookkeeper
• Human Resources

Overhead Rate = Overhead Expenses Program

Fringe Benefits

What is Included in Fringe Benefits?

• Taxes
• Social Security
• Health/Dental Insurance
• Retirement (e.g., 401k contributions) or Annuity
• Child Care Allowances
• Other

Fringe Benefit Rate = Total Fringe Benefits Total Payroll

Sample – Budget Narrative

* Assumption: 1-year project based in Boston Budget Narrative Three Investigators will be based in Boston and assigned exclusively to homicide investigations. The salary for each Investigator is $50,000 (annually). A Secretary will spend ½ of her time preparing reports and providing other support to the unit. The Secretary’s salary is $25,000 (annually). Two of the Investigators will attend a one-day workshop training on forensic evidence gathering in Boston during October. The fee for the training is $600 per participant. Each of the three investigators will make seven “day trips” to New York City to follow up investigative leads. They will travel independently by car. The distance from Boston to NYC is 250 miles (each way). The current mileage reimbursement is 40 cents per mile. Three computers will be used by the Investigators to analyze cases and intelligence. The cost of each computer is $1,000. One camera will be used for investigative work. The cost of the camera is $300. Office Supplies and postage are needed for general operation of the program. The cost of Office Supplies is $150 (annually) and postage is $100 (annually). Training materials will be developed and used by the investigators to train patrol officers how to preserve crime scene evidence. The cost to print these materials is $750 (annually). A Forensic Specialist will be hired as needed to assist with analysis of evidence. The Specialists will be paid $75/hour. He will work no more than 32 hours per month. The Forensic Specialist will make six “day trips” to Miami to consult on homicide cases. The Specialist will fly down the evening before the day of consultations – consult – and return that evening. The roundtrip airfare (Boston/Miami/Boston) is $300. The nightly rate for Miami Hotels is $150. The cost of rental space for the new homicide unit is $1,000 (per month).

Budget Assignment

• Use Worksheet 8.1A to prepare a budget for

your project. Enter your projected revenues and expenses, and add categories if necessary.

• Worksheet 8.1B contains a completed budget,

showing you both how to proceed and what the budget for Meal Consortium looks like. Asking the Budget Review Questions at the end of this step will point out budget areas that need work

Budget Review Questions

• Is the budget consistent with the proposal’s program

plan (methods)?

• Is there a budget narrative that explains items that may

not be immediately clear?

• Does the budget include in-kind revenues and expenses?
• Does the budget address the question of how overhead

costs will be recovered?

• Can your organization accomplish the intended
• bjectives with the proposed budget?
• Have you kept your budget worksheet, so you have a

record of how you determined costs for your expenses?

Writing the Organizational Background Component

• This steps explains what an organization

background should contain to establish your

• rganization’s credibility. Using examples and a

worksheet, you will learn how to present your

• rganization’s strengths to a funder.
• Please note: the organization background

section of a proposal may appear as one of the first sections of the proposal or may appear after the planning sections (but before the budget). Where it appears in a proposal is often dependent on funder guidelines.

Purpose of the Organization Background Component

• The organization background component of the proposal

is often lengthy, because it must describe the

• rganization well enough to assure prospective funders

that the nonprofit can undertake the proposed program

• r project.
• It may also be referred to as the Introduction or

Applicant Description

• This section of the proposal should tell the reviewer that

the organization

• Is fiscally secure
• Is well managed
• Provides important community services
• Has the respect of the community

Tips for Writing the Organization Background Component

• Begin by explaining when and why your
• rganization was founded. Put the mission

statement in the first or second paragraph to give the prospective funder a good idea of the

• rganization’s reason for existing.
• Note that this section of the proposal can be the

same for most funders (it can be boilerplate).

• Write this section of the proposal after the

program planning is finished.

• Use appropriate testimonials and data to

increase your organization’s credibility.

Organization Background Assignment

• Using Worksheet 9.1A, gather the information

for this section of your proposal. Worksheet 9.1B

• ffers an example.
• Then write your narrative using the Sample

Organizational Background Component as a

• guide. Finally, review your work using

Organizational Background Review Questions. You should be able to answer to each question.

Organizational Background review Questions

• Does your organization background section give

your organization credibility by stating its purpose, programs, target population and major accomplishments?

• Does the background suggest sources of

community support for the proposed program?

• Will the background give readers a sense that

the organization is well managed and fiscally secure?

Writing The Proposal Summary

• All proposals of more than five pages in length should contain

a summary. Most foundation and government funding sources request one. The summary is a clear, one page abstract of the

• proposal. It appears at the beginning of the document but is

written last.

Writing the Proposal Executive Summary

• Summary
• Identification of the applicant
• The specific purpose of the grant
• Qualifications to carry out this purpose (project)
• The anticipated end result
• The amount of money requested & total project budget
• Coherent
• Persuasive

Tips for Writing the Summary

• Include only those key points in the summary that have been

significant throughout the proposal

• Stress the key points that you know are important to the
• funder. Make sure the summary highlights the potential

funder’s priorities.

Summary Assignment

• Complete Worksheet 10.1A to pull together the material

for your summary, using Worksheet 10.1B as a guide. Then write the summary for your own proposal. Then review your work by asking the Summary Review Questions. You should be able to answer yes to each question.

• REVIEW QUESTIONS:
• Does your summary clearly identify the applicant?
• Does it describe the specific need to be addressed and the

specific objectives to be achieved?

• Does it mention the total program or project cost and the

amount of funding requested?

• Is it brief (no more than one page)?

Proposal Title

• Your Proposal Title is Important!
• Be Comprehensive, so that someone reading just the title

would know what it’s about - OR - intrigued to learn more.

Responding

• Submitting Your Proposal

Cover Letter Cover Sheet Proposal Supplementary Documentation

Cover Letter

• Presentation
• Content

Paragraph 1:

• Nature of Program/Project
• Total Budget and Amount Requested from grantmaker

Paragraph 2:

• Emphasize why you chose to approach this grantmaker
• Impress the benefits to constituents most important to the grantmaker

Paragraph 3:

• Thank them for considering your proposal.
• Signature(s)
• CC’s

Cover Sheet

• Many grantmakers will request a cover sheet.
• The cover sheet introduces your proposal to the grantmaker.

Cover Sheet Template

Essential Proposal Elements – Common Submission Sequence

1. Title 2. Executive Summary 3. Organizational Information 4. Statement of Need 5. Project Description

Goals Objectives Methodology Sustainability

6. Budget 7. Evaluation

Attachments / Supplemental Information

Financial Statement IRS Determination Letter Board Roster Annual Report Organizational Chart Letters of Support Resumes/Job Descriptions Collaterals (brochures, newsletters, video) Accreditations Memorandum of Understanding

Length Guidelines

Title Executive Summary (1 page) Organizational Information (1 page) Statement of Need (2 pages) Project Description (3 pages) Budget (1½ pages) Evaluation (1 page)

Letters of Support

• Secure them from external partners and/or outside experts
• Draft the letter for them

Sending the Proposal

• Neatness
• Mailing

Sending the Proposal

• To the grantmaker
• To whomever signed the cover letter
• To project manager
• To collaborating partners (if appropriate)
• To warm introducer (if appropriate)

Reviewers

• Who are they?
• What are they looking for?
• Post Submission Meetings or Site Visits

Follow-up Actions

Confirm receipt of your proposal. Protocols if awarded funding. Protocols if rejected.

Common Mistakes

Skip relationship-building Chase funding Start the grant-writing process too late Overlook guidelines Lack clarity Have misspellings and/or typos Budget doesn’t add up After you’ve received the grant, not reporting back according to the terms of the grant

Top Ten Rules of Thumb for Grantwriting

• People give to people! What sets winning proposals apart is

relationship-building.

• Do your homework before making your initial contact with a

potential funder.

• Be Proactive – not reactive.
• Write to your audience. Follow grant guidelines exactly.
• Be authentic – demonstrate your passion.
• Make certain that all proposal elements are connected.
• Ask for what you need to accomplish your goals.
• Have a second set of eyes review your work before submitting it.
• After receiving a grant, keep your funders) informed.
• Keep it simple!

Recap

Workshop Goals:

• A holistic understanding of the grant seeking process.
• Approach the entire grant seeking process with

confidence

Workshop Objectives

• Identify a fundable research topic
• Recognize the need for a strategy for relationship building

with potential funders

• Develop a rough draft of your proposal
• Understand how to package a proposal for submission

Appendix – Suggested Reading

Grant Writing: The Foundation Center’s Guide to Proposal Writing, Jane C. Geever and Patricia McNeill The Foundation Center’s Guide to Winning Proposals, Sarah Collins, Editor The “How To” Grants Manual: Successful Grant seeking Techniques for Obtaining Public and Private Grants, David G. Bauer Grants for Nonprofit Organizations: A Guide to Funding and Grant Writing, Eleanor Gilpatrick Winning Grants Step by Step, Support Centers of America For NIH and NSF Applicants: Grant Application Writer’s Handbook, Liane Reif-Lehrer Guide to Effective Grant Writing, Otto Yang Grant Seeking: Grant Seeking in an Electronic Age, Mikelonis, Betsinger and Kampf ISBN 0-321-16007-X Grants as part of an over-all funding strategy: Fund Raising Basics: A Complete Guide, Barbara Kushner Ciconte, CFRE Jeanne Gerda Jacob, CFRE ISBN 0-8342-0793-1 Why the Wealthy Give: The Culture of Ellite Philanthropy, Francie Ostrower Program Planning: How to Write a Grant Proposal, Cheryl Carter New James Aaron Quick

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PURSUE WHAT YOU WANT AND YOU'LL GET IT

When you're sure you're on the right road to success you don't have to plan your journey too far ahead. Don't burden yourself with doubts and fears as to the obstacles that may bar your progress. You don't need to know all your answers in advance. Just have a clear idea of the goal you want to reach. You can only take one step at a time. If you can muster up the courage to begin, you'll find the courage to succeed. It's the job you never start that always takes the longest to finish. Eighty percent of success is in showing up.

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