Writing Grant Proposals: The Basics

Writing Grant Proposals:The Basics

Developed for the Virginia Tobacco Settlement Foundation

ByR. Neal Graham, MS, CFRE


Introduction

The following course has been designed specifically for the Virginia Tobacco Settlement Foundation’s process of grant proposal development but not any one Request For Proposal (RFP). It does not contain information on other components of proposal writing, source identification and program reporting.

The course has been divided into two phases: those activities to be undertaken before you begin to write and those employed in the writing process.


A. The Pre-Writing Stage

The work done before you begin to write the actual proposal is most important of the stages and where you should spend the majority of your time. It is the pre-thinking of the idea, the determination and documentation of who you are and the ability to come to a clear understanding of the concept for the proposal that often determines where you will seek funding and the overall success of the effort. In too many cases, proposal writers jump into the writing phase without doing their homework and clearly working through the conceptual frameworks required to write a proposal that articulates their organizational capabilities, the community needs and support, or the solution to the problem. In addition, numerous hours of work are dedicated to writing a proposal that does not address the needs of the funding agency or is submitted inappropriately. All these pitfalls can be avoided.


A-1. Who Are You? -- The Organization

In order to convince a funding agency to dedicate dollars to your organization you must first understand and be able to articulate who your organizations is, what its capabilities are, and why it is uniquely qualified to undertake the endeavor for which you are seeking funding. This is done through the collection of certain basic documents that all organizations have on hand but which grant writers may have difficulty in locating within the sometime short deadlines of a grant writing exercise. Therefore, it is important to locate these identifying materials and keep them at the ready.



a. PhilosophyUsually a relatively short document or statement outlining the basic mission,function and methodology of the organization. It should be clear, concise and reflect the reason your organization exists.

b. Goals (short & long term)In order to judge whether or not to fund a grant proposal the funding agency will wish to see how the proposed effort fits into the overall direction of the organization. The proposed idea should further, enhance or strengthen a stated goal, either short-term or long term, of the organization. An organization that has not engaged in a planning process and has not developed a directional strategy is less likely to attract funding.



c. Governing Body (officers, members, terms)Identification of the governing body of the organization serves numerous purposes. It provides a sense of who is ultimately responsible for the funds that are being requested. Demonstration of competent leadership often enhances the possibility of long term funding. Also, the governing body may contain individuals with sufficient name recognition to present an image of success, connections to the community and of stability of the organization. Board members may be able to leverage the funds received to the mutual benefit of the organization and the funding agency.



d. Key PersonnelEvery funding agency will want to know who will be in charge of implementing and supervising the proposed idea. Persons such as the Executive Director, Program Director/Manager, Business Manager and personnel specific to the proposals success should be identified by position, expertise and credentials. An organizational chart or staffing pattern is an excellent means to communicate the chain of command and the status the proposal will have within the organization. If the proposal involves positions and/or persons that are presently not part of the staffing plan, list the positions and the required skills on the chart and specify that the positions will be filled upon when the funding is secured. Often a funding agency will require position descriptions to accompany the proposal. These should be current and specific.



e. Annual Report(s)Annual reports or statements are an excellent way to communicate the success and capability of your organization. They may also provide financial information that the funding source may require.

f. BudgetAn annual budget is another means of providing information on the size, scope, financial stability, breadth of resources, and organizational commitments. Keep in mind, this is the organizational budget, not the budget specific to your proposal.



g. Sources of FundsMany funding agencies will want to know the financial resources of the organization and where these funds originate, (e.g. private donors, corporate solicitations, foundations or government agencies). This information may be captured in an annual report but, in case it is not, it should be disclosed. If your organization has any restrictions on funds it will accept, such restrictions should be stated.

h. Important Documents Most funding agencies will ask for copies of basic documents that identify and validate your organization (e.g. bylaws, articles of incorporation, tax status). Such documents should be legible, current and on file with the appropriate agencies in your state.


A-2. The Idea

All proposals come from an original idea. Most successful proposals are concepts that have been dreamed of, discussed with others and carefully thought through long before work on a grant proposal begins. It is the generation and development of the idea and the supporting documentation that allows the proposal writer to be able to consider all the aspects of the issue, what information will be need to support it and what other resources may be joined to make it successful.


A-2. The Idea

a. Local NeedsThe vast majority of successful grant proposals address a local need. Even projects that cover a large area or multiple sites can be broken down to smaller localities, communities, populations or neighborhoods. This identification of local needs makes the proposal more personal and allows for identification of individuals instead of just statistics.

b. Local IssuesAs with local needs, there may be issues involved that are specific to that locality. Identification of such issues allows for the inclusion of opinion, values, and community positions in the proposal. In some cases, it is the local issue that will determine the success or failure of the proposed idea.


A-2. The Idea

c. Void in ServicesHaving identified the needs or the issues, many ideas flow from the concept that the problem could be solved if only a particular service or program existed or, if a service does exist, how it could be expanded. If other like services do exist, it is important to note how they differ or are incomplete so the organization can avoid questions of duplication of services.

The process of specifying what that service could be, who could deliver it, how it would be administered and how much it might cost is often the outline of the proposal.


A-2. The Idea

d. Need for InformationThe final component in the generation of the idea is information. You must be able to document needs in an objective manner - anecdotal information or statements will not suffice. Such information may be obtained from surveys, research, official records, etc. It is often the determination that there is not enough information available to be able to either fully understand the need or issue or to determine if and how it can be addressed. Funding for the gathering and analysis of information can be a part of a proposal or a separate proposal in and of itself. Regardless, basic information is essential to be able to develop the proposal and to demonstrate success of the funded idea.


A-3. The Concept Outline

Organizations that seriously think about their future will continually develop concept papers for projects. By thinking about what needs exist and how your organization can fit into the solutions you become both more prepared to respond to funding opportunities and more aggressive in seeking funding opportunities. There will be the occasion when the window to respond to such an opportunity is very short and the organization that is best prepared is often the most successful. The concept outline provides several basic components of the grant proposal. It determines where and how the idea fits into the overall mission and philosophy of the organization. It requires the organization to review its role in the community it serves. It requires various levels of the organization to come to consensus on what types of projects the organization wishes to pursue. Lastly, it may direct the organization toward particular funding sources.



a. Overall GoalsBased on the idea that has been generated, define more specifically what the organization would like to accomplish. These goals can be process, operational or outcome based. It may entail internal issues such as capital improvements, infrastructure development, staff growth or program expansion. They will also address external issues such as populations served, behaviors modified or community changes accomplished.

The goals listed here should be consistent with the broader goals of the organization previously listed. Funding agencies will review these goals to determine if the proposed project goals further the organizational goals or if they are merely an attempt to raise funds.



b. Rationale (Why Do It?, Why You?)A famous philosopher once said that just because something can be done or even needs to be done, it does not have to be done. This is one of the first determinations an organization must make - should the endeavor be undertaken. There can be numerous needs that can be addressed but there can be just as many reasons not to engage in a program or project. Issues such as timing, competing needs, internal deficiencies, duplication of efforts, etc. can all affect the decision to proceed. And, just as importantly, although a need may exist, it must be determined that your organization is in the best position to address it. Seeking funding just to seek funding is among the poorest reasons to write a proposal and is among the primary reasons proposals are not successful.



c. Community ImpactedAs stated earlier, be able to identify the particular areas to be impacted as specifically as possible. They may be communities within communities. Also, engage representatives from the identified areas to assist you in developing the outline. Proposals that demonstrate collaboration and unity are more likely to be funded.

d. Specific Population(s) to be ServedAs with identifying the communities, in developing a concept outline it is critical to be specific as to the persons or population that will receive the benefit of the proposed idea. If this cannot be defined or if the specific outcomes are uncertain, go back and gather more information.



e. Cost EstimateEvery idea has a cost factor and how that cost is to be met must be addressed. Some may be excellent ideas but be cost prohibitive. Some may be more attractive to funding agencies. Funding for projects with high staff or administrative costs may be more difficult to secure. Some projects may generate their own revenue once they are operational. There may be matching funds for some projects.

Regardless, some thought must be given to how much an idea will cost to implement and operate and how this fits into the overall budget of the organization.



f. Expected OutcomesBuilding upon the development of the overall goals, you should have some picture of what success will look like before you begin. The operational process, the methodology, the infrastructure, the data collected all stem from the outcomes that are anticipated. These outcomes need to be realistic, measurable, timely and directly attributable to your idea.

g. Internal Organizational SupportToo often an idea will be generated at a lower level of the organization and a great deal of energy and resources will be dedicated to its development only to find that, in the end, it did not have the support of upper management. This is wasteful and frustrating. Therefore, prior to putting time and effort into a concept, secure approval for its development.


B. The Writing Stage

Based on either a response from the funding agency, criteria provided through a specific Request for Proposals (RFP) or the result of funding research, the writer is now ready to put pen to paper and develop a proposal. If the writer has been diligent in the pre-writing phase, much of the background work has been done and what is left is to develop the idea into a plan.


B-1. Writing the Proposal

The majority of funding agencies will have specific guidelines regarding the requirements of the proposal. The golden rule is no matter how much you like your own system - follow theirs. However, there are basic components of every proposal. They may vary in name, order or combination but most are present. As a general rule, these components are ordered from the general to the specific.

There may also be technical writing specifications to be followed. The funding agency may list such specifications in order to standardize the proposals for review or to limit the volume of the proposal’s content. Such items as number of total pages, paper size, margins, fonts and font sizes may be specified.



a. IntroductionA basic statement through which you set the stage for the proposal. It provides a synopsis of the idea, process, focus populations, and key outcomes. Depending on the length specified it may also discuss the capabilities of the organization, past accomplishments, key personnel and evaluation strategies. Keep in mind that the introduction is the “first impression” of the reviewer – write it well.

b. Purpose of Proposed ProjectReflecting back to the concept outline, this section will specify the broad outcomes of the program or project. Usually written in a generalized sense, the purpose paints a picture of what the proposal is to accomplish. It does not provide the details.



c. Statement of NeedThe first specific piece of information provided to the reviewer is the statement of need in which the writer focuses on the particular problem to be solved. The writer must sufficiently document the need through statistics, research or other objective means. Comparisons with national data other states, or other communities can be made to more clearly demonstrate the issue if it is to the writer’s benefit. However, some care must be taken not to paint such a bleak picture as to appear hopeless.

d. Project DescriptionA clear and concise description of what the project will look like when it is fully operational. Include such items as location of services, overall timelines, basic materials, collaborative efforts, etc.



e. Goals and ObjectivesA simple rule of thumb is that goals are the destination, objectives are the roadmaps. Goals are more global and reflect the broad outcomes. Objectives include specific actions, timeframes, responsible parties, measures of success and targeted populations. Both must be realistic, attainable and measurable.

f. Methodology A description of the mechanisms to be employed to accomplish the goals and objectives. Specify strategies, techniques, materials, tools and other means to be utilized by the persons responsible for the completion to the program or project.



g. Organizational CapabilityAs the proposal writer you must demonstrate that your organization is capable of accomplishing the aspects outlined in the proposed project. This is accomplished by documenting that your organizations has accomplished similar projects in the past, has the present ability to accomplish this task and is the best organization to implement the proposed solution. Such documentation would include key Board, staff or volunteers, particular programs or materials, specific access, involvement or contacts with the focus population or community, unique insights or understanding of the problem, program reports, etc.

Again, it is important to document that the proposed project is consistent with the organizational mission, its scope and its reach.



h. BudgetMost funding agencies will give budget guidance. They will specify how they wish the budget to be delineated and what level of detail is required. There may be restrictions on such things as administrative costs, number of staff, equipment purchases, amount of travel, etc. Carefully read and follow the guidance provided and do not significantly exceed any category.

Most agencies will require both a budget delineated by line items and a budget narrative. Some will provide a sample budget or a budget format. Remember, budgets must be reasonable and justifiable. Also, the project budget must be consistent with the overall scope of the organizational budget.



i. Documentation of SupportFunding agencies do not like to fund a project that will exist in a vacuum. They wish to see you collaborate with other community organizations engaged in similar activities. They like to see you form coalitions or task forces to expand the scope of the project. Such collaboration leverages the funds granted and may ensure the program continues after the grant cycle ends. Documentation may include letters of support, in-kind donations, or matching dollars.

j. Approval Forms and ClearancesSome funding sources, particularly government agencies, will have a series of specific forms, cover documents or statements of agreement that require the requesting organization to have signed by a person in authority and submitted with the proposal.

Writing Grant Proposals: The Basics

B-2. Review Proposal

As with any document that one writes, a second opinion is always advisable to ensure that it is correct and complete. A proposal writer should always build a review process into the proposal development timeline. The reviewer should be someone familiar with the organization and the proposal but not so close to it that they make assumptions and skip details. More proposals are rejected because of their presentation than their content.



a. FormatUsing a copy of the guidelines provided, review the proposal’s format to ensure it follows the rules and regulations as closely as possible. Review for such technical things as page content, order, style, font and margins.

b. Spelling, Grammar, MathReview for correct spelling and punctuation (don’t rely on the spell-checker function on your computer). Make sure the grammar is correct. Watch for noun/verb agreement, sentence length and paragraph construction. Recheck the budget math and column alignment.



c. UnderstandabilityCan the proposal reviewer understand what it is you are writing? Do not try to impress the funding agency with an extensive vocabulary to the point of making the proposal unreadable. Also be careful with jargon, acronyms and “inside” terminology that persons outside your organization may not understand.

d. CompletenessGo over the package repeatedly to make sure that all the requested components are present. Many funding agencies will request an original and a number of copies. Take care that components are not misplaced or misordered in the copying process.



e. PresentationMake sure the proposal is attractive. Print on quality paper. Use a printer and/or copier that produces a quality product. Bind the copies or place them in some form of notebook. Take care not to smudge or soil the proposal.

Remember, the proposal is a reflection of your organization. Just as clothes make the person, the appearance of the proposal may influence the reviewers.


B-3. Submitting the Proposal

Having put significant time, energy and resources into the development of the proposal you want it to have every chance at being considered. Funding agencies tell numerous stories of proposals that are received late, damaged or never arrive at all. These problems can be avoided by following a few simple steps.



a. Correct Name and AddressMake sure you know who is to receive the proposal and at what address. Do not assume that a contact person for information or technical assistance is the proper person to receive the proposal. Many funding agencies use drop boxes instead of their business address. Some may receive proposals through their business office rather than a particular program office. Some may establish a specific address for the receipt of a particular proposal.

b. Correct Number of CopiesMost funding agencies use a review panel to screen and critique proposals. They will specify the number of copies needed for this review. Adhere to the guidelines. Too few and the proposal may be rejected, too many and it gives the appearance your organization is careless or disorganized.



c. Package AppropriatelyPlace the proposal and the copies in a package that will protect them in-route. Do not use oversized containers. Do not use excessive tape, string or other packaging materials. The package should convey a professional image.

d. Send Before DeadlineThe most common problem is the proposal arriving late. All funding opportunities have a deadline and funding agencies adhere to the deadlines religiously. Most time and date stamp proposals as they arrive. Any proposal that does not arrive by the deadline is rejected. Therefore, to ensure the proposal arrives on time, send it well in advance.



e. Use Overnight or Certified DeliveryUse overnight or certified delivery even if you do not need rush delivery to make the deadline. It provides a tracking mechanism that you can check on before the deadline to ensure that the proposal arrived. If it is misplaced it can be found. There have been occasions where funding agencies have accepted late submissions when it was proven that it was the result of an error by the mailing company and not the organization submitting the proposal.


B-4. The Response

After the proposal is submitted the writer must wait for notification of the outcome of the review. The review process depends on the type and size of funding agency, the number of applicants, the funding cycles, etc. As a general rule the writer will know in advance approximately when to expect a response.


B-4. The Response

a. PositiveIf the response is positive there will be a period of budget negotiation, contract development, possible site visits, establishment of accounting procedures and financial reporting. In addition, there will the establishment of a reporting system to measure the progress of the funded project.

b. NegativeIf the response is negative do not give up. Re-evaluate your process and, at the appropriate time, try again.


Conclusion

While there are no guarantees in grant proposal writing the are many things that can be done to increase your chances of success. This course has addressed a few of these but the best education is experience. If you write a proposal and it is funded – congratulations, write another one. If you write a proposal and it is not funded – review your process, project and source and write another one. That is how the process works. Good luck.