Grants are a key source of funding for nonprofit organizations, especially those starting new programs. A well prepared proposal not only increases the organization’s chances of raising money but also builds the organization’s credibility in the eyes of funders. Gaining the respect of funders is of the utmost importance, so take pride in your writing because grants are often the first impression funder’s get about your organization.

The basics of writing a proposal are simple:

• Develop a clear program plan.
• Research funders thoroughly.
• Target your proposals carefully.
• Write a concise proposal.

The major parts of a proposal letter are as follows: (We will cover each step in depth.)

• Cover Letter - accompanies the proposal and briefly describes its significance.
• Summary – a one-page overview of the proposal
• Introduction – describes the organization’s (Global Learning’s) ability to execute the proposed program plan
• Need Statement – a heart-felt description of the need to be addressed by the applicant organization (Global Learning)
• Objectives – outlines what specific results are to be accomplished
• Methods – describes how the organization (Global Learning) will go about achieving the desired results
• Evaluation – a plan for accessing program (Global Learning) accomplishments
• Future Funding – includes the agency’s (Global Learning’s) strategies for securing additional funding to continue the program after initial funding is over
• Budget – a line-item summary of program revenues and expenses

This format is generally used for all funders, including government sources. Make sure to follow each individual grant’s instructions, however, if they are different from this format.

1. Letter of Intent: This is a two-page summary that is mailed to the funder when he wishes to see a short description of the project idea (Global Learning) before making a decision on whether to ask for a longer and more detailed proposal. This letter must focus on how the project fits the priorities of the funder.
2. Letter Proposal: This is a three-page description of the project plan, the organization itself (Global Learning), and the actual funding request. It is the most often requested form by corporations.
3. Long-Proposal Format: This format includes a cover letter and proposal summary. It is the most often requested form by government agencies and foundations. Corporations should not receive this form unless they specifically request it. You should make sure that your funding request is not hidden in this longer format. It should appear in both the cover letter and in the summary.

*** The best approach when writing a grant is to have one writer and a team of reviewers. Because everyone has a different writing style, having more than one writer causes confusion and discord. ***

1. A good proposal will flow and build from one component to the next.
2. Use a positive writing style, but keep everything well-reasoned. A proposal is not an emotional plea. The readers must have a clear understanding of the cause and effect relationship you are proposing. Always explain assumptions and present empirical evidence whenever possible.
3. Avoid using jargon, and do not overwrite. People can’t be sympathetic to things that they don’t understand. Also, grant readers have a lot of work to do, so they will like a proposal better if it is not a struggle to get through.
4. Don’t use a shotgun approach to a proposal. By this we mean, don’t just give everyone the same proposal. Make sure each potential funder receives a proposal formulated to its own guidelines.
5. Get honest feedback on your proposal before you send it to a funder.
6. Make the proposal visually attractive. Use bulleted lists and other formatting tools that make your work easy to read.

*** WE WILL NOW BEGIN A SERIES OF STEPS DESIGNED TO HELP YOU ORGANIZE YOUR PROPOSAL. EACH STEP IS ACCOMPANIED BY A WORKSHEET TO HELP YOU ORGANIZE YOUR IDEAS.***

Before you actually write the grant proposal you need to figure out which specific projects within your organization are most likely to be funded by the potential funders. Most funders give money to special projects not just programs that need money to cover operating expenses.

Proposal writers usually start by preparing the planning sections of the grant first (need statement, objectives, methods, evaluation, future funding, and budget). After that, they write the introduction and finish with the summary and cover letter. The planning sections are written first because they are the most important. Look at worksheet 1:1

Begin writing your proposal with a need statement. This statement describes a critical condition or a social need afflicting certain people or things in a specific place at a specific time. It should answer the question, What is the need to be addressed?.

The need statement is the heart of your entire case for support. If the reader cannot understand or does not agree with your presentation of this social need then he will have little interest in looking at the rest of your proposal. Your need statement is a "hook" to lure in the funder.

MAJOR POINTS TO WRITING A NEED STATEMENT:

• The need in the proposal needs to have a clear relationship to your organization’s overall mission.
• The need addressed should be the need of the community not the need of the organization.
• Any assertions about this need need to be well supported with evidence like statistics or expert testimony.
• The need described needs to be of the appropriate size. If a funder sees that an organization is biting off more than it can chew, the organization will not receive money. The funder will doubt its potential for success.
• Make the need statement easy to read.

The need that you tackle can be specific to your geographic area or it can be larger. If the need is larger, it is important to focus on what can reasonably be accomplished by your program. The work you do can make you a model for other organizations in other places. This "model approach" broadens your base of funders to those concerned about this need in other areas as well. If you want your program to serve as a model for others, you should mention that in this section of the proposal.

• State your need using hard-core evidence. Do not make assumptions or undocumented assertions.
• Use comparative statistics and research.
• Use touching stories of real people as examples of the need.
• Only focus on the geographic area you can serve.

***LOOK AT WORKSHEET 2:1 AND THE ACCOMPANYING SAMPLE OF WHAT IT LOOKS LIKE FILLED OUT. ALSO, REFER TO THE SAMPLE PROPOSAL IN THE BACK OF THE HANDBOOK FOR AN EXAMPLE OF A NEED STATEMENT.***

A goal is a broad statement of the ultimate result of the change being undertaken.

FOR EXAMPLE: The elderly will live with comfort and dignity in their own homes as a result of program ABC.

The most important thing to take away from this section is that there is a big difference between process goals and outcome goals. An outcome objective states the result of the project. A process objective states your method.

An objective is a measurable, time-specific result that the organization expects to accomplish as part of the grant. It more narrowly defined than a goal, but like a goal, it is tied to the need statement.

FOR EXAMPLE: There will be a 5 percent decrease in the number of older adults living in nursing homes during the first year of the ABC program.

• Objectives should be quantifiable and stated in terms of outcomes, not methods. They should specify the results of an activity not just describe the program methods.
• Objectives should clearly identify the population being served.
• Objectives should be realistic.

Program objectives are the outcome of your methods. They are not the methods themselves. Objectives are the ends. Methods are the means.

To make sure that you are writing an objective, start your sentence with words that suggest a purpose: See worksheet 3:1 and sample proposal.

To reduce…

To increase…

To expand…

Always allow plenty of time for your objectives to be accomplished.

The methods component tells the funder how an organization will accomplish its objectives. It answers the question, "What can the organization do to change the situation?"

This section should include a description of program staffing along with an identification of the client populations to be served. Always justify your selections.

For proposals with lots of objectives, it is a good idea to include a timeline showing when each method will start and finish.

*** In simple terms, give the funder a clear picture of all the important steps you will take to accomplish each objective you have indicated in your goals and objectives section.***

An evaluation is a process that determines whether or not a program is successful. It strengthens the proposal in the eyes of the reviewers and benefits the organization by providing information about what is going well and what is not.

• To see if the program did what was expected
• To see if the methods and objectives made an impact on the identified need
• To maintain control over the project
• To guide adjustments to the program that would make it more effective

• What is the purpose of this evaluation?
• How will the findings be used?
• What will you be able to do after the evaluation that you cannot do now because you lack information?
• What qualities does your program have to have for it to be successful?

This section will help you learn how to find future funding after the initial funding has stopped. The future funding part of the proposal is the last narrative section. It is very important because when programs are terminated because of insufficient funds important goals are not met. Also, funders pay a lot of attention to this section because they do not want your project to fail once the original grant is used up.

Future funding can come from continuation grants or annual campaigns.

A common error in writing this section of the grant is to be too general. Do not say things such as " Future funds will come from a variety of sources." This says nothing to a funder and makes them suspicious.

***See worksheet 6:1.***

If you are seeking operating or general funds/support you should submit the budget for your entire agency along with your request for unrestricted funds. If you are seeking funds for a special project within your program, develop a budget that that shows the expenses and revenue you anticipate for the project.

Government sources usually require more detail in this area than foundations or corporations.

The best budgets translate the methods section of the proposal into money terms.

The budget may be made up of:

• Project or program budget: income and expenses associated with a special project within your program.
• Agencywide budget: income and expenses for the whole organization
• Budget detail or justification: extra detail on certain items
• In-kind contribution budget: the expected donated goods and services that will be used by the organization.

***If you are submitting a proposal for a special project, you should include an agencywide budget and a special project budget.***

1. Determine what length of time the budget will cover.
2. Estimate expenses.
3. Decide whether and how to include overhead costs.
4. Estimate donations that will be used.
5. Estimate anticipated revenues.
6. Make sure budget makes sense.

Begin by estimating direct expenses such as staff salaries, supplies, equipment, program-related travel, program-related rent, and printing. You do not have to be exact in this section. Make educated guesses, and do the research necessary to give your funders fair figures.

Indirect costs/Overhead costs are costs shared by all programs within the organization such as the executive director’s salary or the property lease. They are essential to all programs but hard to divide among individual projects. Most foundations understand that these costs are legitimate, but they do not want to fund more than their fair share. It may be easiest to take overhead costs and assign a percentage of each of them to your project as a direct expense. For example, you might include 5% of the executive director’s salary and 10% of the insurance costs in the budget for your individual project.

Including in-kind costs in the budget is helpful because they help the funder see the full scope and cost of the project. Also, these contributions demonstrate community support for your project and agency. In-kind contributions are usually shown as both income and expense at the same levels. For example, if you receive $500 in donated food, you also use or "spend" $500 in donated food.

**Many funders feel more comfortable funding projects with several funding partners. If you are sending requests to several foundations, it is a good idea to let them know you are doing so. Write something to the effect of: "In addition to your foundation, this proposal is being submitted to …" If you have already received funding from other sources also include that information.**

Funders expect to see a balanced budget. Income and expenses should be about equal.

The introduction section is often long because it must describe the organization and assure prospective funders that the nonprofit can undertake the proposed project. Introductions are also called "Background Information" and "Applicant Description". The introduction should tell the funder that the organization is fiscally secure, well managed, that it provides important services, and that it has the respect of the community. The main purpose of the introduction is to establish credibility with your funder. See worksheet 8:1.

The basic question to ask yourself when deciding what to include is: Will this information help build the case for my organization’s qualifications to undertake the proposed program? For example, if your project involves teaching, tell of the organization’s teaching experience and why it has been successful in the past. Do not spend a ton of narrative space talking about the organizational structure and staffing. These things are not very interesting to the reader. Supporting documents such as organizational charts and resumes of key staff members that may increase the credibility of the organization should be provided in the proposal appendixes.

All proposals of more than five pages should include a summary. Most foundations and government agencies request one. A summary is a clear, one-page abstract of the proposal. It appears at the beginning of the proposal, but it is written last.

SUMMARIES USUALLY CONTAIN THESE PARTS:

• Identification of the applicant
• Qualifications of the program to carry out the project
• Specific purpose of the grant
• Anticipated end result
• Amount of money requested
• Total project budget

It is good form to write the summary in the order listed above. Many writers like to begin the summary section with a compelling need statement that catches the funder’s eye and gives a clear indication of the importance of your program.

The summary is difficult because it is an exercise in being brief. Only include the most important parts of each proposal section in the summary. Stress those points in the proposal that you know are most important to the funder.

The cover letter is important because it is the first piece of information about your proposal read by the funder. It should be the last part of the proposal you write. Include information about the organization making the request, the support of the board of directors for the project, and the specific financial request being made. It should be no longer than one page. The best way to begin is to tell the funder the amount of the request and its purpose. The middle explains the proposal’s highlights. The end thanks the funder for considering the request and indicates who will be calling to follow up on the request. The person signing the cover letter may not be the same as the contact person, so it is important to make that distinction. The end is also the place to suggest a meeting between the prospective funder and your organization.

The cover letter should be addressed to the contact person found in the research materials. It should be signed by the executive director and the president of the board of directors.

Appendixes are very important, but they are not part of the proposal. If no listing of expected documents is included by the foundation or corporation, the following documents should always be included:

• The organization’s IRS determination letter
• List of board members and their work affiliations
• Organization’s overall budget for latest fiscal year
• Organization’s brochure
• Current organization newsletter
• Latest annual report
• Organization’s long-range plan
• Other funding sources receiving proposals for the project.
• Letters of support

An appendix section is also included with a letter proposal. Letters of intent have a reduced appendix section that should include the IRS determination letter, a list of board members, the latest annual report and newsletter, and an organization budget.

A clean-looking and neatly packaged proposal is very important because it gives the impression of a well-organized and successful organization. Take time to make sure the proposal is paginated and that the appendixes are clearly marked. Proposals with more than 20 pages should have a table of contents. Begin the appendix section with a listing of each appendix item.

Mail only one proposal unless more are requested.

Proposals should be neatly arranged in folders. The pages of proposal text should be paper-clipped together (never stapled) and should be placed in the right-hand pocket of the folder. The appendixes should be in the left side. The cover letter should remain outside the proposal package folder.

Avoid three-ring notebooks, spiral binders, colored charts and graphs, and laminated or embossed folders.

The contact person designated in your cover letter should call the contact person of the funding source about 2 weeks after you send the proposal. Ask when the funding decision will be made. If you have not heard or received anything from the funder in 4 months, make another call to determine the status of your proposal.

Keep funding sources informed about the status of other requests for funds. If you receive funds, tell them. If you are denied, tell them.

After your organization is lucky enough to receive a grant, your organization should thank the funder with a thank-you card and always keep the funder informed of the organization’s progress. Sending annual newsletters and periodic updates is also nice. Large corporations may like to be thanked in a more public way that will attract media attention.

Some potential funders will request a letter of intent to be mailed to them early in the research process so that they can determine if they have an interest in what you are proposing to do.

Letter of intent should include the following:

• A mission statement and related programs
• The need you are addressing
• The outcome you expect from your project
• General details of how you will conduct your project.