Writing Effective Grant Proposals CAFB Workshop September 20, 2011 Elaine Himelfarb, MPH Senior Program Officer
AGENDA 1 Introductions and workshop format 2 Words of wisdom on some key components of grant proposals 3 Building a relationship with the funder 4 Elaine s Golden Rules for successful grantwriting: aka if you don t remember anything else 5 Due-diligence from a funder s perspective 6 Handout
COMMON COMPONENTS OF A GRANT Letter of intent (LOI) Executive summary Organization information Statement of need Goals, objectives and program description Process and outcome evaluation Sustainability plan Management plan (sometimes) Budget and budget narrative Appendix
Good Grant Writing is not about good writing, but about good Program Planning!
KEY COMPONENTS OF YOUR PROPOSAL NEED STATEMENT Convince the reviewer of need -- paint a compelling picture of the conditions/issues that you are working to change. Make clear the importance and urgency of solving the problem. Do not assume that everyone sees the problem as clearly as you do. Show them/convince them. State need in terms of the community's needs not your organization s needs. Convey need on the most local level possible. Try not to rely on state or national statistics for local programs. The most compelling information often comes from within the organization. Waiting lists, increases in service demand, etc.
MAKE YOUR NEED STATEMENT COMPELLING Statistics. Anecdotal evidence. Case stories that suggest a general trend. Case stories that illustrate clearly the nature of the need. Quotes. Photos. Other graphics.
PROGRAM STATEMENT Program Statement usually consists of the goal, objectives, key activities, and timeline. Developing your program design is a process of continuous refinement. The more time you and your colleagues brainstorm all the elements of your proposed program the stronger your program will be. The program description can t be done quickly. It takes time, thinking, dwelling, exploring, and deep reflection with colleagues, partners, clients and stakeholders. AGAIN AND AGAIN AND AGAIN AND
PROGRAM DESCRIPTION The definition of goals and objectives changes from funder to funder! PROGRAM GOAL: G is for general O is for overarching A is for all-encompassing L is for long-term Your overarching goal is often stated in terms of changing, transforming or improving. Begin with action verbs like increase, improve, reduce, model, expand, etc. Goals are global, non-specific and not necessarily achievable. They are the program vision.
EXAMPLES OF GOALS To increase access to nutritious food reaching lowincome families through deliberate systemic change by food banks in Kaiser Permanente regions. Pioneer a sustainable mental health program for women suffering from maternal depression that is delivered in a culturally sensitive, respectful and dignified manner.
PROGRAM OBJECTIVES S SPECIFIC M MEASURABLE A ACHIEVABLE R REACHABLE T TIME-LOCKED WHO - is expected to change or benefit? WHAT - (measurable) change or benefit expected? WHEN - is the change or benefit expected to happen? HOW - is it going to happen? WHERE - is it going to take place?
PROGRAM OBJECTIVES - CONTINUED Examples: Enroll at least 50 percent of the at-risk mothers, as identified by the preliminary screening, into the 3-month St. Joseph Hospital maternal depression treatment program. Complete a comprehensive assessment of eight food banks located in each of the eight Kaiser Permanente regions within the first quarter of the initiative.
PROGRAM DESCRIPTION CONTINUED Consider outlining a typical day in the life of the program: What happens from the time a client walks in the door or connects with your agency or project? A picture speaks 1,000 words: Consider using a diagram with pictures to describe the path of service. It adds another dimension and should be easy to understand.
EVALUATION Plan your evaluation at the very start of your program. It can be helpful to state how you are going to use the results of your evaluation (systematic collection of information/data about your program):» To check whether you are accomplishing what you set out to do based on objectives and expected results.» To help the organization better understand, verify or increase the impact of the services provided.» To identify your programs strengths / weaknesses and what can be done to improve service delivery.» To facilitate knowledge sharing informs the field as a whole.
SUSTAINABILITY Describes how the project will be sustained in the future. Provides the grant maker with assurance that other funders are in the mix as well as other plans to keep the program going once initial funding has ended. Examples: Letter of support from the Board of Directors Mention in the organization s Strategic Plan Include a Development Plan / funding strategy (individual donations, grants, special events, etc.). Indicate where in the process intent, pending, or awarded. Commitment of time from a grantwriter to write grants on behalf of the project
BUDGET: INDIRECT OR OVERHEAD Indirect costs for your grant ( overhead ) are costs associated with administration and facilities. Such as: Building costs Insurance Utilities Garbage Service Rent Usually a percentage of total direct costs can be reimbursed by a funding source only if an indirect cost rate has been negotiated and approved by the grantor. Before including an indirect costs category in your budget, make sure you thoroughly read the RFP and Grant Guidelines. It should tell you whether or not indirect costs apply to the grant program (or what percentage not to exceed).
BUDGET - CONTINUED Budgets are cost projections. They are also a window into how projects will be implemented and managed. Well-planned budgets reflect carefully thought-out projects. Be sure to only include those things the funder is willing to support and DON T INFLATE. WHAT S THE MOST COMMON MISTAKE IN BUDGETS BY FAR? BAD MATH!!
ORGANIZATION STATEMENT Why is the Organization Statement SO important? Alignment Confidence Capacity Indication of board support
HANDOUT
MAZON S INNOVATION FUND 24 planning grants were received. All from exemplary organizations. Several did not comply for a planning grant. They were implementation grants. Almost half were not a good fit for the RFP: Not innovative Not focused on hunger Too broad to be practical Too full of jargon to understand Lacked clarity
Getting a NO will never be easy Use NO as an opportunity Try to find out why project was not funded. Put them back on your list to try again maybe. Ask about other possible funders. Develop a relationship with the funder. Resist the urge to argue. Say thank you!
Building a Relationship with the Funder - Changing the Paradigm Funders are not funders without grantees Funders need viable programs to fund Nonprofits are not begging Nonprofits are an agent for a good cause Nonprofits are doing something noble Nonprofits are not asking for themselves Nonprofits are asking on behalf of those who cannot ask
Program Officer Testimonials I can think of a number of proposals I would have declined to support without first having had a phone conversation and forming a positive opinion about the other person on the other end of the line. Do not be deterred or embarrassed about calling up and asking for advice. It s my job to tell nonprofits how to get money from us.
Elaine s Golden Grantwriting Rules Grants must be written in the context of the mission and guidelines of the funder. Verify that the proposed program is in alignment with the nonprofits mission, vision and values. Make sure the problem the nonprofit seeks to address is in line with something the funder will fund. Most grants represent a hope and a dream they take place in the future. Neither the funder nor the nonprofit can really know how it will turn out.
Golden Rules - Continued Be sure you really want the grant considering the time to plan, write and track it, not to mention implementation: Restricted money, multiple requirements & time-limited. Determine that the grant is right for your agency don t just go for the money. It doesn t usually work. READ THE GUIDELINES. Just because it is a sound program.. Make sure the problem you seek to address is something the funder will fund. Make your writing clear, compelling and concise and limit use of jargon and acronyms. It s easier to read short paragraphs.
GOLDEN RULES CONTINUED Develop partners and collaboratives before they are needed Involve the target community/population in the design cultural competence Tell a story: The proposal should hook the reader Hallmark approach. Writing a competitive grant requires teamwork Don t work in isolation. Know your programs and empower program people Educate: Do not assume that everyone sees the problem as clearly as you do.
Basic Steps in Due Diligence Step 1: Review grant proposal - Review proposals for fit with the funder s guidelines - Assess strength of the project focus and design Step 2: Conduct preliminary research - Ask colleagues, stakeholders, community members, experts, and clients for input - Review organization s website Step 3: Conduct interview(s) with key staff - Get to know leadership and key program staff - Delve more deeply Step 4: Analyze and apply due diligence findings - Consider red flags and assess their risk - Make decision about grant Step 5: Synthesize & present information - Write-up due diligence findings and decision
Due Diligence Art or Science? The work of grantmaking can be more of an art than a science. Making decisions on funding requests significantly relies on intuition. Program officers with years of experience in the field say they make a grant based in part on their feel about the leadership. Do they trust the CEO? Does he/she, provide appropriate leadership? Interviews are one effective way for program officers to get a sense of these issues.
Due Diligence - Continued Due diligence also looks at: - Financial health - Governance - The role of the board - Relationship between board and CEO - Position the organization holds in its field and in the community
SPEND MORE TIME THINKING AND LESS TIME WRITING. BELIEVE IN YOURSELF AND BELIEVE IN YOUR CAUSE. WINNING GRANTS IS ALL ABOUT FOCUS AND ENERGY. PUT A WISH OUT TO THE UNIVERSE. THERE IS PLENTY OF FUNDING TO GO AROUND. THERE ARE OPPORTUNITIES EVERYWHERE. KEEP YOUR ANTENNA UP.
AND IF YOU DON T REMEMBER ANYTHING ELSE The best way to get future funding is to do a GREAT JOB with current funding. Funders want to fund strong, healthy agencies with a wellestablished, active Board, strong fiscal management, solid personnel and administrative policies and procedures in place. Don t underestimate the need to build a relationship with the funder. They need to know you and your organization. Foundations want to trust you as a partner that helps them accomplish their own objectives.
THANK YOU VERY MUCH! IT HAS BEEN A PRIVILEGE