1 of 19 Winning Grants Power PackJumpstart your grant .docx

1 of 19
Winning Grants
Power Pack
Jumpstart your grant success
Table of Contents
What is a Grant Proposal?
Getting the Grant 101
Finding the Right Funders
Managing the Grant
2
10
15
4
© Copyright 2017 The Grantsmanship Center
https://www.tgci.com/
2 of 19
Most staff members in nonprofit organizations define a grant

proposal as a
request for money. That definition is only superficially correct.
To achieve the best
results for their constituents and move more surely toward their
missions,
nonprofits need to think of grants in a different way.
First, nonprofits must consider grants from a funder’s point of
view. For funders, a
grant award is an investment in positive change. It’s a tool they
use for having an
impact on issues they care about.
Next, nonprofits must consider grants from a mission-focused
perspective. Since
the point of a grant award is impact rather than money, the real
point of a grant
proposal is to rally the necessary resources to help the nonprofit
fulfill its purpose.
A grant is a tool nonprofits use to address important issues
within their
communities.
Definitions matter, and defining grant proposals accurately can
help both funders
and nonprofits work together more productively. A grant
proposal is actually a call
to action. It’s a request that a funder join the nonprofit as a
partner in achieving
specific results. At its best, a grant proposal is a cogent,
persuasive,
well-supported argument for change.
This definition moves the work of grantseekers well beyond
reactive dollar-
chasing and into the realm of social activism. It’s no longer

about supporting “our
organization.” It’s about linking arms with colleague
organizations, beneficiaries,
community members, and funders to embrace a mission and
confront the
dragons.
Focusing on the articulation of a logical argument for action
also means that the
document you produce when seeking grant funds can be sliced
and diced and
used in numerous ways. You can use the proposal to educate
staff and board
members so that they’ll be better prepared to rally community
support, engage
with other organizations, and convince funders to come onboard
as partners.
Grants as Advocacy, Not Just Asking
What is a Grant Proposal?
By Barbara Floersch
© Copyright 2013-2017 The Grantsmanship Center
3 of 19
You can also use the proposal as the basis for editorials, blogs,
presentations,
and public testimony. By disseminating solid information
widely you’re laying the
groundwork for progress. When the community understands the

significance of
the issue you’re working on, you’re more likely to get the cash,
in-kind donations,
and volunteers you need to do your work.
You can edit the proposal into a briefing document and share it
with those who
are concerned about the issue or who should be. The list may
include politicians,
local officials, targeted community members and colleague
organizations.
Embracing grant proposal development as a form of advocacy
challenges the
resource development team to impose standards on its work that
may be higher
than those demanded by funders. This includes:
• Deeply studying the issue you’re concerned about, hearing
various and
sometimes dissenting voices, looking at it through different
lenses, and then
digesting it all until you can concisely and precisely explain
what concerns you,
why it needs to be changed, and what’s causing the situation.
• Specifically defining what changes your organization plans to
achieve, the
degree of change you expect, and how you’ll track progress.
• Identifying the actions that have the highest likelihood of
producing the desired
change, documenting why you expect the approach to succeed,
and
committing to what your organization will deliver within a set
time frame.

• Imposing accountability on yourself rather than expecting
some outside
watchdog to do it.
• Communicating fully and honestly with staff members,
beneficiaries, board
members, the community, contributors, major donors, and
grantmakers.
• Claiming and celebrating successes, and acknowledging,
examining and
learning from failures.
A top-quality grants professional is not just a seeker of dollars,
a writer, a
completer of forms, a person who answers the funders’
questions, or a person
who regurgitates information. That professional is a rain-maker,
a change-maker,
and a social activist. He or she finds the sweet spot where the
needs of the
community, the commitment of the funders, and the mission and
capacity of the
nonprofit organization align.
A grant proposal is not really a request for money. It’s much
more than that. A
grant award is not just funding. It’s a tool, a means to an end,
an investment in
change.

4 of 19
Building a Logical Proposal
Getting the Grant 101
The process of “getting a grant” or “writing a grant proposal”
can sound mysterious, like
an old family recipe with secret ingredients. For over 40 years
The Grantsmanship
Center has been helping people demystify this process and to
understand that like a
recipe, creating a compelling proposal simply requires common
ingredients put together
in a logical and understandable sequence using tried and true
techniques.
First, let’s talk about what a grant is and is not. In most cases a
grant is support that
does not need to be repaid. Usually it is in the form of money,
but it may be technical
assistance or training. Grants are usually awarded after the
submission of a written
proposal. So, the “grant” is the funding or other assistance that
is received as a result of
a grant proposal (also referred to as an application). A grant is
not the written document
that we submit to a potential funding source!
Each funder sets its own eligibility criteria for grant applicants,
and eligible applicants
are typically nonprofit organizations or public agencies.
Nonprofits are often required to
be 501(c)(3) organizations under the IRS. Click here for IRS
information on nonprofits.

Grants to for-profit entities or to private individuals do exist;
however, they are far less
common.
Each funder will also have its own application process and the
degree of detail required
will vary. Here, we’ll talk about the basic recipe for a grant
proposal, understanding that
some funders may require extra or different information —
special ingredients. Let’s take
a look at the basic ingredients required in a typical proposal,
and how to include them.
Proof that the applicant organization is strong and viable
Funders look carefully at the applicant organization’s history,
leadership, and track
record. Offer factual and objective descriptions of your
organization’s accomplishments,
including statistics and examples. Highlight achievements that
will be most meaningful
to the potential funder. “Season” your proposal with a quote
from someone in the
community who values the contributions of your organization.
If your organization is new
and its track record brief, look to the background of the staff
and board of directors to
provide credibility, and stress community partnerships to build
the funder’s confidence in
the new organization’s ability to achieve results.
Consider this section of the proposal as a resume for your
organization – your goal is to
impress the reader with the organization’s credibility and
qualifications.
By Patty Hasselbring

https://www.irs.gov/charities-non-profits
5 of 19
Compelling description of the situation your organization will
address
This section of a grant proposal may be called the problem
statement, statement of
need, or something similar. Your discussion of the problem to
be addressed lays the
foundation for the program plan, and if this section is weak, so
goes the rest of the
proposal. A strong statement of the problem will address the
following:
• Who is affected? What are their qualities or characteristics?
How many people are
affected and where do they live?
• In what ways are they affected and to what extent? How do
you know? Be clear about
this. Quantify the problem using hard data and cite your
sources. Provide context
about the problem to elicit the funder’s empathy and create a
sense of urgency. Your
understanding of the target population is critical. There’s a
story to tell and it’s your
job to tell it.
• Why is the problem significant? Why should the funder care
about what’s

happening? There are urgent and compelling problems all
around us. Why is it
important to address this situation now? If there is credible
research on the subject,
discuss it. It can sometimes be useful to show how the local
problem compares with
the state or national situation.
• Why is the problem occurring? Identification of the causes of
the situation will lead
you directly to possible solutions. Remember to ask those
affected by the problem
why they think it exists. Their direct experience is invaluable
and can help challenge
preconceived notions that you, your team, or even a potential
funding partner might
have about the situation. Avoid assumptions.
As you explore the problem and its causes, a helpful question to
ask is: How do we know
this? One final note: the situation for which your organization is
seeking a grant should
generally not be about your own organization. Rather, it should
be about those you are
proposing to serve.
Clear statement of expected program results
After you have clearly identified the situation that needs to be
changed, it’s time to
specify the outcomes you hope the grant-funded program will
achieve. Funders used
lots of different terms and may call these program outcomes,
objectives, or even goals.
Whatever they are called, think about this: what do you expect
to result from the program
your organization will run? Propose outcomes that are specific,

measurable, and that will
be accomplished within a set time frame. If you have defined
the problem well, the out-
comes will follow logically.
Well thought-out plan of action!
Next, lay out how your organization will accomplish the
projected outcomes. Funders
may call this section methods, approach, plan of action,
program plan, or something
else. No matter what they call it, this is what your organization
plans to do when it
6 of 19
gets the grant. Include who, what, when, where, and how.
Explain it like you would explain
a program to someone who knew nothing about it.
• Who – Who will be in charge of getting the work done? What
are their qualifications?
Who will be served or affected? How many people will be
involved? Are there any
specific criteria for people to be involved in this project?
Discuss any collaborative
efforts that will be part of the program.
• What – What will be happening? What are the specific
strategies that will be used?
• When – What is the timeline for activities? It’s helpful to lay

out a graphic timeline,
whether it is a GANTT chart or a simple chart with three
columns that describes who,
will do what, and when.
• Where – Where will the work take place?
• How – How will the work be accomplished? What resources
will be used to get the
job done?
Finally, one more question to answer – Why this approach?
Have others used this
approach and been successful? Is this approach considered to be
a best practice or a
model in your field? Share your rationale. It adds credibility to
your proposal if you can
demonstrate that you have a broad understanding of what other
organizations in your
field are doing and have learned. Note: you might end up with
more information in this
plan than what you ultimately have room to include in the
proposal. That’s okay! Submit
the key points, but keep all the detail in your files. It will
become the program
management plan, and when you are ready to implement the
program you’ll be glad you
put the time into planning!
Plan to evaluate
Nearly every funder will ask for a description of how you will
evaluate the grant-funded
program. Funders want to know that their investment in your
organization was a good
one. This stumps a lot of people, but it doesn’t have to be

overwhelming. Simply put, the
evaluation plan describes how your organization: (1) will
measure the level to which the
program is achieving the expected outcomes; and 2) will
document that program
activities unfolded according to plans, as well as any course
corrections you’re making
and why.
First, think about the projected program outcomes. How will
you know when you have
accomplished them? Are there benchmarks along the way that
will indicate that you’re
headed in the right direction? Describe those benchmarks and
what they will tell you
about results. Describe what data will be collected and analyzed
and by whom. Then
describe what you will do with what you are learning. Will you
be able to use those
results to help guide future program development? If so,
describe how that will be done.
Remember that outcomes are all about results, so how will you
monitor results? This is
what many funders call the “outcome evaluation” plan.
7 of 19
Then, think about how your organization can improve the
program from day one. How
will the organization know whether the program approach is

working? Or when revisions
to the plan are warranted? Typically, some of the things that
may be monitored are client
participation, community support, feedback from clients,
collaborators, and others, client
satisfaction, and staff feedback. For example, if the plan was to
conduct community
forums about a particular issue, and few people attended, this
would tell you something.
Maybe the forums were held at the wrong time of day. Maybe
people couldn’t find the
place. Maybe the subject was not of interest. Maybe childcare
was a problem. Analysis
of the situation can help you modify the approach so that it’s
more effective. This part of
the evaluation plan is often called “process evaluation.”
Plan for sustaining the program
Grants are wonderful (usually). But they are generally short-
lived! What is your
organization’s plan for the program after the grant ends? If this
is a program or service
that should continue, what are your ideas for funding it? Aside
from seeking more grants!
Think about potential funding mechanisms that can be explored
for long-term
sustainability. Perhaps your organization excels at community
fundraising. Maybe there
is potential for contracts with government or for-profit
corporations who need your
service. A social enterprise might be something to explore.
In this section, also describe who else will be supporting the
program. Support from
other sources, whether cash or in-kind, may provide leverage
for the grant. Don’t forget

about what your own organization will contribute, like office
space, administrative
support, or whatever you are able to provide.
Realistic budget
Now it’s time to put dollars to the plan. How much will this
cost? Be specific and account
for all the ingredients in your program recipe.
Start by making a chart with four columns:
• Column 1 – Line Items: Use your organization’s chart of
accounts to list the line items
that must be addressed in budgeting for the grant-funded
program.
• Column 2 – Total Program Budget: This column shows the
cost of everything that will
go into the program, even if it’s already covered by other
sources.
• Column 3 – Other Funding: For each line item, show funding
and the value of other
resources that will be contributed from sources other than the
requested grant. Be
sure to include what your own organization will provide. The
amounts in this column
are sometimes called “matching resources,” “leveraged funds,”
or “cost sharing.”
• Column 4 – Amount of The Requested Grant – The difference
between Column 2 and
Column 3 is the requested grant amount.

8 of 19
Learning to use spreadsheet software well will make budget
calculations faster, easier to
adjust, and more accurate.
A few more points about the budget:
• Typically, grant proposals include budgets for one year time
periods. If you are
submitting a multi-year request, calculate each year separately
and include a
summary that shows the multi-year total.
• Remember you are projecting a budget. Therefore, you want to
think not just about
what the line items would cost today, but what will they cost
when you actually incur
the expense. Will salaries go up? Will benefits change?
• The value of donations should be calculated in the total
program budget and then
indicated in the other funding column. Value should be based on
what you would
actually pay in your community for that item if you had to pay
cash for it.
• Be certain that there are no expenses in your budget request
that are unexplained.
Some funding sources will ask for a budget narrative, which
gives you an opportunity
to explain each item, how you calculated it, and how it is

important to your proposed
program.
• Check your math!
Summary
Once you’ve completed the budget, you’ve completed the body
of the proposal – the
main dish! Now you’re ready to write a summary.
A summary is brief and may be just a few sentences. But it
gives an overview of the
entire proposal. And, while it is written last it almost always
placed at the very beginning
of a grant proposal. Since it is usually the first thing that
reviewers will see, craft it with
care! Pick out a key point from every section of narrative and
write a sentence about it.
Then, summarize the budget and how much you are requesting.
That’s it.
Attachments
Sometimes funders require that you send additional attachments
along with your
proposal. Typically requested items include brief resumes of
key staff, job descriptions,
letters of support or commitment from collaborating
organizations, your organization’s
current operating budget, and a copy of your organization’s
501(c)(3) letter from the
Internal Revenue Service. Have these typical attachments on
hand and keep them up-to-
date so they’re ready to go when you need them.

9 of 19
A Few General Tips for Preparing the Grant Proposal
1. Use short sentences and paragraphs.
2. Edit, edit, edit. Get rid of excess words.
3. Write so that anyone can understand what you mean.
4. Have someone who is not familiar with your organization or
the proposed program
read the grant proposal. Can they understand what you are
saying?
5. Use simple language. A grant proposal is not the place to
dazzle others with your vast
vocabulary.
6. Avoid acronyms or jargon. In fact, don’t use them.
7. Make your point at the beginning of each section and at the
beginning of each
paragraph. This prepares the proposal for skimmers. Remember,
reviewers usually
have many proposals to read. They appreciate your getting to
the point.
8. Include “the human face” — quotes, brief anecdotes and
examples can make your
proposal more readable and understandable. Remember that
reviewers are human,
and the more interesting we make our proposals, the more likely
the readers are to
read them thoroughly.
Take Time to Produce a High Quality Proposal – This Isn’t Fast

Food
Finally, remember that a grant proposal isn’t fast food or even a
ten-minute recipe. It
requires careful thought and planning. The better you plan on
the front end, the greater
the likelihood that the program will be successful – not just in
obtaining a grant, but in
making a difference in the lives of others. And that’s really
what it’s all about!
10 of 19
Where’s the Money?
Once you understand your organization’s mission and priorities,
you’re ready to begin
identifying funders that might be a good fit.
Let’s start with a few key points:
1. There are no shortcuts to finding the right funding source.
Nothing can replace
thorough research.
2. Look beyond the obvious funders to find a wider group of
prospects.
3. Grantmakers can change interest areas, application processes,
and staff. Always get

the most up-to-date information.
4. Get strong community support before seeking funding outside
your community. Local
support can build a potential funder’s confidence in your
organization.
5. Grantmakers receive tons of requests for funding. Don’t
waste their time–or yours–
with requests that don’t align with their interests.
BE STRATEGIC
Your task is to identify all potential funders whose interests
align with your organization’s
mission, priorities, and program plans. Sometimes you’ll focus
your search on
grantmakers for a specific program. That’s fine. But to build a
grant funding program that
will be most productive over time, it’s best to explore the entire
universe of grantmakers
to find those that are the best fit for your organization.
Don’t approach this task in a hit-or-miss manner. Lots of
internet sites provide lists of
foundations and announcements of upcoming foundation or
government funding
opportunities, and you may run across some promising
opportunities there. But
browsing free sites and responding to list-serve announcements
puts you in a
disorganized, reactive position that won’t produce the best
results. Learn about the
serious research tools available then use them in a well-
considered, strategic way to find

appropriate funders.
There are two general types of grant funders: government and
private.
By Patty Hasselbring and Kevin Wiberg
11 of 19
GOVERNMENT GRANTMAKERS
Grantmakers exist at all levels of government, from the federal
level down to the local
level.
RESEARCH TOOLS FOR FEDERAL GRANTMAKERS
There are several resources available for identifying federal
funding programs, and each
requires that you think broadly about the terminology you use in
identifying your
organization’s interests.
To get started, think about the problems or issues your
organization is addressing and
brainstorm key words and phrases to use in your research. For
example, if your
organization’s work focuses on teen substance abuse, key words
and phrases might
include substance abuse, drug abuse, addiction, health, alcohol,
drugs, youth

development, adolescents, teens, drug abuse treatment, drug
abuse counseling, etc.
Here are three primary tools for identifying federal funding.
The Catalog of Federal Domestic Assistance (CFDA)
(www.cfda.gov) This is the best
place to begin your search for federal grant funding programs.
The CFDA is a free online
database of all federal domestic assistance programs including
grants, loans, and other
types of assistance.
The CFDA is searchable by keyword, type of assistance, target
population, as well as
other fields. To avoid frustration, start with rather broad search
words and phrases. You
can always narrow your search later. When using phrases,
enclose them in quotation
marks. When you find funding program that might be a good
match:
• Read the program listing carefully. Is your organization
eligible?
• Visit the relevant federal agency’s website to learn all you can
about the program.
• Contact the agency’s designated staff member if there are
important questions you
can’t answer from studying the CFDA or the federal agency’s
website.
Grants.gov (www.grants.gov) If your organization plans to
apply for federal funding, it
should register with Grants.gov. You can use this resource to
search for grant programs,

and it is also the portal through which many grant applications
must be submitted. To
register with Grants.gov, you will also have to register with the
Central Contractor
Registry (CCR). Instructions on registering with CCR can be
found on the Grants.gov
website. Your organization will also need a Dun & Bradstreet
number (known as a
D-U-N-S number). You can get one easily at
fedgov.dnb.com/webform. Registration is
free and does not commit your organization to making a specific
application for funds.
http://www.cfda.gov
http://www.grants.gov
http://fedgov.dnb.com/webform
12 of 19
The Grantsmanship Center (www.tgci.com) The Center’s federal
information database
is comprehensive and user friendly. It is available by
subscription to Grant Domain or
through membership in the Center’s Alumni Program. Among
its advantages: (1) You can
find information in one place, because each morning the Center
researches all sites on
which announcements are posted and compiles a list that
includes brief information and
links to all relevant URLs. (2) The Center’s site archives
application guidelines so that you

can access last year’s RFP to begin work on a grant competition
that may not open for
many months. (3) Because the site is user-friendly and provides
quick links to all federal
agencies, it’s convenient and saves you time.
RESEARCHING STATE, COUNTY, AND MUNICIPAL
GRANTMAKERS
State, county, and municipal grantmakers rarely have a
structured, user-friendly way of
letting applicants know when a grant competition will open – or
even that a grant
program exists. For the most part, to unearth the possibilities,
grantseekers have to
become detectives. A few words of advice:
1. Call the offices of government officials and ask if there is a
system that makes grant
application announcements available to the public. If there isn’t
(as is often the case),
ask how you can learn about grant opportunities.
2. Visit government websites and explore the various
departments to see if grant
programs appear to be available.
3. Speak to elected officials about what resources might be
available.
PRIVATE GRANTMAKERS
Non-governmental funders include private foundations,
community foundations,
corporate foundations, and federated grantmaking organizations
such as United Way.

As a part of your research, look for any connections that may
help your organization
build a relationship with the funder’s board or staff members.
Establishing a relationship
with a foundation prior to submitting a proposal is a basic
strategy that is worth the time
and effort.
RESEARCH TOOLS FOR PRIVATE FUNDERS
Like the search for government funds, the starting point for
private funders is a list of key
words and phrases. This list will be similar to the one you used
for government funders,
but expand it with words relating to the type of support you’re
looking for, and your type
of organization. For example, if one of your organization’s
priorities is to reduce
health-care inequities by building a free community health
clinic, you might use key
words and phrases such as capital support, health, health care,
social justice, free clinics,
health care inequity, low income, and uninsured. And you’ll
want to target foundations
http://www.tgci.com
13 of 19
that have expressed interest in your organization’s geographic
service area. While there

is no single, free database of information on all foundations,
using the primary resources
discussed here will help you conduct thorough research.
The Foundation Center (www.foundationcenter.org) This
organization maintains an
extensive database of foundation information that you can
access through online
fee-based subscription services. But they also support a
nationwide network of
cooperating collections – public and government libraries or
nonprofit information
centers that make their databases and other information
available to the public at no
charge. You can find the closest cooperating collection by
visiting the Foundation
Center website at http://foundationcenter.org/about/locations.
Some general
information is available for free on the website, but to conduct
structured research, you’ll
have to use one of the paid subscription services.
Guidestar (www.guidestar.org) This organization collects
information on all nonprofits
in the United States and makes it available to the public. You
can use basic aspects of
their database for free; all you have to do is register. (To dive
deeper, you’ll have to pay a
fee.) Because foundations are nonprofit organizations, when you
search the Guidestar
database for nonprofits by zip code, they’ll show up along with
your colleague nonprofits.
This is a free and easy way to identify foundations within a
specific geographic area.
The Grantsmanship Center (www.tgci.com) maintains a

continuously updated database
of information on private grantmakers. You can access it
through a paid subscription to
GrantDomain or as a benefit of membership in The
Grantsmanship Center Alumni
Program. This user-friendly database includes only funders that
have staff and who
accept proposals, or who occasionally issue calls for
applications.
Foundation Websites are hugely helpful, but unfortunately only
a small percentage of
foundations actually have websites. If they do, study them. You
may be able to find
details on their missions and giving interests, past grants
including amounts and
purposes, application guidelines, names of officers and staff.
Read everything on the
website. The more thorough your research, the better equipped
you will be to make
contact with the foundation.
Foundation Tax Returns. These are called 990-PFs, are public
information, and are an
indispensable research tool. For researching the many
foundations that don’t have
websites, they’re absolutely essential. Guidestar.org, discussed
above, is an excellent
resource for accessing 990-PF tax returns. Once you complete
the free (and quick)
registration, you can access three years of tax returns for free.
You can also access
990-PFs through The Foundation Center’s Foundation Finder, a
free service available on
the home page.

http://www.foundationcenter.org
http://foundationcenter.org/about/locations
http://www.guidestar.org
http://www.tgci.com
http://www.guidestar.org/Home.aspx
http://foundationcenter.org/find-funding/990-finder
14 of 19
State and Regional Directories. Organizations and publishers
have developed state-level
foundation directories for most states or regions. Some are in
print format, some on CD,
and some are free online. They can be found at Foundation
Center Cooperating
Collections and are often available at local libraries. Use a web
search engine to look for
a foundation directory for your state.
STRUCTURING A SEARCH FOR PRIVATE GRANTMAKERS
Use the available research tools to search for private grant
makers that align with the
mission and priorities of your organization, and that fund in the
geographic region you
serve. Use the key word lists you’ve developed, and don’t limit
your research only to
grantmakers who are appropriate for an immediate funding
need. Instead, develop a
repository of information that can support your organization’s
work for the long-run.

Start by using a good database, and then use the 990-PF tax
returns to fill in the blanks
where necessary.
As you examine information on grantmakers, keep these
questions in mind.
• Do they limit funding to specific geographic areas?
• Are their expressed areas of interest aligned with those of
your organization?
• What’s the typical grant award amount for an organization
such as yours?
• Do they accept unsolicited applications? If they don’t, a
relationship is critical.
• Does the foundation have staff? Those who do are more
approachable than the large
percentage that don’t.
Even the most extensive databases available do not show every
grant that a funder has
made, to whom, and in what amount–and that information is
critical. So unless a
foundation maintains a thorough website or publishes a full
annual report, the only place
you’ll find that information is in its tax return. Information
about grant awards is found in
Section XV (page 10 or 11). Many foundations attach a list near
the end of the 990-PF.
As you move along in your research, analyze what you’re
finding and strategize about
how you can use it. Do you see grantmaking trends? Can you
find connections with
foundation officers or staff members? The more you know about
a foundation, the

better prepared you are to talk to its staff and board members
and, ultimately, to submit
a proposal.
15 of 19
Nuts, Bolts, Coffee
Managing Your Grant
Everyone is elated! All the planning and research paid off and
your organization has
been awarded its first grant. Whether it’s a $500,000 grant from
the US government or a
$10,000 grant from a private foundation, now’s the time to lay
essential groundwork to
ensure grant funds will be spent and accounted for as required
and that program
obligations will be met. Welcome to the world of grants
management.
The Initial Paperwork
As you might imagine, government grants come with more red
tape than foundation or
corporate grants. For government grants, your top executive
officer or board chairperson
must usually sign and return a documents accepting the grant
award and agreeing to
reporting and fund draw-down requirements, as well as any
other special requirements
that have been attached to the funding. This is strictly a

business transaction—there’s
no need to send along a warm letter of appreciation. Be sure to
return paperwork by the
required deadline.
Corporations and foundations sometimes require that officers
sign a letter accepting the
grant award, but often they don’t—a check simply arrives in the
mail with a letter of
congratulations laying out the expected reporting requirements.
If you’re expected to
return a signed acceptance document, do so promptly and be
sure to include a letter
expressing appreciation, acknowledging any reporting
requirements, and inviting the
funder for a visit. While this is a business transaction, it’s also
a starting point for
building an ongoing relationship of trust, commitment, and
support.
Establish both an electronic and hard-copy file for each grant
your organization receives.
Since so much business done electronically, be sure that e-
documents and emails are
organized for easy access–and be sure electronic documents are
backed-up in case of
a failure in technology. Place copies of signed grant documents
in a hard-copy file, and
keep the file updated with subsequent correspondence related to
the grant. When an
e-document is of particular importance, print it out and file it
here as well.
Put the Financial House in Order
To establish your organization’s ability to receive and manage
grants, it’s necessary to

establish adequate accounting practices and systems.
A primary concept in grants management is that each specific
grant award should be
accounted for as an “independent cost center.” This means that
all income from a grant
and expenditures from that grant are accounted for as a distinct,
separate category
By Barbara Floersch
16 of 19
within your accounting system. This is a basic protection
against co-mingling all
funding into one big pot and losing track of what money paid
for what expenditure. Using
an “independent cost center” approach helps to ensure that grant
funds are spent for the
intended purpose and can be fully accounted for at all times.
While this article can’t provide a basic overview of
bookkeeping or accounting, the
strength and clarity of your organization’s fiscal systems will
play heavily into the ability
to manage grants. If a strong accounting system is not in place,
and if there’s not an
expert on staff, seek guidance from someone who knows what
they’re doing.
A few of the most basic, most critical rules include:

• Only expend funds as laid out in the approved grant budget
• Never use funds from a grant for items not included in the
grant budget or for
purposes other than described in the grant narrative
• If the original budget requires amendment in order to support
the purpose of the
grant, contact the funder to get permission before making
changes
• Support every expenditure with adequate documentation
• Use a system of checks and balances so that no one person is
solely in charge of the
money (i.e., dual sign-offs on expenditure requests and checks).
• Keep receipts, documentation, and monthly financial
statements well organized and
accessible
• Monitor grant expenditures monthly to ensure that over-
spending or
• under-spending can be addressed before the end of the grant
period
If your organization doesn’t have a high-quality accounting
software package, get one or
retain an experienced bookkeeping firm. Strong financial
management is essential to the
health of your organization and there’s no way to manage grants
effectively if the fiscal
house isn’t in order.
Review the Grant Proposal
In the euphoria of receiving grant funds, staff members can
forget to review the grant

proposal to refresh their memory on the specifics laid out in the
narrative and this can
lead to problems. It is not unusual for three to nine months to
pass between submission
of a proposal and receipt of an award. Nobody’s memory is that
good.
Upon receipt of an award, call a meeting of the executive,
fiscal, and program staff who
will be involved and review the grant document to ensure a
common understanding of
exactly what is must be done. If the grant included a thorough
Methods Section with a
detailed time-line assigning responsibility for major tasks, that
will be extremely helpful.
If the proposal didn’t include that, now’s a good time to
hammer out those details. By
reviewing the proposal thoroughly and making sure all elements
are implemented as
planned, you’ll be laying the groundwork for success and
avoiding major problems that
are inevitable when grant implementation drifts off course from
the original plan.
17 of 19
Understand Rules and Regulations
The Grantsmanship Center is working with our Senior Grants
Management Consultant,
Henry Flood, to publish a series of in-depth articles on grants
management. While all

grants management requires checks, balances, documentation,
fiscal controls, and the
like, there is no doubt that grants from government agencies are
especially demanding.
If you have received a grant from a federal government agency,
be sure you study that
agency’s rules and regulations regarding grants, and that you
also study the Office of
Management and Budget (OMB) Circular that specifies the
administrative rules regarding
grants to an organization such as yours (i.e., nonprofit
organization, hospital, educational
institution, municipality). If the agency doesn’t provide you
with a grants management
document or booklet, ask if they have one and if so, get it. OMB
Circulars can be found at
www.whitehouse.gov/omb/circulars.
If you don’t understand something, figure out who can provide
you with accurate
information and call them. If you are overwhelmed, retain a
consultant to determine
exactly what you need to do and to help you get the necessary
systems set up.
Schedule Reports
Almost all grants require that financial and program progress
reports be submitted
according to a schedule. With the hectic work pace that often
accompanies receipt of
a grant award, it’s critical to establish a system for recording
when reports are due and
then reminding responsible staff of upcoming deadlines. If staff
members realize that
reports are due within a week, or are past due, it’s not possible

to do a high-quality job
and poor or late reporting will damage your organization’s
credibility with the funder.
Even if a funder does not demand reports, provide them. It’s
good business practice,
enhances credibility, and helps to build a solid relationship with
the funder. You can
establish your own reporting calendar in this situation, but take
it seriously and make
sure you provide information at the six and twelve month points
at a minimum. If you’ve
never done a grant report, and the funder hasn’t provided a
format, include the following
information:
1. Financial overview: explain the grant’s status including
income, expenditures by
line-item, and funds remaining
2. Program implementation: Update the funder on was originally
planned and what has
been accomplished to date
3. Program Outcomes: The best evaluation plans measure
program results as the grant
work progresses, rather than at the end of the period of grant
support. Provide the
funder with information on evaluation activities and on the
degree to which the
program is producing the results that were expected.
4. Change of Plans: If an alteration of the planned approach is
needed to achieve the
best outcomes, explain what you need to change and why. If the
alternation is major

or will result in budget changes, you’ll need to request a
meeting or phone call with
the funder.
http://www.whitehouse.gov/omb/circulars
18 of 19
5. Challenges, Successes, and Lessons: If your organization has
encountered specific challenges in implementing the program,
or has had great
success in some area, let the funder know. And if there are
lessons that have been
learned that will inform the future work of your organization,
explain that as well.
6. Attachments: Attaching pictures, news clips, letters from the
people benefitting from
the program, or other relevant information can bring the report
alive and engage the
funder more deeply. Don’t overdo it, and don’t do it at all if the
funder asks you not to.
Reports, like any other important documents must pass up a
chain of command for
sign-offs before being submitted. When establishing the
reporting calendar, schedule in
time for submission of drafts to supervisors, draft revisions, and
final sign-off.
An Outlook or other electronic calendar can be used to schedule
reports and remind staff

members of deadlines, and a master reporting calendar can be
established on a
spreadsheet. Just be sure that someone is minding that shop.
Don’t Forget Partner Organizations
Most grant proposals include some sort of collaboration with
other organizations. These
partnerships are usually critical to implementing a program and
sometimes involve the
sharing of grant funds through subcontracts. When the funded
proposal includes
partnerships with other organizations, it’s critical to make a
strong start together and
avoid misunderstandings. To accomplish that:
1. Immediately inform partner organizations that your
organization has been awarded
the grant.
2. Provide partner groups with a copy of the grant proposal, or
at least with that portion
of the proposal that spells out their involvement program
implementation
3. If your organization will be sharing grant funds with other
organizations, draft
contracts regarding the sub-grant relationships and provide your
partners with copies
for review and discussion. While contracts will be specific for
each partner
organization, at a minimum each should spell out agreements
concerning:
• The amount of funds to be provided, and the payment schedule
(funds should

be provided incrementally in response to deliverables)
• Reports required and deadlines
• Services to be delivered and timeline
• Consequences of non-compliance with contract agreements
4. Hold a meeting of partners to celebrate the grant award, to
review each organization’s
role, to agree on reporting deadlines, and to finalize start-up
plans. Be sure the dis-
cussions are recorded.
19 of 19
Announce it to the Community
A grant award increases your organization’s capacity to serve
the community and shows
that funders are willing to invest in its work. Some funders
request that their grant
contributions be announced to the public, but even when they
don’t, it’s a good idea.
Let the public know what’s happening, highlight your
organization’s commitment to the
cause, and publicly thank your funder for the support. It’s a
good investment in
community relations, and funder relations, and may even help
build future support for
what you’re doing.

1 of 5
Where’s the Money?
Once you understand your organization’s mission and priorities,
you’re ready to begin
identifying funders that might be a good fit.
Let’s start with a few key points:
1. There are no shortcuts to finding the right funding source.
Nothing can replace
thorough research.
2. Look beyond the obvious funders to find a wider group of
prospects.
3. Grantmakers can change interest areas, application processes,
and staff. Always get
the most up-to-date information.
4. Get strong community support before seeking funding outside
your community. Local
support can build a potential funder’s confidence in your
organization.
5. Grantmakers receive tons of requests for funding. Don’t
waste their time–or yours–
with requests that don’t align with their interests.

BE STRATEGIC
Your task is to identify all potential funders whose interests
align with your organization’s
mission, priorities, and program plans. Sometimes you’ll focus
your search on
grantmakers for a specific program. That’s fine. But to build a
grant funding program that
will be most productive over time, it’s best to explore the entire
universe of grantmakers
to find those that are the best fit for your organization.
Don’t approach this task in a hit-or-miss manner. Lots of
internet sites provide lists of
foundations and announcements of upcoming foundation or
government funding
opportunities, and you may run across some promising
opportunities there. But
browsing free sites and responding to list-serve announcements
puts you in a
disorganized, reactive position that won’t produce the best
results. Learn about the
serious research tools available then use them in a well-
considered, strategic way to find
appropriate funders.
There are two general types of grant funders: government and
private.
By Patty Hasselbring and Kevin Wiberg

2 of 5
GOVERNMENT GRANTMAKERS
Grantmakers exist at all levels of government, from the federal
level down to the local
level.
RESEARCH TOOLS FOR FEDERAL GRANTMAKERS
There are several resources available for identifying federal
funding programs, and each
requires that you think broadly about the terminology you use in
identifying your
organization’s interests.
To get started, think about the problems or issues your
organization is addressing and
brainstorm key words and phrases to use in your research. For
example, if your
organization’s work focuses on teen substance abuse, key words
and phrases might
include substance abuse, drug abuse, addiction, health, alcohol,
drugs, youth
development, adolescents, teens, drug abuse treatment, drug
abuse counseling, etc.
Here are three primary tools for identifying federal funding.
The Catalog of Federal Domestic Assistance (CFDA)
(www.cfda.gov) This is the best
place to begin your search for federal grant funding programs.
The CFDA is a free online
database of all federal domestic assistance programs including
grants, loans, and other

types of assistance.
The CFDA is searchable by keyword, type of assistance, target
population, as well as
other fields. To avoid frustration, start with rather broad search
words and phrases. You
can always narrow your search later. When using phrases,
enclose them in quotation
marks. When you find funding program that might be a good
match:
• Read the program listing carefully. Is your organization
eligible?
• Visit the relevant federal agency’s website to learn all you can
about the program.
• Contact the agency’s designated staff member if there are
important questions you
can’t answer from studying the CFDA or the federal agency’s
website.
Grants.gov (www.grants.gov) If your organization plans to
apply for federal funding, it
should register with Grants.gov. You can use this resource to
search for grant programs,
and it is also the portal through which many grant applications
must be submitted. To
register with Grants.gov, you will also have to register with the
Central Contractor
Registry (CCR). Instructions on registering with CCR can be
found on the Grants.gov
website. Your organization will also need a Dun & Bradstreet
number (known as a
D-U-N-S number). You can get one easily at
fedgov.dnb.com/webform. Registration is
free and does not commit your organization to making a specific

application for funds.
http://www.cfda.gov
http://fedgov.dnb.com/webform
3 of 5
The Grantsmanship Center (www.tgci.com) The Center’s federal
information database
is comprehensive and user friendly. It is available by
subscription to Grant Domain or
through membership in the Center’s Alumni Program. Among
its advantages: (1) You can
find information in one place, because each morning the Center
researches all sites on
which announcements are posted and compiles a list that
includes brief information and
links to all relevant URLs. (2) The Center’s site archives
application guidelines so that you
can access last year’s RFP to begin work on a grant competition
that may not open for
many months. (3) Because the site is user-friendly and provides
quick links to all federal
agencies, it’s convenient and saves you time.
RESEARCHING STATE, COUNTY, AND MUNICIPAL
GRANTMAKERS
State, county, and municipal grantmakers rarely have a
structured, user-friendly way of

letting applicants know when a grant competition will open – or
even that a grant
program exists. For the most part, to unearth the possibilities,
grantseekers have to
become detectives. A few words of advice:
1. Call the offices of government officials and ask if there is a
system that makes grant
application announcements available to the public. If there isn’t
(as is often the case),
ask how you can learn about grant opportunities.
2. Visit government websites and explore the various
departments to see if grant
programs appear to be available.
3. Speak to elected officials about what resources might be
available.
PRIVATE GRANTMAKERS
Non-governmental funders include private foundations,
community foundations,
corporate foundations, and federated grantmaking organizations
such as United Way.
As a part of your research, look for any connections that may
help your organization
build a relationship with the funder’s board or staff members.
Establishing a relationship
with a foundation prior to submitting a proposal is a basic
strategy that is worth the time
and effort.
RESEARCH TOOLS FOR PRIVATE FUNDERS

Like the search for government funds, the starting point for
private funders is a list of key
words and phrases. This list will be similar to the one you used
for government funders,
but expand it with words relating to the type of support you’re
looking for, and your type
of organization. For example, if one of your organization’s
priorities is to reduce
health-care inequities by building a free community health
clinic, you might use key
words and phrases such as capital support, health, health care,
social justice, free clinics,
health care inequity, low income, and uninsured. And you’ll
want to target foundations
http://www.tgci.com
4 of 5
that have expressed interest in your organization’s geographic
service area. While there
is no single, free database of information on all foundations,
using the primary resources
discussed here will help you conduct thorough research.
The Foundation Center (www.foundationcenter.org) This
organization maintains an
extensive database of foundation information that you can
access through online
fee-based subscription services. But they also support a
nationwide network of
cooperating collections – public and government libraries or

nonprofit information
centers that make their databases and other information
available to the public at no
charge. You can find the closest cooperating collection by
visiting the Foundation
Center website at http://foundationcenter.org/about/locations.
Some general
information is available for free on the website, but to conduct
structured research, you’ll
have to use one of the paid subscription services.
Guidestar (www.guidestar.org) This organization collects
information on all nonprofits
in the United States and makes it available to the public. You
can use basic aspects of
their database for free; all you have to do is register. (To dive
deeper, you’ll have to pay a
fee.) Because foundations are nonprofit organizations, when you
search the Guidestar
database for nonprofits by zip code, they’ll show up along with
your colleague nonprofits.
This is a free and easy way to identify foundations within a
specific geographic area.
The Grantsmanship Center (www.tgci.com) maintains a
continuously updated database
of information on private grantmakers. You can access it
through a paid subscription to
GrantDomain or as a benefit of membership in The
Grantsmanship Center Alumni
Program. This user-friendly database includes only funders that
have staff and who
accept proposals, or who occasionally issue calls for
applications.
Foundation Websites are hugely helpful, but unfortunately only

a small percentage of
foundations actually have websites. If they do, study them. You
may be able to find
details on their missions and giving interests, past grants
including amounts and
purposes, application guidelines, names of officers and staff.
Read everything on the
website. The more thorough your research, the better equipped
you will be to make
contact with the foundation.
Foundation Tax Returns. These are called 990-PFs, are public
information, and are an
indispensable research tool. For researching the many
foundations that don’t have
websites, they’re absolutely essential. Guidestar.org, discussed
above, is an excellent
resource for accessing 990-PF tax returns. Once you complete
the free (and quick)
registration, you can access three years of tax returns for free.
You can also access
990-PFs through The Foundation Center’s Foundation Finder, a
free service available on
the home page.
http://www.foundationcenter.org
http://foundationcenter.org/about/locations
http://www.guidestar.org
http://www.tgci.com
http://www.guidestar.org/Home.aspx
http://foundationcenter.org/find-funding/990-finder

5 of 5
State and Regional Directories. Organizations and publishers
have developed state-level
foundation directories for most states or regions. Some are in
print format, some on CD,
and some are free online. They can be found at Foundation
Center Cooperating
Collections and are often available at local libraries. Use a web
search engine to look for
a foundation directory for your state.
STRUCTURING A SEARCH FOR PRIVATE GRANTMAKERS
Use the available research tools to search for private grant
makers that align with the
mission and priorities of your organization, and that fund in the
geographic region you
serve. Use the key word lists you’ve developed, and don’t limit
your research only to
grantmakers who are appropriate for an immediate funding
need. Instead, develop a
repository of information that can support your organization’s
work for the long-run.
Start by using a good database, and then use the 990-PF tax
returns to fill in the blanks
where necessary.
As you examine information on grantmakers, keep these
questions in mind.
• Do they limit funding to specific geographic areas?
• Are their expressed areas of interest aligned with those of
your organization?
• What’s the typical grant award amount for an organization

such as yours?
• Do they accept unsolicited applications? If they don’t, a
relationship is critical.
• Does the foundation have staff? Those who do are more
approachable than the large
percentage that don’t.
Even the most extensive databases available do not show every
grant that a funder has
made, to whom, and in what amount–and that information is
critical. So unless a
foundation maintains a thorough website or publishes a full
annual report, the only place
you’ll find that information is in its tax return. Information
about grant awards is found in
Section XV (page 10 or 11). Many foundations attach a list near
the end of the 990-PF.
As you move along in your research, analyze what you’re
finding and strategize about
how you can use it. Do you see grantmaking trends? Can you
find connections with
foundation officers or staff members? The more you know about
a foundation, the
better prepared you are to talk to its staff and board members
and, ultimately, to submit
a proposal.

GRANTSMANSHIP
MORE THAN WRITING A PROPOSAL
GRANTSMANSHIPIDENTIFYING FUNDING
SOURCESIDENTIFYING COLLABORATORSPREPARING
THE PROPOSALPREPARING THE BUDGETCOLLECTING
ATTACHMENTS AND APPENDICESFOLLOW-UP WITH
POTENTIAL FUNDER(S)
IDENTIFYING FUNDING SOURCES
GOVERNMENT Federal StateLocal
IDENTIFYING FUNDING SOURCESPRIVATE
FOUNDATIONSSet up by wealthy individuals or
familiesUsually has one source of fundingUsually grants
according to specific wishes through a trustEmphasis may be
local, regional or national, based on terms of the trustGoverning
body usually not representative
COMMUNITY FOUNDATIONSSet up by agents of wealthy
persons, e.g. banksUsually has various sources of fundingMay
have multiple trust to administerHas a local emphasisHas a
representative governing body

CORPORATE DONORS
INDIVIDUAL DONORS
IDENTIFYING COLLABORATORSLOCAL AND STATE
GOVERNMENT AGENCIESPRIVATE SOCIAL SERVICES
AND HEALTH AGENCIESCOMMUNITY ADVOCACY
GROUPSCOMMUNITY BASED
ORGANIZATIONSCHURCHES AND OTHER RELIGIOUS
ORGANIZATIONS
PREPARING THE PROPOSAL
TIPS:Write clearly and conciselyProof read all sectionsClearly
mark all sections and number pagesClearly mark all
Attachments and AppendicesFollow guidelines about
packagingUse type size and style that is easy to readPrepare a
cover letterCheck address labelsCheck due date and
interpretationFollow guidelines for content and number of
pagesUse format provided by potential funding sourceIf there is
no format provided, follow general outline such as the
Grantsmanship Center’s format
PREPARING THE PROPOSALGrantsmanship Center’s
FormatProposal Summary (similar to an abstract)Introduction -
Tells about your organization
Organization Mission and Goals
History
Significant Accomplishments

Anything unique about your
organization
Support from other organizations
PREPARING THE PROPOSALProblem Statement or Needs
Assessment
Document that the problem exists
Use literature to support your position
Use agency statistics to support your position
Use any other data collected from or about the
target population to support your position
Make sure that what you want to do about the
problem is workable
PREPARING THE PROPOSALProgram Objectives
Make sure that you state your objectives in terms of
outcome
Make sure that your objectives are measurable,
attainable and time limited
Outcome relates to the effect of
an intervention
Examples:
1. children reading at higher levels
2. parents having better parenting skills

3. adolescents understanding conflict resolution techniques
4. recovering persons better understanding relapse
triggers
EXAMPLES OF OUTCOME OBJECTIVES
To improve the reading levels of 25 children by at least 50%
over a six month period.By June 30, 1998, 25 children will
show an increase in their reading levels by at least 50 %.
PREPARING THE PROPOSALMethods or Program Description
Describe in detail how you plan to accomplish your
objectives
Provide a timetable or workplan for your program
Describe all program components
Discuss key staff and any other resources such as
volunteers
Provide a step by step statement of how the
program will operate during the funding period
Include copies of any assessment instruments and
other program tools in the Appendix
PREPARING THE PROPOSALEvaluation
Describe how you will evaluate the outcome of
your program
Describe how you will evaluate process issues
Include copies of any evaluation tools in the
Appendix

PREPARING THE PROPOSALLogic Modeling
Preparing a Logic Model describing the relationships
among the resources you have to operate your program, the
planned program activities and the changes or results you hope
to achieve, including long term impact, enhances the proposal.
Preparing the ProposalBudgeting
Follow the prescribed format provided by the funding
sourceInclude only budget items that are justified by the
program as described in the proposal
PREPARING THE PROPOSALBudgeting (when there is no
specific format provided by the funding source)Prepare a
detailed line item budgetPrepare an overall budget
summaryPrepare a budget justification in narrative format
PREPARING THE PROPOSALFuture Funding
Discuss how you will fund the program when
grant funds run out.
Discuss any ways in which you will generate
funds through fees, dissemination of publications and reports,
etc.
Useful WebsitesNational Foundation Center
http://www.fdncenter.org

Grants . Gov
Figure 2. Sample Gantt Chart
Activities
Dates
November 1,2015
November 15, 2015
December 1, 2015
December 15, 2015
January 1, 2016
January 15, 2016
1. Present findings to Executive Staff
2. Develop Coalition
3. Develop Curriculum
4. Schedule Training Seminars

5. Program Implementation
6. Submit Final Report, Including Evaluation Findings
Figure 3. Blank Gantt Chart
Activities
Dates
1. Present findings to Executive Staff

2. Develop Coalition
3. Develop Change Project
4. Schedule Training Seminars
5. Program Implementation
6. Formulate and Submit written Evaluation

The Problem Statement or The Needs Statement
The Needs Statement Should be Compelling
This sets the framework for the entire proposal
You want to introduce the issue or problem to the funder
You want to document that it is a serious issue or problem
You want to convince the funder that some kind of response is
needed
You want to document your claim that the issue is critical with
current and reliable data
This statement is key to moving the proposal forward
Basic Rules for the Needs Statement
The need being addressed in the statement should have a clear
relationship to an organization’s mission
The needs statement should focus squarely on those the
organization serves and their specific needs, rather than the
organization’s needs, unless an organizational capacity-building
grant is being sought
Any assertions about the problem should be well supported with
evidence (statistics, facts, expert views, trends found in the
experience of doing the work, etc.)

The organization must be able to directly connect – and
substantiate the need described in the proposal with the
organization’s ability to successfully respond to the need (that
ability will be described in another section of the proposal, but
has to be considered when stating the need)
The need statement must be easily digestible. Avoid using
jargon, and do not make the reader have to work to understand
the point. Graphs and charts with data to support the case are
often good additions to the proposal, as they present the data in
the most compelling way
Individual case stories also can add a compelling effect to the
proposal
Activities or Steps to be Taken
Who is responsible
Start Date
Completion Date
Required Resources
Constraints or Anticipated Obstacles
Proposed Counter-measures for Anticipated Obstacles
1. Convene Advisory Committee

2. Develop Curriculum
3. Recruit Program Participants
4. Develop Evaluation Tools
5. Conduct First Parenting Class and Administer Pre-test
6. Conduct Final Parenting Class and Administer Post test

7. Analyze Evaluation Findings
8. Prepare Final Report
9. Make Presentation to Board of Directors
Figure ?. Implementation Work Plan – Parent Education
Program
Logic Modeling

Enhancing Program Planning and Evaluation
*
What is a Logic Model?A systematic and visual way to present
the relationships among the resources you have to operate your
program, the planned program activities and the changes or
results you hope to achieve.
*
*
In Other Words, a Logic Model…Explains what the program
expects to achieve and how
Depicts how you believe your program will work.
*
*
Why Use a Logic Model?To Plan as a planning tool, it enhances
ability to explain program concepts to stakeholdersTo Manage
As a management tool, it guides program monitoringTo
EvaluateAs an evaluation tool, it structures and informs the
assessment of progress and program success
*
*
Building a Basic Logic ModelStart constructing a logic model

as soon as you have a program idea
Involve a variety of stakeholders in informal logic model
construction, it can encourage a sense of ownership of the
program and its evaluation.
*
*
Two Aspects of the Program Logic ModelIt shows the resources
that will go into the program;Using arrows, it communicates the
cause-and-effect relations, as you think they will be, between
the program activities and the outcome that you hope to
achieve.
*
*
Simplified Program Logic Model (example 1)
*
*
Facilities,
Equipment
And Materials
Evidenced-
Based
Practices
Mentoring
Support
Resources
Professional
Development
Educators Skilled &
Competent in arts

Integration Practices &
Techniques
Outcomes
Impact
Outputs
Activities
Number
Participating
in
Professional
development
activities
Educators applying
Integration Practices
& Techniques in the
classroom
Increased/Enhanced
Arts Integration
Educational Practices &
Techniques Among
K – 12 educators
Simplified Program Logic Model (example 2)
*
*
Facilities,
Equipment
And Materials
Evidenced-

Based
Curriculum
Arts and
Classroom
Teaching
Teams
Resources
Classroom
Arts
Integration
Activities
Outcomes
Improved
Academic
Performance
Among
Students
Impact
Outputs
Activities
Student
Projects &
exercises
Enhanced
critical
Thinking,
Analytical
& problem
Solving
skills
Students

With
Positive
Attitudes
About
School
Logic Model – Another View
*
*ResourcesActivitiesOutputsOutcomesImpactFacilities,
Equipment
And Materials
Evidenced-
Based
Curriculum
Mentoring
Support
Professional development
Classroom
Arts
Integration
Activities
Number
Of Educators Completing
Professional
Develop-
ment
Activities
# and type of student
projects &
exercises

Educators Skilled &
Competent in educators arts
applying Arts
Integration Practices
& Techniques in the
classroom
Increased/Enhanced
Arts Integration
Educational Practices &
Techniques Among
K – 12 educators
Improved
Academic
Performance
Among
Students
Begin at the End – Describe Desired Results
Basic Components of the Program Logic Model Part I

OutputsEvidence of service delivery Data about activities as
units of services provided by the programThe number of people
involved, taught, counseled, etc.Outputs are mere numbers, they
do not reflect impact, benefits or changes
*
*
OutcomesSpecific benefits or changes for participant during or
after participating in the programBenefits such as changes in
knowledge, attitudes, behaviors, skills, status or level of
functioningKnowledge and skill change (short-term)Behavior
change (intermediate)Values (attitudes/beliefs) change (long-
term)
*
*
ImpactsThe future positive social changes to which program
outcomes are expected to contribute.
The long term and greater good sustainable changes that the
program hopefully will create
*
*
Next Consider Actions and Resources to Bring About Change
Basic Components of the Program Logic Model Part II
InputsInputs (i.e., resources) Materials and resources that the
program uses in its activities to serve clientsEquipment,

materials, staff, money, volunteers, facilities, etc
*
*
Program ActivitiesProcesses or activities that the program
undertakes with the participants in order to meet their
needsTeaching, counseling, feeding, follow-up services,
etc.Activities must contribute to desired outcomes
*
*
Program Logic Model Step by Step
Begin at the End
Specifying ResultsStep 1. What outcomes (short and long term)
do you expect to achieve?
Step 2. What service delivery targets do you hope to reach
through implementation?
Step 3. What impact do you expect to achieve in the
community?
*
*
Be SMARTOutcome objectives should be
SpecificMeasurableAchievable RealisticTimed
*
*

Specifying Program ActivitiesStep 4. Knowing what you know
about factors affecting the problem and what works to solve
problems, what activities have you planned to implement? Is
there a logical link between activities and desired results? Does
the proposed program address factors identified in the problem
statement?
*
*
Identifying Required ResourcesStep 5.What resources are
needed to carry out the proposed activities?
What resources are available to support the specific activities?
What influential factors can be counted on for support?
*
*
Assessing FeasibilityStep 6. Is there a gap between available
resources and required resources?
Can program modifications be made without threatening the
integrity of the program?
If so, can the same level of results be expected?
*
*
Refine Step 7Refine or revise program model as deemed
necessary.Specify Output and outcome indicators and
targetsTargets– the number and/or percentage of participants
you want to achieve the outcomeIndicators -- Observed and

measurable milestones toward an outcome target
*
*
*
*
Specify Results
Step 1
Outcomes
Step 2
Outputs
Step 3:
Impact
Describe Action/Resources
Step 4
Specify
Program
Activities
Step 5
Identify
Resources
Step 6
Assess
Feasibility
Step 7
Refine Program
Specify Targets &
Indicators

Tip/Recommendation 1Make sure your logic model is supported
by existing evidence (i.e., has an evidenced-based theoretical
framework)
*
*
Tip/Recommendation 2The time of a program planner and
evaluator may be more effectively used if—from the first
meeting onward—you have a complete program map to study
together.
Work with your evaluator in the development of the logic
model.
*
*
Tip/Recommendation 3
Be sure you and your evaluator are in agreement about the logic
model and that the evaluation is built consistent with the model.
*
*
Tip/Recommendation 4Your Logic Model is a valuable
navigational tools – the road map to your program’s
destinationOnce you have set your course, follow your
“program” road map, deviating only when necessary.
*
*

Tip/Recommendation 5Make changes to your course only when
unanticipated obstacles and challenges impede your progress
and when the reason for change is vital to reaching the desired
destination.
*
*
Tip/Recommendation 6Carefully describe any changes in your
journey and the rationale for the change. This will be important
for another excursion or for future travelers
*
*
*
Defining Clear Goals and Objectives
*
*
Purpose of Goals and Objectives
Once you have clearly defined the need your organization is
trying to address, the next step is to develop solid goals that
clearly define what the organization is trying to accomplish
through its program and also to establish measurable objectives

that will indicate the organization’s progress toward its goals.
*
*
Program Goals are Tied to the Needs Statement
A funder will want to know the goals that relate directly to
the stated need, so those goals should be included in this section
of the proposal
*
*
Definition of a Goal
A goal is a focus or accomplishment, supported by a series of
objectives. It states a general direction towards which efforts
are directed.
Goals are broad, brief statements of intent that provide focus or
vision for planning.
Goals are warm and fuzzy, non specific, non-measurable, and
usually can not be attained
*
*
Definition of an Objective
An objective is a significant step toward a goal, or a precise,
measurable, time-phased result.Objectives are much narrower
than goalsThere are two types of objectives (process objectives
and outcome objectives)
*
*

What is a Process Objective?
A process objective focuses on a process to achieve the
impact.
Example1: To provide at least 20 hours of parenting skills
education to 40 parents with children attending the ABC
Elementary School over a six month period.
Example 2: By June 30, 2009, 40 parents of children attending
the ABC Elementary School will attend at least 20 hours of
parenting skills education.
*
*
What is an outcome objective?
An outcome objective state a desired result.
Example 1: A minimum of 40 parents of children attending the
ABC Elementary School will be able to identify and explain the
effectiveness of three or more alternatives to corporal
punishment by June 30, 2009.
Example 2: After three parenting skills classes, 40 parents of
children attending the ABC Elementary School will show
increased knowledge of alternatives to corporal punishment.
*
*
The Difference Between Process and OutcomeProcess refers to
the activity or method.It is the means to an end.In Logic

Modeling, process objectives are the outputs
componentOutcome refers to the results.It is the desired end.In
Logic Modeling, outcome objectives are the outcomes
component.
*
*
Language Helps to Distinguish Between Process and Outcome
Process statements usually begin with phrases like:To
provideTo implementTo trainTo serveTo deliver
Outcome statements usually begin with phrases like:To
reduceTo increaseTo decreaseTo enhance
*
*
Requirements for ObjectivesObjectives should be stated in
quantifiable termsOutcome objectives should be stated in terms
of outcomes, not activities or process.Outcome objectives
should specify the result of an activity.Objectives should
clearly identify the target audience or community being
served.Objectives should be realistic and capable of being
accomplished within the time frame indicated.
*
*
The SMART Test for Objectives
S – SpecificM – MeasurableA – AchievableR – RealisticT –
Time-framed
*
*

Side by Side Comparison of Goals and Objectives
Goals are: BroadGeneral
intentionsIntangibleAbstractCannot be validated
Objectives are:NarrowPrecise intentionsTangibleConcreteCan
be validated
*
*
Objectives Define What Will Be Measured to Assess Program
Success.
*
*
DEVELOPING THE PROPOSAL Methods or Program
Description
Sections of the Grant ProposalCover LetterExecutive summary
or proposal summaryNeed statement or statement of need or
problem statementGoals and ObjectivesMethods or strategies –
program descriptionEvaluationSustainability

The Methods Component of the Proposal
PURPOSE:
… systematically walks grant makers or funding sources
through the process and activities the organization proposes to
carry out in order to accomplish the objectives of the program
NOTE: Methods are also referred to as
activities or strategies
Overview of the Methods Section
Basic Essentials Included The Methods Section:
Elements that are inflexible (such as date of completion,
dollars available, staffing needs)
Activities needed to be carried out to meet the objectives
Starting and ending dates of the activities;
Individuals responsible for completing each activity
Criteria for selecting program participants;
Support /justification for using the approach or model
Contents of the Methods Section
Description of the activities proposed for implementation to
achieve the objectivesSpell out the methods to be used in the
programGive the reasons for choosing the specific
methodsSupporting information and data
Contents of the Methods Section
State whether the methods selected are already in place in the
agency or new

Describe the staff who will administer the program and their
qualifications
Describe the population to be served by the program and
provide a justification for using this population
Define the Elements of the Program
The Systems Model:
Inputs
Throughputs
Outputs
(Excerpts extracted from Kettner, Moroney & Martin, 2008)
Elements of the Program
Inputs
Clients or consumers;
Staff;
Material resources
Facilities; and
Equipment, etc.
Throughputs or Activities

Service Definition – the focus of the program; broadly defines
the services proposed in the program;
Service Tasks – helps to define the activities that go into the
provision of the service;
Method of Intervention – the ways in which the service may be
delivered
Outputs
Units of Service – usually measured in three ways a) episodes
contact units; b) material units; or c) time units;
Service Completion – define the finished product or the service
completion indicator; and
Quality - discuss the efforts to address the standards or
specifications accepted by the recognized authorities (p. 163)
Writing the Methods Section of the Proposal Sync the
organization’s methods to the program’s objective and need
statement;Demonstrate that the program methods are congruent
with the program budget;Discuss the rationale for selecting the
chosen methods; Detail the facilities and capital equipment
available for the proposed project;

Writing the Methods Section of the Proposal Include a timeline
– present activities in iterative phases that concludes with the
desired results;Discuss who are the service recipients and how
they will be selected to participate in the program
Management / Staffing Plan
Management and Staffing plans are closely related and usually
appear together in a grant proposal
Management Plan – Lets the funder know that your organization
has the capacity to implement/operate the proposed project
Staffing Plan - Provides detailed information about the key
people (or positions) in your project
Begin with mission/history
Describe how project fits within organization
Include an Organizational Chart
Present the Project Director/Coordinator
Include key staff time (% or FTE)
Include volunteers
COLLABORATION IS IMPORTANT
Collaborative partners are individuals/organizations that will
take an active role or contribute resources to your project.
Can be a strong advantage in attracting fundingCollaborators
with proven track record, etc.

Keep descriptions brief
Explain the purpose of each partnering agency/
organization and what they bring to the table
TOOLS THAT CAN HAVE USE IN DEVELOPING THE
METHODS SECTIONLOGIC MODELGANT CHARTWORK
PLANTIMELINE
Budget
The Budget has three parts as follows:
The first is the Budget Summary. (Use the format below.)
(Note: This is not a table or figure and does not get numbered.)
Next, comes the Budget Detail. (Beginning on a new page,
provide a basis for cost estimates for each item in each of the
above categories.) This step is really needed in order to prepare
the budget summary, although the summary appears before the
detail. In other words, prepare the budget detail and then
prepare the summary. However, in your paper, the budget
summary appears on the page before the budget summary
Lastly, there is a Budget Narrative. (Beginning on a new page,
provide explanations as needed for various budgeted items.)
Budget Summary

Item
This Request
Agency funds
Other
Total
A. Personnel *
(Salaries, wages &
fringe benefits)
B. Consultant & Contracted
Services
C. Supplies
D. Equipment
E. Space

F. Travel
G. Postage
H. Printing &
Photocopying
I. Other (e.g. phone/ facsimile)
Total Project Cost
*Estimate only the cost of implementing the project, i.e., pro-
rate and multiply by the total number of hours implementing the
project.

Budget Detail
Item
Total
A. Personnel:
·
Subtotal
B. Supplies:
·
Subtotal
1. Space:
·
Subtotal
2. Travel:
·
Subtotal
3. Postage:
·
Subtotal
Printing & Photocopying:
·
Subtotal
4. Other (e.g. phone/ facsimile):
·
Subtotal

Total Project Cost
$0.00
Budget Narrative
A. Personnel:
B. Supplies:
C. Space:
D. Travel:
E. Postage:
F. Printing & Photocopying:
G. Other:
Total:
The total expenses associated with implementing this project
are $__________.
Budget
The Budget has three parts as follows:
The first is the Budget Summary. (Use the format below.)
(Note: This is not a table or figure and does not get numbered.)
Next, comes the Budget Detail. (Beginning on a new page,
provide a basis for cost estimates for each item in each of the
above categories.) This step is really needed in order to prepare
the budget summary, although the summary appears before the
detail. In other words, prepare the budget detail and then

prepare the summary. However, in your paper, the budget
summary appears on the page before the budget summary
Lastly, there is a Budget Narrative. (Beginning on a new page,
provide explanations as needed for various budgeted items.)
Budget Summary
Item
Requested Funds
Agency in-kind Contributions
Other
Total
A. Personnel *
(Salaries, wages &
fringe benefits)
B. Consultant & Contracted
Services
C. Supplies
600
2,000
$2,600
D. Equipment

E. Space
F. Travel
G. Postage
H. Printing &
Photocopying
I. Other (e.g. phone/ facsimile)
Total Project Cost
55,000
*Estimate only the cost of implementing the project, i.e., pro-

rate and multiply by the total number of hours implementing the
project.
Budget Detail
Item
Total
A. Personnel:
· Project Coordinator $50,000 @25%
· Trainer $500 per day for 20 days
· Fringe Benefits @ 30%
$12,500
$10,000
$6,750Subtotal
$29,250B. Supplies:
· Office supplies $25 per month x 12 months x2 staff = $600
· Two computer stations @ $1,000 each = $2,000
$2,600Subtotal
1. Space:
· 150 sq feet @ $10 per square
·
$15,000Subtotal
2. Travel:
·

Subtotal
3. Postage:
·
Subtotal
4. Printing & Photocopying:
·
Subtotal
5. Other (e.g. phone/ facsimile):
·
Subtotal
Total Project Cost
$55,000.00
Budget Narrative
A. Personnel:
There will be two staff on this project. The coordinator will
work 25% on this project. The other 75% of her time is spent
on client intake for the adoption service. The second staff
person will be the life skills trainer who will conduct 40 half
day sessions totaling an effort of 20 days .
B. Supplies:
C. Space:
D. Travel:
E. Postage:
F. Printing & Photocopying:

G. Other:
Total:
The total expenses associated with implementing this project
are $__________.
Outline for Grant Proposal
Final Due: October 26, 2019
Students – you are to create a grant proposal that includes the
sections discussed below. When considering your approach to
completing this assignment, write the proposal as if you were
asking me to fund the new innovative program/project that you
developed as a result of your research. In addition to the
proposal outlined in the following sections, each student should
have a cover letter to his/her proposal. See the sample cover
letter in your textbook. Appendices to this outline are provided
to help you with objectives and evaluation design decisions.
1. Proposal Introduction (1 page-2 points)
a. Develop a brief explanation of the proposal content. This is
an overview of what the Funder can expect to read in the grant
proposal (deal with this section as if you were developing an
abstract). Save the background of the problem for the statement
of need section.
2. Statement of Need (3 pages-5 points)
a. Explain to the Funder the background of the issue and set the
foundation of a compelling argument for why your proposal
should get funded.
b. Use information from the following sources to establish the
rationale for why your proposal is deserving of funding: the
literature reviewed for your annotated bibliography, findings
from the Surveys, Focus Groups, and/or qualitative interviews,
any pre-existing data from your agency, government
publications, and other organizations.

3. Project Goals and Objectives (1 page-5 points)
a. Explain to the Funder what your overall goal will be and your
outcome objectives. You should have two or three outcome
objectives.
b. Remember to use S.M.A.R.T. objectives (Appendix A).
c. Objectives should be Outcome rather than Process.
4. Project Logic Model (1 page-3 points)
a. Explain the theory behind the logic model concept and the
rationale for using it.
b. Using the logic model format that you were provided, show
the Funder what resources will be needed, how they will be
used, what outcomes are anticipated, how the
outcomes/objectives will be evaluated, and the overall impact of
the project.
5. Project Description (4 pages – 10 points)
a. Give a detailed narrative of how you envision the funded
project operating. List and describe the activities that will be
included in the project design. This section should include at
least the following:
· Who will receive the services, how will they be recruited, and
screened, what will be the eligibility criteria for participation,
and what will be the intake process
· List and describe each of the service components
· Describe the flow of services, or how will the participants
move through the service sequence
· How many units of service will be provided for each service
component
· Who will provide the services and what will be their
qualifications
· Include a workplan/or Gantt chart

6. Project Resources and Budget (3 pages-5 points)
a. Using the sample that you are provided, complete a budget
for the proposal. Be sure to consider expenses, as well as
possible in-kind contributions.
b. The budget that you will use has a summary and a detail
section, which address the major funding elements (make sure
that the columns and rows add up). The narrative section is
where you will write a justification for what you included in the
budget.
7. Project Monitoring and Evaluation Plans and Measures (2
pages-5 points)
a. Explain to the Funder what methods will be used to evaluate
the outcomes of your proposed program.
b. Be certain to discuss whether the evaluation is formative
and/or summative and how evaluation findings will be used.
c. Be certain to explain all methods, both quantitative and
qualitative.
d. Be certain to explain whether the evaluation design is
Experimental, Quasi-Experimental, or Non-Experimental, and
include any limitations to the evaluation methodology.
e. Describe and attach any data collection instruments and
questions.
f. Plans for sustaining funding for the program if the outcomes
are positive. This refers to planning for funding after the
requested funding period has expired.
Appendix A
SMART Objectives

Specific
Measurable
Attainable
Realistic
Time-specific
Example:
By December 11, 2019, all MHS students will increase their
knowledge about grant proposal writing by 85%.
Appendix B
Evaluation Research Designs
Purposes of Evaluations
Formative-
An assessment conducted during the operation of an
intervention or program. It provides information about the
implementation of the program as it relates to the initial
program design. “Is the program doing what it’s supposed to be
doing?”
Summative-
A review conducted at the end of a program or intervention
cycle as an assessment of the accomplishments. “Were program
goals met?”
Evaluation Designs
Experimental Design-
Experimental (true) research/evaluation design is a method
using random selection to develop experimental groups and

control groups. The experimental group would receive the
“new” intervention under review, while the control group would
not. Ethical consideration would suggest that the control group
would continue to get their standard level of treatment. Through
observation or other testing, any changes in the experimental
group could be attributed to the intervention, if all other aspects
of the environment for the two groups were equal.
Quasi-Experimental-
The primary difference between experimental and quasi-
experimental designs is random selection. There is no random
selection of group members in the quasi-experimental design,
but there can be control groups and other approaches.
Non-Experimental-
If there is no control or comparison group, this is called a non-
experimental design: sometimes called pre-experimental design.

1 of 19 Winning Grants Power PackJumpstart your grant .docx

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Ähnlich wie 1 of 19 Winning Grants Power PackJumpstart your grant .docx

Ähnlich wie 1 of 19 Winning Grants Power PackJumpstart your grant .docx (20)

Mehr von jeremylockett77

Mehr von jeremylockett77 (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

1 of 19 Winning Grants Power PackJumpstart your grant .docx