Winning grants step by step pdf

Winning Grants Step by Step The Complete Workbook for Planning, Developing, and Writing Successful Proposals FOURTH EDITION

Tori O’Neal-McElrath

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O’Neal-McElrath, Tori, date. Winning grants step by step : the complete workbook for planning, developing, and writing successful proposals / Tori O’Neal-McElrath. — Fourth edition. pages cm. — (The Jossey-Bass nonprofi t guidebook series) Includes bibliographical references and index. ISBN 978-1-118-37834-2 (paper/website) 1. Proposal writing for grants. 2. Nonprofi t organizations—Finance. I. Carlson, Mim, date. Winning grants. II. Title. HG177.C374 2013 658.15’224—dc23 2013014312

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Other Titles in the Jossey-Bass Guidebook Series How to Write Successful Fundraising Appeals, Third Edition, Mal Warwick

Powered by Pro Bono, Taproot Foundation

Content Marketing for Nonprofi ts: A Communications Map for Engaging Your Community, Becoming a Favorite Cause, and Raising More Money, Kivi Leroux Miller

The Nonprofi t Marketing Guide: High-Impact, Low-Cost Ways to Build Support for Your Good Cause, Kivi Leroux Miller

The Executive Director’s Guide to Thriving as a Nonprofi t Leader, Second Edition, Mim Carlson, Margaret Donohoe

Strategic Communications for Nonprofi ts: A Step-by-Step Guide to Working with the Media, Second Edition, Kathy Bonk, Emily Tynes, Henry Griggs, Phil Sparks

The Budget-Building Book for Nonprofi ts: A Step-by-Step Guide for Managers and Boards, Second Edition, Murray Dropkin, Jim Halpin, Bill La Touche

v

Contents

Website Contents vi

List of Figures, Samples, and Worksheets vii

Acknowledgments ix

The Author xi

How to Use This Workbook xiii

Introduction An Overview of the Grantseeking Process 1

STEP 1 Developing the Proposal Idea 13

STEP 2 Developing Relationships with Funders 21

STEP 3 Writing a Compelling Problem Statement 31

STEP 4 Defi ning Clear Goals and Objectives 39

STEP 5 Developing the Methods 49

STEP 6 Preparing the Evaluation Component 55

STEP 7 Developing Sustainability Strategies 65

STEP 8 Developing the Program Budget 71

STEP 9 Writing the Organization Background Component 85

STEP 10 Writing the Proposal Summary 91

STEP 11 Putting the Package Together 97

STEP 12 Sustaining Relationships with Funders 105

Bibliography 111

Resources A. What Is a Foundation? 113 B. How to Research Funders 117 C. Resources for Grantseekers 121

Index 125

vi

Website Contents

Worksheet 1.1: Proposal Idea Questionnaire Worksheet 2.1: Letter of Inquiry Questionnaire Worksheet 3.1: Statement of Problem Questionnaire Worksheet 4.1A: Goals and Objectives Exercise Worksheet 5.1: Methods Exercise Worksheet 6.1: Evaluation Planning Questionnaire Worksheet 7.1: Future Funding Questionnaire Worksheet 8.1: Revenue and Expense Budget Worksheet 9.1: Organization Background Exercise Worksheet 10.1: Summary Questionnaire Worksheet 11.1: Final Proposal Checklist Budget Template: Multiyear Budget Template: One Year Budget Template: Swim 4 Life Program Sample Proposal: Capacity Building for Museum Consultant Sample Proposal: Common Grant Application for Autism Program Sample Proposal: Electronic Application for Deaf Teen Pregnancy

Prevention Sample Proposal: Electronic Application for Disease Advocacy

Program Sample Letter of Intent: To a New Prospect for Scholarships Sample Letter of Introduction: For a Food Bank’s Expansion Resource A: What Is a Foundation? Resource B: How to Research Funders Resource C: Resources for Grantseekers

vii

List of Figures, Samples, and Worksheets

Introduction Figure I.1: 2011 Contributions: $298.42 Billion by

Source of Contributions (in billions of dollars—all fi gures are rounded) 4

Step 1 Worksheet 1.1: Proposal Idea Questionnaire 16

Step 2 Sample Letter of Inquiry 25 Worksheet 2.1: Letter of Inquiry Questionnaire 27

Step 3 Sample Problem Statement 34 Worksheet 3.1: Statement of Problem Questionnaire 36

Step 4 Worksheet 4.1A: Goals and Objectives Exercise 45 Worksheet 4.1B: Objective Worksheet Completed for

the Swim 4 Life Program 46

Step 5 Sample Timeline (Abbreviated Version) 51 Sample Methods Component 52 Worksheet 5.1: Methods Exercise 53

Step 6 Sample Evaluation Component 60 Worksheet 6.1: Evaluation Planning Questionnaire 61

Step 7 Sample Sustainability Component 67 Worksheet 7.1: Future Funding Questionnaire 69

viii List of Figures, Samples, and Worksheets

Step 8 Sample Budget Justifi cation 80 Worksheet 8.1: Revenue and Expense Budget 83

Step 9 Sample Organization Background Component 88 Worksheet 9.1: Organization Background Exercise 89

Step 10 Sample Summary 92 Worksheet 10.1: Summary Questionnaire 94

Step 11 Sample Cover Letter 98 Worksheet 11.1: Final Proposal Checklist 102

ix

Acknowledgments

THIS WORKBOOK IS a coming together of all aspects of the winning grants process: prospect research, program planning, grantwriting, proposal sub- mission and follow up, and relationship building and stewardship. In this fourth edition, Winning Grants Step by Step will continue to augment the many workshops and clinics and the various forms of consultation avail- able on proposal writing.

Special acknowledgments specifi c to this fourth edition go to three extraordinary individuals, all of whom were also strong devotees of the fi rst three editions of this workbook. Ashyia Johnson is a contributing author to this edition, serving as the primary writer for Step 8 (Budgets). Ashyia brings over fi fteen years of fi nance and budget experience in both public and private sectors. She has spent the past fi ve years in project man- agement and leadership roles in the federal government, where her primary focus is on budgetary and fi nancial matters. She is also an active member of several nonprofi t volunteer organizations, including Delta Sigma Theta, Inc., Jack and Jill of America, Inc., and the Junior League of Washington where she serves in various roles that involve fi nancial and program planning, as well as fundraising. Sheryl Kaplan is back again from the third edition to contribute several sample proposals for successfully funded grants. Sheryl is an eighteen-year veteran as a grantwriting consultant and has her own consulting practice, SKaplan Grants. Patricia Sinay is a second contribut- ing author to this edition, and is the primary writer for Step 4 (Goals and Objectives). She brings more than twenty years of experience working with nonprofi ts and foundations. She now runs Community Investment Strate- gies, a consulting fi rm she founded where she specializes in collaboratives, board development, nonprofi t capacity building, and philanthropic program development. Patricia teaches a class on public service at the University of California, San Diego, and is in frequent demand as a speaker and facilitator at conferences and workshops.

xi

The Author

TORI O’NEAL-McELRATH has more than twenty-fi ve years of experi- ence in the areas of organizational development, fundraising, program design and implementation, and capacity building with a broad range of nonprofi t organizations and foundations. Since 2009, Tori has served as the Director of Institutional Advancement at the Center for Community Change (CCC), a national nonprofi t focused on building the power and capacity of low-income people, especially low-income people of color, to have a signifi cant impact in improving their communities and the policies and institutions that affect their lives. Prior to joining the senior manage- ment team at CCC, she was the founding principal of O’Neal Consulting, a full-service organizational development practice that specialized in multi- funder collaborations, board development, fundraising, strategic planning, and interim executive leadership. She has successfully raised millions of dollars from foundations, corporations, and individuals throughout her years as a consultant, staff person, board member, and volunteer. Over the years, Tori has taught major gifts fundraising while on the faculty of the University of California Los Angeles Extension, and grantsmanship, annual fund campaigns, and nonprofi t management workshops through various volunteer centers. She has served as a presenter and facilitator at numerous local, state, and national conferences, and was most recently a contributing author to Nonprofi t 101: A Complete and Practical Guide for Leaders and Professionals (a Wiley Publication).

xiii

How to Use This Workbook

WINNING GRANTS STEP BY STEP, Fourth Edition will walk the reader, step by step as the title implies, through the basic grantwriting process and will clearly illustrate that conducting thorough research up front, following directions, building relationships, and implementing sound program plan- ning is what best positions organizations to win grants. By employing the strategies as outlined, grantseekers will signifi cantly increase their ability to turn organizational programs, projects, and even general operating needs into proposals worthy of the full consideration of funders.

This is a hands-on, user-friendly workbook that guides the user through the various stages of development that will enable organizations to take an idea or concept and make it come to life in the form of a proposal. Real-life examples, samples of materials, worksheets to support grantseekers as they create materials, and helpful tips can be found throughout the workbook. Guidelines, suggestions, and exercises prepare the reader to tackle proposal development for various organizations in the nonprofi t arena—commu- nity-based agencies, educational institutions, hospitals and clinics, and research organizations. “Reality Checks” and “Helpful Hints” offer brief focused guidance. “Defi nitions,” unless otherwise stated, are provided by the Nonprofi t Good Practice Guide (www.npgoodpractice.org/Glossary), a project of the Johnson Center at Grand Valley State University. One of the new features of Winning Grants Step by Step, Fourth Edition is that it has a companion website, josseybass.com/go/winninggrants. This website contains all of the worksheets found at the end of each chapter, live links to the references provided in Resource C (Resources for Grantseekers), and sample proposals.

Ultimately, the worksheets and other activities are crafted to assist in developing proposals and letters of inquiry to meet the requirements of funding institutions of various types—corporate, private, operating, family, and community.

Winning Grants Step by Step, Fourth Edition is crafted with three kinds of individuals in mind: (1) entry-level grantwriters, (2) other organizational staff and volunteers with limited knowledge or experience of grantwriting, and

http://www.npgoodpractice.org/Glossary
http://josseybass.com/go/winninggrants
How to Use This Workbookxiv

(3) people with some experience who are seeking a refresher in “grantwrit- ing 101.” Though grantwriting basics can be generally applied to all types of grant processes, this workbook focuses primarily on foundation grants, with some limited focus on corporate grants. Several resources on other sorts of grants can be found in the Resources for Grantseekers section on the website.

This workbook is modeled on creating proposals for program funding, and can easily be adapted for general support and other proposals as well. Winning Grants Step by Step, Fourth Edition targets this basic truth: a grant proposal must clearly articulate a well thought out, well-crafted program that both inspires confi dence in the nonprofi t’s ability to successfully implement it and fi ts within the interests of the funders who will receive it. Funders are looking to make strategic investments with their limited grant resources, and they need to see a direct connection between the organization’s program and community need(s) being met—and they need to see how grantseekers will track and measure their success.

Almost every organization out there addressing community needs has good ideas. The key to winning grants is to match those good ideas with funders who are interested in the same actions and outcomes.

Step One of this workbook walks grantseekers through the process of developing a proposal idea.

Step Two provides guidance on introducing a project to possible funders, as well as some helpful ideas about ways to develop relationships with funders, which is a critical component in winning grants.

Steps Three through Ten focus on the specifi c process components that will take ideas from a concept to an effective proposal.

Step Eleven walks grantseekers through the fi nal step in the process, submitting a proposal.

Step Twelve focuses on how to sustain relationships with funders after the grantmaking process has concluded—whether the program was funded or not.

Finally, the Resources for Grantseekers section, which can be found both in the book and on the companion website, addresses key components of the grantseeking process, such as prospect research, and offers a number of direct links to directories, guides, tutorials, portals, and actual foundation websites, as well as other websites deemed potentially helpful to the users of this workbook.

Incorporated throughout Winning Grants Step by Step, Fourth Edition are samples that are intended to highlight what a particular step is addressing. These samples focus on the work of the Swim 4 Life program, whose mis- sion is to empower youth in the underserved communities throughout King County, Any State, through high-quality programs to utilize the discipline

How to Use This Workbook xv

of swimming to improve physical fi tness, nurture self-esteem, and acquire the confi dence to advance their lives. The Swim 4 Life program is fi ctitious, but based on a similar real-life organization.

The best way to use Winning Grants Step by Step, Fourth Edition is to actu- ally go through it step by step, crafting a grant proposal along the way. This workbook is unique in that is structured to follow a process typically used when preparing a proposal; grantseekers can develop a proposal of their own while reading the book and completing the exercises.

Remember, there is no magic to navigating the grantseeking process or to preparing successful proposals. These activities simply take good planning, good writing, good research, and an approach that is geared to a prospec- tive funder with whom the organization has developed a good relationship.

1

Introduction An Overview of the Grantseeking Process

LET’S START WITH THE OBVIOUS: every nonprofi t organization, from start-ups to well-established, local community organizations to national affi li- ate organizations, consider foundation grants both a desirable and essential source of funding support. Compared to other revenue generating options, grants appear to take less effort and yield a larger reward. In many respects, that is true. However, the word “appear” is important: while grant seeking is relatively inexpensive in comparison to other fundraising strategies and can, in fact, yield large award amounts, it does have expenses associated with it, including a signifi cant amount of dedicated staff (and possibly consulting) time for research, program planning, budgeting, and attention to details and various deadlines. A strong proposal—that is, a well-written, well-organized, and concise proposal—can bring in substantial income for organizational programs.

That being said, not every organization is ready to pursue or receive grant funding. So before an organization starts on the path of seeking grant funding, or attempts to move up from smaller grants to grants of larger amounts, the staff and board should ask itself: Is the organization ready for grant funding or a signifi cant increase in grant funding?

Organizational leadership should start by answering these fi ve sets of questions:

1. Are the organization’s mission, purpose, and goals already well- established and articulated? Does the organization have its strategic plan or annual operating plan in place?

2. Does the organization have solid fi nancial procedures and systems in place? Does it have the ability to effectively track, monitor, and report on how it expends both restricted and unrestricted grant funds?

Winning Grants Step by Step2

3. Does the organization have the necessary staff in place to ensure that it can deliver on its stated goals and objectives? Can it do what it promises? If not, does the staff leadership possess the ability to effec- tively get the right staff in place should the organization be awarded a grant?

4. Is the organizational leadership prepared to do what it takes to meet the requirements that come with receiving grant funding? These requirements may vary greatly depending on the amount and source of the funding, and might include some or all of the following: producing quarterly, semiannual, or annual progress reports (including fi nancial updates relative to the grant); conducting ongoing program evaluation; participating in special training; and attending conferences and meetings (particularly if the funding relates to a special initiative of a foundation). Meeting grant expectations might also require the organization to expand its services, increase its offi ce space, and support staff expansion (with human resources efforts, information technology, and training).

5. Does the organization have solid access to—and understanding of—technology? Foundations of all sizes and focus areas are switching to online submission processes, and many conduct nearly all of their communication with their grantees and prospective grantees via email. In addition, does the organization have an online presence in the form of a website? While not a mandatory tool with most foundations, an organization with a website presents as technologically “in step.” An organization needs to honestly assess whether it has the basic technology in place to communicate with funders and access and engage in the grantseeking process online.

If an organization can answer yes to these fi ve groups of questions, it is well positioned to begin the grantseeking process.

In many instances a well-prepared and clearly articulated proposal can build an organization’s credibility with grantmakers, whether the organization is initially successful in securing a grant or not. Nonprofi ts that have the respect of grantmakers are often proactively sought after to work on issues of particular concern to both themselves and the funders. Often this funder solicitation comes in the form of a targeted funder initia- tive. This provides both the grantmaker and the nonprofi t with a unique opportunity to collaborate on a larger scale than they would under an individual grant.

Introduction—an Overview of the Grantseeking Process 3

More funders of all types (public, private, and operating foundations, as well as some government funders) are engaging in community or issue convenings, or both, as a routine part of their work. Participation in these types of convenings is another solid way to engage potential funders.

Grantseeking is, naturally, the most popular way for nonprofi ts to secure funding for programs; however, it is but one of several ways an organization can potentially raise funds. There are many different fundraising campaigns that may increase revenues—and visibility—for an organization, includ- ing (but not limited to) direct mail and email efforts, social media strate- gies involving Facebook, Twitter, and various other social media outlets, mobile strategies, membership drives, work place giving, special events, donor giving clubs, “thons” (as in walk-a-thons, dance-a-thons, and jump- a-thons), and more. These strategies should all be kept in mind in addition to grantseeking as a part of a well-rounded fundraising plan. Not only is a diversifi ed fundraising plan something grantmakers like to see, but it is vital to a nonprofi t’s ongoing work, as gaining support is important to build shared ownership in the nonprofi t by constituents and other supporters, so it remains well grounded. Also, grantseeking is a process that takes time. Some grant cycles take as long as six months from the time a grant proposal is submitted to the time an organization learns whether it has been funded. Then, if an organization is awarded a grant, it might take up to another few weeks before funding is received—which is increasingly being done by wire transfer as opposed to mailing a paper check (once again a reference to the increased need for organizations to have appropriate technology in place). If an organization is in need of immediate funds, writing a grant proposal is not the most effective way to raise it in most cases, although there is always an exception to the rule.

Nonprofi t organizations have seen some fairly signifi cant shifts in the funding climate over the last few years, but one thing remains the same, particularly for larger organizations: the vast majority of the funds raised in the private sector come from individuals, not foundations. The chart in Figure I.1 illustrates this point.

Government funding, delivered through grants from federal, state, and local agencies, adds billions of public dollars that are not factored into the chart in Figure I.1. That said, government funds are typically offered for projects aimed at very narrow target audiences and qualifi cations, so grantseekers should do their homework to ensure that there is indeed a match worth investing the time to produce these typically onerous grant proposals—it will most certainly take time and clear intention, not to mention the fairly signifi cant due diligence to steward this kind of funding once secured.

Winning Grants Step by Step4

FIGURE I.1 2011 Contributions: $298.42 Billion by Source of Contributions (in billions of dollars—all fi gures are rounded)

Individuals $217.79 73%

Foundations $41.67 14%

Bequests $24.41 8%

Corporations $14.55 5%

Source: Giving USA Foundation, Giving USA 2011: The Executive Summary of the Annual Report on Philanthropy for the Year 2011. Glenview, Ill.: Giving USA Foundation, 2012.

Categories of Support Organizations are dynamic and have varied fi nancial needs, which typically fall into one of the following categories:

• Operating (general support or unrestricted income). This is the fund- ing nonprofi ts need to pay rent, utilities, and the other everyday costs associated with running the organization—the basics that allow it to

Reality Check All foundations are not created equal. Many—though by no means all—national foundations are, by and large, directing the lion’s share of their grants to larger organizations (national nonprofi ts, includ- ing those with affi liates throughout the nation, major universities, hospitals, museums, and the like). Yet there are literally thousands of local, regional, and statewide foundations that fund various-sized orga- nizations. Smaller and mid-sized foundations are often located in the very communities of the organiza- tions themselves. Therefore, organizations seeking grants need to be diligent about conducting thor- ough prospect research up front and before the fi rst word is written for any new grant proposals. This is also all the more reason for grantseekers to state their case clearly throughout its proposal.

Introduction—an Overview of the Grantseeking Process 5

fulfi ll its mission. Typically, the sources of general operating funds are individuals (through annual fund campaigns, direct mail campaigns, and special events), earned income, and grants.

• Program (temporarily restricted income). Program or special project funding is of primary interest to most grantmakers, be they founda- tions, corporations, or even government agencies. It is funding that organizations receive to start a new program, continue running or expanding an existing program, or launch a time-limited project.

• Capacity building. This special project funding is used for a targeted effort to increase an organization’s capacity to better support its mission and fulfi ll its particular administrative or fundraising goals. Some foundations are willing to invest in capacity-building grants to organizations doing great work.

• Capital or equipment. Funds for capital support are often raised through a targeted fundraising drive known as a capital campaign or through seeking special equipment grants. These intensive efforts—designed to generate a specifi ed amount of funds within a specifi ed time period for construction, remodeling and renovation, building expansion, or the purchase of land or equipment—typically involve large-scale individual major gift solicitations, followed by substantial support from foundations and corporations. Some govern- ment agencies also provide funds for capital projects.

• Endowments. Funds for endowments are often generated through bequests and planned gifts; that is, through giving by an individual to an organization under the terms of a will or trust. Endowment funds may also be received as part of a capital or endowment campaign, using the methods for raising capital or equipment funds. In some cases, a longtime funder dedicated to an organization over a period of time may be willing to make an endowment grant, which may be a way to solidify their support of said nonprofi t or may be a part of an exit strategy on the part of the grantmaker, particularly if they have been funding the nonprofi t for a while. Generally the endowment principal is held as a long-term investment for the organization, and the interest income is used each year for operating needs.

There are other categories of support that might be considered under one of the categories already outlined or might be stand-alone. These include

• Planning. This is the funding nonprofi ts need to support a continuing process of analyzing program data, making decisions, and formulat- ing plans for action in the future, aimed at achieving program goals.

Winning Grants Step by Step6

• Research. Funds awarded to institutions to cover costs of investigation and clinical trials. Research grants for individuals are usually referred to as fellowships.

The Proposal Process There is no secret or trick to writing a winning grant proposal. The keys to success are

• Documenting an unmet community need, which the grantseeker is in a position to address

• Developing a clear plan for the program (or operations growth or capital work)

• Researching funders thoroughly

• Building strong relationships with funders

• Targeting proposals carefully

• Writing a concise proposal

Whether preparing a proposal for a foundation or a corporation, the process of proposal writing will be essentially the same. Organizations will

• Identify an unmet need that said organization can or should address

• Determine if other organizations within the community they service are currently attempting to address this unmet need

• Develop the plan to meet the need

• Determine whether there are potential partners or collaborators

• Identify potential funders and begin to build relationships with them

• Write the proposals, with each being tailored specifi cally for one potential funder

• Engage in strategic follow-up once the proposal has been submitted

Defi nitions Earned income. “Money received by an organization in return for the sale of a product or rendered service.” Capacity building. “The development of an organization’s core skills and capabilities, such as leadership, management, fi nance and fundraising, programs, and evaluation, in order to build the organization’s eff ectiveness and sustainability.”

Introduction—an Overview of the Grantseeking Process 7

This book covers the proposal process in detail in Steps One through Twelve. The major components of a proposal are as follows:

• Cover letter: a short letter that accompanies the proposal and briefl y describes its signifi cance

• Executive summary (or proposal summary or summary): a very brief (usu- ally one to two pages) overview of the proposal

• Problem statement (or statement of need or need statement): a compelling description of the need to be addressed by the grantseeker

• Organization background (or background statement): a presentation of the nonprofi t’s qualifi cations to carry out the proposed project

• Goals and objectives: a description of what the organization ultimately hopes to accomplish with a program (goal), and a spelling out of the specifi c results or outcomes to be accomplished (objectives)

• Methods (or strategies): a description of the programs, services, and activities that will achieve the desired results

• Evaluation: a plan for assessing program accomplishments

• Sustainability: a presentation of the nonprofi t’s strategies for develop- ing additional funding to continue the program after the initial grant funding is over

• Budget: a line-item summary and narrative of program revenues and expenses

A proposal’s format and length will vary depending on the grantmaker. In general, proposals contain the same key components to help funders understand that an organization has a sound plan that meets an important need and will make a positive impact on whomever it serves. The format laid out in this book is commonly used among funders but is by no means the only format possible. In fact, as previously mentioned, many funders large and small are moving to an online grant proposal process. These pro- cesses, while sometimes limiting an organization’s ability to go deeper in explanation and details due to space limits, typically follow to a large degree the step-by-step process outlined in this book.

The step-by-step process is a useful and hands-on way to develop an organization’s thoughts and present its program. After following these well- defi ned steps, it will be much easier to put the results into whatever order the funder requests. The importance of following each grantmaker’s guidelines cannot be emphasized enough. These guidelines will walk grantseekers through each funder’s requirements for proposal development, packaging, and submission. The proposals on the Winning Grants Step by Step, Fourth Edition

Winning Grants Step by Step8

website show some of the different formats required by different funders. Many foundations belong to a regional association of grantmakers (RAG); RAGs provide education, networking, and services to their members and advocate for foundations’ interests and concerns with policymakers. Members of a RAG may use a common statewide or regional application form (some examples of which can be found on the website), which makes the process of grantseeking easier. Be sure to check with your local RAG to fi nd out if common applications exist in your area.

Types of Proposals Broadly speaking, there are three types of proposals.

A letter of intent (or letter of inquiry) is generally a two- or three-page summary (though some funders may request a specifi c number of pages) submitted when the funder wishes to see a brief description of the project before deciding whether to ask for a longer, more detailed proposal. This document must focus on how the proposed project fi ts the priorities of the funder. It should also clearly describe the need and outline the plan to meet it.

A letter proposal is the type most often requested by corporations. It is typically a three- or four-page description of the project plan, the organiza- tion requesting the funds, and the actual request. The letter proposal and the letter of intent are often confused by grantseekers. The difference between a letter proposal and a letter of intent is this: In the letter proposal grant- seekers are actually requesting funds. In the letter of intent grantseekers are only introducing their idea to the funder in order to determine whether the funder has an interest in receiving a more detailed proposal.

The long proposal (or full proposal), a format that includes a cover letter and a proposal summary, is the type most often requested by foundations. Corporations should not receive this format unless they specifi cally request it. Long proposals range from fi ve to twenty-fi ve pages, with most funders being interested in receiving about seven to ten pages, plus attachments. In the longer proposal, the grantseeker has an opportunity to give many details about the project and its importance to the community. When using this longer format, grantseekers should make sure that the funding request—the actual dollar amount—is not hidden. It should appear in the cover letter and in the summary as well as in the body of the proposal.

Foundations employing an online grant submission process will abide by much of what is outlined above, although the space for each step is likely to be more condensed than a typical document proposal, so grantseekers should be prepared for that eventuality.

Introduction—an Overview of the Grantseeking Process 9

Tips for Writing Proposals There are three basic things grantseekers should keep in mind when con- ceiving their proposals:

1. Picture the reader of the grant as a friendly and fairly educated person who hasn’t been around in a while and doesn’t have a clue about the work of the organization, but she’s interested. What would the grant- seeker share to transfer excitement and a sense of mission?

2. Be sure to use compelling facts, but equally important, be sure to tell compelling stories that highlight what the organization does, how it does what it does, and why it matters. Put a face, place, and situation to the facts to make them real.

3. Always keep in mind that a grant is not just a grant; it is an invest- ment on the part of the funder. Foundations have limited resources and are focused on advancing the foundation’s mission. Therefore, it is important to their board and the larger community that they make smart investments.

The heart and soul of an organization’s proposal will come from those who have identifi ed the problem or unmet need and conceptualized the program to address it; they must be an integral part of the proposal devel- opment process. Grantseekers need to decide on one person to write the proposal—either the staff person with the strongest writing skills or an outside grantwriter—and have that person working closely with those who developed the program to be funded. Keep in mind that the pro- posal will suffer if the writer selected—whether internal staff or outside grantwriter—does not have an understanding of what the project is, why it is important to the community, and why the organization seeking funding is best qualifi ed to undertake the project. And even when the writer does have this understanding, it is essential to have the program staff involved in the development of the grant proposal.

Stick to the following principles when preparing the proposal:

• Follow the grant guidelines. Organizations do not want their proposal dismissed on a technicality, which happens more than most grant- seekers think. It is common for grantmakers to make explicit the format they want followed. Make the proposal visually attractive, but do not overdo it. Whenever possible, break up the written page. Use a reasonable font size, and use bulleted lists and other formatting tools to make each page look inviting—but follow the instructions outlined by each individual funder.

Winning Grants Step by Step10

• Get the facts straight. Make sure data are relevant and up-to-date to support the need for the program. General data to help set a frame- work for the statement of need are worthwhile, but the most impor- tant data are the facts and fi gures specifi c to the geographical area served, target audience, and other key elements.

• Do not make the organization’s proposal so bleak that the reader sees no point in trying to address the problem. Use an affi rming writing style, and present a well-reasoned, thoughtful presentation. A grant proposal should contain some elements of emotional appeal yet also be realistic and factual.

• Be aware that many grantmakers read the executive summary fi rst, followed closely by the program budget. If they go beyond the executive summary and budget—congratulations; at a minimum their interest is sparked. For this reason, grantseekers should consider developing the proposal summary last.

• KISS (Keep It Sweet and Simple). Avoid jargon and do not overwrite. Make it easy for someone who probably is not an expert in a par- ticular fi eld to read, understand, and successfully digest the entire proposal. Jargon (specialized words that only people in the relevant fi eld will understand) acts as a barrier to understanding, and people cannot be sympathetic to things they cannot comprehend. Be thrifty with words, particularly now in the age of online proposals, where word limits are typically in place, but do not sacrifi ce information that is critical to making the case for the project.

• Get some honest feedback on the proposal before submitting it to a funder. Ask one or two people (maybe a staff or board member or even some- one outside your organization) to review the proposal carefully. Does everything make sense? Is the need clear? Do the proposed objec- tives (Step Four) and methods (Step Five) seem to be an appropriate response to the identifi ed unmet need? Use the answers to these ques- tions to strengthen the fi nal proposal.

• Remember that one size does not fi t all. After developing a proposal, study the guidelines of each prospective funder identifi ed as a possi- ble match for the program and tailor the proposal for each one accord- ingly. It is true that most funders want the same basic information. That said, it is also true that they request it in different formats, which will require reordering sections, cutting and pasting, and possibly relabeling some sections (for instance, the problem statement may become the need statement). Occasionally, additional material

Introduction—an Overview of the Grantseeking Process 11

may need to be added or some material deleted from the original version. By tailoring the proposal for each funder, each proposal reviewer will potentially be provided with confi dence that the proposal is responding to the specifi c grantmaker’s concerns.

• Plan ahead. The grantseeking process typically operates within six- month to nine-month windows, and each funder operates on its own schedule. From the time a proposal is submitted to the time a poten- tial funder responds will be on average six months, and many funders have specifi c deadlines for receiving proposals. Develop a calendar that lists all foundation and corporation prospects and their deadlines. Also maintain a list of each funder’s priorities that seem applicable to the organization’s desired program, and then be sure to clearly spell out the parts of the organization’s program that fi t those priorities. This calendar will help grantseekers stay organized and on track as numerous deadline dates and priority areas are juggled.

13

Step 1 Developing the Proposal Idea

NOW THAT AN INTRODUCTION to the process of preparing a proposal has been given, let’s take that fi rst step! This section of the workbook walks grantseekers through developing the proposal idea by answering some key questions. Before beginning to write a proposal to secure funds to address an unmet need, grantseekers must fi rst determine which programs in the organization are the most “fundable.” That is, which programs are most likely to garner the most interest from grantmakers?

Many funders have a fairly strong preference for investing in new programs and successful continuing programs that are expanding over general operating support or basic program continuation. Again, be sure to do a thorough job of researching prospective funders so that there is a sense of clarity specifi c to the audience with which the organization has to work. Funders might also have an interest in a special project, such as a new time-specifi c project, a capacity-building idea, a set of technology improve- ments, or technical assistance. This workbook uses the idea of expanding a successful pilot program as the model for developing a proposal.

To start developing a proposal idea, begin with the end in mind. The organization has identifi ed an unmet need, or wants to expand on a pro- gram already in existence that is successfully meeting an unmet need. So sit down with everyone involved to begin to fl esh out this program idea— how an organization is going to meet, or grow the existing program to continue meeting, that unmet need it has identifi ed. Use a team approach in developing the plan and involve the appropriate staff, clients, and vol- unteers from the very beginning. The team can develop an initial program plan fi rst or expansion plan, which then will become the basis of the entire proposal.

The importance of having the right people at the table when the program plan is developed cannot be emphasized enough. One of the worst things

14 Winning Grants Step by Step

that can happen to a nonprofi t is to be funded for a program that it then discovers it does not have the ability to successfully implement or, worse yet, a program that does not effectively meet the needs initially identifi ed because it was developed in a vacuum—or in the development director’s offi ce—rather than with the individuals who will be responsible for implementing it.

When preparing a proposal, many writers start with the planning sections (problem statement, goals and objectives, methods, evaluation, program sus-

tainability, and budget) because these sections form the core of the proposal. Then they write the organization background section, fi nishing with the summary and the cover letter. This workbook follows that format, which is easily adaptable to online proposal submissions as well.

The planning sections of the proposal deserve careful attention; without a clearly articulated program plan, it is nearly impossible to get funding. Writing a clear, goal-oriented, thoughtful proposal is crucial. If a grantseeker can’t clearly and effectively explain what they’re doing, why they’re doing it, and how they’re going to do it in a way that is easily understandable, staff at grantmaking institutions will not have what they need to advocate on the organization’s behalf.

A guideline here is that nonprofi ts should expect to focus approximately 70 percent of their time on program planning; the other 30 percent can be dedicated to writing and packaging the proposal. Also, the tighter an orga- nization’s program plan, the easier the proposal will be to write. Go into this process knowing that even with all of the planning, fi ne-tuning of the plan will be necessary as the proposal is being developed—this is common practice.

Logic Models in Program Design What exactly is a logic model? A logic model is a valuable tool that pro- duces a basic program picture that shows how the organization’s program is intended to work. The tool also helps organizations outline the sequence of related events in their programs. These events provide a direct and visual connection between the need for the planned program and the desired results and outcomes expected from the program. A logic model can be particularly useful when it comes to designing the evaluation for a new program. More information on logic models, including examples and online tools, can be found on the website, including actual logic model building portals.

Helpful Hint General operating support. While still not as available as is needed in the nonprofi t arena, there is a growing movement on the part of some funders to invest in gen- eral operating support. Be diligent in the research phase of grantseeking to uncover those funders receptive to receiving a gen- eral operating proposal.

Step 1—Developing the Proposal Idea 15

To get started on developing a compelling proposal idea, complete Work- sheet 1.1. The more thorough the answers, the more helpful the worksheet will be. After answering the questions in Worksheet 1.1, use those answers to identify one specifi c idea to develop using the exercises in this book. To check the merit of the idea identifi ed, ask the Proposal Development Review Questions at the end of this step. Then follow Steps Two through Twelve to create a well-planned proposal. Throughout these steps, this workbook will refer grantseekers to the accompanying website for worksheet examples and templates.

Reality Check Check the fi t. When conducting prospect research, grantseekers are bound to come across many won- derful opportunities presented by grantmakers—special initiatives and pots of funding for specifi c programs and projects within defi ned fi elds of interest. And even though they might sound exciting and worthwhile, always measure every funding opportunity by the organization’s mission. Is there really a fi t—a natural fi t? Or is the organization “growing another foot” to fi t the “shoe” the funder has to off er? Always, always use the organization’s mission and organizational purpose as the primary guide.

Winning Grants Step by Step16

WORKSHEET 1.1: Proposal Idea Questionnaire

1. What new projects is your organization planning for the next two to three years?

Project A:

Project B:

Project C:

Project D:

2. Which of these projects are most compatible with your organization’s current mission and purpose, and in what way?

Project Compatibility

A

B

C

D

3. What is unique about your organization’s project?

Project Uniqueness

A

B

C

D

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Step 1—Developing the Proposal Idea 17

WORKSHEET 1.1: Proposal Idea Questionnaire (Continued)

4. What other organizations are doing this project? Is there duplication of eff ort? Is there potential for collaboration?

Duplicate Project Possible Collaboration Project (with whom) (with whom)

A

B

C

D

5. What community need does each of your organization’s projects address?

Project Need Addressed

A

B

C

D

6. What members of your community—including civic leaders, political fi gures, the media, your organization’s clients or constituents, and other nonprofi ts—support each project?

Project Supporters

A

B

C

D

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Winning Grants Step by Step18

WORKSHEET 1.1: Proposal Idea Questionnaire (Continued)

7. Does your organization currently have the expertise to undertake each project? If new staff is necessary, can the organization manage growth in infrastructure (HR, technology, supervisory oversight, and so forth) eff ectively? (Check each category that applies to each project.)

Project Expertise HR Technology Other (specify)

A

B

C

D

8. Is there internal (board and staff ) support for the project? External support (community leaders, clients, neighbors, and so forth)? (Check the category that applies to each project and specify the type of support.)

Project Internal Support (specify) External Support (specify)

A

B

C

D

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Step 1—Developing the Proposal Idea 19

Proposal Development Review Questions To fi nd out whether the proposal idea being presented has merit, answer the following six questions:

1. What community need does the program or service that the organiza- tion has identifi ed address? (The answer to this question will become the framework for the proposal’s need statement.)

2. What would an improved community situation look like? (This answer will become the basis of the proposal’s goals and objectives.)

3. What can the organization do to improve this situation? (This answer will become the basis of the proposal’s methods.)

4. How will the organization know if its program or service has suc- ceeded? (This answer will become the basis of the proposal’s program evaluation.)

5. How much will the organization’s program or service cost, and what other sources of funding will it have? (This answer will become the basis of the proposal’s program budget.)

6. How will the organization’s program or service be funded in the future? (This answer will become the basis of the proposal’s program sustainability.)

Now that the organization’s proposal idea is successfully identifi ed and framed, let’s move on to Step Two, which addresses a critical part of winning grants: developing relationships with funders.

21

Step 2 Developing Relationships with Funders

BUILDING RELATIONSHIPS WITH FUNDERS is a long-term, sincere, and strategic investment of time and intention. Once it is determined that an organization’s proposed program is solid, time and focused effort needs to be invested in identifying funders who are potentially a match with both the organization and its proposed program, project, or special initiative. Resources on the Winning Grants Step by Step, Fourth Edition website offer links to other sites with detailed information and tips on how to effectively conduct prospect research to successfully identify possible funders. Step Two also provides no- nonsense advice about prospect research and then offers ideas for developing relationships once funders are identifi ed. Please refer to Resource A (What Is a Foundation?) to learn more about what foundations are and how they work.

Making the Initial Approach A grantmaker’s website typically holds all the information grantseekers need to determine whether it is a match. In fact, in this day and age, it is now fairly commonplace for all grant guidelines and supporting materials to be on the website; funders are “going green” in every way and reducing paper consumption. So not only are grant guidelines online but, as mentioned in the Introduction, grant proposals are now routinely submitted online and paperless. Typically, grantseekers will fi nd an abundance of information, including—but by no means limited to—background information on the foundation as an institution, its staff and board of directors, grant guidelines, and special funding initiatives, if any. Most funder websites will also proudly feature current and previous grantees or the programs successfully funded. Foundations, like all 501(c)3 organizations, are required by law to provide access to their Internal Revenue Service Form 990, which is their annual tax

Winning Grants Step by Step22

return. Many may have a link to this document on their websites, or they can be located by visiting Guide Star (www.guidestar.org) or the Foundation Center (www.foundationcenter.org).

These success stories provide the very best indicators of what specifi c funders are likely to fund in the future. Some funders may have additional microsites (separate sites that are linked to the main site) for particular funding initiatives they have launched. That said, other funders may still require additional sleuthing on the part of the grantseeker before they can appropriately glean whether there is truly a match. So in addition to reviewing funder websites, grantseekers should use various search engines to research their previous giving to other organizations and perhaps also to look for feature stories about them (if not found on their websites) or pick up the telephone and call a foundation directly.

But be prepared: this conversation just might lead to a brief discussion of the proposed project or program, so the caller should be ready to talk about it and hit the highlights. Who knows? This may be the start of a great new relationship. After reviewing a grantmaker’s website and other related materials, determine clarity around there being a potentially solid fi t between the organization’s proposed program or project and what the grantmaker says it is interested in funding. Grantseekers need to recognize that the relationship they make with foundation staff is one based on mutual need; they then need to be on a mission to educate foundation staff on what they need from the grantseeker’s organization.

In addition, it is important not to assume that funders know and under- stand the grantseeking organization’s mission or target audience or that the program being presented is addressing a priority of theirs.

Developing the Relationship After establishing that there is a good fi t, relationship building becomes a continuous process that begins before a single word of a proposal is written, and it spans many years. Keep in mind that it is a relationship, rather than a transaction. Good communication with funders should never end, even if and when the organization may stop receiving grants from them. Once a relationship exists, funders like to receive progress reports about how the organization or program they funded is doing. They may also take an inter- est in other compelling ideas that the organization has developed.

It’s not always easy to develop relationships with funders, especially if they have not previously funded an organization. However, the key is the relationship part of that phrase. It’s relationship building, rather than sell- ing, that makes a difference.

http://www.guidestar.org
http://www.foundationcenter.org
Step 2—Developing Relationships with Funders 23

Here are a few concrete ways to approach a funder to open the door to relationship building. These are discussed more fully in the following subsections.

• Send the funder a brief email inquiry.

• Call the foundation and speak with someone regarding your proposal idea.

• Send a brief (no longer than two pages maximum) letter of inquiry to the funder.

• Invite the funder to your organization for a site visit.

While grant guidelines determine a nonprofi t’s initial approach, grant- seekers may have a connection to the funder, either directly or through one or more contacts who can potentially open a door on behalf of the organiza- tion for an initial meeting or phone conversation.

Sending Email Inquiries to Funders Many funders offer grantseekers the option of contacting them via email with questions and funding inquiries. Some grantmakers even provide direct email access to their program offi cers from their websites; others may have an “info@” email that is routed to the appropriate staff person after review. In either case, email is a valuable tool for stimulating further, more meaningful, contact because it provides an opportunity for a brief introduction as a staff person, as well as the organization represented and the program needing funding. At the same time it gives the program offi - cer the time he needs to review the information and potentially respond. Email is far less demanding for program offi cers than a phone call and less wasteful than paper documents. And given the signifi cant shift from paper to electronic processes, email is all the more important. The key is to keep it brief! Resist the urge to write a mini proposal in the email. Grantseekers can also request an in-person meeting or time for a phone conversation in the email, which then provides the funder with options for responding to the communication.

Reality Check Be strategic and err on the side of restraint when using a contact to open a door with a funder. Few things are worse than dealing with a program offi cer who feels pushed into a meeting. Grantseekers always want an invitation, rather than a meeting based on obligation. Think “soft touch” rather than “heavy hand.”

Winning Grants Step by Step24

Contacting a Funder by Telephone Before calling a funder to pitch an idea, be prepared. The person with whom a grantseeker speaks may have only a short time for a conversa- tion, so preparation is essential. Be ready to provide the highlights of the organization’s program within a ten- to fi fteen-minute conversation. This time frame includes the time it may take for the person to ask for clarifi cation of any points. Grantseekers should remember that they are not selling their organization’s program to a funder; they are attempting to make a connection between the program and the funding institution’s interest areas. To actively build a long-term relationship with the funder and with this particular representative, careful and engaged listening to the funder’s needs and providing information the funder wants is extremely important.

In listening to the funder’s needs, one might discover—sometimes very early in the conversation—that there in fact is not a match between the organization’s program and the funder’s current funding priorities; that is why grantseekers should have one or two other program ideas in mind to present as a backup. Do not waste this opportunity with the funder; be fully prepared with information on clearly identifi ed unmet needs that may fi t into the funder’s interest areas.

Writing a Letter of Inquiry A letter of inquiry (or LOI) is sometimes the fi rst step in a funder’s grant- making process, particularly if the relationship between prospective grantee and funder is new. An LOI provides the funder with a “sneak peek” at the organization, target audience, and prospective program, without requir- ing the grantseeker to develop a full proposal at this early stage. After the funder has reviewed the information presented in the LOI, the organiza- tion may or may not be invited to submit a full proposal. Even though an LOI is a preliminary step, it should be treated as a vital part of relationship building. It is an integral fi rst interaction of what grantseekers hope will be many interactions with the funder. If asked to submit an LOI, check to see whether the funder has specifi c LOI guidelines. If it does not, the following list suggests what information to include, as a general rule:

• Organization’s mission and related programs

• The need the organization wishes to meet

• The outcomes expected from the organization’s project

• General details of how an organization will conduct the project

• The potential fi t between the funder and the organization

The sample LOI included in this step presents to a funder the Swim 4 Life Program, which will be used as an example program throughout this

Step 2—Developing Relationships with Funders 25

workbook. This is the letter that the Swim 4 Life program executive director would submit if an LOI was invited by the funder or if the funder accepted unsolicited submissions.

Sample Letter of Inquiry July 17, 2012 Wendy Wonder President XYZ Foundation 0000 Clinton Avenue, Suite 2330 Anytown, Any State 02009

Dear Ms. Wonder: I appreciate the time Anne Jonas has taken to communicate with us about how our programs fi t with

the XYZ Foundation’s funding priorities, and the encouragement she off ered us. Therefore, on behalf of the Board of Directors and staff , I am honored to submit this brief Letter of Inquiry introducing Swim 4 Life, an innovative swimming instruction program by Jane Swimmer, a former U.S. Olympic swimming hopeful and hometown hero. We respectfully request your consideration of a grant of $25,000 to help us expand our programs for low-income youth from two to three schools in the Gathenton School District.

Established as a 501(c)3 organization in 2008, the mission of the Swim 4 Life program is to empower youth in the underserved communities throughout King County through high-quality programs to utilize the discipline of swimming to improve physical fi tness, nurture self-esteem, and acquire the confi dence to advance their lives. This mission is currently being fulfi lled through programs currently operated at Arthur Schomburg Middle School in South Spring and the Rockmore Education Complex High School in Abbington. More than 450 youth have participated since operations began, and we would now like to add Cooperville Middle School, also located in Abbington.

The need for programs like Swim 4 Life is enormous in the communities we serve. Swimming has not been a popular sport in African American or Latino communities in some measure as a result of various factors including access to pools and other safe places to swim. Historically speaking, African Americans were denied access to public pools prior to the civil rights movement—and after in many instances. As a result, this population turned to water holes, ponds, and other unsupervised alternatives, which led to rates of drowning among people of color that far exceed those of whites. For example, according to the Centers for Disease Control and Prevention’s latest report in early 2012, the drowning rate for African Americans between the ages of fi ve and fourteen was more than three times that for whites.

Through a range of summer and after-school services, the Swim 4 Life program teaches children to be “water safe” and to swim, and prepares them for competitive team training if they want to further develop their skills. Our program at one school even provides swim instruction specifi cally for students with disabilities. Our partnership with the Gathenton School District off ers us the opportunity to replicate the programs throughout the cities of Rockmore and South Spring in King County, contributing to improved health and fi tness of hundreds of youth who have been excluded from the sport because of limited access to safe pools.

With your help, we will expand our program from two to three schools in the Gathenton School District and achieve the following specifi c programmatic outcomes with the low-income students and students of color we plan to serve in 2012:

Winning Grants Step by Step26

Now that a sample LOI has been presented and reviewed, take the time to answer the questions in Worksheet 2.1, which is located both at the end of this chapter and on the Winning Grants Step by Step, Fourth Edition companion website, as clearly as possible. This exercise will help in developing a strong letter of inquiry for funders. If grantseekers cannot clearly and articulately answer the questions, that probably means that they need to gather more information before they can effectively complete an LOI.

• 100 students participate in water aerobics classes, which will enable nonswimmers to participate, since classes are conducted in shallow water

• 25 students are trained as Junior Lifeguards and Lifeguards, including seven at Rockmore Education Complex (a high school)

• 58 students participate on a swim team • 37 students participate in swim fi tness classes, workouts for students who already know how to swim

and are looking for an exercise alternative as a part of a healthier lifestyle

• 13 students participate on a water polo team (Note: In previous years, we found that not one of our students even knew what water polo was until the program introduced it as an option)

• 29 students with Individualized Education Programs (IEP) complete the Adapted Learn-to-Swim class • 39 students complete the Learn-to-Swim class

The outcomes listed above represent a 25% increase in the numbers of students we will serve. Because of your commitment to encouraging low-income youth and young people of color to reach

their fullest potential, as well as your geographic focus in King County, we sincerely hope that the XYZ Foundation will join us as our partner in this important program.

The Swim 4 Life Program budget is $468,800, of which $150,000 remains to be raised. So as you can see, your gift of $25,000 for the expanded program will go a long way toward helping us meet our budget. In addition, investing in Swim 4 Life will make a signifi cant impact on the ability of economically disadvantaged King County, Any State, youth to create a brighter future for themselves. If you have any questions, please feel free to call me at (111) 111–1111. We deeply appreciate your invitation of this Letter of Inquiry and trust that you will see enough of a connection between our program and your foundation’s mission that you will invite a full proposal.

Sincerely, Shawn Jones, Executive Director

Step 2—Developing Relationships with Funders 27

WORKSHEET 2.1: Letter of Inquiry Questionnaire

1. What is the purpose of this letter of inquiry? To whom is it being sent, and what is the connection?

2. What year was the organization founded? What year was it incorporated?

3. What is the mission of the organization?

4. What are the long-term goals for the organization?

5. What programs does the organization provide that support these goals?

6. What is the need in the community that you seek funding to address?

7. How, in the organization’s view, is the need related to its programs, long-term goals, and mission?

8. What does the organization propose to do about this need?

9. What outcome does the organization anticipate after the fi rst year of funding?

10. What is the total cost of the proposed idea for the fi rst year, or what is the cost to expand the current program? (Or multiple years if you plan to request multiple-year funding?) How much do you want from this funder?

11. Who will be contacting the funder to determine its interest and when? Whom should the funder contact for more information?

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Winning Grants Step by Step28

Meeting with a Funder Many grantseekers dream of having face-to-face meetings with prospec- tive funders prior to submitting a proposal because they want not only to get clarifi cation from the funders on key issues but also an opportunity to “prime the pump” and get the grantmakers excited about the program even before they receive the proposal. Unfortunately, preproposal funder meetings are few and far between, because funders simply cannot accom- modate every nonprofi t’s request for them. Also, some funders are leery of these meetings because they do not want to raise unrealistic funding expectations in grantseekers. Managing grantseeker expectations is of the utmost importance to the majority of funders: they certainly want to encour- age the submission of solid proposals for programs meeting their interest areas, but they do not want to raise false hope at the same time. Remember: every foundation and corporate grantmaker has a limited amount of funding available for grants every year. That said, if an organization has a contact that already has a strong relationship with a funder, this individual may be able to help broker a meeting. After doing the due diligence of funder research, grantseekers should think about others they know who may also know the funder. Understand also that any early meeting secured with the grantmaker will be very preliminary and in no way ensures that the grant- seeker will receive funds from this source.

If an in-person meeting is scheduled, grantseekers should take materials that best describe the organization and the proposed program. In the meet- ing the grantseeker should attempt to cover the following topics:

• Credibility of the organization

• Need for the proposed project

• Program description

• Community interest in the program

• Proposed outcomes

• Ability to measure success

• Costs and projected revenue sources

• Why this funder’s interests may be met by investing in the program

Time with a program offi cer is likely to be short, so organizations should be prepared to hit the highlights. Listen carefully to the funder’s questions and any concerns expressed, and make sure questions are answered fully and truthfully. These questions and concerns should also be addressed again in the proposal that will be submitted following the meeting, provided there is a good fi t.

Here are some additional steps to take to develop good relationships with funders with whom the grantseeker has spoken:

Step 2—Developing Relationships with Funders 29

• Add the program offi cer to the organization’s mailing list or list serve

• Add the program offi cer to the organization’s newsletter distribution list, and go the extra distance by including a personal note with his newsletter

• Send brief (one- to two-page) progress reports on the successes of the organization’s work—ones that the program offi cer has not funded but that his colleagues at other funding institutions may have funded

• Invite the program offi cer to organization events with personal notes—even if she cannot come, she will remember the contact

• Contact the program offi cer occasionally by telephone or email with brief messages and updates. Include quotes or even notes specifi cally from program constituents

Letter of Inquiry Review Questions 1. Is the name of the program and amount of request clearly stated in

the fi rst paragraph?

2. Does the second paragraph elaborate further on the proposed project, as well as any related projects (when applicable)?

3. Is the organization’s mission statement included?

4. Is the need the proposed program intends to meet clear? Are some preliminary data to support the need for the proposed program included?

5. Are the specifi c program outcomes the program is targeted to achieve described clearly?

6. Is program implementation included?

Reality Check Electronic applications. These come in the form of either an actual web-based portal that grantseekers es- sentially fi ll out/fi ll in, and grant guidelines that instruct grantseekers to email the proposal and required attachments, rather than mailing paper copies. The web-based grant proposal portals have a specifi c space for each proposal component, and they are sometimes limited in the number of words per section. Among funders using electronic applications are the W. K. Kellogg Foundation (www.wkkf.org), The Skoll Foundation (www.skollfoundation.org), The Agnes and Eugene Meyer Foundation (www .meyerfoundation.org/apply-for-funding), and the Hertz Foundation (www.dot hertzfoundation/org/dz /fellowships/application.aspx). Please visit any one of these foundation websites to see clear examples of online application processes. There are more examples located on the Winning Grants Step by Step, Fourth Edition website.