Developing
a
grant
proposal
Preparation
A
successful
grant
proposal
is
one
that
is
well
prepared,
thoughtfully
planned,
and
concisely
packaged.
The
potential applicant
should
become
familiar
with
all
of
the pertinent
program
criteria
related
to
the
Catalog
program
from
which
assistance
is
sought.
Refer
to the
information
contact
person
listed in
the
Catalog
program
description
before
developing
a
proposal
to
obtain
information
such as
whether
funding
is
available,
when
applicable
deadlines
occur,
and
the process
used
by
the
grantor
agency for
accepting
applications.
Applicants
should
remember
that the basic requirements,
application
forms,
information
and
procedures
vary
with
the
Federal
agency
making
the
grant
award.
Individuals
without
prior
grant
proposal
writing
experience
may
find
it
useful
to
attend
a
grant
writing
workshop.
A
workshop
can
amplify
the
basic
information
presented
here.
Applicants
interested
in
additional
readings
on
grants
and
proposal
development
should
consult
the
references
listed
at the
end
of
this
section
and
explore
other
library
resources.
Developing
Ideas
for
the
Proposal
When
developing
an
idea
for
a proposal
it
is
important
to determine
if
the
idea
has
been considered
in
the
applicant's
locality
or
State.
A careful
check
should
be
made with legislators
and
area
government
agencies
and
related
public
and
private
agencies,
which
may
currently
have
grant
awards
or
contracts
to do
similar
work.
If
a similar
program
already
exists,
the applicant
may
need
to
reconsider
submitting
the
proposed project,
particularly
if
duplication
of
effort
is
perceived.
If
significant
differences
or
improvements
in the proposed
project's
goals
can
be clearly
established,
it
may
be
worthwhile
to
pursue
Federal
assistance.
Community Support
Community
support
for
most
proposals
is
essential.
Once
proposal
summary
is
developed,
look
for
individuals
or
groups
representing
academic,
political,
professional,
and
lay
organizations,
which
may
be
willing
to support
the
proposal
in
writing.
The
type
and
caliber
of
community
support
is
critical
in
the
initial
and
subsequent
review
phases. Numerous
letters
of
support
can
be persuasive
to
a
grantor
agency.
Do
not
overlook
support
from
local
government
agencies
and
public
officials.
Letters
of
endorsement
detailing exact
areas
of
project
sanction
and
commitment
are
often
requested
as
part
of
a proposal
to
a Federal
agency.
Several
months
may be required
to develop letters
of
endorsement
since
something of
value
(e.g.,
buildings,
staff,
services)
is sometimes
negotiated
between
the
parties
involved.
Many
agencies
require,
in
writing,
affiliation
agreements
(a
mutual
agreement to share
services
between
agencies)
and
building
space
commitments
prior
to
either
grant
approval
or
award.
A useful
method
of
generating
community
support
may
be
to
hold
meetings
with
the
top
decision
makers
in the community
who
would
be
concerned
with
the
subject
matter
of
the
proposal.
The
forum
for
discussion
may
include
a
query
into
the
merits
of
the proposal,
development
of
a contract
of
support
for
the
proposal,
to
generate
data
in
support
of
the proposal,
or
development
of
a strategy
to create
proposal
support
from
a large
number of
community
groups.
Identification
of
a
Funding
Resource
A
review
of
the Objectives
and
Uses
and
Use
Restrictions
sections
of
the Catalog
program
description
can
point
out
which
programs
might
provide
funding
for
an
idea.
Do
not
overlook
the related
programs
as
potential
resources.
Both
the
applicant
and
the
grantor agency
should
have
the same interests,
intentions,
and
needs
if
a proposal
is
to
be
considered
an
acceptable
candidate
for
funding.
Once
a potential
grantor
agency
is
identified,
call
the
contact
telephone
number
identified
in
Information
Contacts and
ask
for
a grant
application
kit.
Later,
get
to know some
of
the grantor
agency
personnel.
Ask
for
suggestions,
criticisms,
and advice
about
the
proposed
project.
In many
cases,
the
more
agency
personnel
know
about
the
proposal,
the
better
the
chance
of support and
of
an eventual
favorable
decision.
Sometimes
it is
useful
to
send
the
proposal
summary
to
a
specific
agency
official
in
a separate
cover
letter,
and
ask
for
review
and comment
at the
earliest
possible
convenience.
Always
check
with
the
Federal
agency
to
determine
its preference
if
this
approach
is
under
consideration.
If
the
review
is unfavorable
and
differences
cannot be resolved,
ask
the examining agency
(official)
to suggest
another
department
or
agency, which may
be
interested
in the proposal.
A
personal
visit
to the
agency's
regional
office
or headquarters
is
also
important.
A
visit
not
only establishes
face-to-face
contact,
but
also
may
bring
out some
essential
details
about
the
proposal
or
help
secure
literature
and
references
from
the agency's
library.
Federal
agencies
are
required
to
report
funding
information
as
funds
are
approved,
increased
or
decreased
among
projects
within
a
given
State
depending
on
the
type
of
required
reporting.
Also,
consider
reviewing
the
Federal
Budget
for
the
current
and
budget
fiscal
years
to determine
proposed
dollar
amounts
for
particular
budget
functions.
The
applicant
should
carefully
study
the
eligibility
requirements
for
each
Federal
program
under consideration
(see
the
Applicant
Eligibility
section
of
the
Catalog
program
description).
The
applicant
may
learn
that
he
or
she
is
required
to
provide
services
otherwise
unintended
such
as
a service
to
particular
client
groups,
or
involvement
of
specific
institutions.
It
may
necessitate
the
modification
of
the original
concept
in
order
for
the
project
to be
eligible
for
funding.
Questions
about
eligibility
should
be
discussed
with the
appropriate
program
officer.
Deadlines
for
submitting
applications
are
often
not
negotiable.
They
are
usually
associated
with
strict
timetables
for
agency
review.
Some
programs
have more
than
one
application
deadline
during
the
fiscal
year.
Applicants
should
plan
proposal
development
around
the
established
deadlines.
Getting Organized
to
Write
the
Proposal
Throughout
the
proposal
writing
stage
keep
a
notebook
handy
to
write
down
ideas.
Periodically,
try
to connect
ideas
by
reviewing
the
notebook.
Never
throw
away
written
ideas
during
the
grant
writing
stage.
Maintain
a
file
labeled
"Ideas"
or
by
some
other
convenient
title
and
review
the
ideas
from
time
to time.
The file should
be
easily
accessible.
The
gathering
of
documents
such
as articles
of
incorporation,
tax
exemption
certificates,
and
bylaws
should
be
completed,
if
possible,
before
the
writing
begins.
Review
&
Criticism
At
some
point,
perhaps
after
the first
or
second
draft
is
completed,
seek
out a
neutral
third
party
to review
the
proposal
working
draft
for
continuity,
clarity
and
reasoning.
Ask
for
constructive
criticism
at this
point, rather
than
wait
for
the Federal
grantor
agency
to
volunteer
this
information
during the review
cycle.
For
example,
has
the
writer
made
unsupported
assumptions
or
used
jargon
or
excessive
language
in
the
proposal?
Signature
Most
proposals
are
made
to
institutions
rather
than
individuals.
Often
signatures
of
chief
administrative
officials
are
required.
Check
to make
sure
they
are
included
in
the
proposal
where
appropriate.
Neatness
Proposals
should
be
typed,
collated,
copied,
and
packaged
correctly
and
neatly
(according
to agency
instructions,
if
any).
Each
package
should
be
inspected
to
ensure
uniformity
from
cover
to cover.
Binding
may
require
either
clamps
or
hard
covers.
Check
with
the
Federal
agency
to
determine
its
preference.
A
neat,
organized,
and
attractive
proposal
package
can
leave
a
positive
impression
with
the
reader
about
the
proposal
contents.
Mailing
A
cover
letter
should
always
accompany
a
proposal.
Standard
U.S.
Postal
Service
requirements
apply
unless
otherwise
indicated
by
the
Federal
agency.
Make
sure
there
is
enough
time
for
the proposals
to reach
their
destinations.
Otherwise,
special
arrangements
may
be
necessary.
Always
coordinate
such
arrangements
with
the
Federal
grantor
agency
project
office
(the
agency
which
will
ultimately
have
the
responsibility
for
the
project),
the
grant
office
(the
agency
which
will
coordinate
the
grant
review),
and the
contract office
(the
agency
responsible
for
disbursement
and
grant
award
notices),
if
necessary.
Writing
the
grant
proposal
The
Basic Components
of
a
Proposal
There
are
eight
basic
components
to creating
a solid
proposal
package:
(1)
the
proposal
summary;
(2)
introduction
of
organization;
(3)
the
problem
statement
(or
needs
assessment);
(4)
project
objectives;
(5)
project
methods
or
design;
(6)
project
evaluation;
(7)
future
funding;
and
(8)
the project
budget.
The
following
will
provide
an
overview
of
these
components.
The
Proposal
Summary:
Outline
of
Project
Goals
The
proposal
summary
outlines
the
proposed
project
and
should
appear
at
the
beginning
of
the proposal. It could
be
in
the
form
of
a cover
letter
or
a separate
page,
but
should
definitely
be
brief
--
no longer
than
two
or
three
paragraphs.
The
summary
would
be
most
useful
if
it
were
prepared
after
the proposal has
been
developed
in
order
to
encompass
all the
key summary
points
necessary
to
communicate
the objectives
of
the
project.
It is
this document
that
becomes
the cornerstone
of
your
proposal,
and
the
initial
impression
it
gives
will
be
critical
to
the
success
of your venture. In many
cases,
the summary
will
be
the
first
part
of
the
proposal
package
seen
by
agency
officials
and
very
possibly
could
be the
only
part
of
the package
that is
carefully
reviewed
before
the decision
is
made
to consider
the
project
any
further.
The
applicant
must
select
a fundable
project
which
can
be supported
in
view
of
the
local
need.
Alternatives,
in
the
absence
of
Federal
support,
should
be
pointed
out.
The
influence
of
the project
both
during
and
after
the project
period
should
be
explained.
The
consequences
of
the project as
a result
of
funding
should
be
highlighted.
Introduction:
Presenting
a
Credible
Applicant
or
Organization
The
applicant
should
gather
data
about
its
organization
from
all available
sources.
Most
proposals
require
a
description
of
an applicant's
organization
to
describe
its
past
and
present
operations.
Some
features
to
consider
are:
!"A
brief
biography
of
board
members
and key
staff
members.
!"The
organization's
goals,
philosophy,
track
record
with
other
grantors,
and
any
success
stories.
!"The
data should
be
relevant
to the
goals of
the Federal
grantor
agency
and
should
establish
the
applicant's
credibility.
The
Problem
Statement:
Stating
the
Purpose
at
Hand
The
problem
statement
(or
needs
assessment)
is
a key
element
of
a proposal
that
makes
a clear,
concise,
and
well-supported
statement of the
problem
to be
addressed.
The
best
way
to
collect
information
about
the
problem
is
to conduct
and
document
both a formal and
informal
needs
assessment
for
a program
in the
target or service
area.
The
information
provided
should
be
both
factual
and
directly
related
to
the
problem
addressed
by
the
proposal.
Areas
to
document
are:
!"The
purpose
for
developing
the
proposal.
!"The
beneficiaries
--
who
are
they
and
how
will they
benefit.
!"The
social
and
economic
costs
to be
affected.
!"The
nature
of
the problem
(provide
as
much
hard
evidence
as
possible).
!"How
the
applicant
organization
came
to realize
the
problem
exists,
and
what
is
currently
being
done
about
the
problem.
!"The
remaining
alternatives
available
when
funding
has
been
exhausted.
Explain
what
will
happen
to
the
project
and
the
impending
implications.
!"Most
importantly,
the
specific
manner
through
which
problems
might
be solved. Review
the resources
needed,
considering
how
they
will
be
used
and
to
what
end.
There
is
a considerable
body
of
literature
on
the
exact
assessment
techniques
to
be
used.
Any
local,
regional,
or
State
government
planning
office,
or
local
university
offering
course
work
in planning
and
evaluation
techniques
should
be
able
to
provide
excellent
background
references.
Types
of
data
that
may
be
collected
include:
historical,
geographic,
quantitative,
factual,
statistical,
and
philosophical
information,
as
well
as
studies
completed
by
colleges,
and
literature
searches
from
public
or
university
libraries.
Local
colleges
or
universities
which
have
a department
or
section
related
to
the
proposal
topic
may
help
determine
if
there
is
interest
in
developing
a
student
or
faculty
project
to
conduct
a
needs
assessment.
It may be
helpful
to include
examples
of
the findings
for
highlighting
in
the
proposal.
Project
Objectives:
Goals
and
Desired Outcome
Program
objectives
refer
to specific
activities
in
a
proposal.
It
is
necessary
to
identify
all
objectives
related
to
the
goals
to
be
reached,
and
the
methods
to be
employed
to
achieve
the stated
objectives.
Consider
quantities
or
things
measurable
and
refer
to a
problem
statement
and the outcome
of
proposed
activities
when
developing
a
well-stated
objective.
The
figures
used
should
be
verifiable.
Remember,
if
the proposal
is
funded,
the
stated
objectives
will
probably
be used
to
evaluate
program
progress,
so
be realistic.
There
is
literature
available
to
help
identify
and
write
program
objectives.
Program
Methods
and
Program
Design:
A
Plan
of
Action
The
program
design
refers
to how
the
project
is
expected
to
work
and solve
the
stated
problem.
Sketch
out the
following:
!"The
activities
to occur
along
with
the
related
resources
and staff
needed
to
operate the
project
(inputs).
!"A
flow
chart
of
the
organizational
features
of
the
project.
Describe
how
the parts interrelate,
where
personnel
will
be
needed,
and
what
they
are
expected
to
do. Identify
the kinds
of
facilities,
transportation,
and
support
services
required
(throughputs).
!"Explain
what
will
be
achieved
through
1
and
2
above
(outputs);
i.e.,
plan
for
measurable
results.
Project
staff
may
be
required
to produce evidence
of
program
performance
through
an
examination
of
stated objectives
during
either
a site
visit
by
the
Federal
grantor agency
and
or
grant
reviews,
which
may
involve
peer
review
committees.
It
may
be
useful
to
devise
a
diagram
of
the program
design.
For
example,
draw
a three-column
block.
Each
column
is
headed
by
one
of
the parts
(inputs,
throughputs
and
outputs),
and on the
left
(next
to the first
column)
specific
program
features
should
be
identified
(i.e.,
implementation,
staffing,
procurement,
and
systems
development).
In the
grid, specify
something about
the
program
design,
for
example,
assume
the first
column
is
labeled
inputs and
the
first
row
is
labeled
staff.
On
the grid
one might
specify
under
inputs
five
nurses
to operate
a
child
care
unit.
The
throughput might
be
to maintain
charts,
counsel
the
children,
and
set
up
a daily
routine;
outputs
might
be to
discharge
25
healthy
children
per
week.
This
type
of
procedure
will
help
to conceptualize
both
the
scope
and
detail
of
the project.
Wherever
possible,
justify
in
the
narrative
the
course
of
action
taken.
The
most
economical
method
should
be
used
that
does
not
compromise
or
sacrifice
project
quality.
The
financial
expenses
associated
with
performance
of
the project
will
later
become
points
of
negotiation
with
the Federal
program
staff.
If
everything
is
not
carefully
justified
in
writing
in
the
proposal,
after
negotiation
with
the
Federal
grantor
agencies,
the
approved
project
may
resemble
less
of
the
original
concept.
Carefully
consider
the
pressures
of
the proposed implementation,
that
is,
the time and money
needed
to
acquire
each
part
of
the
plan.
A
Program
Evaluation
and
Review
Technique
(PERT) chart
could
be
useful
and
supportive
in
justifying
some
proposals.
Highlight
the
innovative
features
of
the proposal,
which
could
be considered
distinct
from
other proposals
under
consideration.
Whenever
possible,
use
appendices
to
provide
details,
supplementary
data,
references,
and information requiring
in-depth
analysis.
These
types
of
data,
although
supportive
of
the proposal,
if
included
in
the
body
of
the design,
could
detract
from
its
readability.
Appendices
provide
the
proposal
reader
with
immediate
access
to details
if
and
when
clarification
of
an
idea,
sequence
or conclusion
is
required.
Time
tables,
work
plans,
schedules,
activities,
methodologies,
legal
papers,
personal
vitae,
letters
of
support,
and
endorsements
are
examples
of
appendices.
Evaluation:
Product
and
Process
Analysis
The
evaluation
component
is
two-fold:
(1)
product
evaluation;
and
(2)
process
evaluation.
Product
evaluation
addresses
results
that can
be
attributed
to
the
project,
as
well
as
the
extent
to
which
the
project
has
satisfied
its
desired
objectives.
Process
evaluation
addresses
how
the
project
was
conducted,
in
terms
of
consistency
with
the
stated
plan
of
action
and
the
effectiveness
of
the various activities
within
the
plan.
Most
Federal
agencies
now
require
some
form
of
program
evaluation
among
grantees.
The
requirements
of
the
proposed
project
should
be
explored
carefully.
Evaluations
may
be
conducted
by
an
internal
staff
member, an evaluation
firm
or
both. The
applicant
should
state
the
amount
of
time needed to
evaluate,
how
the
feedback will
be
distributed
among
the
proposed
staff,
and a schedule
for
review
and
comment
for
this
type
of
communication.
Evaluation
designs
may
start
at the
beginning,
middle
or
end
of
a
project,
but the
applicant
should
specify
a start-up
time.
It is
practical
to
submit
an
evaluation
design
at
the
start
of
a project
for
two
reasons:
1.
Convincing
evaluations
require
the
collection
of
appropriate
data
before
and
during
program operations;
and,
2.
If
the evaluation
design
cannot
be
prepared
at the
outset
then
a critical
review
of
the
program
design
may
be
advisable.
Even
if
the evaluation
design
has
to
be
revised
as
the
project
progresses,
it
is
much
easier
and
cheaper
to
modify
a good
design.
If
the problem is
not
well
defined
and
carefully
analyzed
for
cause
and
effect
relationships
then
a good
evaluation
design
may
be
difficult
to
achieve.
Sometimes
a pilot
study
is
needed
to
begin
the
identification
of
facts
and relationships.
Often
a thorough literature
search may
be sufficient.
Evaluation
requires
both
coordination and agreement
among
program decision
makers
(if
known). Above
all, the
Federal
grantor
agency's
requirements
should
be highlighted
in
the
evaluation
design.
Also, Federal
grantor
agencies
may
require
specific
evaluation techniques
such
as
designated
data formats
(an
existing
information
collection
system)
or
they
may
offer financial
inducements
for
voluntary participation in a national
evaluation
study.
The
applicant
should
ask
specifically
about
these
points.
Also, consult
the
Criteria
For
Selecting Proposals
section
of the Catalog
program
description
to
determine
the
exact
evaluation
methods
to be required
for
the program
if
funded.
Future Funding:
Long-Term
Project
Planning
Describe a
plan
for
continuation
beyond
the grant
period,
and/or the
availability
of
other
resources
necessary
to
implement
the
grant.
Discuss
maintenance
and
future
program
funding
if
program
is for
construction
activity.
Account
for other
needed
expenditures
if program
includes
purchase
of equipment.
The
Proposal Budget:
Planning
the
Budget
Funding
levels
in Federal
assistance
programs
change yearly.
It
is useful
to review
the
appropriations
