The Top 10 The Top 10 Secrets for Developing Fundable Grant Proposals

Originally Submitted on 7/10/98.

As human service organizations have experienced the elimination or cutback of categorical funding by state and federal governments over the past decade, the competition for scarce foundation dollars, government demonstration grants or other special funding streams has intensified greatly. In the midst of increased competition for grant dollars, funding organizations have "raised the bar" for what constitutes a fundable proposal. No longer is it enough to simply write an acceptable proposal; it must be exemplary to successfully compete. The tips below, if followed, will likely result in a polished, competitive proposal well worth the funder's consideration.

1. Begin with the end in mind.

Great proposals have a compelling vision. They identify, clearly and cogently, an unmet need or significant social problem, which, if addressed, will have a significant impact. They may identify an innovative response such as a reconfiguration of existing services to make them more responsive, or a new program model piloting cutting edge social or human development technology which will result in significant gains by the target population. Whatever the project, the successful proposal will create a compelling image in the funder's mind of a problem solved, a target group functioning at a higher level, or more serious personal or social problems prevented.

2. Make the target group real.

Almost all grant proposals have a section that allows the writer to describe the need or problem which the proposed funding will address. The best proposals do this in phrasing that connects at the deep personal level of values and beliefs of the reader and literally calls the funder to action. What is it that the target group needs? Describe a typical target group member in terms of everyday problems and challenges. How does the lack of access to your proposed program or service diminish the individual's functioning or exacerbate other personal or social problems? What are the short term and long term implications of not addressing the problem?

3. Articulate compelling outcomes.

Winning proposals describe, in precise phrasing, what results will be achieved by or for the target group should the proposal be funded. Measures that will be used to quantify the program's impact are selected for their salience to the problem being addressed. Measures do not have to be complex. Often, the most elegant measures are those which are the most simple and straightforward. Examples might be: 75 males aged 18-21 will secure full time, competitive employment earning at least 10% more than minimum wage, or birth weight of babies born to mothers seen in the adolescent pregnancy clinic will increase at least 25% over the baseline period.

4. Leverage resources.

Increasingly, grant funders are unwilling to commit to indeterminate funding for a program, regardless of its social value. Projects or programs which utilize a blending of funding, request only startup or capital funding, or which creatively leverage public and private funding, are most likely to get favorable review by a grant funder. It's unusual to see program operations funding for more than two or three years in any case. When there is a realistic plan for funding ongoing operations after the grant's termination, the funder is reassured that the project or program will have sustainable impact.

5. Build new partnerships or strengthen existing networks.

This can be viewed in part as an extension of #6 above, inasmuch as collaborative partnerships represent an excellent way of leveraging resources. Moreover, creative collaboration uses the inherent diversity of people and ideas to create something altogether better than would have likely been possible in isolation. Collaboration on a project or proposal also is an excellent way of addressing the all too common problems of service fragmentation or service duplication, both of which are expensive and non-value-adding in any service system.

6. Use technical assistance if it is offered.

Typically, a contact person from the funding organization is assigned to answer questions regarding filling out the grant application materials. This individual may be a literal gold mine of information and technical advice on how the proposal should be formatted or phrasingd for maximum impact. Moreover, this individual can save the proposal writer needless headaches from attempting to interpret sometimes oblique instructions or from responding incorrectly or with too little or too much information to a key section of the proposal.

7. Involve organizational members and target group members.

Successful proposals demonstrate how organizational members at all levels as well as target group members will be involved in the planning and strategic implementation of the project or program. This typically is conveyed in descriptions of how target group members' satisfaction will be measured and what their role will be in shaping and continuously improving the program. Job descriptions for staff which include phrasing describing their responsibilities for participation in program evaluation and quality improvement are another way that broad organizational participation is evidenced in the proposal. Broad participation by target group members and organizational members builds sustainable, shared commitment, and it increases the range of creative responses to project or program challenges.

8. Provide evidence of your credibility.

Responsible funders expect to fund responsible organizations. A successful proposal provides evidence of the organization's competence and experience in providing the proposed project or program. This may be evidenced by past experience with the target group or a group similar in demographic characteristics as the target group. An organization without past experience may overcome this all-important expectation by documenting its plans to recruit a professional with the requisite competence and experience to provide direct leadership for the project or program. It is also possible to demonstrate this credibility by establishing a collaboration for the project or program with another organization with more experience with the target population.

9. Describe how those other than your target group will benefit.

Successful proposals demonstrate how those other than the target group will benefit from the proposed project or program. These secondary gains can be substantial and often take the form of medical and social cost offsets. For example, an innovative vocational training and job placement project for youth from broken or dysfunctional families can prevent other more serious social problems, such as street crime, domestic violence and alcohol and substance abuse. Thus, a project or program which delivers a primary intervention may deliver a secondary intervention as well. Proposals that describe these potential secondary benefits have much more powerful impact and are thus more likely to be funded.

10. Present a buff proposal.

A powerful message, impressive outcomes and a cogent program plan can be overshadowed when the physical appearance of the proposal is shabby. The proposal should be edited and re-edited for typographical and contextual errors, the project or program budget should be double checked for accuracy, and all materials should be printed on good quality paper. The proposal should be placed in an attractive binder, and additional copies should be made for submission to the funder. (Often, the funder will specify the number of extra copies needed). A buff proposal is yet another way that others form impressions of the organization's credibility.

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