Proposal Writing and Grantseeking

One of the elements of a persuasive proposal is the credibility of the applicant. Nonprofits should think about what it is that establishes their stature and value to the community. Hint: it’s probably more than just your own claims about your successes or your longevity or your staff resumes.

Thousands of foundations, billions of dollars and only 1.5 million nonprofits. Let’s get our tax-exemption and snag that first, free money! Spoiler alert: this story does not end well. Most proposals get rejected, most brand-new nonprofits do not get their first dollar from a foundation and some have estimated that half the new nonprofits will fizzle out in a year or two. What about the “other half?” What are the characteristics of nonprofits that stand the best chance of winning foundation support?

Our last blog, about avoiding jargon in your proposals, has caused some in our community to respond with anger, dismay, and/or a gentle reprimand to walk our talk. “To err is human” and we sure are. So let us be clear: we do value older people, we do think women are intelligent, and we do think seniors are capable of high-level, important contributions. We’re sorry for any consternation and/or offense caused by our poorly chosen words.

Good proposals show that there’s a need for the program being proposed. One way to do this is by presenting statistics that give an accurate picture of the situation. Your organization’s credibility rests in part on demonstrating that you understand the problem you’re addressing. And numbers can tell the story, if they’re the right numbers.

The temptation is to plunge into a proposal writing frenzy, cranking out thousands of words that seem likely to impress a foundation. Surely if you write a spellbinding proposal you’ll snag that grant! Here’s a modest suggestion: put that cart back behind the horse where it belongs.

Evaluation ought to be a part of the DNA of a nonprofit. It’s the way you know you are on the right track and all of the targets and goals are clear, realistic and appropriate. If you want to get to a destination, one of the first things to know is how you’ll recognize it when you arrive.

Collaborative efforts can offer more comprehensive responses to community challenges than any one organization alone can deliver. When the muscle and know-how of multi-talented teams focus on a mutual concern, there’s a real opportunity for impact. Laying out a coordinated approach in a collaborative grant proposal is powerful and highly competitive.

After submitting hundreds of grant proposals, it’s easy to get lackadaisical when completing yet another description of your nonprofit. But don’t do it! Pump yourself up and snap to, because the funder’s belief in the integrity and credibility of your organization will tip the scale for or against an award.

Your organization’s board of directors may be affable, effective, challenging, or down-right difficult. But love it or not, the board has a role to play in grants administration. The board’s responsibility to oversee the financial and legal operations of your nonprofit place it at the epicenter of post-award management, but the board also has a role on the pre-award side. Here are some typical ways that boards participate in securing grants.

When hammering out the budget for a grant request, remember the Goldilocks Rule: If it’s too large or too small, it won’t do. It’s got to be just the right size to get the work done. The job of the budget is to support program implementation at a reasonable, professional level.