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Increasing Effectiveness Through Strategic Thinking

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• How to Write an Effective Grant Proposal
   

• My Work is Only as Good as Yours

 

 

 

 

 

 

 

 

 

 

How to Write an Effective Grant Proposal

Grant proposals have a standard format; although the structure may vary among funding sources, generally the same information is requested. Most people who approach proposal writing concentrate more on the structure than the content which is why many proposals are ineffective.

There is a logical progression of ideas being conveyed in the request.   

 

When requesting operating support (funding for the entire organization) the need comes from the mission of the organization. When the funds are to be used for a program (education, advocacy) the need is still the mission but the solution is specific to the goals of the program (i.e., building local leadership to insure the ownership and competent management of the project). 

Example: 

1. Mission:  
   International Development Institute’s mission is to enable those in underdeveloped nations to successfully implement projects thereby insuring that resources allocated for these projects are used to effect lasting change. They achieve their mission through education, advocacy and local leadership training. IDI builds organizational capacity to insure sustained results.
   
   Need: Progress in international development is limited not b shortage of resources alone but by the difficulty of developing local managerial and implementation capability to create and sustain change.
    

2. Solution:
   IDI accomplishes projects within a 100 day timeframe using a results-oriented approach.
    

3. Programs:
   These are the programs and activities (strategies) that enable IDI to accomplish their mission. This section requires the applicant to explain specifically how the organization is addressing the need. Each program should logically relate to addressing the identified need.
    

4. Results:
   How can you prove that you are actually accomplishing what you set out to do? An organization needs to be able to demonstrate accomplishment – an impact on the people and problem that results in achieving the stated goals of each program.

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My Work Is Only As Good As Yours

When I meet with a prospective client they are assessing me as a consultant but I am also evaluating them as an organization. Just as the client wants to get the best possible results for their money, I want to be assured of the success of the project. I want the job to be a good experience and, selfishly, I want the product to reflect well on my work.  The trick is that it’s not always possible to tell whether the organization will stand up to the initial judgment. Sometimes the strengths of the Executive Director belie faults in the infrastructure, or the first impression of the staff capability is miscalculated, or the Staff and Board might unknowingly give exaggerated assurances of the agency’s competence.

It is in an organization’s best interest to undertake a careful self-examination when considering embarking on a project that requires outside expertise. Before retaining a consultant, the nonprofit’s executive staff should be carefully assessing whether they have the in-house capability to carry out the proposed work and implement the resulting product. Here are some illustrations of this point. 

Board Development

A board development project normally requires establishing a nominating committee and going through a procedure of identifying likely board candidates. Although this is generally a group process, it requires follow-up by the Executive Director and Board members. They ultimately need to do the required networking – meetings, lunches, interviews – that contributes to the decision making. The consultant facilitates the project but if the Executive Director or the Board members can not perform the required follow-up work the consulting assignment will end with the organization having a list of candidates while the board’s development remains in limbo.

Planning

Any planning work, strategic or programmatic, requires an implementation phase. It is imperative that this stage be factored into the process. Whether or not there is enough staff is less important than their capabilities when it comes to implementation. Any good plan will take into account the number of staff and, if necessary, growing the staff but the organization is reliant on the ability of their employees to successfully bring the project to fruition. The agency risks having a dust collector instead of a functional plan if the consultant is not retained to guide the process through to completion.

Development Work

It is important for in-house staff, preferably executive staff, to know how to write a good grant proposal even if they are delegating that responsibility. Whether a development officer on staff or a consultant is writing the proposal, the Executive Director is still the person signing off on the document and ultimately bears responsibility for it. Program and executive staff can often inject the passion and commitment that makes the difference in producing a winning proposal. Agencies that can not afford a development staff person often resort to an outside consultant. Depending upon the situation this can be an expensive option. Sometimes the better course is to have a consultant who can research foundations that fund in the appropriate program areas and draft templates that can be used for multiple funding submissions. In either of these cases, the consultant’s efforts are wasted unless there is a competent person on staff who understands how to use this information – package the cover letters and proposals for submission to funders, meet deadlines – and do the work competently.

Hints for How to Avoid the Pitfalls

1. Design a careful request for proposals (RFP) with realistic goals for the project. The RFP requires thinking through what you want in a consultant and what you need to accomplish the project. Ask respondents to include their estimation of staffing and infrastructure needs that would have to be in place to successfully implement the program.
    

2. See if the RFP responds to the project while also tailoring it to fit your organization. Make sure the proposal covers implementation.
    

3. During the interviews with candidates frankly discuss how they see the project being implemented and how they would suggest overcoming potential obstacles.  Ask for advice on how the project might have to be modified to address implementation concerns.
    

4. Make sure you are comfortable with the consultant so that you can discuss your concerns or, in turn, the consultant will be honest with you about possible limitations that hinder the successful completion of the project.

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