maine community foundation grantwriting: increasing your chances for success meredith jones and...

Maine Community Foundation

Grantwriting: Increasing Your Chances for

Success

Meredith Jones andMeredith Jones and

Bethany MurrayBethany Murray

Maine Community FoundationMaine Community Foundation

March 25, 2006March 25, 2006


With Our Thanks To

David Rappoport, senior program David Rappoport, senior program officer at MeHAFofficer at MeHAF

whose PP we “borrowed” to develop whose PP we “borrowed” to develop this presentationthis presentation


Meredith Jones Bio

Vice president of program development and Vice president of program development and grantmaking services at Maine Community grantmaking services at Maine Community FoundationFoundation

Economic development: strategic planning, fund Economic development: strategic planning, fund raising, grant writing (foundations and CDBG), raising, grant writing (foundations and CDBG), program development and management, program development and management, communicationscommunications

Long-term care: training and communicationsLong-term care: training and communications Political work: fund raisingPolitical work: fund raising Community developmentCommunity development


Bethany Murray Bio

Grants Assistant at Maine Community FoundationGrants Assistant at Maine Community Foundation College of the Atlantic graduateCollege of the Atlantic graduate Has worked with several grass roots and non-Has worked with several grass roots and non-

profit groups in eastern Maineprofit groups in eastern Maine Grass-roots and political organizingGrass-roots and political organizing Was a part time grant writer before joining the Was a part time grant writer before joining the

staff of MCFstaff of MCF


MCF Commercial

Mission to strengthen Maine communitiesMission to strengthen Maine communities Some discretionary, competitive grant Some discretionary, competitive grant

programs (project grants and capacity-programs (project grants and capacity-building grants)building grants)

Most assets in donor advised funds, Most assets in donor advised funds, scholarships and funds to support specific scholarships and funds to support specific nonprofit groupsnonprofit groups


Outcomes for the Day

Knowledge of resources available and how Knowledge of resources available and how to find themto find them

Clarity about elements of good proposalsClarity about elements of good proposals Greater understanding of Greater understanding of

outcomes/goals/objectives and strategiesoutcomes/goals/objectives and strategies Greater understanding of budgets and how Greater understanding of budgets and how

to develop themto develop them


Brought to You in Seven Parts Part I: Overview of where the money is (10 min)Part I: Overview of where the money is (10 min) Part II: Part II: Overview of foundations (10 min)Part II: Part II: Overview of foundations (10 min) Part III: Resources available to help you find Part III: Resources available to help you find

foundations (10 min)foundations (10 min) Part IV: General tips for developing a good proposal Part IV: General tips for developing a good proposal

(45 min)(45 min) Part V: Goals & objectives (5 min)Part V: Goals & objectives (5 min) Part VI: Budgets (15 min)Part VI: Budgets (15 min) Grant Review ExerciseGrant Review Exercise Lunch; Wrap Up & AdjournLunch; Wrap Up & Adjourn


Our Approach to Today

Some talking at youSome talking at you Some small group work and grant review Some small group work and grant review

exerciseexercise Lots of questions (with a few answers)Lots of questions (with a few answers)


Getting to Know You

15-second introductions: 15-second introductions: Name, organization, grantwriting Name, organization, grantwriting

experience: A Lot, Some, or Little/Noneexperience: A Lot, Some, or Little/None What two things (count ‘em – only 2) do What two things (count ‘em – only 2) do

you want to know or be able to do at the you want to know or be able to do at the end of this classend of this class


Part I: Show Me The Money

Who Has ItWho Has It


Today’s Fundraising Climate

There has been a 16,000% increase in the number of non-There has been a 16,000% increase in the number of non-profits in the United States since 1940.profits in the United States since 1940.

There has been a concurrent dramatic There has been a concurrent dramatic decrease decrease in public in public funding of non-profits during the last 20 years.funding of non-profits during the last 20 years. The competition for charitable dollars is intense.The competition for charitable dollars is intense. Grantwriting is rarely the first or only fundraising tool Grantwriting is rarely the first or only fundraising tool

that should be used (More than 80% of funds donated that should be used (More than 80% of funds donated each year are given by individuals)each year are given by individuals)

Foundation support is a fraction of total revenues for Foundation support is a fraction of total revenues for nonprofitsnonprofits

Have realistic goals and expectations.Have realistic goals and expectations.


Foundations

Public and private (Public charities, private Public and private (Public charities, private family foundations, corporate foundations)family foundations, corporate foundations)

Corporate Foundations: MBNA, Corporate Foundations: MBNA, UNUMProvident, Bangor Savings Bank, Bank of UNUMProvident, Bangor Savings Bank, Bank of America, TD Banknorth, etc.America, TD Banknorth, etc.

National (Ford Foundation, Surdna, Pew)National (Ford Foundation, Surdna, Pew) NE Region (Jane’s Trust, Cox Trust)NE Region (Jane’s Trust, Cox Trust) State (MeHAF, MCF, Stephen & Tabitha King, State (MeHAF, MCF, Stephen & Tabitha King,

The Betterment Fund)The Betterment Fund)


How Foundations Work

If you’ve seen one foundation you’ve If you’ve seen one foundation you’ve seen one foundation!seen one foundation!

Wide variance in field but some Wide variance in field but some commonalities exist:commonalities exist:

Power (in a good way)Power (in a good way) Rely on partnershipsRely on partnerships Are successful because of relationshipsAre successful because of relationships


Corporate Support

Two buckets of money are available from Two buckets of money are available from most for-profit enterprises: philanthropic most for-profit enterprises: philanthropic dollars and marketing dollarsdollars and marketing dollars

Marketing budgets frequently larger than Marketing budgets frequently larger than philanthropic budgets philanthropic budgets


Individual Donors

Best prospect is current donorBest prospect is current donor

MCF donor-advised fundsMCF donor-advised funds


For Most of You

Concentrate on local and regional fundersConcentrate on local and regional funders

Conduct researchConduct research


Part II: Your Foundation is Your Friend

Everything You Need to Know But Everything You Need to Know But Were Afraid to AskWere Afraid to Ask


Small vs. Large Foundations

Generally, two types of foundations:Generally, two types of foundations: Smaller “informal” foundationsSmaller “informal” foundations

Often small family or corporateOften small family or corporateGenerally have no staff, single staff or Generally have no staff, single staff or

volunteer staffvolunteer staff Larger “professional” foundationsLarger “professional” foundations

May be local, regional or nationalMay be local, regional or nationalLarger asset base (in relative terms)Larger asset base (in relative terms)Generally have program staff Generally have program staff


The Philanthropic Divide

Grantseekers want general operating support.Grantseekers want general operating support. Grantmakers want to make program grants.Grantmakers want to make program grants.

Why is that?


What Foundations Think

Most foundations want to work with applicants in Most foundations want to work with applicants in identifying good projects.identifying good projects.

Foundations seek to be innovative but are also Foundations seek to be innovative but are also cautious.cautious.

They seek to use their limited resources They seek to use their limited resources effectively.effectively.

Widespread mission commitment and integrity.Widespread mission commitment and integrity. Cultures, policies, procedures, and decision-Cultures, policies, procedures, and decision-

making processes vary considerably.making processes vary considerably.


Part III: Finders Keepers

Where to Find the $$$Where to Find the $$$


Wishful Thinking

If you think a particular rich person or If you think a particular rich person or particular foundation ought to be giving you particular foundation ought to be giving you money, so do millions of other people!money, so do millions of other people!


Maine Philanthropy Center

Directory of Maine Grantmakers (Maine Directory of Maine Grantmakers (Maine Philanthropy Center) is the most important Philanthropy Center) is the most important resource in Maine.resource in Maine.

Publishes hard copy and electronicPublishes hard copy and electronic (Tel) 207.780.5039(Tel) 207.780.5039 Nonprofit memberships available: $50 - Nonprofit memberships available: $50 -

$250$250 www.megrants.orgwww.megrants.org


Foundation Center Database Foundation Center is primary U.S. philanthropy libraryFoundation Center is primary U.S. philanthropy library Foundation Directory Online and Foundation FinderFoundation Directory Online and Foundation Finder

Large electronic database of grantmakers (local, Large electronic database of grantmakers (local, regional, national).regional, national).

Free access (by appointment) at Maine Philanthropy Free access (by appointment) at Maine Philanthropy Center (MPC) and its affiliated libraries.Center (MPC) and its affiliated libraries.

Internet access for a fee ($19.95 per month) or can be Internet access for a fee ($19.95 per month) or can be purchased on CD-Rom.purchased on CD-Rom.

www.foundationcenter.orgwww.foundationcenter.org


Guidestar

990s = non-profit and foundation tax 990s = non-profit and foundation tax returns.returns.

May be only source of funding information, May be only source of funding information, particularly for small foundations.particularly for small foundations.

www.guidestar.orgwww.guidestar.org


Other Resources

Maine Association of NonprofitsMaine Association of Nonprofits

www.nonprofitmaine.orgwww.nonprofitmaine.org Regional Associations of Grantmakers (RAGs)Regional Associations of Grantmakers (RAGs) Center for Philanthropy and Nonprofit Leadership Center for Philanthropy and Nonprofit Leadership

(Grand Valley State University)(Grand Valley State University)

Information on starting, running, and funding an Information on starting, running, and funding an organizationorganization

www.npgoodpractice.orgwww.npgoodpractice.org


Research Tips

Search using many termsSearch using many terms Assess each prospect:Assess each prospect:

Does it fund in my program area?Does it fund in my program area? Does it fund in my geographic area?Does it fund in my geographic area? Do we meet other eligibility criteria?Do we meet other eligibility criteria?

Answer “yes” to all = key prospectsAnswer “yes” to all = key prospects Call the funderCall the funder


Internet Sources

The Internet has become a very useful fundraising The Internet has become a very useful fundraising tool during the last few years.tool during the last few years.

Search to see who is funding others doing similar Search to see who is funding others doing similar workwork

Challenges include:Challenges include: Evaluating the quality of the information.Evaluating the quality of the information. Finding what you want on complex sites (such as Finding what you want on complex sites (such as

Federal agency sites).Federal agency sites). Accessing busy sites during peak periods (such Accessing busy sites during peak periods (such

as Federal agency sites).as Federal agency sites).


Research – Public Identify appropriate RFPsIdentify appropriate RFPs

InternetInternet Electronic and snail mailing listsElectronic and snail mailing lists Professional publicationsProfessional publications

Assess each opportunityAssess each opportunity Read RFPRead RFP Check web sites for related informationCheck web sites for related information Assess competitive environmentAssess competitive environment Attend bidders’ conference (if possible)Attend bidders’ conference (if possible)

Do likely benefits outweigh cost of application preparation?Do likely benefits outweigh cost of application preparation? Many foundations do not accept unsolicited proposals. If you feel they may Many foundations do not accept unsolicited proposals. If you feel they may

be interested in you, put them on your mailing list for flyers, newsletters, etc.be interested in you, put them on your mailing list for flyers, newsletters, etc.


Part IV: Your Mother Was Right

Secrets to Success in Grant WritingSecrets to Success in Grant Writing


Tips For Successful Grantwriting

1. Interpret guidelines narrowly and conservatively.1. Interpret guidelines narrowly and conservatively. ““Gives primarily in Vermont” means “rarely Gives primarily in Vermont” means “rarely

gives outside of Vermont.”gives outside of Vermont.” Make sure your project is a good fit.Make sure your project is a good fit.

2. Check both what a funder says they fund and what 2. Check both what a funder says they fund and what they actually fund.they actually fund. If there are one or two anomalies, ignore them.If there are one or two anomalies, ignore them. If there are many, clarify their current giving If there are many, clarify their current giving

interests with the foundation.interests with the foundation.


Tips

3. Chain stores = small donations or in-kind3. Chain stores = small donations or in-kind4. Generally, larger corporate gifts require:4. Generally, larger corporate gifts require:

Significant presence in your community Significant presence in your community (such as a manufacturing plant or back (such as a manufacturing plant or back office location) or corporation is locally office location) or corporation is locally based orbased or

Exceptional interest in your mission area Exceptional interest in your mission area and some presence in your community.and some presence in your community.


Tips5. Think of yourself as the funder5. Think of yourself as the funder6. Know why foundations and corporations give money:6. Know why foundations and corporations give money:

Public spiritPublic spirit RecognitionRecognition Business locusBusiness locus FashionFashion

7. Clear, concise, organized, simple, accurate, realistic: say it 7. Clear, concise, organized, simple, accurate, realistic: say it with no jargon in 25 words or lesswith no jargon in 25 words or lessBe clear! Don’t insult your reader’s intelligence, but don’t assume he or Be clear! Don’t insult your reader’s intelligence, but don’t assume he or she knows your mission area.she knows your mission area.

Spell out acronymsSpell out acronyms


Tips8. Read and follow the guidelines8. Read and follow the guidelines9. Your funder is your friend and you are each other’s 9. Your funder is your friend and you are each other’s

customer. You have power! Don’t be afraid to ask customer. You have power! Don’t be afraid to ask questions. questions.

10. Make precise statements and as appropriate, back them up 10. Make precise statements and as appropriate, back them up with data. Compare:with data. Compare: ““Last year, we served hundreds of developmentally Last year, we served hundreds of developmentally

disabled children.”disabled children.” ““Last year, we served 1,235 individuals between the ages Last year, we served 1,235 individuals between the ages

of 10 and 16, or more than 27% of all developmentally of 10 and 16, or more than 27% of all developmentally disabled young people in Waldo County.”disabled young people in Waldo County.”


Tips

11. Slick doesn’t count11. Slick doesn’t count

12. Call if you’re unsure of something. Don’t 12. Call if you’re unsure of something. Don’t assume. Funders cannot read minds.assume. Funders cannot read minds.

13. Accurate budget; in-kind support a good 13. Accurate budget; in-kind support a good thing (more about this later)thing (more about this later)


Tips

14. Do your homework: Know whether or not 14. Do your homework: Know whether or not others are doing something similar and help others are doing something similar and help the funder understand what’s unique about the funder understand what’s unique about youyou

15. Do exactly what the funder asks in exactly 15. Do exactly what the funder asks in exactly the manner the funder asks.the manner the funder asks.


Tips

16. If you’re successful, thank the funder16. If you’re successful, thank the funder

17. If you were not successful, call and find out why. 17. If you were not successful, call and find out why. Remember that foundations receive far more Remember that foundations receive far more proposals than they’re able to fund and just proposals than they’re able to fund and just because you didn’t get funding doesn’t mean the because you didn’t get funding doesn’t mean the project is not worthy.project is not worthy.

18. Use any opportunity you have to develop a 18. Use any opportunity you have to develop a relationship because in the end, people give to relationship because in the end, people give to peoplepeople


Application - Overview

The most common form of grantwriting for The most common form of grantwriting for most non-profits.most non-profits.

Applications are generally short (3-5 Applications are generally short (3-5 pages), sometimes in letter form.pages), sometimes in letter form.


The Application

Cover LetterCover Letter Title PageTitle Page SummarySummary Introduction/Problem Definition and Need/Corporate Introduction/Problem Definition and Need/Corporate

ResumeResume Goals and Objectives/Program Activities/Timetable/Future Goals and Objectives/Program Activities/Timetable/Future

PlansPlans Facilities and Equipment:/Staffing and AdministrationFacilities and Equipment:/Staffing and Administration EvaluationEvaluation BudgetBudget


Part V: Primer on Goals, Objectives, Strategies, and Indicators


Why Evaluate??

Evaluation is a tool for learningEvaluation is a tool for learning

Evaluation can be a tool for sustainability Evaluation can be a tool for sustainability and growthand growth

Evaluation is a tool for accountabilityEvaluation is a tool for accountability


The Five Key Concepts

There are five key concepts in outcome-There are five key concepts in outcome-based evaluation:based evaluation: GoalsGoals ObjectivesObjectives OutputOutput OutcomeOutcome IndicatorsIndicators


Goals

A goal is a broad statement of policy. Generally, A goal is a broad statement of policy. Generally, goals are ambitious and may not be fully goals are ambitious and may not be fully achievable. However, they must still be realistic.achievable. However, they must still be realistic. Goal (Good): To help individuals with diabetes to Goal (Good): To help individuals with diabetes to

better manage their disease.better manage their disease.

Goal (Bad): To end world hungerGoal (Bad): To end world hunger..


Objectives

An objective is a specific, measurable outcome An objective is a specific, measurable outcome achieved in a definite timeframe.achieved in a definite timeframe. Objective (Good): During FY 2004, to improve Objective (Good): During FY 2004, to improve

diabetes self-management among 20% of clinic diabetes self-management among 20% of clinic patients.patients.

Objective (Bad): To help patients manage their Objective (Bad): To help patients manage their diabetes better.diabetes better.

Not specific and no time-frame.Not specific and no time-frame.


Output

Output = The amount of effort expended by Output = The amount of effort expended by the agency -- the goods and services the agency -- the goods and services produced.produced. During FY 2004, all clinic patients will During FY 2004, all clinic patients will

receive individual counseling regarding receive individual counseling regarding disease self-management and five diabetes disease self-management and five diabetes awareness educational presentations will awareness educational presentations will be given.be given.


Outcome

Outcome = the actual result of the Outcome = the actual result of the agency’s work -- its impact on its agency’s work -- its impact on its clients or community served.clients or community served.20% of client patients will exhibit 20% of client patients will exhibit

improved control of their disease.improved control of their disease.


Example I

NON-OUTCOME BASED PERFORMANCE NON-OUTCOME BASED PERFORMANCE MEASUREMEASURE During FY 2001, Homeless Services, Inc. will During FY 2001, Homeless Services, Inc. will

distribute 2,000 sandwiches at its soup kitchen.distribute 2,000 sandwiches at its soup kitchen.This is output. It does not measure the This is output. It does not measure the

program’s impact on people who are program’s impact on people who are homeless or hungry. It measures the homeless or hungry. It measures the agency’s effort.agency’s effort.


Example II

OUTCOME-BASED PERFORMANCE OUTCOME-BASED PERFORMANCE MEASUREMEASURE During FY 2001, will improve the nutritional status of During FY 2001, will improve the nutritional status of

25 people who are homeless as measured by 25 people who are homeless as measured by assessments conducted at the beginning and end of the assessments conducted at the beginning and end of the fiscal year.fiscal year.

The outcome (nutritional status The outcome (nutritional status improvement) is measured by an indicator improvement) is measured by an indicator (two assessments). This measures the (two assessments). This measures the program’s impact on clients.program’s impact on clients.


The Relationship is Linear! GOAL: To help individuals with diabetes to better manage GOAL: To help individuals with diabetes to better manage

their disease.their disease. OBJECTIVE: During FY 2002, to improve diabetes self-OBJECTIVE: During FY 2002, to improve diabetes self-

management among 20% of clinic patients.management among 20% of clinic patients. Activities: regarding disease self-management and five Activities: regarding disease self-management and five

During FY 2002, all clinic patients will receive individual During FY 2002, all clinic patients will receive individual counseling diabetes awareness educational presentations counseling diabetes awareness educational presentations will be given.will be given.

OUTCOME: 20% of clients will exhibit improved control OUTCOME: 20% of clients will exhibit improved control of their disease.of their disease.

INDICATORS:During FY 2002, 20% of clinic patients INDICATORS:During FY 2002, 20% of clinic patients with current HbA1c levels >9.5% will reduce HbA1c with current HbA1c levels >9.5% will reduce HbA1c levels to <7.0%.levels to <7.0%.


A few words about logic models……

A logic model is an illustration of the flow of A logic model is an illustration of the flow of materials and processes to produce the results materials and processes to produce the results desired by the organization or program. desired by the organization or program.

The model can be very useful to organize planning The model can be very useful to organize planning and analysis when designing the organization and and analysis when designing the organization and its programs or when designing outcomes-based its programs or when designing outcomes-based evaluations of programs. evaluations of programs.

It can also be useful for describing organizations It can also be useful for describing organizations and programs (for example, in grant proposals).and programs (for example, in grant proposals).


Logic Model Template

Goal (s)Goal (s) ObjectivesObjectives ActivitiesActivities OutcomesOutcomes IndicatorsIndicators

To help To help individuals individuals with with diabetes to diabetes to better better manage manage their their disease.disease.

During FY During FY 2002, to 2002, to improve improve diabetes self-diabetes self-management management among 20% among 20% of clinic of clinic

patientspatients..

During FY During FY 2002, all 2002, all clinic clinic patients will patients will receive receive individual individual counseling counseling diabetes diabetes awareness awareness educational educational presentationpresentations will be s will be

given.given.

20% of 20% of clients will clients will exhibit exhibit improved improved control of control of their their disease.disease.

During FY During FY 2002, 20% 2002, 20% of clinic of clinic patients patients with current with current HbA1c HbA1c levels levels >9.5% will >9.5% will reduce reduce HbA1c HbA1c levels to levels to

<7.0%.<7.0%.


Part VI: Budgets

1 + 1 = 21 + 1 = 2


Follow directions!

If there are specific guidelines, do exactly If there are specific guidelines, do exactly what you are instructed to do in exactly the what you are instructed to do in exactly the manner you are instructed to do it.manner you are instructed to do it.

If there are no specific guidelines, be If there are no specific guidelines, be simple, accurate and clear.simple, accurate and clear.


A Basic Budget

Two categories:Two categories: Revenues - $ coming inRevenues - $ coming in Expenses - $ going outExpenses - $ going out


Revenues Line items should be logical for your organization.Line items should be logical for your organization. May include:May include:

State/Federal/Municipal GrantsState/Federal/Municipal Grants Foundation/Corporate GrantsFoundation/Corporate Grants Individual ContributionsIndividual Contributions Earned Income (e.g.program fees, events)Earned Income (e.g.program fees, events) In-Kind Contributions (e.g. donated supplies)In-Kind Contributions (e.g. donated supplies) Investment IncomeInvestment Income Other IncomeOther Income


Tips

When they give, funders are pack animalsWhen they give, funders are pack animals They like to fund in groups and not be They like to fund in groups and not be

the only source of fundingthe only source of funding Only one funder?Only one funder?

What about in-kind contributions? What about in-kind contributions?


Expenses Line items should be logical for your organization.Line items should be logical for your organization. May include:May include:

Wages & SalariesWages & Salaries Benefits/Payroll taxesBenefits/Payroll taxes EquipmentEquipment Office SuppliesOffice Supplies Program MaterialsProgram Materials Postage & CourierPostage & Courier Printing & CopyingPrinting & Copying RentRent Telephone & InternetTelephone & Internet TravelTravel UtilitiesUtilities OtherOther


Salaries Salaries are usually the biggest cost factor in any Salaries are usually the biggest cost factor in any

projectproject You may wish to split Expenses into two sub-You may wish to split Expenses into two sub-

categories:categories: Personnel ServicesPersonnel Services

Wages & SalariesWages & SalariesAssociated costs (fringe benefits & payroll Associated costs (fringe benefits & payroll

taxes)taxes)Independent contractorsIndependent contractors

Other Than Personnel ServicesOther Than Personnel Services


Prepare a List of Objectives

Objectives = “specific measurable Objectives = “specific measurable accomplishments” accomplishments” May be broad…May be broad…

Reduce the high school drop-out rate by 27% Reduce the high school drop-out rate by 27% in York County.in York County.

Or narrow…Or narrow…Provide a series of five basket weaving Provide a series of five basket weaving

classes for 250 middle school students in classes for 250 middle school students in SAD 57.SAD 57.


Estimate the Costs of Each Objective

Develop a list of resources and activities Develop a list of resources and activities that will be required to meet each objective.that will be required to meet each objective. This may be a simple process…This may be a simple process…

Basket weaving classesBasket weaving classes

• Space rentalSpace rental

• Instructor feeInstructor fee

• MaterialsMaterials


Estimate the Costs of Each Objective Or complex…Or complex…

Reducing the drop-out rate.Reducing the drop-out rate.• Focus groups with at-risk youth and drop-outsFocus groups with at-risk youth and drop-outs

– Space rental, Consultant 1Space rental, Consultant 1• Develop interventionDevelop intervention

– Consultant 2Consultant 2• Implement interventionImplement intervention

– Train guidance counselors (training materials, Train guidance counselors (training materials, trainer fee, space rental, catering)trainer fee, space rental, catering)

• EvaluationEvaluation– Consultant 3Consultant 3


Estimate the Costs of Each Objective Identify specific costs for each elementIdentify specific costs for each element

Space rental (basket weaving classes)Space rental (basket weaving classes) Rental = $25/classRental = $25/class Room capacity = 50 studentsRoom capacity = 50 students

• ($25/class x 5 classes x 5 class series = $625)($25/class x 5 classes x 5 class series = $625) Instructor fee = $50/classInstructor fee = $50/class

• ($50/class x 5 classes x 5 class series = ($50/class x 5 classes x 5 class series = $1,250)$1,250)

MaterialsMaterials• (1/2 ton tender shoots = $1,500)(1/2 ton tender shoots = $1,500)


Tip

Don’t know the cost of something or Don’t know the cost of something or someone?someone? CheckCheck

Advertising (such as employment ads)Advertising (such as employment ads)Web sites (such as computer retailers)Web sites (such as computer retailers)Appropriate data (such as employment Appropriate data (such as employment

data)data) Ask vendors or colleaguesAsk vendors or colleagues


Estimate Expected Revenues

Compile a list of revenues associated with Compile a list of revenues associated with the program and each resource and activity.the program and each resource and activity. Program feesProgram fees

Basket weavingBasket weaving

• $2/class x 5 classes x 250 students = $2/class x 5 classes x 250 students = $2,500$2,500


Compare Revenues to Expenses

Basket weaving classesBasket weaving classesRevenues

Earned income $2,500Total Revenues $2,500

ExpensesRoom rental $625Instructor fee $1,250Materials $1,500

Total Expenses $3,375($875)


Re-think & Adjust as Necessary

Basket weaving classesBasket weaving classesRevenues

Earned income $2,500Private/corporate foundations $500Individual contributions $375

Total Revenues $3,375

ExpensesRoom rental $625Instructor fee $1,250Materials $1,500

Total Expenses $3,375$0


Direct & Indirect Cost

Direct CostDirect Cost ““Expenses that can be directly identified with Expenses that can be directly identified with

the costing object such as a product and the costing object such as a product and department.” (Barron’s Accounting Handbook, department.” (Barron’s Accounting Handbook, 1990).1990).

Examples might include program supplies, Examples might include program supplies, program equipment, and wages and salaries for program equipment, and wages and salaries for program staff.program staff.

Costs are usually presented on their own budget Costs are usually presented on their own budget lines.lines.



Indirect CostIndirect Cost ““Expenses that are difficult to trace directly to a Expenses that are difficult to trace directly to a

specific costing object.” (Barron’s Accounting specific costing object.” (Barron’s Accounting Handbook, 1990).Handbook, 1990).

Examples might include rent, utilities, Examples might include rent, utilities, telephone, office supplies, etc. and other telephone, office supplies, etc. and other expenses incurred organization-wide (not expenses incurred organization-wide (not program-specific).program-specific).

Most often calculated using a formula and Most often calculated using a formula and not presented on individual budget lines.not presented on individual budget lines.



Indirect cost is often complicated.Indirect cost is often complicated. Frequently negotiated with a state or federal Frequently negotiated with a state or federal

agency.agency. Check with your financial manager!Check with your financial manager!



No specific requirements? Keep it simple!No specific requirements? Keep it simple! Present indirect costs as direct costsPresent indirect costs as direct costs

For example, present Telephone & For example, present Telephone & Internet as an individual budget line.Internet as an individual budget line.

Calculate one of two ways:Calculate one of two ways: Based on actual cost estimatesBased on actual cost estimates As an appropriate percentage of total As an appropriate percentage of total

organizational expenseorganizational expense


Tips Ask for help if you need it!Ask for help if you need it!

Involve financial managers or others with Involve financial managers or others with expertise (such as accountants).expertise (such as accountants).

Make sure proposal & budget agree! Make sure proposal & budget agree! Use existing budgets as templatesUse existing budgets as templates Be consistent with GAAPBe consistent with GAAP Check your math!Check your math! In multi-year budgets, increase annual costs after In multi-year budgets, increase annual costs after

year one to reflect inflation.year one to reflect inflation. Budgets should pass the “straight face” test!Budgets should pass the “straight face” test!


Grantwriting Review Exercise Review Guidelines and ApplicationReview Guidelines and Application Consider and Discuss the Following QuestionsConsider and Discuss the Following Questions

• To what extent does the grant writer connect the project To what extent does the grant writer connect the project to what the grant program is seeking to support (i..e to what the grant program is seeking to support (i..e community building guidelines)? Does the proposal make community building guidelines)? Does the proposal make the case that it’s a good fit?the case that it’s a good fit?

• Are the goals, objectives, strategies and measures clear? Are the goals, objectives, strategies and measures clear? Would you change anything?Would you change anything?

• What about the budget? What does it tell you about the What about the budget? What does it tell you about the project? Is anything missing?project? Is anything missing?

• At the end of the day, does the grant writer make the At the end of the day, does the grant writer make the argument that this project will have a sustainable impact? argument that this project will have a sustainable impact? If it does, how?If it does, how?


Part VII: Public Agency Grantwriting

Good Government in ActionGood Government in Action


Overview

Public grants are service contracts awarded Public grants are service contracts awarded by Federal, State and larger Municipalities.by Federal, State and larger Municipalities.

Funds awarded in response to RFPs.Funds awarded in response to RFPs. Most advice relating to corporate and Most advice relating to corporate and

foundation grants applies here -- such as foundation grants applies here -- such as clarity and following directions.clarity and following directions.


Overview

Key requirements for competitive public Key requirements for competitive public applications are:applications are: Precisely follow instructions.Precisely follow instructions. Know current trends and “best practices” in Know current trends and “best practices” in

your field and reflect them in program design.your field and reflect them in program design. Support your narrative with appropriate Support your narrative with appropriate

models, citations and quantitative data.models, citations and quantitative data. Plan your application process carefully. Don’t Plan your application process carefully. Don’t

overlook details.overlook details.


Tips

Public grants are cumbersome, confusing, time-Public grants are cumbersome, confusing, time-consuming, expensive and stressful. Know this going in.consuming, expensive and stressful. Know this going in. Assume 100 hours plus.Assume 100 hours plus. Can cost your organization many thousands of dollars Can cost your organization many thousands of dollars

in staff time and direct costs. Be selective about which in staff time and direct costs. Be selective about which RFPs you respond to.RFPs you respond to.

Do the best job you can. The competitive environment is Do the best job you can. The competitive environment is often worse than you think it is. BUT...often worse than you think it is. BUT... Find out if your grant is “threshold” or “competitive.”Find out if your grant is “threshold” or “competitive.”


Tips

Don’t be intimated by RFPs.Don’t be intimated by RFPs. Skim the document, and identify the sections relevant Skim the document, and identify the sections relevant

to you.to you. Use a highlighter to note key points.Use a highlighter to note key points.

Ask for copies of successful past proposals from Ask for copies of successful past proposals from organizations with whom you are not competing.organizations with whom you are not competing.


Tips

Use the RFP as an outline for your application. Follow and Use the RFP as an outline for your application. Follow and respond point by point.respond point by point.

If you are contemplating a collaborative grant, try and forge If you are contemplating a collaborative grant, try and forge a relationship with your collaborators before you begin the a relationship with your collaborators before you begin the application development process.application development process.

Public grants often require multiple forms and complicated Public grants often require multiple forms and complicated financial attachments. financial attachments. Sometimes, you may need signatures from people you Sometimes, you may need signatures from people you

don’t even know. Allow ample time to obtain needed don’t even know. Allow ample time to obtain needed signatures.signatures.

Allow ample time for preparation of financial material Allow ample time for preparation of financial material and for necessary internal approvals.and for necessary internal approvals.


Tips

Have technical applications (such as those Have technical applications (such as those involving science and medicine) reviewed by involving science and medicine) reviewed by individuals inside and outside of your agency with individuals inside and outside of your agency with appropriate knowledge. appropriate knowledge. Assume funder reviewers will have related but Assume funder reviewers will have related but

not necessarily exact knowledge of your area.not necessarily exact knowledge of your area. Where possible, match your internal reviewers Where possible, match your internal reviewers

with the likely composition of the funder’s with the likely composition of the funder’s reviewers.reviewers.


Questions?????

maine community foundation grantwriting: increasing your chances for success meredith jones and...

Documents

maine communities mission

eastern maine grassroots

overview of foundations

grant writing foundations

grass roots

staff of mcf slide

presentation slide

communications political