Adapted from the upcoming Libraries Unlimited book, Grantsmanship in Small Libraries

 

Cover Sheet

Abstract

Table of Contents

Introduction

Needs Statement

Goals and Objectives of the Project

Project Design

Budget

Evaluation Design and Research Implications

Dissemination of Findings, Results, Products

Plan for Future Spending

Appendices

 

The first page of the proposal document, it is typically a standardized form identifying the project, funding agenc, requested level of support, project title, submission date, and the applicant.

Readers generally see the title of a proposal before anything else. The following points ought to be considered when naming the prposal:

Be descriptive of the project.

Describe client or societal benefits.

Be cautious in using acronyms.

Make the title concise and easy to remember.

Start with an active verb.

Describe outcome or results of the project.

Avoid "cute" titles.

 

The abstract summarizes the project proposal, typically including the following elements: need, goal, objectives, target population, procedures, evaluation, dissemination, and budget request total. It is generally 20-500 words - approximately one to two pages - in length. Above all, it is imperative to follow the grantor's instructions regarding length and contents of the abstract.

Table of Contents

All sections of the proposal, along with corresponding pagination, should be included in the Table of Contents. In order to facilitate access within the document, all headings employed within the text should be reproduced in a precise (word-for-word) manner.

Introduction

This section should "grab" the reader. It provides an opportunity to turn the reader on - or off! It is imperaive to create a good opening line. This might involve using a strong quotation from a historical figure or a striking statement from, or about, a student.

Of even greater importance, the Introduction should sell the funder on the credibility of the grantseeker. Accordingly, it should communicate that the organization is fiscally secure, is efficiently managed, provides valuable services to its target groups, and has the respect of the community at large.

More specifically, this section should incorporate most, if not all, of the following points:

Clearly establish who is applying; when and how was the organization started, what have been the notable events in the organization's history.

Describe applicant's philosophy, purposes, and goals.

Outline the organization's programs; in addition to describing them, note their accomplishments and overall impact.

Describe clients and constituents.

Provide evidence of accomplishments and endorsements or statements to establish the organization's overall credibility; e.g., staff qualifications, collaborative endeavors with other organizations.

Support credibility in the program area within which funds are sought.

Divulge general information about the proposed project request.

Provide a transition to the needs assessment.

 

The needs statement should indicate to the funder, in no uncertain terms, that a compelling problem or need exists and must be addressed. It should be written from the client's point of view, expressing a client need as opposed to a need of the grant recipient. On the other hand, it should both relate to the purposes and goals of the organization and be compatible with your organization's size and scop. The needs statement also must be supported by evidence from a number of sources, including the organization's experience, testimony of subject experts, and statistics from reliable sources.

Goals and Objectives

The grant project goal(s), objectives, and activities should flow naturally from the needs statement, where you have defined the problem you are attempting to solve.

A goal is a statement of the overall intent and outcome of the proposed project. It should relate directly to the purpose and priorities of the granting agency. A grant project should have only one or two goals.

Once each goal has been established, several objectives should be developed to meet it. Well-executed objectives are specific and measurable. They can include qualitative measures of accomplishment and qualitative descriptions of progress. Each objective should also include what will be done, by whom, by when, how, and at what performance level.

Project Design

Often referred to as the plan of action, the project design is often the lengthiest section of the proposal, specifying the activities and methods to be used to carry out the objectives. It flows naturally from the program objectives, explaining what will be done, and how and when it will be accomplished, to achieve the objectives.

Budget

The budget delineates costs and expenditures in straightforward fashion. Most budgets have two components: the budget summary and budget detail. The budget detail typically itemizes costs under separate column headings: requested nd donated, or in-kind. Budget detail is usually divided into two categories: personnel and non-personnel. The former includes wages and salaries, fringe benefits (e.g., FICA, health insurance) and sometimes consultant and contract services and travel expenses. The non-personnel sector covers such items as equipment and supplies.

The budget summary, or narrative, is developed after compiling the budget detail. It should provide a rationale for each budget item. Each budget item should relate to a project objective and activity. For each budget detail item, summarize the purpose of the request and how the cost was calculated. The intent consists of relating the budget to the proposal plan in order that the budget offers no surprises to the reader.

Evaluation Design and Research Implications

It is necessary to identify who will monitor and evaluate the program. The evaluator has the responsibility for defining the evaluation criteria (indicators), describing data gathering methods and data analyses techniques, and communicating how the evaluation data will be directed toward project improvements.

A checklist of considerations for writing this section should include:

Describe why evaluation is needed in the project.

Define what is meant by evaluation.

Clearly identify the type and purpose of the evaluation and the audiences to be served by its results.

Demonstrate that the scope of the evaluation is appropriate to the project. To what extent is the project practical, relevant, and generalizable?

Describe what information will be needed to complete the evaluation, the potential sources for this information, and the instruments that will be used for its collection;.

Provide sufficient detail to demonstrate the technical soundness of all data collection instruments and procedures.

Identify and justify procedures for anaysis, reporting, and utilization.

Define standards that will be used in judging the results of the evaluation.

Summarize any reports to be provided to the funding source based on the evaluation and generally describe theircontent and timing.

Identify any anticipated constraints on the evaluation.

Discuss who will be responsible for the evaluation.

 

Dissemination represents the mechanism by which funders and others are informed about your project. The increasingly competitive nature of grantseeking requires a more elaborate dissemination apparatus. Additional benefits of effectively executing this component include broadening support, locating more clients, alerting others in relevants fields to new ideas, and adding to the stockpile of knowledge.

Dissemination options might include a sampling of the following choices:

  A project newsletter that is circulated to selected individuals and organizations in the field. The audience should encompass influential decision makers sharing an interest in the project.

  Conferences and seminars hosed for individuals or groups likely to be interested in project results.

  Site visits arranged for representatives of key professional associations.

  Interim working papers to describe those portions of project findings of most immediate interest to other audiences.

  Papers delivered at national conferences.

  Articles prepared for scholarly, professional, or trade journals.

  Pamphlets describing available project products and their potential use.

  Books or manuals either issued by grantseeking organization, th sponsor, or commercial publishers.

  Displays at appropriate meetings and conferences.

  Demonstrations of techniques and materials developed by the projects.

  Agreements with other agencies to produce or market project results.

  Production - either internally or commercially - of AV materials.

  Special briefings for key national or state officials.

  Project staff appearances as speakers at local, state, and national meetings.

  Preparation of press releases for use by the mass media.

  Filing of project documents with national information sources like N.T.I.S.

  Development of a model course or seminar that shows how the information resulting from the project can be explained to others in a formal instructional setting.

  The training of individuals in other organizations to conduct in-sevice workshops or provide consulting services on project materials to practitioners.

  The development of self-instructional modules that will train others to use project results without attendance at formal training sessions.

  Use computer networks to disseminate project findings.

  Prepare key reports or outcomes on computer software for exchange among personal computer users.

  Fax executive summaries of project results to appropriate persons.

 

The funder, interested in seeing the project live on, often requires a description of precisely how project funding will continue after the grant expires. By outlining a plan for continuation, the applicant demonsrates commitment and support for the project while emphasizing an obligation to continue the project.

Sources for acquiring money include:

new sponsors/granting agencies (government, corporate, foundation)

membership fees

user charges

wealthy individuals

product sales

publications

service fees

direct mail

bequests

memorial gifts

telethons

capital campaigns

 

Although not always carefully read by panelists, this section can provide the "winning edge" when your proposal is compared with others. Appendices include information peripheral to the proposal. The attachment materials expand concepts presented in the proposal. IN the narrative, each appendix item should be referred to by page number.

Typical proposal attachments include:

school and/or organization mission statement

vitae of project director, other key personnel, consultants

list of board members and officers with titles

list of advisory committee members

list of otherorganizations providing funding

verification of non-profit status; IRS certification

bibliography

curriculum listings

studies/research, including tables, graphs, charts

letters of commitment, endorsement

newspaper or magazine articles and pictures, favorable mentions about your organization

maps

certifications

assurances

audited financial statement

definitions of terms

subcontract data

consortia agreements

tabular data

recent annual reports, organizational fiscal reports, etc.

past success stories, noteworthy case histories, etc.

agency publications

publicity