Proposal Toolkit

Experts may name proposal sections differently. Some of the sections following at times may be collapsed into one section, at other times stand separately. In any case, follow the directions of the funding agency carefully relating to what to include and how to organize the information.

Following are typical sections with various names used for each:

• Cover Letter
• Abstract/Executive Summary
• Table of Contents
• Narrative
• Introduction/Background on the Institution
• Statement of Need/Problem Statement
• Project Description
• Goals and Objectives
• Methods
• Staffing/Administration
• Evaluation
• Sustainability/Continuation Plan
• Budget & Budget Justification
• Support/Commitment Letters

Check-off Sheet
If the funding agency provides a check-off sheet, use it to make sure all documents are present and assembled in the order requested.

Specifications
Frequently the funding agency will specify the allowable number of pages, size of font, spacing, margin size, how to assemble the final proposal, number of copies, even the color of ink to use in signing the documents. Follow all directions carefully. Proposals have been excluded from the review process for something as simple as signing documents in the wrong color ink or exceeding the page limit.

Transmittal
Many proposals today are submitted online. If the proposal must be mailed, make sure you have the correct mailing address. Separate addresses are included occasionally depending on whether the proposal is to be mailed or hand delivered. Double check the spelling of the name of the program officer or other designated recipient. Be sure you know all your options to get your proposal to the funding agency on time. Allow for last minute, unexpected delays.  Deadlines are firm. Proposals received after the deadline are excluded from consideration.

Tip
Always remember that you are writing for the reviewers.  If your proposal doesn't cause the reviewer to give maximum points for each section, chances are your project will not be funded.

Purpose
The cover letter serves to transmit your organization’s proposal and demonstrate the commitment of the organization to the project at the highest level. For example, the Chancellor should sign the cover letter. For a non-profit agency or similar entity, the Chair of the Board, Executive Director, or other top-ranking official should sign.

Tone
Professional, clear, and concise. Keep the letter to one page when possible. Write on the organization’s letterhead. The cover letter serves as an opportunity to capture the interest and obtain buy-in from your potential funder.

Content
Suggested contents include:

• Briefly describe your organization and what it does
• Name and describe the specific project for which funding is requested
• Mention the total amount of your funding request
• Mention what group or population will benefit
• Highlight how your project matches the mission of the funding agency
• Mention any recent interaction (e-mail, face-to-face meeting, phone call) with a representative of the funding agency, particularly if you were encouraged to submit the proposal

Tip
Proofread, proofread, and then proofread again. Typos in the cover letter are a poor reflection of your organization. A cover letter does not need to be included with most campus proposals to the Louisiana Board of Regents.

Links to sample Cover Letters: Sample Cover Letters

Purpose
While the abstract appears at the beginning of the grant, generally it is the last document prepared.  On many grants, the abstract is the most critical portion.  Frequently, this is the first and only section that the grants officer reviews (especially with corporate and private foundations).  The presentation of the topic should capture the reader’s interest to convince her or him to read the entire grant.  It should offer the reader a synopsis of the entire proposal, including the amount of funding requested.

Some federal grants require an Abstract (also called an executive summary) while others require a cover page that details most of the information presented in the typical abstract.  When federal agencies do require abstracts, generally they are very specific about length, spacing, and font type.

Content
If the funder describes what information goes in the abstract, then follow those directions.  Otherwise, some typical contents are:

• Name of the project
• Institutional contact person with contact information
• Brief information about the institution
• A description of the problem addressed by the project
• Amount of funds requested
• Goals and objectives to be achieved
• Summary of how the project will operate
• Expected results

Tips

• Make it easy to read
• Use a heading for each section
• Include bulleted lists where possible
• Use a clear, concise writing style
• Describe the project broadly--don't attempt to include all details

Example: Contents recommended by Foundation Center

Numbering System
Use Roman numerals for the Table of Contents page and any material required preceding the ToC.

Begin Arabic numbering system with the Abstract--which generally will be one page in length.  The Narrative will then begin on page number 2. (If the funding entity specifies otherwise, of course, follow those directions.)

Contents
Include a Major Heading for each major portion of the grant.  Indent for each important subsection of each Major Heading.  Make certain that each element of the proposal that the funding entity requires is included as a Major Heading.  The funding entity's requirements frequently serve as the organizational scheme for the grant.

Unless the guidelines specify otherwise, continue the numbering sequence in the Budget and Budget Narrative sections.  Continue that numbering sequence for any Appendices or other additional materials required.

Tip
Word processing software frequently provides a Template to use to produce a Table of Contents as you write your document.

Narrative refers to the descriptive portion of the grant.  It should include any sections that the funding entity requests.  The sections and names given to them may vary according to the desires of various funders.  Some or all of the following may be included:

• Introduction/Background on the Institution
• Statement of Need/Problem Statement
• Project Description
• Goals and objectives
• Methods
• Staffing/Administration
• Evaluation
• Sustainability

Guidelines
The most important rule is to be aware of what the funding entity requests in the Request for Proposal (RFP).  Read any published guidelines thoroughly to make certain that your grant request is not disqualified due to missing one vital piece of information.  Usually federal and state grants have a program officer who may be contacted to clarify outstanding questions.  However, there is a published deadline to submit questions.  After that time, the program officer will not answer additional questions.  Frequently, an FAQ (Frequently Asked Questions) document is published with all the questions asked by competitors listed and answered.

Purpose
Frequently a funding entity does not ask specifically for an introduction.  However, if you do not include an introduction in the narrative, you miss the opportunity to lay the groundwork for the problem statement that you present.  In other words, background on the institution and the region being served is frequently part of convincing the funding entity that a problem exists and that the applicant is the correct institution to design and implement a program to solve the problem.

Tone
Brief and professional.  In a longer proposal, the introduction may be a page to a page and a half.  For a briefer proposal, one to two paragraphs should be sufficient.

Content
Think of the introduction as an opportunity to "introduce" your institution and the region and population that LSU Eunice serves.  In addition, the problem may be introduced briefly in this section, along with the project you have designed to resolve the problem.  This is a good opportunity to zero in on the funder's language and demonstrate that your project is, indeed, a match for the funding entity's areas of interest.

In I'll Grant You That, Burke and Prater state: 
"While your letter of inquiry or your concept paper--if these were required of you--allowed you to make the first impression a strong one, it is your introduction that will make the difference now for the simple reason that from this point on your proposal will be evaluated.  From now on you must write with the evaluators in mind, guided by the funder's scoring rubrics, their requirements, values, terminology and suggestions, and the examples of applications." (2000, p. 50)

Tip
In the space available, you are not able to tell the funder everything, so pick and choose what you do include.  Be concise and logical.  Whenever possible, use the terminology of the funder to describe your project.  You might use anecdotal information to demonstrate the serious nature of the problem your proposal addresses.

Examples
Brief Introduction

Purpose
If there is no problem, there is no reason to write a proposal.  For the most part, funders see themselves as partners with various institutions to resolve problems that, when resolved, serve the public good.  A good example from the funder's perspective is the message from the President and CEO of the W. K. Kellogg Foundation in its 2007 Annual Report:

"The W. K. Kellogg Foundation has a unique opportunity to assess the spirit of our times and set a long-term course to help shape the future of our nation and its communities." (2008, p. 1)

The problem may be expressed broadly--relating to a problem that is faced nationwide.  It may then be expressed locally--relating to the regional or institutional problem you face and hope to resolve with the help of your funding partner.

Content
The broad and local nature of problems dictates the research needed to document the existence of a problem.  For instance, a problem such as "at-risk" students at the secondary level is known and you might cite a recent national study that refers to the situation.  The bulk of this section would then be dedicated to documenting the local problem that you are attempting to solve.  In planning your research, brainstorming with other experts will help you identify numerous aspects of the problem and where the information exists that helps document that the problem is real and serious.

Include:

• A description of the problem
• Needs assessment--produced by another group or done specifically to document the local problem
• Background or historical information that supports the existence and seriousness of the problem
• Negative impacts of the problem--what the organization is failing to achieve due to the existence of the problem
• Sound and current data and statistics to illustrate the problem

Tip
In I'll Grant You That, authors Jim Burke and Carol Ann Prater (2000) list some tips for an effective Problem Statement:

--Identify problems, not solutions
--Identify needs, not wants
--Focus on the client's needs instead of the organization's
--Look committed, not greedy
--Use many types of evidence and data to validate the need.

Example
University of Tennessee Tutorial

This section allows you (finally!) to present to your reviewers the solution(s) you wish to implement to resolve the problem described.  Describe your strategy and convince the potential funder that you have "done your homework."

The goals/objectives defined for the project describe and measure the expected outcomes; the methods section describes how the objectives will be achieved to resolve the problem you documented earlier.  Keep in mind when you develop this section that, when your proposal is funded, the work described becomes a legal contract.  You are obligated to implement the program described.  Occasionally, especially at the federal level, the funder may negotiate this section.  Or you may wish to re-negotiate this section if your project is selected for funding--but the level of funding is significantly lower than your original request.  It is important to be realistic about what can be done with the funding and staffing level provided.

Content
The Foundation Center, in its free online grantwriting short course, lists the contents of this section as:  "objectives, methods, staffing/administration, evaluation, and sustainability."  If the funding agency does not indicate some other preferred content or organization, this is standard content.  Commitment/Capacity to Perform is sometimes requested by the funding entity.  If so, it may fall into this category as a separate section or it might be included in the Staffing/Administration section.  The commitment of the organization to the project is emphasized in the Cover Letter.  If space is not limited, emphasize commitment in this section.

Nowhere else in the process of grant development is there as much confusion about the use of terms as there is with "goals and objectives." The first rule of thumb is to check what terms the funding entity uses and how they define them.  Mission, purpose, goals, objectives, outcomes, outputs, deliverables, activities...all have been used with related or overlapping meanings.  Always use the language and definition of the funder in this section.

Content
The grant writing process began with recognizing and defining a problem, so the goals/objectives should be directly related to solutions to the problem.  Goals are expressed in broad terms and depict a desired outcome that solves or alleviates the problem identified--your long-term vision.  Many grants will have one goal; larger grants--especially high dollar federal efforts--may have four or five goals.

To achieve the vision your goal suggests, action is needed.  Objectives are expressed as measurable, time delineated actions to be taken to make your goal a reality.  One of the popular methods of defining objectives is SMART--Specific, Measurable, Achievable, Realistic, and Time bound.  Links in the Examples section explain how to construct SMART objectives.

The Foundation Center, in its free online grant writing course, defines different types of objectives as Behavioral, Performance, Process, and Product.  Learn more about these definitions here.

Tips
The next level of specificity is Activities/Tasks.  Unless the funder explicitly requests these, it may be best to exclude them.  Ultimately, that will allow greater flexibility in how the objectives are achieved.

Examples
Writing SMART (and SMARTER) Objectives
Smart Objectives

Purpose
The Methodology (or Methods) section of a grant gives the writer an opportunity to describe the strategy developed to solve the problem.  The objectives outline what you want to achieve; the methodology describes how you will achieve it.  Here you convince the potential funder that you have "done your homework."

Content
In this narrative demonstrate both that you are aware of current best practices and have adopted or adapted where appropriate to suit the needs of your service area.  Cite your research and demonstrate an in-depth knowledge of the field and current practice.  Describe why the rationale you have selected to accomplish your objectives is the best possible approach for the specific circumstances of your project.

Your timeline for the project should appear in this section.  A visual timeline can be effective, listing tasks with an indication of when and how long it will take to accomplish the task.

Tip
When describing your methodology, think of "how," "when," and "why."  Describe how your objectives will be achieved, when the actions will occur, and why this practice was selected as the best practice.

Purpose
A potential funder will want to know that your organization has, or can acquire, qualified personnel--by hiring experts, recruiting qualified volunteers, or through partnering with selected groups.

This section also allows you to demonstrate that you have the appropriate mechanisms in place to manage a grant successfully.  Describe who will be involved, their qualifications, and the role each individual will play in project implementation.  Describe your management structure.  If space permits or if requested, an organization chart may help clarify reporting and responsibility structure.

Content

• Identify project director and key personnel
• Outline their qualifications and expertise to fulfill the roles assigned
• Describe the management plan for the project

Tip
In the academic arena, where vitae at times are very lengthy, it is helpful for grant participants to have a summary vita that highlights credentials, experience, and publications relevant to the topics of the present project.

Purpose
The purpose of evaluating a project is to discover whether your project objectives have been achieved.  Another purpose is to assess and correct the process of conducting the project. Evaluating throughout the course of the project is referred to as formative evaluation.  Evaluating at the conclusion of a project to measure effectiveness is referred to as summative evaluation. Both types of evaluation may call for the collection and analysis of quantitative and qualitative data.  Funders want to know that the funds applied to a certain project have been well used and have achieved intended outcomes.

Content
Evaluation techniques will vary since projects vary.  The approach will be dictated by the measures of success you have outlined in your objectives.  A starting place to plan an evaluation is to outline what questions need to be answered to demonstrate success.  Next is a description of who, when, and how information will be collected.  Many projects have a combination of staff serving as evaluator of certain aspects of a project and an outside evaluator (a non-staff person) performing certain types of data collection and analysis.

Some qualitative methods might include focus groups, questionnaires, surveys, or notes of instructors or observers.  Quantitative methods are more formal and usually include statistical output. Some examples are the measures of scores on pre- and post-tests, analysis of records on program participants, or documentation of achievement of other milestones by program participants.

Tip
Start planning evaluation activities early in the process.  Evaluation activities flow from the objectives identified for a project.  Since the objectives are what you are trying to achieve, then the evaluation should be designed to measure your success at achieving these objectives.

Link for more information
Evaluation Tips from FIPSE

Purpose
Your purpose in developing a sustainability or continuation section is to convince the funder that there is a way to continue the work or identify additional funding after the grant expires.  Many funders make this section a requirement.  They cannot fund a project forever; they would like to document lasting effects from what they consider "seed" money.

Content
There is no set content for this section; how a project is to be continued depends on the nature and design of the project.  Some examples are annual fundraisers, fees for services, anticipated grants from another funder, ongoing performances or services that earn income for an organization--to name a few.

Tip
This section can prove frustrating to some project planners.  Their reasoning is: if I had a way to sustain this project, I wouldn't need a grant in the first place.  However, creative thinking, planning early, consulting with colleagues, ascertaining best practices of other organizations--all can help you identify possible methods to continue a project in the future.

Purpose
The purpose for including a budget and a budget justification with your grant, of course, is to document the level of funding needed to support your project.  It may also document cash and in-kind match which your organization or another partner organization will contribute to the project.

Content
Typical sections are:

Personnel (might include director's salary, a portion of the salary of regular employees, student workers, stipends for employees)

Fringe Benefits (calculate fringe at the current published rate for the institution)

Travel (might include in-state calculated at the current allowable amount per mile, out-of-state, or out-of-country) 

Equipment (allowable equipment that is justified by the requirements of the grant--obtain bids)

Supplies (office supplies, printing, special purpose supplies, cost of mailings, multimedia materials related to the project)

Contractual (trainers, facilitators, external evaluators, other specialized services that require a contract)

Construction and Other are two other possible categories.  Construction might include new construction or renovations.  Other should include any specialized need of the project not covered in another category.

Tip
Be realistic and accurate with your funding request.  Reviewers can recognize when a budget is padded.  They also recognize when an organization tries to make itself appear more competitive by estimating the budget low.  The best approach is to calculate accurately the resources required to accomplish your project, then request that amount.

Links for more information
Foundation Center Budgeting Basics Course

Purpose
Review the guidelines carefully--especially when dealing with federal grants--to determine whether you are being asked to submit letters of support or letters of commitment.  The trend in recent years is to ask for letters of commitment from project partners or collaborators.  Both types of letters are intended to show that other entities favor your project.

Content
Generally a support letter is easier to get than a commitment letter.  Why?  A support letter may be written by a public official, a community group, a nonprofit, or any number of other entities.  This letter merely says that the organization writing the letter supports the project and would like to see it funded.

A commitment letter is written by a project partner or collaborator.  It goes beyond merely stating that the group is in favor of the project.  It commits to acting as a partner or collaborator by providing resources for the accomplishment of the project.  It is important to start early in the grant-writing process to acquire commitment letters.  Groups writing commitment letters should be included in the planning and implementation of the project whenever possible.

Tip
Be sure to check the RFP carefully to determine whether the funder requires support letters or commitment letters.  If commitment letters are requested, but not included, that might be sufficient cause to eliminate the proposal from consideration.