FEATURE 2015 Grant Guidelines and Resources
short outline of the project and is usually placed at or near the be- ginning of your proposal. It is usually about three paragraphs. It is defi nitely the “fi rst impression” that can motivate your reviewer to read further. T e Introduction states facts about your agency, members, key people who will be involved with the project, goals, track record with other grants, agency successes, and how the project meshes with the grantor’s goals. T e Problem Statement tells the nature of the problem or activity to be the main focus of the project. Sometimes called a “needs assessment,” the information you provide describes why the proposal is being made, who will benefi t from the project, social and economic factors of the project, the nature of the problem being addressed by the project, alternatives in place now and that will be in place when the grant funds dwindle, and the resources needed and how they will be used.
In the Objectives, goals and desired outcomes are discussed here along with the methods that will be used to achieve them. Facts and fi gures need to be concise and verifi able. T e Methods/Program Design section describes how the project will work, the activities at the various stages, the resources and personnel needed, how parts interrelate, actions to be taken, and any other data or information needed for an in-depth look at how the project will work. T e Evaluation section is critically important. T e grantor wants to know if the money is being spent wisely, so judging the eff ectiveness of the project is vital. You must describe how results will be measured, how the project will be judged in terms of achieving its objectives, who
will evaluate, the time and resources needed for evaluation, and how any needed modifi cations will be emplaced. T e Kellogg Foundation is a source of grants and usually favors proj- ects that help children of a community. At
www.wkkf.org, the founda- tion has a handbook about the diff erent approaches used in evaluation. Finally, the Budget describes the expenses of the project in its start, im- plementation, continuation, and phase down or switch to other funds after the grant money is exhausted. Salaries, insurance, transportation, utilities, communications, training, equipment purchases, rental space, indirect costs, matching funds and other points can all be part of the budget discussion.
Web Search
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With the Internet now the prime source for grant information, the pro- cess of researching and applying for grants is greatly streamlined from its former days of on-paper applications and waiting for the mail. But the process is still demanding and exact. Your project must match exactly to what your grantor wants to fund. Grantors set their priorities and their standards and they must be met to be successful in obtaining a grant. Without proving that match, your agency will not win the grant. Use search engines such as Google™ or Bing™ using key words such as “government grants,” “equipment grants,” “grants clearinghouses” or “private grants,” etc. Examine the grantors’ priorities to see what was funded in the past, and what is of interest to the grantor now. Look for geographic restrictions such as projects for a regional or wide- area project instead of a specifi c city or community. Read the “frequently asked questions” for answers to problems not addressed on the website. See if the grantor off ers an informational seminar. And remember that even though a grantor may have broad goals, the projects being funded must meet specifi c requirements. A good introductory source is the US Department of Justice Bureau of Justice Assistance’s website’s “Grant Writing Manual” at
www.bja.gov/pub- lications. It has information about Federal grant applications, earmarks, re- imbursement or payment programs, and general grantsmanship knowledge. And, on that point, even though your fi rst thought may be a govern- ment grant, consider the private, non-profi t sector, too. Even a mini-grant may be helpful for a particular need. County and local foundations, service clubs and other lesser-known sources may have the money you need, and the competition for that money may be far less.
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Check
www.FoundationCenter.org, which lists seminars about private grants, and allows you to browse non-governmental grant sources. T e Foun- dation Center is a non-profi t organization that also off ers a newsletter. It also hosts two more helpful websites:
www.grantspace.org and
www.grantcraft.org. As you explore foundation or corporation and clearinghouse grant websites, register for their e-mail newsletters and updates, which can be useful for revealing sources you had not considered before, grant deadline changes, or other information for grants now or for the future. Explore
www.GuideStar.org, a website that studies what grantors fund, the tax returns for non-profi t organizations, patterns in the grants, and the types of agencies receiving them.
As you collect the information, add it to your notebook along with the deadlines, trends and potential grantors for your project. If your project seems to cost beyond what a grantor will fund, move to a diff erent grantor or lessen the scope of your project. List the elements to include in the grant application. Determine if you can partner with other agencies to give a regional aspect to your project because grantors often like projects that go beyond the originat- ing agency to other agencies, thus benefi tting more communities. Know what your project will do, why it is necessary, and how much money
60 Tactical Response Fall 2015
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