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This article is copied from the Catalog of Federal Domestic Assistance’s Website for educational purposes. For
further information, go to http://12.46.245.173/cfda/grant_proposal.html

Developing And Writing Grant Proposals

PART ONE: DEVELOPING A GRANT PROPOSAL

Preparation

A successful grant proposal is one that is well-prepared, thoughtfully planned, and concisely packaged.
The potential applicant should become familiar with all of the pertinent program criteria related to the
Catalog program from which assistance is sought. Refer to the information contact person listed in the
Catalog program description before developing a proposal to obtain information such as whether
funding is available, when applicable deadlines occur, and the process used by the grantor agency for
accepting applications. Applicants should remember that the basic requirements, application forms,
information and procedures vary with the Federal agency making the grant award.

Individuals without prior grant proposal writing experience may find it useful to attend a grantsmanship
workshop. A workshop can amplify the basic information presented here. Applicants interested in
additional readings on grantsmanship and proposal development should consult the references listed at
the end of this section and explore other library resources.

INITIAL PROPOSAL DEVELOPMENT

Developing Ideas for the Proposal

When developing an idea for a proposal it is important to determine if the idea has been considered in
the applicant's locality or State. A careful check should be made with legislators and area government
agencies and related public and private agencies which may currently have grant awards or contracts
to do similar work. If a similar program already exists, the applicant may need to reconsider submitting
the proposed project, particularly if duplication of effort is perceived. If significant differences or
improvements in the proposed project's goals can be clearly established, it may be worthwhile to
pursue Federal assistance.

Community Support

Community support for most proposals is essential. Once proposal summary is developed, look for
individuals or groups representing academic, political, professional, and lay organizations which may be
willing to support the proposal in writing. The type and caliber of community support is critical in the
initial and subsequent review phases. Numerous letters of support can be persuasive to a grantor
agency. Do not overlook support from local government agencies and public officials. Letters of
endorsement detailing exact areas of project sanction and commitment are often requested as part of a
proposal to a Federal agency. Several months may be required to develop letters of endorsement since
something of value (e.g., buildings, staff, services) is sometimes negotiated between the parties
involved.
Many agencies require, in writing, affiliation agreements (a mutual agreement to share services
between agencies) and building space commitments prior to either grant approval or award. A useful
method of generating community support may be to hold meetings with the top decision makers in the
community who would be concerned with the subject matter of the proposal. The forum for discussion
may include a query into the merits of the proposal, development of a contract of support for the
proposal, to generate data in support of the proposal, or development of a strategy to create proposal
support from a large number of community groups.

Identification of a Funding Resource

A review of the Objectives and Uses and Use Restrictions sections of the Catalog program description
can point out which programs might provide funding for an idea. Do not overlook the related programs
as potential resources. Both the applicant and the grantor agency should have the same interests,
intentions, and needs if a proposal is to be considered an acceptable candidate for funding.

Once a potential grantor agency is identified, call the contact telephone number identified in Information
Contacts and ask for a grant application kit. Later, get to know some of the grantor agency personnel.
Ask for suggestions, criticisms, and advice about the proposed project. In many cases, the more
agency personnel know about the proposal, the better the chance of support and of an eventual
favorable decision. Sometimes it is useful to send the proposal summary to a specific agency official in
a separate cover letter, and ask for review and comment at the earliest possible convenience. Always
check with the Federal agency to determine its preference if this approach is under consideration. If the
review is unfavorable and differences cannot be resolved, ask the examining agency (official) to
suggest another department or agency which may be interested in the proposal. A personal visit to the
agency's regional office or headquarters is also important. A visit not only establishes face-to-face
contact, but also may bring out some essential details about the proposal or help secure literature and
references from the agency's library.

Federal agencies are required to report funding information as funds are approved, increased or
decreased among projects within a given State depending on the type of required reporting. Also,
consider reviewing the Federal Budget for the current and budget fiscal years to determine proposed
dollar amounts for particular budget functions.

The applicant should carefully study the eligibility requirements for each Federal program under
consideration (see the Applicant Eligibility section of the Catalog program description). The applicant
may learn that he or she is required to provide services otherwise unintended such as a service to
particular client groups, or involvement of specific institutions. It may necessitate the modification of the
original concept in order for the project to be eligible for funding. Questions about eligibility should be
discussed with the appropriate program officer.

Deadlines for submitting applications are often not negotiable. They are usually associated with strict
timetables for agency review. Some programs have more than one application deadline during the
fiscal year. Applicants should plan proposal development around the established deadlines.

Getting Organized to Write the Proposal

Throughout the proposal writing stage keep a notebook handy to write down ideas. Periodically, try to
connect ideas by reviewing the notebook. Never throw away written ideas during the grant writing
stage. Maintain a file labeled "Ideas" or by some other convenient title and review the ideas from time to
time. The file should be easily accessible. The gathering of documents such as articles of incorporation,
tax exemption certificates, and bylaws should be completed, if possible, before the writing begins.
REVIEW

Criticism

At some point, perhaps after the first or second draft is completed, seek out a neutral third party to
review the proposal working draft for continuity, clarity and reasoning. Ask for constructive criticism at
this point, rather than wait for the Federal grantor agency to volunteer this information during the review
cycle. For example, has the writer made unsupported assumptions or used jargon or excessive
language in the proposal?

Signature

Most proposals are made to institutions rather than individuals. Often signatures of chief administrative
officials are required. Check to make sure they are included in the proposal where appropriate.

Neatness

Proposals should be typed, collated, copied, and packaged correctly and neatly (according to agency
instructions, if any). Each package should be inspected to ensure uniformity from cover to cover.
Binding may require either clamps or hard covers. Check with the Federal agency to determine its
preference. A neat, organized, and attractive proposal package can leave a positive impression with the
reader about the proposal contents.

Mailing

A cover letter should always accompany a proposal. Standard U.S. Postal Service requirements apply
unless otherwise indicated by the Federal agency. Make sure there is enough time for the proposals to
reach their destinations. Otherwise, special arrangements may be necessary. Always coordinate such
arrangements with the Federal grantor agency project office (the agency which will ultimately have the
responsibility for the project), the grant office (the agency which will coordinate the grant review), and
the contract office (the agency responsible for disbursement and grant award notices), if necessary.

PART TWO: WRITING THE GRANT PROPOSAL

The Basic Components of a Proposal

There are eight basic components to creating a solid proposal package: (1) the proposal summary; (2)
introduction of organization; (3) the problem statement (or needs assessment); (4) project objectives;
(5) project methods or design; (6) project evaluation; (7) future funding; and (8) the project budget. The
following will provide an overview of these components.

The Proposal Summary: Outline of Project Goals

The proposal summary outlines the proposed project and should appear at the beginning of the
proposal. It could be in the form of a cover letter or a separate page, but should definitely be brief -- no
longer than two or three paragraphs. The summary would be most useful if it were prepared after the
proposal has been developed in order to encompass all the key summary points necessary to
communicate the objectives of the project. It is this document that becomes the cornerstone of your
proposal, and the initial impression it gives will be critical to the success of your venture. In many cases,
the summary will be the first part of the proposal package seen by agency officials and very possibly
could be the only part of the package that is carefully reviewed before the decision is made to consider
the project any further.

The applicant must select a fundable project which can be supported in view of the local need.
Alternatives, in the absence of Federal support, should be pointed out. The influence of the project both
during and after the project period should be explained. The consequences of the project as a result of
funding should be highlighted.

Introduction: Presenting a Credible Applicant or Organization

The applicant should gather data about its organization from all available sources. Most proposals
require a description of an applicant's organization to describe its past and present operations. Some
features to consider are:

 A brief biography of board members and key staff members.

 The organization's goals, philosophy, track record with other grantors, and any success stories.
 The data should be relevant to the goals of the Federal grantor agency and should establish
the applicant's credibility.

The Problem Statement: Stating the Purpose at Hand

The problem statement (or needs assessment) is a key element of a proposal that makes a clear,
concise, and well-supported statement of the problem to be addressed. The best way to collect
information about the problem is to conduct and document both a formal and informal needs
assessment for a program in the target or service area. The information provided should be both factual
and directly related to the problem addressed by the proposal. Areas to document are:

 The purpose for developing the proposal.

 The beneficiaries -- who are they and how will they benefit.
 The social and economic costs to be affected.
 The nature of the problem (provide as much hard evidence as possible).
 How the applicant organization came to realize the problem exists, and what is currently being
done about the problem.
 The remaining alternatives available when funding has been exhausted. Explain what will
happen to the project and the impending implications.
 Most importantly, the specific manner through which problems might be solved. Review the
resources needed, considering how they will be used and to what end.

There is a considerable body of literature on the exact assessment techniques to be used. Any local,
regional, or State government planning office, or local university offering course work in planning and
evaluation techniques should be able to provide excellent background references. Types of data that
may be collected include: historical, geographic, quantitative, factual, statistical, and philosophical
information, as well as studies completed by colleges, and literature searches from public or university
libraries. Local colleges or universities which have a department or section related to the proposal topic
may help determine if there is interest in developing a student or faculty project to conduct a needs
assessment. It may be helpful to include examples of the findings for highlighting in the proposal.

Project Objectives: Goals and Desired Outcome

Program objectives refer to specific activities in a proposal. It is necessary to identify all objectives
related to the goals to be reached, and the methods to be employed to achieve the stated objectives.
Consider quantities or things measurable and refer to a problem statement and the outcome of
proposed activities when developing a well-stated objective. The figures used should be verifiable.
Remember, if the proposal is funded, the stated objectives will probably be used to evaluate program
progress, so be realistic. There is literature available to help identify and write program objectives.

Program Methods and Program Design: A Plan of Action

The program design refers to how the project is expected to work and solve the stated problem. Sketch
out the following:

 The activities to occur along with the related resources and staff needed to operate the project
(inputs).
 A flow chart of the organizational features of the project. Describe how the parts interrelate,
where personnel will be needed, and what they are expected to do. Identify the kinds of
facilities, transportation, and support services required (throughputs).
 Explain what will be achieved through 1 and 2 above (outputs); i.e., plan for measurable
results. Project staff may be required to produce evidence of program performance through an
examination of stated objectives during either a site visit by the Federal grantor agency and or
grant reviews which may involve peer review committees.
 It may be useful to devise a diagram of the program design. For example, draw a three column
block. Each column is headed by one of the parts (inputs, throughputs and outputs), and on the
left (next to the first column) specific program features should be identified (i.e., implementation,
staffing, procurement, and systems development). In the grid, specify something about the
program design, for example, assume the first column is labeled inputs and the first row is
labeled staff. On the grid one might specify under inputs five nurses to operate a child care unit.
The throughput might be to maintain charts, counsel the children, and set up a daily routine;
outputs might be to discharge 25 healthy children per week. This type of procedure will help to
conceptualize both the scope and detail of the project.
 Wherever possible, justify in the narrative the course of action taken. The most economical
method should be used that does not compromise or sacrifice project quality. The financial
expenses associated with performance of the project will later become points of negotiation
with the Federal program staff. If everything is not carefully justified in writing in the proposal,
after negotiation with the Federal grantor agencies, the approved project may resemble less of
the original concept. Carefully consider the pressures of the proposed implementation, that is,
the time and money needed to acquire each part of the plan. A Program Evaluation and Review
Technique (PERT) chart could be useful and supportive in justifying some proposals.
 Highlight the innovative features of the proposal which could be considered distinct from other
proposals under consideration.
 Whenever possible, use appendices to provide details, supplementary data, references, and
information requiring in-depth analysis. These types of data, although supportive of the
proposal, if included in the body of the design, could detract from its readability. Appendices
provide the proposal reader with immediate access to details if and when clarification of an
idea, sequence or conclusion is required. Time tables, work plans, schedules, activities,
methodologies, legal papers, personal vitae, letters of support, and endorsements are
examples of appendices.

Evaluation: Product and Process Analysis

The evaluation component is two-fold: (1) product evaluation; and (2) process evaluation. Product
evaluation addresses results that can be attributed to the project, as well as the extent to which the
project has satisfied its desired objectives. Process evaluation addresses how the project was
conducted, in terms of consistency with the stated plan of action and the effectiveness of the various
activities within the plan.

Most Federal agencies now require some form of program evaluation among grantees. The
requirements of the proposed project should be explored carefully. Evaluations may be conducted by
an internal staff member, an evaluation firm or both. The applicant should state the amount of time
needed to evaluate, how the feedback will be distributed among the proposed staff, and a schedule for
review and comment for this type of communication. Evaluation designs may start at the beginning,
middle or end of a project, but the applicant should specify a start-up time. It is practical to submit an
evaluation design at the start of a project for two reasons:

 Convincing evaluations require the collection of appropriate data before and during program
operations; and,
 If the evaluation design cannot be prepared at the outset then a critical review of the program
design may be advisable.

Even if the evaluation design has to be revised as the project progresses, it is much easier and cheaper
to modify a good design. If the problem is not well defined and carefully analyzed for cause and effect
relationships then a good evaluation design may be difficult to achieve. Sometimes a pilot study is
needed to begin the identification of facts and relationships. Often a thorough literature search may be
sufficient.

Evaluation requires both coordination and agreement among program decision makers (if known).
Above all, the Federal grantor agency's requirements should be highlighted in the evaluation design.
Also, Federal grantor agencies may require specific evaluation techniques such as designated data
formats (an existing information collection system) or they may offer financial inducements for voluntary
participation in a national evaluation study. The applicant should ask specifically about these points.
Also, consult the Criteria For Selecting Proposals section of the Catalog program description to
determine the exact evaluation methods to be required for the program if funded.

Future Funding: Long-Term Project Planning

Describe a plan for continuation beyond the grant period, and/or the availability of other resources
necessary to implement the grant. Discuss maintenance and future program funding if program is for
construction activity. Account for other needed expenditures if program includes purchase of
equipment.

The Proposal Budget: Planning the Budget

Funding levels in Federal assistance programs change yearly. It is useful to review the appropriations
over the past several years to try to project future funding levels (see Financial Information section of
the Catalog program description).

However, it is safer to never anticipate that the income from the grant will be the sole support for the
project. This consideration should be given to the overall budget requirements, and in particular, to
budget line items most subject to inflationary pressures. Restraint is important in determining
inflationary cost projections (avoid padding budget line items), but attempt to anticipate possible future
increases.

Some vulnerable budget areas are: utilities, rental of buildings and equipment, salary increases, food,
telephones, insurance, and transportation. Budget adjustments are sometimes made after the grant
award, but this can be a lengthy process. Be certain that implementation, continuation and phase-down
costs can be met. Consider costs associated with leases, evaluation systems, hard/soft match
requirements, audits, development, implementation and maintenance of information and accounting
systems, and other long-term financial commitments.

A well-prepared budget justifies all expenses and is consistent with the proposal narrative. Some areas
in need of an evaluation for consistency are: (1) the salaries in the proposal in relation to those of the
applicant organization should be similar; (2) if new staff persons are being hired, additional space and
equipment should be considered, as necessary; (3) if the budget calls for an equipment purchase, it
should be the type allowed by the grantor agency; (4) if additional space is rented, the increase in
insurance should be supported; (5) if an indirect cost rate applies to the proposal, the division between
direct and indirect costs should not be in conflict, and the aggregate budget totals should refer directly
to the approved formula; and (6) if matching costs are required, the contributions to the matching fund
should be taken out of the budget unless otherwise specified in the application instructions.

It is very important to become familiar with Government-wide circular requirements. The Catalog
identifies in the program description section (as information is provided from the agencies) the particular
circulars applicable to a Federal program, and summarizes coordination of Executive Order 12372,
"Intergovernmental Review of Programs" requirements in Appendix I. The applicant should thoroughly
review the appropriate circulars since they are essential in determining items such as cost principles
and conforming with Government guidelines for Federal domestic assistance.

GUIDELINES AND LITERATURE

United States Government Manual

Superintendent of Documents
U.S. Government Printing Office
Washington, DC 20402

OMB Circular Nos. A-87, A-102, A-110, and A-133, and Executive Order 12372:
Publications Office
Office of Administration
Room 2200, 725 Seventeenth Street, NW.
Washington, DC 20503

Government Printing Office (GPO) Resources

The government documents identified above as available from the GPO can be requested (supply the
necessary identifying information) by writing to:

Superintendent of Documents
Government Printing Office
Washington, DC 20402

Regional and Federal Depository Libraries

Regional libraries can arrange for copies of Government documents through an interlibrary loan. All
Federal Depository Libraries will receive copies of the Catalog directly. A list of depository and regional
libraries is available by writing: Chief, Library Division, Superintendent of Documents, Stop SLL,
Washington, DC 20402.

General Services Administration

Office of Governmentwide Policy
Office of Acquisition Policy
Regulatory and Federal Assistance Publication Division (MVA)