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The Importance of Looking at the Problem First

Sometimes, believe it or not, it is difficult to actually identify what the real problem is. Grant writers deal with the full range of social, economic, and environmental problems. Governmental entities may deal with a lack of public infrastructure, a high crime rate, poor economic indicators, lack of recreational facilities, public health concerns, weaknesses in the public education system, and the need to preserve cultural and historic resources. Nonprofits typically deal with the need for supplemental educational activities, the need for assistance to destitute individuals, sports and after-school programs, the need for job and life skills training and mentoring, housing problems, the natural environment, and a whole host of other needs which are not met by governmental entities.

In many situations, the problem is clear. A good example would be a city government which might be aware of a street which is in need of sidewalk repair or replacement. Obviously the need exists to either build a new sidewalk or repair the old one. Likewise, the consequences of the problem are also obvious. In this example, the deteriorated condition of the sidewalk leads to unsafe conditions which include the risk that elderly or frail individuals may trip or fall. The unsightly condition of the sidewalks may contribute to neighborhood blight, which in turn lowers property values and causes economic problems for the residents.

An outdated sewage treatment plant will lead to a lack of capacity for new development, which hinders the economic growth of an area. In addition, the poor condition of the plant may result in inefficient service to the residents and cause higher user fees. The repair of the plant or the construction of a new one will solve the problem. In both examples given, the problem is easy to identify. Existing infrastructure is not adequate to serve the needs of the residents. Once this infrastructure is repaired or replaced, the problem is resolved.

Other types of projects require a more thoughtful approach to identifying the problem. Let us take the case of a nonprofit which wishes to find a way to lower the high dropout rate at the high schools in its area. The high dropout rate is what I call “the presenting problem” or the end result of other societal problems. These other problems include what society as a whole assumes to be the cause of the presenting problem-lack of familial encouragement; devaluation at home of the merits of education; lack of economic resources, thus resulting in a need for the student to work in addition to going to school; lack of other wholesome activities for youth in the community; and living in a high crime atmosphere which makes it difficult to study.

These are actually the underlying causes of the high dropout rate according to common wisdom as well as documented studies. The nonprofit which is looking for a way to resolve the problem will need to tailor the program to address the underlying causes. For example, the program may include coursework on the value of getting a good education in order to counteract the opposite attitude being prevalent at home. It is much more difficult to address the crime and economic issues. This is where the nonprofit may wish to cooperate with the local law enforcement agency in order to bring about more police presence in the neighborhood in which the youth live. A well-designed program may also link the parents, job services, and job training in order to eliminate the economic stress being felt by the student and his or her family.

This example was given in order to demonstrate how one specific result-i.e., the dropout rate, cannot be addressed without working specifically on the underlying causes. In some cases, additional tutoring alone can be enough to reduce the number of dropouts. However, the most effective programs offer multiple services to address multiple causes. This is why it is important to dig a little further in order to identify the underlying causes of the problem. Research into the design of similar programs across the country can and must be undertaken. However, it is essential to take into account factors which are unique to your area. This process may sound somewhat complex, but it greatly adds to the chances for success of a project.

Mar 11, 2012 | 0 comments | View Post

Letters of Inquiry to Foundations

Most foundations require a letter of inquiry as the first contact.  If the project seems to be within their guidelines and funding priorities, they will then invite the submission of a full proposal. 

 

First of all, the grant writer should restrict the length of this letter to no more than two pages if the guidelines do not specify.  In this letter, your only job is to convince the foundation that your project is a good fit with their fields of interest. 

 

Prior to beginning the letter, a decision should be made on the amount to be requested.  This will be dependent in large part on the resources of the foundation.  Search material should discuss the total assets of the foundation, along with the average grant amount, the smallest grant, and the largest grant.

 

The first paragraph should clearly state the purpose of the project so that the reviewer will know exactly what will be done. This is also the place for the total project cost and the amount requested from the foundation.  Lastly, a couple of sentences regarding how the project fits with the foundation’s funding priorities should be included.  These basic facts are important to have in the very beginning, so that they will catch the reviewer’s eye and she will want to read on.

 

The next paragraph should go into detail regarding the need for the project and include as much statistical information as possible.  This is also the place to make a strong appeal to the emotions of the reader.  It is wise to give one or two specific examples of the distress suffered as a result of the need for the project.  This is where the “human factor” comes in.  The grant writer will be wise to combine hard data and emotion in this section.

 

Following this, a history of your organization should be given.  This should include a description of similar projects which have been successfully undertaken.  This is also the place to discuss your organization’s mission and its priorities. You want to convince the reader that your organization has the capacity to undertake the project, that your staff has the appropriate skill sets for the work, and that you will give it the priority it deserves so that it may be completed in a timely manner.

 

The next section of the inquiry letter should go into some detail regarding how the project will be implemented.  It is important to detail each step in the process from beginning to end.  By doing so, the reader may see the feasibility of the project and feel confident that your organization knows exactly what it takes to get the project completed on schedule and within the budget.  Goals, objectives, and positive outcomes will also be discussed here.

 

Sustainability and evaluation should be discussed next.  Having solid plans in place for both issues assures the foundation that your organization has thoroughly thought through the entire process.  The foundation will want to know that resources have been identified to continue the project beyond the grant period and that a thorough evaluation will be performed in order to determine its effectiveness.

 

Close the letter by offering to meet with the foundation officials at their office, host a site visit, or discuss the project over the telephone.  Emphasize your willingness to provide any additional information requested by the foundation.

Nov 29, 2011 | 0 comments | View Post

Training vs. Experience

My purpose in writing Getting Your Share of the Pie-The Complete Guide to Finding Grants was to disseminate a complete “how to” guide to the grant world.  The reference component of the book gives the reader additional resources to consult as their grant writing career proceeds.  This will ensure that the serious student is given the tools to keep up with the most current information in the field.  I began with the very most basic element of receiving a grant-identifying the true need-and concluded with steps to be taken if the grant application is not approved.  In the pages in between, I advised the reader on how to develop a fundable project, find the most promising grant sources, develop a strategy for which sources to approach, and write a successful proposal.

However, as in my own experience, time spent on the job is critically important.  There are, as in any other profession, various nuances and subtleties which show themselves as one actually begins to work.  No book can cover all of those situations.  We all know how various judgment points are different at different parts of one’s career.  The seasoned veteran will obviously think of the proper questions to ask and look behind the scenes to see what is not obvious, whereas a novice might tend to take the situation at face value.

One example of how experience is just as important as knowledge is my policy of looking for “deal breakers” in the very beginning of an assignment.  I examine the project closely and consult the funding agency if there is any doubt as to project eligibility.  This may sound like common sense, but the novice has a tendency to want to think that the project is fundable under a particular program regardless of any issues which may be a potential problem.  He may not want to think that this potential source, which may have been very hard to find, may not be the right choice.  I highly recommend that the grant writer minutely examine the program guidelines at least twice in order to ensure that the project is eligible for funding.

Another very obvious skill which the aspiring grant writer can only pick up with experience is making contacts within the various funding agencies.  In my case, this has been carefully developed over the years. I am proud to say that the funding agencies I work with know me as an individual who lives up to her promises, meets deadlines without exception, and understands the restrictions under which that agency is working.  I would advise the novice grant writer to deal with funding agencies with the utmost honesty.  One of the worst things anyone can do is leave the impression that you are trying to “pull the wool over their eyes”. Most of the agencies can pick this up in a heartbeat. Needless to say, this leaves a very bad impression of the grant writer which can linger for years.

Nov 26, 2011 | 0 comments | View Post
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