Community Tool Box. From the University of Kansas, 6,000 pages of nonprofit tools including how to’s on sustainability, community organizing, planning, mission development, etc. Group learning newsletter and an opportunity to join the online learning group and share best practices with others in the field. Free. www.ctb.ku.edu .

EPhilanthropy. Assists NPOs in using the internet to serve. Some information for free, some for a fee (classes and a bookstore). Free articles and Newsletters, a very good Ethics section including a Code of Ethics. www.ephilantrhopy.org

Charity Channel. Lots of information, newsletters, grant alerts, tools, volunteer management. Some information is free, some at very low cost. www.charitychannel.com

Institute for Nonprofit Organization Management at the University of San Francisco. The “Nonprofit Links” section is particularly helpful. www.inom.org .

Nonprofit White Papers. These informative guides or “whitepapers” cover a variety of nonprofit-specific topics.Click on “Nonprofit Resources”, then”white papers”. www.blackbaud.com

Nonprofit Law Resource Library. Provides legal information on all aspects of nonprofit law. The website is a bit hard to read due to the dark blue background but has good information. www.hurwitassociates.com

The Management Assistance Program for Nonprofits (MAP). They have an excellent “Free management Library”. www.mapfornonprofits.org .

Americans for the Arts. www.americansforthearts.org

Urban Institute-Center on Nonprofit & Philanthropy. Sector-wide information on issues, studies, statistics, data and publications. www.urban.org.

About Nonprofits. Good information on a variety of nonprofit topics, current trends in the sector and a free newsletter. www.nonprofit.about.com .

Organizer’s Collaborative. Social change issues are addressed, uses of technology, resources and assistance. Training in civic engagement and advocacy. www.organizerscollaborative.org .

Nonprofit Guides. Many good tools including sample budgets, cover letters, letters of inquiry, proposals and a grant writing guide. Also an excellent links page. www.npguides.org

Leader to Leader Institute. Publications, workshops, training and other tools and resources for non-profit leaders. (formerly the Drucker Foundation). www.pfdf.org .

Nonprofit Law. Many resources for nonprofit management including sample contracts, articles of incorporation and bylaws. www.nonprofitlaw.com .

Free Management Library. Complete, highly integrated free library for nonprofits and for-profits. www.managementhelp.org .

Starting a Nonprofit. Links to sites with advice and information about starting a nonprofit organization. www.nonprofit.about.com .

Center for Nonprofit Management. Free downloads of management publications such as “How to start a Nonprofit� and legal resources for nonprofits. www.cnmsocial.org

Alliance for Nonprofit Management . www.allianceonline.org .

California Association of Nonprofits. A good source of information on all aspects of nonprofit management, CAN is a membership organization and work as an advocate for the nonprofit sector. www.canonprofits.org .

California Management Assistance Partnership (C-MAP). A network of 15 nonprofit support organizations that provide training and information assistance to local nonprofits. www.c-map.org .

Idealist.org Nonprofit Center, FAQ on Starting a Nonprofit. Check the home page for many resources, tools and FAQ. Topics include organization, management, regulation, resources and development. FAQ available in English, Spanish and French. www.idealist.org .

Independent Sector. A good source of information, current hot topics in nonprofit. www.independentsector.org .

Compasspoint Nonprofit Services. A San Francisco based nonprofit with a great resource directory, lots of good information and nonprofit books for purchase. www.compasspoint.org .

Points of Light Foundation . A good source of articles in nonprofit topics and a page for calculation the value of volunteer hours. www.pointsoflight.org .

National Council of Nonprofit Associations, Resource Links page . Provides a links page with a wide variety of topics of interest to nonprofits, including advocacy, grants, board development, policy issues, and technology. www.ncna.org .

America ’s Promise. General information on nonprofit management, a great “idea data base� page. www.americaspromise.org .

Nonprofit Genie. Part of the Compasspoint website, this site has good, in depth, answers to FAQ regarding all aspects of nonprofit organizations. www.genie.org .

The Social Edge. An interactive community of nonprofit organizations and people interested in social issues. Podcasts, blogs, articles and lots of information sharing on the latest trends and issues. www.socialedge.org .

About.com on NPMarketing. Resouces to help you market your organization effectively. http://marketing.about.com/od/nonprofitmarketing

Childtrends.org. Research and stats on topics related to child/youth needs. A very good site and free. www.childtrends.org

CPANDA. Cultural Policy & Arts National Data Archive. An interactive digital archive of policy-revelant data on the arts and culture.” Quick facts about the arts” and essays adressing FAQ. www.cpanda.org

Independent Sector’s Nonprofit Almanac. Answers to many sector-wide questions such as revenue, funding, how many nonprofits organizations there are, etc. Click on the Research button then select the Nonprofit Almanac. www.independentsector.org .

National Center for Charitable Statistics. Stats for nonprofits on a national and statewide level. Many resources based on the Urban Center research. www.nccs.urban.org .

Federal Stats

FedStats provides easy access to statistics and information produced by more than 100 US Federal Government agencies.www.fedstats.gov

The World-Wide Web Virtual Library: Statistics.Well-organized, comprehensive list of web Statistics resources.www.stat.ufl.edu/vlib/statistics.html

Statistics: Population, Economic, Crime, Labor, etc. Explore the best statistics resources on the Web at LibrarySpot.com.www.libraryspot.com/statistics.htm

statistics.com is the leading provider of professional development courses in statistics. Online programs give you regular access to leading experts.www.statistics.com

Boardsource. Great source for information on the role of the Board of Directors, how to make nonprofit policy (samples available), a FAQ page. See the “Knowledge Center” and “Books and Tools” tabs. www.boardsource.org

National Center for Nonprofit Boards. Information on how to build an effective board of directors. www.ncnb.org .

Volunteer Today. This is an e-newspaper that is part of the Nonprofit Times. This section deals specifically with volunteer topics. www.volunteertoday.com .

Volunteer Match . Volunteer matching service and information for nonprofits, includes listings in the Central Valley. www.volunteermatch.org .

Energize . Offers information on volunteer management, including books, links, and articles. Some information free, some for subscribers only. www.energizeinc.com .

Service Leader . This organization is based in Austin, TX but has good articles on Volunteerism. www.serviceleader.org .

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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.