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  • 1. Measurable outcomes of the program Tangible, specific, concrete, measurable, achievable in a specific time period • Behavioral: A human action is anticipated. • Performance: A specific time frame within which a behavior will occur at an expected proficiency level, is anticipated. • Process: The manner in which something occurs is an end in itself. • Product: A tangible item will result.
  • 2. What will be achieved by the project • How • When • Why
  • 3. Staffing: Volunteers, board members, consultants, paid staff How will you free up the time of an already fully deployed individual?
  • 4. How you and the funder will know if the proposed project succeeds or not
  • 5. Demonstrating in a concrete way the long- term financial viability of the project to be funded and of nonprofit organization itself.
  • 6. It’s essential for the nonprofit to have a plan to evaluate its programs, strategies. Grantmakers expect to see at least two paragraphs describing a well-thought-out evaluation plan. Some want a formal evaluation; some want monitoring reports only.
  • 7. It’s critical to match the evaluation to the project. When writing the evaluation section of your proposal, it should proceed in a linear fashion, from objectives and activities of your project descriptions to the anticipated outcomes, and then to the ultimate impact on the audience you serve—your theory of change.
  • 8.  What do you consider success to be?  What do you suppose the funder considers success to be?  Are you using qualitative or quantitative measures, or both?  What specific evaluative mechanisms do you plan to utilize?  What format will you use to depict the various stages of the evaluation?  Will the evaluation be performed by in-house staff or by an outside consultant?
  • 9.  When the nonprofit’s staff or volunteers engage in evaluation activities, go beyond simply tracking program outputs to determining the actual outcomes of the grant project and the ultimate impact on the project’s beneficiaries.  Outside evaluators employ technical and professional skills in the application of rigorous design grounded in the social sciences to the evaluation plan and its implementation.
  • 10.  Go back through the proposal narrative and make a list of all personnel and non- personnel items related to the operation of the project  Include as line items operating costs of the agency that will be specifically devoted to running the project—costs of supervision and occupancy.  Include other costs incurred by your organization that benefit your project indirectly—overhead costs, administrative costs, supporting services, or shared costs.
  • 11. Administrative staff Equipment rental Insurance Legal fees Audit fees Meeting of the board of directors Occupancy Utilities
  • 12.  If grant support has already been awarded to the project, or if you expect project activities to generate income, a support revenue statement is the place to provide this information.  An earned income statement deals with anticipated revenues. The difference between expenses and revenues is usually labeled “Balance Requested” rather than “Amount to Be Raised.”  Take time to analyze it objectively. Don’t overestimate costs. Be realistic about the size of your project and its budget.
  • 13. Used to explain line items in the budget, particularly unusual ones not always needed. The basic narrative about the project and your organization belong elsewhere in the proposal, not in the budget narrative.
  • 14. Should come at the end of your proposal. Should not overwhelm the reader with impertinent facts about your organization. Should be brief
  • 15.  How your nonprofit came into existence  Your organization’s mission  How the proposal fits / extends the mission  The organization’s structure  Its programs and special staff expertise  The size of the board, how it was recruited, its level of participation  The kinds of activities in which your staff engage (the assistance you provide, audience you serve, why they rely on you)
  • 16. A paragraph or two Calls attention to the future Follow-up activities you’ll undertake Appeal for your project (reiterating what your nonprofit wants to do and why it’s important)