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�Intro to Grantwriting

Becky Bowen, NC State Extension

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Formulate an Idea

Check your idea against the available funding sources

Idea to Logic Model

�Logic Model to Narrative

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Part 1��Formulating Your Idea

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What makes for a good proposal

The problem is simply stated, it is clear and understandable, and we know how the applicant decided this is a problem

It’s clear what is going to actually be done to address the problem, and who is going to do it

The applicant shows the experiences that they have had in the past and the skills the applicant(s) holds to actually conduct the specific activities

The applicant tells us specifically what group is the target of the work and outlines how they have worked with this population in the past�

The applicant has partners that complement its own skills, experiences, and networks, and details what the partner will do

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Getting Ready – the “What”

WHAT do you want to do?�

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Getting Ready - the “Who”

WHO do you have to work with in order to accomplish the What (your project)? WHO has the skills?

WHO are your financial resources? (Family, Friends, Lenders)

WHO will benefit? (Family, Workers, Consumers)

Will you be adding jobs?�

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Getting Ready - the “How”

HOW does your project (your “WHAT”) fit into your current operation?

HOW will your operation grow? In 3 years, HOW will it be different?

HOW will your operation be unique from other similar businesses in the area?

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Getting Ready - the “Why”

WHY do you believe your project can be successful (what research have you done?)

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Part 2

Matching Need to Grant Opportunity

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Reality Check

Does this fit with the mission of your organization and the grant?
Is the scale correct in terms of time, funding levels and skill set to accomplish the grant program?
Do you have everything you need to accomplish objectives?

Either on hand or via grant expenditures

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Typically an Eligible Entity is . . .

Nonprofit Corporations with 501(c)(3) status

Government Entities

Tribes and Tribal Governments

ALWAYS check the NOFA (Notice of Funding Availability) or Grant Requirements Section of the application!!

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With a Few Rare Exceptions . . .

Farmer/Rancher Groups

Cooperatives

Independent Producers

ALWAYS check eligibility requirements. They will vary from grantor to grantor and grant to grant.

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Evaluation

Scoring criteria

Capacity to meet objectives

Evaluators’ perspective

“So what?”

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Pay attention to “preferences given to proposals that….”:�

Develop links between two or more sectors of the food system
Support entrepreneurial projects
Connect for-profits and on-profits
Encourage long-term and interagency approaches w/multiple stakeholders
Develop new resources and strategies by

i. Developing creative food resources

ii. Coordinating food services with park and rec programs and other community-based outlets

iii. Creating nutrition education programs that enhance healthy food purchasing and preparation

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Part 3

Idea to Logic Model

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Articulate an idea as a set of goals/objectives which fit with the purpose of the funding program

Define Activities to Achieve Goals/ Objectives

Defining Measures for Activities and Goals/Objectives

Logic Models Help You:

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A nice framework for doing logic models, and a reminder on the differences between Activities, Outputs, and Outcomes.�From the Kellogg Foundations’

Logic Model Development Guide http://www.smartgivers.org/uploads/logicmodelguidepdf.pdf

The connection between:�Inputs => Activities => Outputs => Outcomes

Outputs are evidence of Activities

Activities result in Outcomes

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Outcomes

Inputs

Activities

Measure it

Idea Refinement – Logic Models and Evaluation Measures

By using the inputs we do activities that lead to outcomes which provide evidence we have met our goals.

Outcomes

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Measure it

Inputs

Activities

Outcomes

�Community Assets

Community Suggestions to Address Need

Lead Organization and Partner Contributions

Key Contributions from the Project

Specifically, what actions will be taken and by whom to achieve the outcome?

If you successfully did these activities, what would be the result? What would we see that provides evidence the goal has been reached?

How would we know you had achieved the goal?

Goal/objective:

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What are you going to do to increase access of fresh foods to these residents?�> Start a farmers market—better, organize the existing farmers market to have a farmers market association (have low-income representation at meetings of the association) and do next-day pop up markets in low-income neighborhoods. Have a coordinator to do this. Make SNAP accepted at all markets. Have some kind of kids program to bring the to the markets with coupons distributed at schools.

> Your objectives are the things you are going to do

Outcome – increase access means you get it there and you make it more affordable.

Your package should fit together- the partners and lead and assets are the inputs (section b) that meet the needs of the community (section a) by striving to meet these goals that we know we have reached by seeing these outcomes. Inputs are applied in these activities in a logical way to meet these outcomes. , no contradictions, repeat critical information. This is a persuasive essay.

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Part 4

Building the Narrative

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The Project Narrative – �General Guidance

Narrative pages and attachments
Avoid long paragraphs, break up the text with

Blank lines, white space
Bulleted lists, tables, and color figures to illustrate data

Example: Simple pie-charts to illustrate racial representation at community meetings, or community member responses to a needs assessment survey

Use bold text, italics, and underlines judiciously

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The Project Narrative – �General Guidance

Include an activity table and timeline table
Make sure nothing in one section contradicts another section
Don’t bury relevant information in an appendix
If the project is based on establishing a business, provide a business plan <= 5 pages in the Appendix (repeat key info in the narrative)

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Part 5�

Budgeting

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Budget Justification

A budget justification is typically required.

Itemized line item categories:

Personnel

Fringe Benefits
Travel
Equipment
Supplies
Contractual
Other direct costs
Indirect costs
Program Income

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Estimating Costs

Personnel

Show the name/title of individual, how role relates to project objectives, level of effort (# or hours or %)

Fringe Benefits

Show the name/title of employee, fringe benefit rate for each

Travel

Provide trip destination, purpose and how travel relates to project objectives, type of travel expense (mileage, air, hotel, parking), unit of measure and # ( 5 days, 100 miles), # of travelers

Equipment

Provide description of equipment (type, brand, model), how equipment will be used to meet project objectives, is it rented or purchased?, date acquired

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Personnel – List each person who has a substantive role in the project, how their role relates to project objective, and the amount of the request.

Fringe Benefits – Provide the fringe benefit rates for each of the project’s salaried employees above.

Equipment – Describe any special purpose equipment to be purchased or rented under the grant. ‘‘Special purpose equipment’’ is tangible, nonexpendable, personal property having a useful life of more than one year and an acquisition cost that equals or exceeds $5,000 per unit and is used only for research, medical, scientific, or other technical activities. Specify needed equipment by type, brand, model and price; how equipment will be used to meet project objectives, proposal authors should look into alternatives to purchase (e.g., lease).

Travel – Explain the purpose for each trip request and how travel relates to project objectives. Please note that travel costs are limited to those allowed by formal organizational policy; in the case of air travel, project participants must use the lowest reasonable commercial airfares.

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Estimating Costs

Supplies

Provide description, per-unit cost and number purchased, date acquired

Contractual

Provide contractor name/organization, justification for contract, and how work relates to project objectives, the hourly or flat rate

Other

Include any expenses not covered in any of the previous budget categories. Break down costs into cost/unit and describe how expense relates to project objectives

Indirect Costs

Provide indirect cost rate requested and for LFPP only any indirect costs used as matching funds

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Supplies – List the materials, supplies, and fabricated parts costing less than $5,000 per unit and describe how they will support the purpose and goal of the proposal. e specific (e.g. 500 recipe books to provide to participants at farmer’s market); get accurate costs for notebooks, paper clips, etc.

Contractual – Contractual/consultant costs are expenses associated with purchasing goods and/or procuring services performed by an individual or organization other than the applicant in the form of a procurement relationship. If there is more than one contractor or consultant, each must be described separately. (List each contract/consultant separately.)

Other – Be sure to break down costs into cost/unit. Expenses in this section include, but are not limited to, meetings and conferences, communications, rental expenses, advertisements, publication costs, and data collection.

Indirect – Indirect costs (also known as “facilities and administrative costs”—defined at 2 CFR §200.56) represent the expenses of doing business that are not readily identified with a particular grant, contract, project function or activity, but are necessary for the general operation of the organization and the conduct of activities it performs. For the indirect cost formula and additional information, refer to Section 4.7.1 of the RFA.

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Estimating Costs

Program Income

Provide the source and nature of the program income and how you will reinvest the income to further the goals, objectives, and outcomes of the project

All costs in the budget must be allowable, reasonable, and necessary – check out your grant requirements for specifics on allowable and unallowable costs

All costs must correlate back to accomplishing the project objectives

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Grant Resources

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Thank You!

Becky L. Bowen, J.D.

Program Manager, Cultivate NC

NC State Extension

blbowen@ncsu.edu

919-628-4317

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