Program Planning and Design

It’s an often-used metaphor: funders want to pay for the water to put out a fire, but not the hose it takes to deliver the spray. How to make a compelling case for general operating support?

They say be sure you’re asking the right questions before you start to spell out your answers. “They” must have been thinking about a persuasive proposal. It’s important to frame the problem, the challenge or the opportunity first, and then go about telling how you’ll address it.

The need for the program has been established. The organization is credible and the budget is concrete. Now we lay out the methods section. Why are we doing our work this way? Well, that’s how we’ve always done it, it’s our traditional approach.

The scenario may go like this: A funding source issues an announcement soliciting grant proposals. The focus of the funding source may be only marginally related to the organization's mission. Despite this, the lure of money becomes irresistible.

There’s a lot of blood, sweat and tears involved in creating a compelling, persuasive and fundable proposal. No wonder nonprofits put a lot of eggs in that basket. At the risk of a ticket from the metaphor police, maybe we need to spend more time caring for the chickens and ensuring that those eggs are well-nourished. A lot of work needs to be done before, and in preparation for, a terrific proposal. These are some of the important elements of the iceberg which lie below the surface.

Seems simple: you prepare and submit a proposal asking for a grant to help support the afterschool program, you get an award letter and a check – then it turns out that you really need the funds to go toward a high school mentoring project that’s run out of money. Well, it’s education, right? Helping kids? Shouldn’t be a big deal?

Good news: the foundation has given you a grant, you’ve spent the money and now it’s time to submit an application for another award. This is an opportunity to create a “new top” for your story—a new headline, a fresh look at the challenges, a record of what’s been done and how that sets you up for what comes next. It’s also a chance to avoid sounding like “here we are again.”

It’s not uncommon: a nonprofit’s program staff or its executive director get excited about funding opportunities and ask the proposal writer or development people “put something together and go after that grant! The XYZ Foundation says it’s interested in what we do, there’s a deadline coming up in a week, so write it up and submit it.”

By definition, most nonprofits are small (99 percent have fewer than 500 employees) and many are very small (median staff size is four employees). We tend to see a small organization’s work as tied to local or regional circumstances and measure its impact in similar terms. We might be missing the big picture.