To take the mystery out of the task of grant writing, this fact sheet provides an overview of the basic processes necessary for a typical grant. Funding is available through grants from various sources, including public and private local, regional, state, and federal sources.
A grant is funding that does not need to be repaid. Often, grant funders may also require local matching funds to show that the entity or community applying has local buy-in to the programs or services.
Effective grant writing requires an understanding of the applying organization, its mission, and its vision. The program’s goals, a plan for activities, staffing, timelines, a budget, and a plan for measuring outcomes are needed. Then, the grant writer can search for funding options that best align with the organization, the program/service, and the targeted outcomes. A good rule of thumb to remember is that grant writing is 80% planning and 20% writing.
Before Writing a Grant
Once you have completed a strategic plan with a clear mission and objectives, and your organization’s leadership is ready for grant writing, you will need to research funders. Grants or other funding opportunities are typically announced in a “call for funding availability.”
FINDING FUNDING
Where do I find a funder that matches my goals and funds projects like mine?
This is the million-dollar question. Finding the right funder requires research, relationship-building skills, and diligence in reporting and maintaining ongoing communication with the funder.
First do a gut check. Do I need grant dollars, or could a fundraiser or sponsorship cover the project costs? Could I ask donors to crowdfund the project? Would a local service organization like Rotary or Kiwanis provide the needed funds?
If grant funding isn’t necessary, you’ll save the time and resources needed to find the funder, assemble the information, and write the grant. Before you look for a grant, seek a solution that provides the funding without the time investment required for grant writing and reporting. Grant funding turnaround is not usually quick to provide a fast solution to a funding challenge. But, if grant funding is needed, it is important to know where to start looking for a funder.
FOR GOVERNMENT FUNDING
“Federal funding opportunities published on grants.gov are for organizations and entities supporting the development and management of government-funded programs and projects" (fsd.gov, n.d.). The grants.gov portal is a clearinghouse for discretionary funds offered by federal agencies.
State funding options are available through many state agency websites. Often, state, or federal funding agencies post the results of previous grant rounds, which is an excellent source of information to show who and what has been funded. Government funds are often competitive, formula, block, or pass-through grants.
- Project grants are typically competitive in nature and have a guided application and scoring process.
- “Formula grants are based on a set amount for each participant and are paid after services have been provided" (Payne, 2011). They are reimbursed, so the grantee will have to have the financial ability to provide funding in advance. Formula grants are, “awarded based on a set formula with criteria like population or need and can be toward areas such as transportation or public safety, for example" (Grantcycle, 2023).
- Block grants are most often awarded to state or local governments. The most common is the Community Development Block Grant (CDBG) which provides flexibility with the program guidelines at the local level.
- Pass-through grants are awarded to a lead organization that oversees the application process, allocates the funds, and acts as the administrator of the grant.
- Congressionally directed spending requests or “earmarks” are another form of federal funding that may come and go depending on the administration or what party controls Congress. They may be applied for through processes determined by Congress through the individual members’ offices. These funding sources often have eligibility and transparency requirements.
FOUNDATION FUNDING
Begin your search locally by asking the following questions. Do you have a local foundation that funds local projects? Do you know anyone there? If the answer is yes to these questions, research the foundation online or talk to them about your project to see if it is a good fit. Ask about their funding cycle and amounts to see if the local foundation is a match.
Use online foundation directory resources. Several of these resources exist. One example is Candid (formerly known as the Foundation Directory), which allows you to research funders by using a keyword search related to the purpose of the funding you are requesting (Candid, n.d.).
Candid has paid and unpaid subscriptions with full or limited access to their resources, respectively. If you do not want to pay for a subscription, some local libraries offer computers with access to a library-paid subscription. Use this link to find one in your area: candid.org/find-us. Candid also offers many additional resources including online training for new and seasoned grant writers and training to utilize the resources on their website.
MEETING WITH FUNDERS
There are many opportunities to meet with funders through annual meetings, government program webinars, community gatherings, and more. Take time to invest in learning more about the funder’s mission, getting to know key staff, and preparing your program story or pitch.
Prepare a few key phrases to inform potential funders about your project and the funding necessary to bring it to fruition. A pitch, also known as an “elevator speech" should be short, to the point, and demonstrate the value of the project in terms that relate to the funder’s goals and mission.
An example of an effective pitch:
"We have applied for funding to construct a school-based community health clinic because our county does not currently have a hospital or emergency room. The facility funder does not provide equipment. We would like to discuss the potential for an equipment grant with you."
If a favorable response is given, set up an appointment.
COMMON APPLICATION TERMS
When you have identified a funder (or two or more) with missions, project goals, impacts, and outputs aligned with your project, and you are considering applying, you are ready to target funding opportunities.
Applications for funding considerations can be called a variety of things (see terms below). This list is not static, so funders may have their own naming structure for their grant.
It is important to understand what the funder is seeking in the funding cycle and familiarize yourself with previously funded projects which are often available on the funder’s website.
- NOFO: Notice of Funding Opportunity
- NOFA: Notice of Funding Availability
- RFP: Request for Proposal
- RFQ: Request for Qualifications
- LOI: Letter of Interest
Read the request from your selected funder. There are different types of “calls” for funding such as an RFP, RFQ, NOFO, NOFA, LOI, or a specific grantor may have a different name for their request. In the end, it is a blanket invitation to apply for funding that aligns with the organization’s mission, vision, and goals, as well as an announcement of a specific funding source. Read the funding request application completely, and then read it a second time, highlighting key words that need to be addressed in your proposal.
Review the funder’s website. Learn about their goals, mission, vision, and desired impacts.
Is a “letter of inquiry” mentioned in the funding request or the website?
The purpose of this letter of inquiry is to summarize your proposal in three pages or less. This is your first impression, so make it a good one. In the letter, follow the funder’s instructions if provided. Usually, letters of inquiry include the organization name, the requested funding amount, and a brief description of your project. Be sure to include the qualifications of the staff who will implement the grant, a timeline for the project, and your plans to evaluate the project outcomes.
Some funders use a variety of approaches to support projects aligned to their mission.
For example, the Bill and Melinda Gates Foundation (n.d.) states, “We use one of three approaches to identify applicants—direct solicitation, a letter of inquiry (LOI), or a request for proposal (RFP).” Once funders review the LOIs, some organizations are then invited to submit a full grant program proposal.
When submitting a full grant proposal, capitalize on the opportunities by becoming knowledgeable of the funder’s requirements. Be sure to carefully follow the instructions for the construction and format of the proposal. For example, the RFP may require a certain margin or font and font size. “Not following directions is a sure-fire way of losing your chances at getting any funds. Ultimately, not following directions indicates carelessness—which is not a characteristic of a promising proposal" (Purdue University, 2024).
GRANT SCORING
It is common for funders to utilize a scoring grid or rubric to objectively measure the alignment of a proposal with the organizational goals and organizational funding request.
Some funders include the scoring guidelines in their proposal requests. Scoring grids may indicate the weight or importance of a specific detail requested in the grant.
Make sure to emphasize the areas in your proposal that are covered in the scoring grid. To maximize the likelihood of funding, address each category on the scoring grid in your proposal.
ORGANIZATIONAL FRAMEWORK
Grant writing requires attention to detail and organizational knowledge. What type of organization is requesting funding (who are you writing for)?
- a government entity
- not-for-profit
- a business
- an individual
Does your organization have a written, formal mission statement? If not, create one. The same goes for the vision statement. If aligned, the mission and vision create a bond with the funder that could begin a relationship. Know where you are going, and your organizational goals.
Details about your organizational leadership, including resumes for the leaders and the qualifications of board members, should also be available. It is common for funders to request this kind of information to validate the organization. Often funders want to see diversity not only culturally, but experientially. You will want to demonstrate the independence of the leadership and board, meaning that all are not related directly or tangentially.
ORGANIZATION IDENTIFIERS
You will need government identifiers (IDs) to use in your applications. Examples are:
- Employer Identification Number (EIN) used to file taxes, for loans, and for grants.
- Social Security Number (SSN) if you are an individual seeking grant funding.
- SAMS UEI#: The System for Awards Management (SAMS) is for federal grants. If you are seeking federal funding, you will need to complete an online application to receive a SAMS Unique Entity Identifier (UEI). The UEI has replaced the DUNS # (a unique nine-digit number created by Dun and Bradstreet).
The process is free, so if the online resource you have accessed requires payment, you are not on the federal website. There are many imposter sites, and it can get confusing. The website should end in .gov (e.g., sam.gov). The sam.gov website provides a Unique Entity Identifier (UEI), which is needed to access federal funds. The application process can take a few days so factor this time into your grant completion timeline. Learn more at Doing Business with the Federal Government.
Knowing the Numbers
Grant applications may require the organization applying for funds to provide a variety of organizational numbers:
- EIN. “A nonprofit Employer Identification Number (EIN) is a federal nine-digit tax ID number that the Internal Revenue Service (IRS) assigns to nonprofits, charities, organizations, and businesses in the following format: XX-XXXXXXX.” (A Complete Guide to Start a Nonprofit, n.d.). The EIN represents an organization's eligibility for tax-exempt status.
- 501(c)(3). The IRS is “the federal agency with responsibility for regulating foundations and nonprofit organizations and their financial activities. 501(c)(3) is the section of the Internal Revenue Code that designates an organization as charitable and tax-exempt” (Smith & Works, 2006).
- UEI. “Unique Entity Identification, also known as a UEI, is a 12-character alphanumeric ID assigned to an entity by the sam.gov website (sam.gov, n.d.). It replaces the previous governmental use of the Dun & Bradstreet number (DUNS) as an identifier in the system” (Stewart, G., 2024).
Knowing the Numbers
Grant applications may require the organization applying for funds to provide a variety of organizational numbers:
EIN. “A nonprofit Employer Identification Number (EIN) is a federal nine-digit tax ID number that the Internal Revenue Service (IRS) assigns to nonprofits, charities, organizations, and businesses in the following format: XX-XXXXXXX.” (A Complete Guide to Start a Nonprofit, n.d.). The EIN represents an organization's eligibility for tax-exempt status.
501(c)(3). The IRS is “the federal agency with responsibility for regulating foundations and nonprofit organizations and their financial activities. 501(c)(3) is the section of the Internal Revenue Code that designates an organization as charitable and tax-exempt” (Smith & Works, 2006).
UEI. “Unique Entity Identification, also known as a UEI, is a 12-character alphanumeric ID assigned to an entity by the sam.gov website (sam.gov, n.d.). It replaces the previous governmental use of the Dun & Bradstreet number (DUNS) as an identifier in the system” (Stewart, G., 2024).
Ohio Supplier ID. This state-specific identifier in Ohio allows access to the OhioPays portal for an entity wanting to do business with the state.
NEED STATEMENT
The “need statement” section of the proposal describes the applicant, the audience or target population to be served, and other key data that provides a solution to an issue or problem the community program or service addresses.
Be sure to utilize the most current data available from expert sources. Do not overdo the amount of data—find a good balance between enough and too much. If using “sources outside your organization for data, you must cite those sources either with footnotes or within the narrative" (Smith & Works, 2006). Using a wide range of excellent local, state, and federal data sources improves the quality of grant writing efforts.
PROGRAM PLANNING
Program planning is essential to good grant writing. To frame the work, have a solid understanding of the need, the current services, and the gaps. This forms the grant narrative, the program, or services to be delivered, and the methods, staffing, and timelines.
Ensure that key leaders and stakeholders, partners, community members, and customers to be served are involved in the planning. It is often helpful to develop a logic model, which is “a process that visually depicts assumptions and elements of a specific program” (Payne, 2011). If you develop a replicable program, provide the program’s framework, and explain it in the application. In addition, if you plan to implement evidence-based strategies or programs, be sure to delineate that in the narrative.
COLLABORATION AND PARTNERSHIP
“Both government and foundation grantors hold collaboration and partnership in high esteem” (Smith & Tremore, 2008). Coordinating partnership opportunities to deliver programs or services in the proposal or in other ways is important. This shows greater community buy-in to the funder. If partnerships are present, one entity should coordinate the application and implementation of the grant.
Formalized partnerships may be required through a more structured memorandum of understanding, also commonly referred to as an MOU. This type of document puts in writing the details of the collaboration. It may include who will do what, when items are due, and who will cover matching funds, equipment, and staffing. It may also include what the partner will not do. Be sure to “outline the scope of work for both partners and that they understand, and agree to the division of responsibilities, their roles in the partnership, and the dispersal of grant funds” (Smith & Tremore, 2008).
Some grants may require or recommend letters of support from key partners. These may come from community organizations, educational partners, and/or public legislators if funding is state or federal in nature. Letters should outline the support the partner is providing to the program or service for which funds are being requested. Ensure that the partners have adequate time to develop and submit letters to you for the grant proposal process.
Writing the Grant
THE GRANT PROPOSAL
- The portion of the proposal you write to explain the programs or services you seek funding for is perhaps most critical. “Many funding sources are highly competitive and only fund a small percentage of applications" (Marshall, Johnson, & Fulton, 2006).
- This section presents an overview of the program, its description of need and impact, and the methodology you plan to use for implementation. This portion of the proposal should include your unique selling points to the funder and how your proposal best aligns with their mission for allocation of limited resources.
- In creating a competitive proposal, “aim for clear and concise: less is more" (Gemayal & Martin, 2017). Take care to review “how” your proposal will be submitted before you begin to write. In some cases, due to the large number of expected respondents and to assist the reviewers, grant applications are online and limit responders not only to word counts but sometimes even character counts.
- Detail the collaborative nature of the work, including partnerships (formal and informal), staffing, volunteers, equipment, education, other tools, in-kind support, and more.
- Spell out the timelines necessary for the program’s implementation. Ensure that timelines are presented in a logical order with key tasks noted. Take care to review what project benchmarks are required in the grant guidance so that your timelines align with the grantor’s.
If your proposed program or service has a model for replication, be sure to explain the model carefully. Funders typically provide seed grants to support ideas that can easily be transferred to other communities or organizations. In addition, if the options that you wish to implement have evidence-based outcomes or support, be sure to explain and note that as well.
As you write, keep the grant reviewer top of mind. “Remember that reviewers are human and that you want them to be able to easily grasp what you plan to do and why" (Gemayal & Martin, 2017). The staff or even volunteers who will review multiple proposals for funding should be able to quickly review and understand your plan. “When possible, ensure that your headings and sub-headings correspond to the sections identified in the call for proposals" (Marshall, Johnson & Fulton, 2006).
Also, be sure to build in time to have the proposal reviewed by others. Engage someone to review from the programmatic side of the project as well as someone astute with style and grammar. You will also need a review of the financials and budgets.
As you develop the deliverables, carefully review and match them to the grant guidance, evaluation criteria, and/or any scoring provided. Clearly address these areas within the proposal to ensure that the reviewer can easily score your request against the criteria in the grant notice.
GOALS AND OUTCOMES
Writing your program’s goals carefully is important. These goals tell the funder what you propose to accomplish with their resources. Present broad purposes and support those with more detailed, measurable objectives.
Goals should be written with the SMARTIE outline in mind: Smart, Measurable, Achievable, Relevant, and Time-bound, as well as Inclusive and Equitable. Many know of the SMART approach to goal writing; the I and E add-ons are important in working toward inclusive and equitable communities.
- Inclusion is “an opportunity to bring traditionally excluded individuals and groups into processes, activities, decisions and policy making in a way that shares power."
- Equity means “including an element of fairness or justice to address systemic injustice, inequity, or oppression" (Bibbs, 2021).
SMARTIE objective example:
“Decrease the rate of breast cancer mortality from 50% to 45% among African American women by June 2024" (CDC, 2022).
It is wise to think through objectives with short, medium, and long-term approaches in mind. These are the things you will accomplish to deliver outcomes, also known as planned change over time. All of this work should be realistic and appropriate for the funding timeline as well as the budget within the grant application.
BUDGETING
A budget will include costs, expenses, income, or revenue. Follow the budget requirements set out in the grant guidance, utilizing any provided budget templates. Review the figures carefully and have someone else also review them. Round all figures to the nearest dollar. Provide supporting narratives when asked to better describe the program’s overall financial picture.
Some grants may require matching funds or support. To the funder, this may demonstrate local buy-in. The inclusion of local monies may satisfy the grant’s requirements, but some will also allow an in-kind match in the form of donations of products, time spent by staff or volunteers, or space. Some grants may also be eligible to match other grants but take care to know the details of the allowable options. For instance, most federal funds cannot be used to match other federal monies, although there can be exceptions.
Many funders require the matching funds be used first or at least be available up front, so budget timing can also be important. Government funders also may have preferences on the order in which their funding will be used, which can be noted in verbiage such as ‘first-in’ or ‘last-in.’
Carefully review the grant guidance for budget items that may not be allowed by the funder. Examples are typically noted.
Typical budget expense line items may include salaries, payroll taxes and benefits
(if allowable), professional fees (if allowable), travel, equipment, supplies, marketing, evaluation, and other (with details provided). Income line items may include grants or contracts, earned income (such as events, program fees, or fundraising), membership dues, in-kind contributions, or matching cash contributions. Other items may include the value of volunteer time or the donation of applicable services or products.
Budgets may also need to show a plan for sustainability following the end of the grant’s funding timeline. Be aware of the funder’s guidance for the need to present a sustainability plan if necessary.
Ensure that your budget carefully aligns with the project’s overall need statement, goals, and objectives. It is wise to ask, “Is the scope of the budget both reasonable and sufficient?” (Smith & Works, 2006). Simply put, “Ask for what you need and spend everything you receive” (Payne, 2011).
MEASURING OUTCOMES AND IMPACTS
It has been said that if something is worth doing, it is worth measuring. In the world of grant writing, you will be asked to provide a process for evaluating the proposed program or service. This might include the methods, activities, or outputs (things you will do). It may also include the outcomes or impacts (the difference you propose to make over time).
Evaluation may take the form of measurements (e.g., the number of participants, the number of linear feet of waterline you will add, or the number of businesses or households you will serve with broadband services). Take care to read the grant guidance carefully, as the granting agency may provide specifics in the grant materials as to information that is required on what is being measured.
The grant proposal should detail the process for evaluation, including what is to be accomplished (i.e., program activities, things to be produced, things to be learned) and who was involved, such as staff, participants, and volunteers/volunteer hours, especially if they are being used as “in-kind” matching resources.
If you are asked for impacts, think about the who, what, when, where, and why. The Writing Impact Statements resource (Land Grant Impacts, 2021) asks the following questions to guide impact development:
- Who was impacted?
- What kind of impact?
- When was the program completed to yield the impact?
- Where did the impact occur (service area of programs or services)?
- Why do the program impacts matter?
As Stephen R. Covey reminds us, it is important to “begin with the end in mind.” As you develop the program or service for which you are seeking funding, think carefully through the process of measurement and evaluation at the beginning, know where you are going, and put the right capture tools and processes in place.
“To begin with the end in mind means to start with a clear understanding of your destination. It means to know where you’re going so that you better understand where you are now and so that the steps you take are always in the right direction (Covey, 2004).”
SUPPORTING MATERIALS
Depending on the funder and the specific grant guidance, you may be asked to include supporting materials in a grant application. These “documents provide additional information and support for your request" (Greater Public, 2024).
Examples of these resources may include your board or governance structure, or an annual report from the organization showing the previous year’s budget or results. If the grant requires 501(c)(3) status, provide a copy of the IRS determination letter of that nonprofit status. If you are not a nonprofit but are using a 501(c)(3) as a fiscal agent, you may have to share that organization’s IRS letter and perhaps a letter or a memorandum of understanding (MOU) on the fiscal agent approval.
Larger state or federal public grants may also sometimes ask for resumes or curriculum vitae of key staff who will be responsible for coordinating the programs or services funded by the grant.
Some grantors may also require attachments related to the program budget or the organization’s financials, such as an audited financial statement. Also, add the letters of support from partners or collaborators, as outlined earlier in this fact sheet.
Take care to read the grant guidelines carefully and make a list of what attachments need to be included with the grant proposal. Also, carefully look at the instructions on how the grantor wants attachments organized. You may need to combine them into an Adobe PDF, or they may need to be uploaded into a web-based grant portal.
Before you include attachments, carefully review them to eliminate jargon or abbreviations that a reader outside of your organization may not have familiarity with or understand. If acronyms are necessary, spell them out on first use, followed by the acronym in parentheses [e.g., Employer Identification Number (EIN)].
Writing Well
Having a great program or service and presenting the need, budget, timeline, and other items required from a funding agency in an application are important, but the quality of writing is just as important.
Make every effort to align with the funder’s grant offering requirements, and always keep the grant reviewer audience in mind. Share the overview of the grant request early, succinctly, and with creativity. Remember to present any innovative or evidence-based concepts.
Pay close attention to word count or character limits within the grant.
Utilize good writing style, keeping things succinct and clear. Use active voice construction and good grammar, punctuation, and spelling.
Have someone who was not involved with the writing proof the grant proposal carefully. Build time in the grant writing timeline for proofing and corrections. Remember to view feedback as constructive and not critical. This results in a stronger proposal in the end.
WHEN GRANTS ARE AWARDED
If you are awarded funding for the grant, thank the funder! As you proceed through the life of the project, acknowledge the support of the funder frequently. Make sure you publicize their help and support, so they receive the recognition they deserve.
You have the grant funding—now the real work begins. In your proposal, you defined how you will use the funding, how you will measure your work’s impact, and perhaps what data measures you will use. When you receive the grant funds, it is your responsibility to fulfill the tenets of the grant, including collecting all the required data and reporting the results by the date required by the funder.
Another important part of measurement data with grant work is the back-end process of grant reporting. The grant reporting will contain whatever data you promised in the proposal, whether or not the data matches the impact you expected.
Pay close attention to the details of the granting source or agency, including how and when they report on the grant. This may include tracking outcomes and impacts but could also include careful handling of documentation related to the grant, especially if you are receiving public funding.
If you need to adjust the use of funds during the execution of the grant for any reason, such as having identified something necessary that was overlooked in the original proposal, confer with the funder first. Receive permission before you proceed with any variations from the proposal. Use every interaction to learn about the funder and establish a solid relationship.
Some grant programs may also be audited after the fact, so be sure to understand what audit documentation may be needed, as well as how long the granting and recipient organization’s policies require documentation and files to be retained before their destruction.
WHEN GRANTS ARE NOT AWARDED
One grant writing author reminds us, “Most foundations receive 10–15 times as many requests for funds as they can meet. Government dollars are even more competitive in certain fields” (Payne, 2011).
So, if your proposal is not accepted, don’t feel defeated. You learned a lot in the grant writing process, and you will use that knowledge in future grant writing endeavors. But what about right now? Don’t miss the opportunity to learn how the grant could have been better. If the funder allows, give them a call, or send an email to ask for feedback on your proposal. Ask what you could do differently next time to win funding. If the funder says the proposal was good but they ran out of funding this cycle, ask if you can apply the next cycle. Be considerate, appreciative, and begin to build a relationship that hopefully extends into the future and into future projects. An excellent outcome is a budding relationship with a new funder.
If the funding source is state or federal, you can request the reviewer’s comments. Often, government funders will “send a summary sheet with the section scores and an overview of strengths and weaknesses for each application section” (Browning, 2016). If the funder was a foundation or corporate entity, chances are you will not receive written feedback. You can, however, request input through staff. Depending on the entity, they may share more information, but they are not required to.
Summary
This fact sheet attempts to provide overviews of a wide variety of grant writing topics. Continuous learning is encouraged because no program or funder is static. Once a grant application is submitted, be sure to take time to reflect on what went well and the process for improvement next time. The grant writing is just the beginning if you are awarded funding; grant administration and monitoring are also necessary. Learning from the losses is another important part of the story. The bottom line is you can’t win if you don’t try.
References
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