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Introduction
The subject of this short course is proposal writing. But the proposal does not stand alone. It must be part of a process of
planning and of research on, outreach to, and cultivation of potential foundation and corporate donors.
This process is grounded in the conviction that a partnership should develop between the nonprofit and the donor. When
you spend a great deal of your time seeking money, it is hard to remember that it can also be difficult to give money away.
In fact, the dollars contributed by a foundation or corporation have no value until they are attached to solid programs in the
nonprofit sector.
This truly is an ideal partnership. The nonprofits have the ideas and the capacity to solve problems, but no dollars with
which to implement them. The foundations and corporations have the financial resources but not the other resources
needed to create programs. Bring the two together effectively, and the result is a dynamic collaboration.
You need to follow a step-by-step process in the search for private dollars. It takes time and persistence to succeed. After
you have written a proposal, it could take as long as a year to obtain the funds needed to carry it out. And even a perfectly
written proposal submitted to the right prospect might be rejected for any number of reasons.
Raising funds is an investment in the future. Your aim should be to build a network of foundation and corporate funders,
many of which give small gifts on a fairly steady basis and a few of which give large, periodic grants. By doggedly pursuing
the various steps of the process, each year you can retain most of your regular supporters and strike a balance with the
comings and goings of larger donors.
The recommended process is not a formula to be rigidly adhered to. It is a suggested approach that can be adapted to fit
the needs of any nonprofit and the peculiarities of each situation. Fundraising is an art as well as a science. You must bring
your own creativity to it and remain flexible
Gathering Background Information
The first thing you will need to do in writing your proposal is to gather the documentation for it. You will require
background documentation in three areas: concept, program, and expenses.
If all of this information is not readily available to you, determine who will help you gather each type of information. If you
are part of a small nonprofit with no staff, a knowledgeable board member will be the logical choice. If you are in a larger
agency, there should be program and financial support staff who can help you. Once you know with whom to talk, identify
the questions to ask.
This data-gathering process makes the actual writing much easier. And by involving other stakeholders in the process, it
also helps key people within your agency seriously consider the project's value to the organization.
Concept
It is important that you have a good sense of how the project fits with the philosophy and mission of your agency. The
need that the proposal is addressing must also be documented. These concepts must be well-articulated in the proposal.
Funders want to know that a project reinforces the overall direction of an organization, and they may need to be
convinced that the case for the project is compelling. You should collect background data on your organization and on the
need to be addressed so that your arguments are well-documented.
Program
Here is a check list of the program information you require:
 the nature of the project and how it will be conducted;

 the timetable for the project;
 the anticipated outcomes and how best to evaluate the results; and
 staffing and volunteer needs, including deployment of existing staff and new hires.
Expenses
You will not be able to pin down all the expenses associated with the project until the program details and timing have
been worked out. Thus, the main financial data gathering takes place after the narrative part of the master proposal has
been written. However, at this stage you do need to sketch out the broad outlines of the budget to be sure that the costs
are in reasonable proportion to the outcomes you anticipate. If it appears that the costs will be prohibitive, even with a
foundation grant, you should then scale back your plans or adjust them to remove the least cost-effective expenditures.
Note writing
Dear Lisa,
I have got two tickets to the old film Gone with Wind at the new cinema near your
home. Please meet me at the Children Park on Sunday afternoon, at 4. After the film, we
may dine out in a restaurant. If you can’t come, call me as soon as possible or leave a
message in my mail box.

Yours,
Paul

Postponing an appointment
Feb. 28th
Nancy,
I am sorry to tell you I have to postpone our appointment at 4 o’clock tomorrow
afternoon, because I have to meet my sister at the airport at 5. Shall we discuss the matter at
4 p.m. the day after tomorrow? If it isn’t convenient for you, please ring me to make another
time. Thanks a lot.
Yours,
Jim

Cancelling an appointment
March 1st
Dear Karl,
I have to cancel the meeting we set on Thursday, March 6 th, at 10 p.m., because we have
got a little trouble on the farm, so I have to go there to handle the problem. I should be back
on March 10th and will call you then to for another appointment.
Thank you for your understanding.

Sincerely yours,
Jim

Sample Memo Format

Company Name
Company Address
Date of Memo
To: Recipient of Memo
From: Writer of Memo Writer's Initials*
Subject: Title of Memo in Initial Capitals
Engineers and scientists use memos to make requests, to give

announcements, and sometimes to communicate reports. Memos
that make requests or announcements are read quickly. For such
memos, get to the point in the first paragraph--the first sentence, if
possible. In other words, state what you want up front. In the
format suggested here, you should single space your memos and
use a serif typeface. Skip a line between paragraphs. The
following link shows this format in a pdf display.
In memos that make requests or announcements, keep the

sentence lengths and paragraph lengths relatively short. Sentences
should average fewer than twenty words, and paragraphs should
average fewer than seven lines. Also, keep the total memo length
to under one page, if possible.
Sometimes companies use memos to communicate short reports

(two pages or more). For these types of memos, the format
changes, as shown in the following example. For instance, you
often include illustrations, attach appendices, and break the
memo's text into sections. If references arise in the memo, you
include a list at the end. In memos that act as reports, the style
changes as well. For instance, the sentences and paragraphs are
typically longer than in memos that simply provide announcements
or make requests.
For all types of memos, space your memo on the page so that it
does not crowd the top. Also, send copies to anyone whose name
you mention in the memo or who would be directly affected by the
memo. Finally, remember that final paragraphs of memos that
make requests or announcements should tell readers what you
want them to do or what you will do for them.
Attachments.
Copy to:
Name to Receive Copy
Name to Receive Copy
*Initials should be written in ink

Last updated 05/2007
http://writing.eng.vt.edu/

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Introduction

Gathering Background Information

 the nature of the project and how it will be conducted;

Sample Memo Format

To: Recipient of Memo

From: Writer of Memo Writer's Initials*

Subject: Title of Memo in Initial Capitals

Engineers and scientists use memos to make requests, to give

In memos that make requests or announcements, keep the

Sometimes companies use memos to communicate short reports

*Initials should be written in ink

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