As you prepare to approach local authorities, an Arts Council, Regional Arts Board, trusts or foundations for a grant to support your arts projects, one of your early tasks will be to get to grips with the application process, says Sue Robinson.
If the potential funder has an application form, this can make the process much easier, but there are pitfalls. The Forms Be careful that you meet the funder's objectives -even though this information may not be built in to a specific question on the application form. If the funder 's aim is to "decrease social isolation within disadvantaged communities ", you can almost guarantee that there won 't be a specific question which asks how your project will "decrease...etc.". You have to ensure that this information is within the answers that you offer to the particular pot from which you are seeking funding. Try to use language that the funder will understand, rather than jargon. Remember there are fads in funding. For example, 'social inclusion 'is all the rage at the moment, 'innovative 'is out through complete over-use. Not wishing to state the obvious, but it does happen: make sure that you answer every question. Be clear and concise, but don 't be afraid to use all of the space available if you need to. Don't put "see annual report": take the time to fill in the answer fully. Don 't attach the contents of the information officer 's leaflet box. Make sure that you enclose your most recent annual report and accounts, but try not to add much more unless it adds real value to your application. For example, if you are applying for a new building, an architect 's drawing can help. Finally, try to make sure that your application, and its enclosures, are photocopyable because it is probably only a photocopy which will go to the committee. The Formless If there isn't a prescribed format for the application, one style that works successfully is a simple covering letter, together with a detailed paper on the project, with the latest annual report and accounts. The usual rules apply:
oKISS -keep it simple
oAIDA -attract the reader 's Attention; create Interest in your problem; make the reader Desire to help; inspire Action. Use a plain font of a reasonable size, usually 12 point. Lay out your information clearly and legibly, and try to use no more than two sides of A4. Ideally you should be able to put all the detail on one side. It is worth remembering the developments in technology that have had, and will continue to have, a profound impact. Paper will continue to disappear as a new breed of funders emerge who expect to communicate electronically. Applications, receipt and processing of grants, and monitoring by funders, could all take place through Internet and email. Covering letter The covering letter should show the charity number and give accurate details of the person to be contacted for further information on the application. It should give a paragraph of background on the organisation, then a concise paragraph on the problem;that has been identified. End up with a sentence offering to send further information, an invitation to visit, or whatever else you feel is appropriate. Application structur The application itself should include the following:
Summary: If nothing else, it is hoped that the funder will read this and get interested in the problem and what you intend to do about it. You could put this paragraph in the covering letter, rather than beginning the application with it.
Introduction and background: This paragraph should explain your organisation and its suitability to manage the problem you have identified. Show the organisation 's mission, aims and structure.
The problem: This paragraph should clearly identify the problem that you wish to solve. Show how and why it has arisen, who is being affected by it, and where it is taking place.
The solution: What exactly do you plan to do to solve the problem?
Measure: How will you know if the problem is solved? What measurement criteria will you put in place? Make sure that you build in consultation with users, as their feedback will be vital in establishing the future of the project.
Budget: The budget should include both the direct and indirect costs of solving the problem. For example, you should include the cost of equipment and staff directly used in the project. Include a reasonable proportion of management time, office costs and core resources without which the project would be unable to function. Explain when you need the grant as, particularly in the case of a capital appeal, it may be two years before the actual cash is required. Who else is involved in the project? This could include other organisations that are working in partnership, links with statutory service providers and commitment from other funders.
Future funding: How will the project continue after the end of this funding? Is the problem one that can be solved, or will it recur? This is the standard information that most funders require. But, you should always obey any specific instructions given by the funder.
Sue Robinson is a freelance fundraising consultant, a member of the Charity Consultants Network and an assessor for the ICFM Certificate in Fundraising management t:0141 339 8072 e:susan.robinson@lineone.net.This article is extracted from her article 'The Write Stuff ', first published in Professional Fundraising magazine in August 2001.