Are you getting the point? (Week 3b)

Many people would prefer a visit to the doctor rather than write a grant. But as a teacher of grant writing, I don’t think it’s that bad (most of the time). And there is a medical analogy that helps explain using research-based interventions in proposals. It’s the ‘dosage’, which is the dose and duration of applying evidence-supported activities or interventions. A high-value best practice that has been proven to achieve important and significant outcomes in people.

This Norman Rockwell picture is titled “Before the Shot”. It helps me make the point. (Get it, needle… point!) It may seem curious to the young man waiting, but vaccination is a research-based, evidence-supported best practice in health care. It means there is proof of positive results when the dosage is using this type of medical intervention.

When making the case in grant writing, that is exactly what applicants should strive for. The intervention you propose for funding is the “dosage”, and activities represent the “dose” and “duration” of your funding action plan.

To make a highly competitive case for your proposal over others is to provide evidence of prior success with a similar target population. Your approach might replicate a research-based best practice. It’s the typical “IF-THEN” … if you fund what we seek to do, then because we apply research- or evidence-based best practices, there is a high likelihood of quantitative positive change; proof the dosage will work. 

Most common medical procedures have science behind them providing assurance for the patient good health. Similarly, health care, social services or another helping program you propose for other people to fund should be backed by evidence-driven experience. It will be expected to achieve the promised impact through meaningful and quantifiable outcomes. 

In a persuasive proposal for support, the typical expectation is that by using research/evidence-based activities, the ‘dose’ and 'duration' in the proposed program can lead to significant and measurably better outcomes when applied against a clearly identified ‘need’. This can be the strongest return on investment sought by funding sources. 

How much does your sponsored program move the dial of key outcome indicators such as improved knowledge, attitude, skills, behavior, condition or state?

Bottom Line. Consider using research or evidence to prove the reason for conducting a program. Including evidence-based support in your hypothesis will mean your action plan is very strong and credible. Including research related to your project plan can also provide guidance on the best dosage to apply to your target population in order to achieve the outcomes you seek.

Some other key areas of a proposal and logic model. Your objectives and outcomes should be single sentence S.M.A.R.T. statements that would easily fit in the outlined Logic Model. In your narrative, you can provide expanded explanations. S.M.A.R.T. statements as objectives should clearly reflect the outcome indicators for your project evaluation. Although 'objectives' indicate a direction, your ‘outcomes’ should be numeric indicators of the expected change...  “M” in S.M.A.R.T.

Thus, objectives and outcomes are the results you expect after applying the ‘dosage’ of activities to your target population in your project plan. You will be translating the results of surveys, observations, and data collection into expected measurable outcomes; and ultimately the return on investment sought by most funding sources. Here are four related questions.

• What satisfaction, usefulness, improvement or other indicator levels do you seek to achieve? 
• What quantifiable health and wellness goals are expected to be achieved? 
• What measures or indicators will illustrate improvement among your primary customers? 
• Consider first your 'baseline' measurements; then how much do you plan to “move the dial” on key indicator measures that are your planned outcomes?

But let’s look at outputs for a moment. I know that most people will consider the volume of participants, the amount of attendance, or the number of activities as outcomes, but I generally don’t (although there are exceptions). I consider outputs the initial fruit of the activities or initiatives. Outputs are counts, volume, or frequency representing the effort from activities and initiatives. Outputs are your deliverables. Until their value is identified and measured, outputs are not outcomes.

Therefore the actual quantifiable impact or change in the lives of your target population will be the meaningful results that lead to achieving your goals and objectives. 

So how does it tie together? Your objectives should be comprehensive and goal-focused and stand-alone with relevant information identifying what you plan to achieve and measure. Then, you apply your dosage (including inputs that support your dose and duration, which are the activities over a length of time). This leads to outputs (the counts and frequency of what is delivered). You conclude by having a quantitative impact, the target indicator of change above your baseline as your projected outcome. Your final results are the measurable changes or benefits in your target population. It is the if-then formula you have assumed will result from your overall investment of time and resources. It is what the research expects to occur with a best practice or evidence-based approach you select to replicate with your primary customers.

Research-Based Evidence. In a persuasive proposal for support, you should also consider how the research you have or will uncover can support the purpose of conducting your program plan. Including evidence that supports your intentions make your statement of need very strong, and the interventions and activities you provide more credible. Locating research in health and human services related to your project plan will provide you with guidance on the type of dosage you should select and apply to your target population seeking to achieve the outcomes you seek.

Timeline for Project Implementation.  The timeline is a list of expected activities, responsible parties, and completion dates during the period of your project (normally from start to end of funding). Include key activities and milestones by month. By having a timeline (either as a summary outline of key implementation items or in a comprehensive format), you would clearly illustrate to others that you are aware of the steps to completion. It is a breakdown of when you do it... what you do... and who will do it. These types of charts include columns, such as the spreadsheet template I provide. Like the Logic Model, a Timeline helps the reader to visualize the overall implementation of a project plan.

Hello Bill Gates. I have an brief request for you over these next 103 stories. (Week 3a)

Wouldn’t it be nice to meet your next grant prospect on the top floor?

Hello, Bill Gates. Nice to meet you on the 103rd floor of the Empire State Building. Would you mind if I tell you a compelling story about an evidence-supported program that will significantly improve the lives of a highly vulnerable population? Sure, Bill says. 

Now that you have the attention of one of the richest people in America, you have until the first floor to convince Bill Gates his next major grant should be to your group. (Or at least to ask you for a business card!)

If this actually happens with someone else, who might just be as important to the future of your organization as Bill, are you prepared for what’s next? 

That is to say, do you have an elevator speech already prepared? A quickly presented, impactful story as a sales pitch. 

For most of us, it's not mega-billionaires we seek to impress. How often do you just by accident (or deliberately) run into staff from a funding source on the street, in a meeting, at an event, or at a conference?

Do you have a one or two-minute compelling story of a couple of hundred words (a dozen or so short sentences) about your currently most important people-helping project or need?

Better yet, do you have a dozen of these special stories that if funded, will significantly benefit your primary customers? Donor prospects, funding agencies, board members, or other influencers may have different personal priorities. You need to be flexible. Reach into your wagon of ideas and pull out a succinct, persuasive elevator speech appropriate to the person you happen to find yourself with at a good time to talk.

And while preparing a grant, this elevator speech might also turn up as your introductory summary or abstract in a grant application. And when composing your elevator speech, follow the second habit of Stephen Covey and “begin with the end in mind”.

The 'end' is outcomes or impacts expected to result from the investment of resources. The "end in mind" is the “so what” and “who cares” emphasis needed for your proposals. It helps your case be more persuasive.

Stephen Covey’s second habit is most important when asking for someone elses money and writing grants… begin with the end in mind. Outcomes with impact, the important measurable benefits to people, are what you emphasize in stories or a persuasive proposal for support.

Summaries don't need a lot of statistics, but maybe one clear and impressive indicator of change in the life of your primary customer. The change that provides significance – should address those factors of So What, Who Cares, and Why. These relate to a donor prospect's return on investment (ROI).

Outcomes are the measurable and positive changes in key indicators of knowledge, behavior, attitude, skill, talent, condition, or state. And not just what changes, but how much. If you’re in this business you know what S.M.A.R.T. is. Significant statements of measurable expectations from conducting activities, actions, and interventions that you propose someone else pay for. Results of impact and importance to your primary customer move the dial on measures of key outcome indicators. 

When you have your elevator speeches prepared, it’s time to practice, practice and practice again. Your passion and enthusiasm need to come through, but so should key information you wish to share without sounding like a robotic voice. Practice in front of friends and get their feedback. And be prepared to stop talking when it’s over. Let your next supporter think about it and react to what you say.

The Bottom Line: What are at least four points to make with the people from whom you seek support and investment? One is the magnitude of need. Next would be evidence, research, or best practice about what you seek to do. Then the expected quantifiable and important results illustrate the meaningful change in the lives of your primary customer. Finally, your organization's role as the best athlete to get it done. These are extraordinarily persuasive points to make. Because getting to the head of the line is critical when a high number of applications compete for a limited amount of funding.

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SPECIAL FEATURE:
Introduction to Proposal Writing by Grant Space at Foundation Center

Environmental Scanning (Week 2a)

Nonprofit survival means predicting the future. Are you prepared?

Among the most complicated yet critical leadership functions in the service industry is preparing to act on what the future may hold for your business. Most nonprofits are pretty good at managing their existing annual budget, which is the current year planning document. But trying to predict what you will face years ahead, as an organization, that's not an intuitive skill-set for most people.

If your business is a customer-focused enterprise extremely sensitive to regulatory, financial, and community influences, it's very often circumstances beyond our direct control that have the greatest impact on operational success. It is not just a matter of sustainability, but also of survival. Thus, beyond what only some organizations conduct as infrequent planning processes, is a more important exercise called the environmental scan. There is a Kendra Albright article referenced later that makes a strong case for this activity, reflected in her quote repeated here.

"Environmental scanning helps to focus the organization’s strategic and tactical plans on those external forces that may threaten its stability and turn those potential problems to its advantage".

An environmental scan requires ongoing research, analysis, and experienced insight. The results will contribute year after year to decisions on budgets, personnel, compliance, quality, and the overall management of your operation. A scan is intended to support decision-making in the future but requires attention nearly every day.

One very important impact area for health and human service agencies is usually knowing what government may do next to hurt or help the organization and its consumers. Much of non-profit provider funding is contingent on legislation and regulation; it seems these are updated and changed on a regular basis (especially after each election). Examples of impact areas are in this chart.

As you can see in this brief graphic list, there is much to consider. Looming large is the economics of your organization; and more than ever, societal and cultural influencers that have a significant impact on change. Plus, competition is getting fierce. Mergers & acquisitions are not just a for-profit management tool. In addition, we all know technology can significantly amend what we do, and how we do it.

So, what's available in your information wagon to help in decision-making about these issues affecting your organization's mission and its potential to thrive in the future? 

• Upcoming changes in the regulatory, political and legal environments.
• The agency's professional standing among your competition and customers.
• The effect of changing demographics on your client base and referral network.
• Appropriateness of facilities, equipment, administration, and staffing for existing and potentially new or revised programs and services.
• Readily available resources to invest in long-term growth and development.
• Future income through service revenue, third-party reimbursement, fees or other sources, both short-term and long-term?
• Technology supporting program and administrative reporting and productivity, as well as management information and key data analytics. (You can't change what you can't measure!)
• Confidence in your current business model. Should the future include new partnerships, alliances, or even mergers to effectively address the mission?

Another important aspect of an environmental scan is an analysis of internal trends affecting your operations, not just simple snapshots in time. What positive or negative direction has been identified in employee characteristics (i.e. hiring, turnover, injuries, shift coverage, position vacancies, retirement dates, overtime, etc.)? And key indicators trending on your balance sheets such as undesignated funds or debt-to-asset ratio? There are probably less than a dozen trending counts and ratios in your business that will tell you the story you need to know.

For more information about this topic, I recommend a publication available for download. Environmental Scanning: Radar for Success. By Kendra S. Albright, located in the Information Management Journal. May/June 2004. 

Bottom Line… Environmental Scanning is clearly a senior management responsibility, many times falling within the purview of executive leadership. It is a continuous effort requiring information from a wide variety of sources to help predict the future state of nearly everything important that potentially will impact the health of your organization. Decision-making requires leaders to look beyond the horizon and understand emerging issues and potential threats. Knowledge gained and educated assumptions become an essential part of your stakeholder communications as well as your strategic planning process. 

Using a Logic Model to identify the building blocks of a proposal. (Week 1b)

Among the three priority activities necessary when building and supporting a program plan or grant proposal is a Logic Model. The earlier article discussed the Theory of Change. Next week I'll help you predict the future, through an Environmental Scan.

A Logic Model's specific purpose is to describe how a proposed program, or a major component of your strategic approach, can lead to measurable change through outcomes. Outcome indicators can include quantifiable knowledge gains, improved behavior, or enhanced conditions. The W.K. Kellogg Foundation has a Logic Model Development Guide, which you can download and save for future reference. It demonstrates how to approach a logic model, with the following chart as an example.

 

if... then

I particularly like this chart from the Kellogg Foundation as it provides a strong illustration of the "if-then" scenario. A Basic Logic Model is more focused on an operational approach. 

• IF you have specific resources provided through budget or in-kind, THEN you can conduct activities.
• IF activities are conducted appropriately, THEN deliverable outputs will result.
• IF activities were appropriate to the measurable outcomes or impact sought, THEN your primary customers will benefit in a quantifiable way. 

Overall, your logic model should represent expected, predicted, and measurable results that began with your hypothesis.

The University of Wisconsin Extension design (below) takes the Logic Model outline to another level. In addition, I've added other components and descriptors to the UWE design which I call an Enhanced Logic Model (although the core features remain the same).

An Enhanced Logic Model is a more comprehensive visual summary of your program action plan.  It is also strong support when preparing an "elevator speech" that I'll explain in a future blog post. This form of the Logic Model further communicates your rationale, passion, and enthusiasm for your program. This is illustrated through the key components of the process, product, evidence, strategy, relationships, and expectations. If you were in a journalism class, you could describe much of the Enhanced Logic Model as the 5W's + H or who, what, when, where, why, and how. I wrote a LinkedIn article on this that, which I also included in my "7 TRUTHS" booklet.

The best preparation in grant writing or any program development (especially one that others have to buy into) is having a well-developed Logic Model.  It is a structured road map describing where you are going, and what it takes to get there, and includes measurable outcomes that support knowing you arrived at your expected results. In most cases, but not all, a logic model is presented as a chart. Going back to the Kellogg Foundation basic illustration... 

• Inputs are investments you propose that are needed to conduct your activities, and you should be very specific since your budget line items normally reflect your inputs. This includes the standard personnel (in hours, time, and Full-Time Equivalent or FTE), project materials, subscriptions, software, equipment, and supplies. Also any consulting time, evaluators, sub-contractors, volunteers, committees, partnerships, other services, and resources necessary for the implementation of your project plan. Resources listed within inputs can be paid for through purchase (under the grant or other budget allocation); and through "in-kind" support of personnel, facilities, equipment, and other contributions received from your organization or program partners.
• Activities are normally part of evidence-based initiatives you will conduct as the program services you provide. These are the interventions determined as important activities to achieve the successful completion of your program proposal. In effect, this is the "dosage", or the “dose” and "duration" applied to your primary customers during the grant program period. And hopefully, your dosage is based on research or evidence of a best practice. You select activities that seek to achieve your projected result in a measurable manner leading to positive outcomes and impact.
• Outputs are your delivered products. These might include participant counts and the frequency of activities that you expect will occur by using up the inputs you expend. Activities happen due to the investment of effort and resources; outputs are the deliverables that are the products of what you do, plan to do, or did. But "outputs" are generally NOT "outcomes."
• Outcomes are measurable and meaningful changes in your primary customer. Short-term outcomes normally illustrate quantifiable improvements in what's learned (i.e. knowledge gained) or improved skills or even attitude. Intermediate-term outcomes are improvements in behaviors or lasting abilities or skill-sets. ‘State’ or ‘Condition’ is often a long-term outcome such as significant changes in poverty or overall health. Outcomes are quantifiable results that have a positive impact on your primary customer and target population. The benefits are clear and measurable. Outcomes are illustrated by 'moving the dial' on specific and targeted key indicators. This is often represented as positive changes in a baseline measure included as part of a problem statement of need.

For a project proposal, the Logic Model serves as a comprehensive content outline specifically aligned with your narrative proposal. Another visual charting aligned with your project plan is a Program Implementation Timeline. But more about that in the coming weeks.

A Basic Theory of Change (Week 1a)

Among the three priority activities necessary to build and support a program plan or a grant proposal is a Theory of Change. In a second post this week, I will talk about the operational components of project plans reflected in a Logic Model. Next week, I'll share a process to help you predict the future, called an Environmental Scan.

In very general terms, the Theory of Change provides a high-level overview of: 

1. A need or problem that has been proven through evidence.
2. The important action(s) in a project to address this need or program. I often refer to this as the 'dosage', which is both the 'dose' and its 'duration' of an action seeking to mitigate your identified and proven need or problem.
3. Meaningful and measurable results or benefits are expected from conducting your intervention. In the best of cases, your approach to the problem is supported through research- or evidence-based interventions that are considered best practices.

I think this summary chart I previously prepared about a Basic Theory of Change is helpful.

[Click on image to enlarge.]

DOCUMENTING NEED: In a proposal submitted for adoption or approval by others, such as a grant or funding request, the target problem or need you identify should first clearly describe the specific population you seek to serve or impact. This is sometimes referred to as your "primary customer". These are the people who specifically benefit from measurable and important outcomes. 

Critically important to those from whom you seek approval, is having relevant, quantifiable, compelling, current, and reliable documentation that a problem actually exists and is persistent. When asking for financial support in particular, because the competition for funding is fierce, it's not just having some feeling that an important issue exists; but it's also about being persuasive about the severity and magnitude of the problem through quantifiable evidence describing your specific target community, population or primary customer. 

THE BEST INTERVENTION: When you ask for support from someone else, whether it is a budget allocation from your employer or a grant request to a funder, what you do with the resources is a key consideration in their decision-making process. In effect, what will you buy with the resources (e.g. cash or in-kind) if given to you for project implementation? Again, these are the cash resources from budgets or grants, and any in-kind (allocated or donated) resources existing within your organization or coming from third parties.

But the grantor (or your supervisor) seeks even more than that. 

• Why do you believe that the results achieved will be what you predict? 
• In what way are the activities you implement, and resources brought to bear against the problem, appropriate for your primary customers?

This is the "dose" (an activity or program intervention) and the "duration" (the volume and frequency applied). You should be making a case that evidence- or research-based solution can be implemented to solve a documented problem that exists. 

The frequency, volume, and duration of project interventions are what you will propose to fund. And today, grantors expect this dosage to be a proven formulary, one that is a recognized "best practice" or perhaps a "research-based" intervention. Is it something that has worked before with a similar target population having the same problem? 

You are proposing to your funding source... "if" we do this, "then" this will happen. It will be good,  and we have some proof of concept, so that's why you should show me the money to help solve this problem!

S.M.A.R.T. OUTCOMES: What is the actual and measurable change you expect to occur once your dose and duration are applied to a target population? Will your primary or supporting customers gain and retain essential knowledge, have an attitude adjustment, or acquire new skill-sets? Will undesirable behaviors be adjusted or reduced? Will good behaviors increase in quality or frequency? Once sufficient time and experience have been applied to the patient or customer, will their condition improve, such as achieving observable better health or having a quantifiably enhanced lifestyle? 

The improvements you propose will result from the full "dosage". You want outcomes to be meaningful and quantifiable. This standard is reflected in your proposal as a statement that illustrates statistical changes worthy of investment by others. Outcomes of "impact" will significantly "move the dial" of key indicators, as you seek to reach or exceed reasonable, yet aggressive targets and results.

The LOGIC MODEL supports all or part of your Theory of Change by focusing on the operational level. That is discussed in greater detail in the next post.

AGE 613 - Course Description

Learn and practice skills needed to develop health care/social service program proposals, especially those which are funded by grants. Conduct Internet research in support of class assignments and prepare a final project. Compose key components of a program funding proposal including an abstract, narrative, timeline, and logic model. Introductory qualitative and quantitative methods are used as an illustration of how to evaluate effectiveness, results, and impact.

AGE 613 - Primary Textbook

Kettner, P. M. Moroney, R. M., Martin, L. L. (2017). Designing and managing programs: an effectiveness-based approach (5th ed.). Los Angeles: Sage Publications.