Putting an Application Rejection Into Perspective

Most grant writers tend to blame themselves unduly if an application is rejected. Granted, there are sometimes instances where obvious mistakes have been made on the part of the grant writer. However, I have found that most professionals in this field are sincerely dedicated to their jobs and really want to receive the grant money. This is a very big incentive to do the very best job possible on the grant application.

This field of work has some features which are different from many others. There is a need to remain focused and stay on track, as tangible products must be produced. It is hard to “slack off” when there is a submission deadline to be met. The funding agencies will not accept late applications. Grant writers who do not produce an application on time will not have many more chances to redeem themselves. Not meeting the deadline and therefore not being able to submit an application is considered to be a failure of the worst sort.

This of course produces a pressure to perform, which can, in extreme cases, induce performance anxiety. This is exacerbated by the highly competitive field in which the grant writer operates. In the case of most federal and state grant opportunities, all municipalities, counties, or nonprofits applying are in competition with one another. This does nothing to reduce the pressure.

Conversely, when an application is approved, the grant writer becomes a “rainmaker”. As one can imagine, this is a highly respected person who is given a great deal of importance within the organization.

The purpose of saying all of this is to caution the grant writer to not become overly identified with the results of any one particular application or even several applications. In order to preserve one’s sense of balance, it is necessary to not become overly dejected when an application is not funded or to take too much of the credit for successful applications.


Application Process:
 Make letters of inquiry brief (no more than 2 pages) but informative – stress the need for the project, your organization’s ability to carry it out, and the benefits which will accrue from it.
 Respond promptly if a foundation requests a full proposal based on a letter of inquiry.
 Check the web site of a funding agency thoroughly before e-mailing or telephoning so as to avoid asking questions which are clearly answered on the web site.
 Ensure that you have the latest version of the application and regulations.
 Check the math in the budget – although this is obvious, many applicants make mathematical errors.
 Pay attention to those agencies which require that a Letter of Intent be filed prior to a full application. In nearly all cases, there is a specific deadline for submitting this letter.
 Pay careful attention to the rating and ranking criteria when crafting a proposal. Incorporate the application language into the narrative.
 Be concise but thorough in the narrative.
 If there is a specific page maximum, be sure that you come as close to that as possible without exceeding it. You can rest assured that the other applicants will provide as much information as possible.
 Give a descriptive narrative with specific examples.
 Be crystal clear in your writing. Do not “beat around the bush”.
 Be complete and thorough in the narrative – do not leave the reviewer wondering what you mean. Answer the questions completely.
 Use good grammar and correct punctuation and spelling.
 Re-read the application at least twice.
 Give proper attribution for all information derived from others and cite sources for statistical data
 Answer the funding agency’s requests for additional information completely, cheerfully, and on time.
 Send letters of support with the application itself unless the guidelines state otherwise. However, some U.S. Representatives and Senators will only send support letters directly to the funding agency.
 If there is any doubt whatsoever about whether an application will reach the office of the funding agency on time, send it overnight or two-day guaranteed delivery.
 Send the application directly to the person named in the solicitation, with the correct number of copies.
 Check to see that the application arrived on time.
 Start on-line applications early so that you can get your questions answered before the deadline.
 Keep the user name and password for on-line applications in a handy place where they will not be lost.
 Do your best to stave off performance anxiety as the due date for the application arrives – this will impair your ability to do the best job possible.
 Do your best to be available for site visits when the funding agency wants to come. Only change the date if there is an emergency.
Project Administration
 Sign and return the grant acceptance documents promptly.
 Read the grant agreement carefully.
 Call the funding agency or foundation with any questions regarding the administration of the funds. They would rather have you call frequently than have a mess to clean up at the time of the audit. They are worried about those grantees who do not call.
 Ensure as much accuracy in financial recordkeeping as humanly possible. This is what the funding agencies will check first.
 Begin to implement your project as soon as you possibly can. Funding agencies do not like to give extensions and in many cases will not give them for any reason.
 If you are passing funds through to a sub-recipient, monitor their work closely. Your agency will be held accountable if anything goes wrong.
 Check to see what procurement procedures the funding agency requires for any purchases.
 Check periodically during implementation to be sure that the project is meeting the need and fulfilling the goals.
 For projects involving individual beneficiaries, be sure to get all of the pertinent information qualifying that individual or family (such as income verification) prior to approving or disbursing any benefits.
 Be completely cooperative during a monitoring visit and provide everything the funding agency asks for.
 Answer any monitoring findings completely and promptly. Funding for your next project will depend upon it!
 Keep accurate and up-to-date records as the project proceeds.

Historic Preservation Grants

The National Trust Preservation Fund provides two types of assistance to nonprofit organizations and governmental entities. Matching grants of from $500-$5,000 are given for preservation planning and education. Funding is also provided for preservation emergencies. Examples of preservation planning activities may include the services of experts in architecture, archaeology, engineering, preservation planning, land use planning, fundraising, and organizational development.

The Johanna Favrot Fund for Historic Preservation provides grants for professional advice, conferences, workshops and education programs which contribute “to the preservation or the recapture of an authentic sense of space”, as stated on the website. Prospective grantees must in general apply for at least $2,500 and no more than $10,000. There are some exceptions to this. Nonprofits and governmental entities may apply for funding for any type of project which meets these general guidelines. Individuals and for-profit businesses may apply only if the project for which funding is requested involves a National Historic Landmark.

The Cynthia Woods Mitchell Fund for Historic Interiors is concerned with preserving the inside of historic buildings. Again, grants range from $2,500 to $10,000. Eligible applicants are the same as those stated for the Johanna Favrot Fund.

Heritage Preservation (http://www.heritagepreservation.org), a national nonprofit whose mission is to assist museums, provides assistance worth $3,000-$6,500 to undertake conservation assessments. This funding is geared toward any non-profit institution which possesses a collection of items which tell a story. This could include museums as well as zoos, botanical gardens, and historical houses. The collection must be small enough to be surveyed within two days. The site also lists other sources for historical conservation.