Check List

There are few more challenging and difficult tasks than fundraising, especially in this climate of shrinking budgets. No foundation is alike, and family foundations are unique, but I hope that these suggestions might help in crafting a more successful proposal to the Cornell Douglas Foundation.  Working for a small foundation, I know that the vast majority of proposals have been sent after a great deal of labor, and with a large amount of hope.  Few proposals are easy to dismiss, and those which are declined are usually from worthy organizations whose mission might be too similar to others, or might fall outside our funding areas.  The Board always has enormous respect for the ideas, energy, and vision of all organizations.

Guidelines which might be helpful:

 1.  Cover letters should be addressed to the executive director, administrative director, or to the president,  using the person’s last name, unless you have a well-established relationship meriting more informality. If you can't find a name on the website, make a call and ask to whom you should send a proposal;  your letter will likely receive the briefest of review if addressed: "To whom it may concern."  Getting the name of the foundation wrong will put a minus in the column as well.

 2. Read the guidelines carefully, and include all documents.   The cover letter should be short, informative, and present a solid knowledge of the foundation's areas of interest.  Sending in a 990 from two years before is not just sloppy, but will appear that either no one thought it would be noticed, or that the past year was not as financially strong as previous years.

 3.  Cornell Douglas is a small foundation, and the grant size is $10,000-$15,000    Research the funding amount which is reasonable for the foundation to grant; requesting funding over the foundation's average amount, especially by an organization new to the foundation , often results in the proposal being declined.

Meetings or phone conversations 

  As President of a small foundation with a part-staff, I am often asked to meet with many leaders of organizations, but  as much as we would love to have the chance to meet with the impressive people within the organizations, it is difficult for our staff to schedule face-to-face or lengthy phone meetings.