Facebook 
RSS FeedLearn
Creating a Grantseeking Calendar for 2010 – Part 2
by Cynthia M. Adams, CEO GrantStation
Developing a Decision Matrix
Before you begin to create a grantseeking calendar you will need to develop an analytical tool that can help you make decisions about which grantmakers you should pursue and which ones you should put aside. This tool does not cost money, it just takes time.
You can refer to this tool as the Decision Matrix. This matrix can be applied to Requests for Proposals (RFPs) or grant application guidelines. It can be built in Excel, Apple Numbers, or any other spreadsheet program. The matrix is comprised of rows and columns, and relies on simple addition and subtraction to reach a conclusion or “score.”
As you build your grantseeking calendar you will find it difficult to make clear decisions on the grant opportunities you identify unless you have established basic criteria for assessing each opportunity. This is where the Decision Matrix can be of great help.
The matrix will establish a set of criteria (rows), each assigned a weight (column), which, when applied, will influence your decision on whether to add this particular grantmaker to your grants calendar. This is somewhat subjective, but less so than you might imagine if you give careful thought to each criteria, the weight it carries, and the final score.
It doesn't take much time to develop a matrix, but it is important to do some research regarding application processes so that you can establish a solid set of criteria. You may want to engage staff or board in a discussion to make sure you’re covering all the aspects of applying for a grant.
Building the Matrix
Start by defining the matrix components (criteria and weight). Each of these components can be as complex or as simple as necessary. It’s smart to develop one matrix you can use for government grant proposals and one for private funding, as the processes and the importance of different criteria (such as relationship to the grantmaker) can vary depending on the type of grantmaker.
Here are three steps to get you started:
- Develop a set of decision criteria. Breaking the criteria into subjective and objective criteria can help guide your thinking. An example of subjective criteria would be: Relationship with the Grantmaker. An example of objective criteria would be: Matching Funds Required.
- Assign a weight to each criterion based on its importance in the final decision. Provide a key to the weight system you select for easy reference. For example, a “0” weight means you either don't have the information to assign a weight, the criterion is not relevant, or the criterion is neutral. You may decide that an important criterion for any grant proposal you submit must be that it complements or strengthens the organization’s mission. That criterion then deserves a heavier weight then others.
- Decide what total score gives you the green light to move forward with a grant proposal.
This process can take a while. You want to make sure you’re judging each opportunity carefully.
Here’s an example of a very simple matrix that includes fairly standard criteria:
| Criteria | Weight |
| Subjective | |
| Relationship with grantmaker | 5 |
| Compliments grantmaker’s goals | -5 |
| Builds on organization’s mission | 5 |
| Likelihood of award | 5 |
| Competition for award | 0 |
| Objective | |
| Eligibility | 5 |
| Serves community | 4 |
| Serves targeted population | 4 |
| Sufficient funds to meet need | 3 |
| Matching funds required | 0 |
| Administrative costs allowed | -3 |
| Adequate time to respond | 3 |
| Required outcomes achievable | 1 |
| Audited financials required | 5 |
| Project plan prepared | 5 |
| Partners required | 0 |
| Total Score | 37 |
The key may look something like this:
|
The critical part of this matrix is the criteria. The criteria will change based on each organization's situation. For example, if you're an all-volunteer organization you may give a different weight to the “adequate time to respond” criterion than if you have a dedicated grant writer.
Obviously there will be times when you will move forward with the application even though the score is lower than you’d like. Nonetheless, I encourage you to develop a set of criteria to create a decision-making matrix and use it whenever possible.
One final word about developing the matrix. It is important to establish your organization’s criteria and get it approved by your director, fundraising committee, or board of directors. Buy-in from leadership will allow you to make quick decisions when new opportunities present themselves.
Other articles in this series:
Main Page
Part 1 – Adopting a Process
Part 2 –Developing a Decision Matrix
Part 3 – Identifying Needed Funding
Part 4 – Generating a Grants Strategy
Part 5 – Establishing a Grantseeking Calendar