tag:blogger.com,1999:blog-5399080510089725642024-02-20T03:08:58.223-08:00Grantwriters ZoneWe provide tips, advice, articles and trainings for grant professionals.Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.comBlogger35125tag:blogger.com,1999:blog-539908051008972564.post-32870520032429328862011-04-14T16:25:00.000-07:002011-04-14T16:25:52.131-07:00Grant Management post featured on health funding website<div style="text-align: justify;">With accountability the new buzzword not just for nonprofits but governments and corporations, grant management is becoming more and more critical a skill for grant writers to acquire. Even if you are not managing grants, you should be aware of how grant awards are managed, how compliance works, and what ethical management really is all about.</div><div style="text-align: justify;"></div><a name='more'></a><br />
<div style="text-align: justify;">For more on this topic, check out my blog post entitled <a href="http://healthtechconnect.com/blogs/htc/archive/2011/04/11/grant-management-101.aspx">Grant Management 101</a> on the Health Tech Connect <a href="http://healthtechconnect.com/?sc=12">website</a>. As always, comments and feedback are welcome.</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com2tag:blogger.com,1999:blog-539908051008972564.post-48729420251351271962011-04-05T05:42:00.000-07:002011-04-05T05:42:45.804-07:00Dashboards Aren't Just for Cars<div style="text-align: justify;"></div><div style="text-align: justify;">Anyone heard of dashboards? No, not the ones in your car or SUV, but the one used by businesses to help in reporting and quality control. More and more, nonprofit organizations are also realizing the potential of using simple dashboards to keep an eye on programs, control expenses and report back to constituents.</div><div style="text-align: justify;"></div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"></div><div style="text-align: justify;">So what is a dashboard really? Consider a car's dashboard. As you are driving, a quick glimpse at the dashboard reveals key information about your speed, the fuel level and a lot more. Similarly, a business dashboard collects critical information about the organization relating to factors that drive costs, expenses, profits, sales, and the like. The results are typically in the form of charts and graphs that are easy to comprehend at one glance. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">More and more, nonprofit leaders are realizing the value of dashboard reporting. It is easy to implement - you can use Excel to create charts, or buy fancy software if resources are available. Regardless of what program is used, the data behind it is relatively easy to collect because various employees within the agency may already be doing so for their teams or departments. For nonprofits, as for their corporate counterparts, dashboards can be of two types:</div><ol><li><div style="text-align: justify;">Snapshots give information about how the various factors (clients served, salaries paid, government grants received, test scores, etc. etc.) are performing at a given point in time. </div></li>
<li><div style="text-align: justify;">Trends show how the factors are moving - thereby understanding improvements or declines in almost every part of the organization.</div></li>
</ol><div style="text-align: justify;">The list of those who can benefit from dashboards is endless. Board members can better appreciate the operations of an organization and devise strategies based on the data. Executive directors can monitor a vast array of indicators including revenues, expenses, and much more. Program directors can have quick and ready information about each aspect of each program, including outcomes. Dashboards can be used for fundraising in a number of ways as well. In my next article I will explain the value of dashboards to the grants department.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Look for these excellent articles and samples of dashboards:</div><ol><li><div style="text-align: justify;">Nonprofit Technology Network (NTEN)'s <a href="http://www.nten.org/blog/2009/04/16/dashboards-track-your-organizational-progress">article</a> explaining how to create a dashboard as well as an a comprehensive example. </div></li>
<li><div style="text-align: justify;">Indianapolis Museum of Art's <a href="http://dashboard.imamuseum.org/">online</a> dashboard.</div></li>
<li><div style="text-align: justify;">Centers for Disease Control and Prevention's <a href="http://www.cdc.gov/metrics/">e-Health Metrics</a></div></li>
<li><div style="text-align: justify;">Blue Avocado's new take on dashboards in this comprehensive <a href="http://www.blueavocado.org/node/398">article</a>. </div></li>
<li><div style="text-align: justify;">Board Source's <a href="http://www.boardsource.org/Bookstore.asp?Item=1073">book</a> on dashboard techniques including a downloadable sample on their website.</div></li>
</ol><div style="text-align: justify;">Happy dashboarding!</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-16517358964461383452011-03-22T05:50:00.000-07:002011-03-22T05:50:21.105-07:00Managing Grant Management<div style="text-align: justify;"></div><div style="text-align: justify;">Grant Management should not be a headache, yet for many grant writers, it is. Others find the concept confusing, scary or worrying. So what exactly is grant management? And how can a grant writer learn to accept it?</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;">Grant Management is exactly that - managing a grant award once it is received from the funder. It's easier said than done, though, because often it entails a lot of work: keeping track of where the funds are being used, for what purpose, reporting back to funders, and a whole lot more. But it doesn't have to be the headache most grant writers worry it will be. The trick to painless grant management is preparing a smooth transition from the grant seeking to the management departments. Here's how:</div><div style="text-align: justify;"><br />
</div><ol><li><div style="text-align: justify;">Determine who is responsible for managing the grant award in question. Is it the finance/accounting staff or the program staff? Often it is both. The rule of thumb is that the accounting staff solely manages operating grants, while program and finance are jointly responsible for program/project grants. </div></li>
<li><div style="text-align: justify;">Ensure that appropriate grant management policies are in place within your organization. For example, the accounting staff should be aware of formal and acceptable ways of tracking grant revenue and allocating grant expenses. And all grant management records are to be maintained in a central location for at least 3 years after the award. </div></li>
<li><div style="text-align: justify;">Create a file for the grant once it is awarded. Include a copy of the proposal, any correspondence with the funder, the award letter, and other relevant items. Some important things to highlight are reporting deadlines, purpose of grant, allowable expenditures, match requirements, and the like. Hand the file over with explanations to the party (or parties) identified above. </div></li>
<li><div style="text-align: justify;">Determine who is responsible for gift acknowledgement or stewardship. Often this is a different person than the one identified above as the grant manager. Sometimes it is the grant writer, although I don't recommend it. Keep this person on task as far as thanking, re-thanking and reporting to the funder as needed.</div></li>
<li><div style="text-align: justify;">Determine who is responsible for reporting. Many times this is a different person than both the grant manager and the steward. Often it is the grant writer. </div></li>
<li><div style="text-align: justify;">Establish a timetable and process for data reporting. Discuss with program staff ahead of time how they will gather the relevant information and what the best way to submit them to you is. Quarterly or monthly emails with updated data on client numbers, test scores, testimonials, etc. can be a good idea. Reporting should never occur annually because that's usually too late to amend objectives or take corrective action in case things are not going according to plan.</div></li>
</ol><div style="text-align: justify;">A good grant management team includes all persons as explained above, and a concentrated effort which includes good accounting practices, responsible stewardship, and timely reporting. Once these things are in place, managing the next grant award should be nothing but a breeze. Well, maybe a strong wind, but nothing to worry about unnecessarily!</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com1tag:blogger.com,1999:blog-539908051008972564.post-86029433914122876082011-03-13T00:26:00.000-08:002011-03-13T00:26:37.889-08:00Using Your Agency's PR for Grantseeking<div style="text-align: justify;">PR - public relations that is - need not be an ugly word for the grant writer. Even though many organizations prefer to call it outreach, marketing is what it truly is, and the reason why the grants department feels no need to become involved. But the truth is that grant writers who do become involved in their organization's PR efforts can improve their grantseeking results over the long run.</div><div style="text-align: justify;"></div><a name='more'></a><br />
<div style="text-align: justify;">Before any PR campaign can be implemented, an organization should be conducting some type of community needs assessment - whether on its own or by using available resources. The good news is that as a grant writer, you already have access to much of the needs assessment tools and resources in the community. You use them on a daily basis for grant writing, but often you don't realize that they can also be helpful for PR and outreach efforts. A question to ask yourself - and your organization's key staff members - is whether your programs and services accurately reflect current service gaps in the community. Obtaining an answer to that will go a long way in revising and fine-tuning all media and outreach efforts, and also be beneficial to grant seeking. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Community needs can be pretty diverse and, let's face it, too big to handle to any one organization. But as the grant writer, you often may be able to bring funders together with your senior staff and volunteers for ongoing discussions about what service gaps exist and how your agency is best suited to meet those community needs. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">As a grant writer you should also be the number one source of client data, stories, testimonials and the like. PR efforts that take advantage of these types of information typically have better results, because they offer a true picture of life in your community. You should try to coordinate with your marketing team so that they are aware of this storehouse of data - both qualitative and quantitative - every time they produce press releases, media advisories, marketing pieces etcetera. The burden then lies on you to remain steadfast in the collection and updating of this information on a regular basis. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Public Relations need not be a pain for the grant writing department. Take it as a blessing in disguise, and recognize that a well-coordinated front is better for both areas than a lack of communication. </div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com1tag:blogger.com,1999:blog-539908051008972564.post-23282940799391406982011-03-04T17:59:00.000-08:002011-03-04T17:59:52.539-08:00What Exactly Goes in the Agency Background?<div style="text-align: justify;"></div><div style="text-align: justify;">In the typical grant proposal, the grant writer tends to spend a lot of time researching and writing specific sections such as the needs statement, goals and objectives and the like. Oftentimes, the Organizational Background ends up being the weaker section, with less time and importance attached to it. At other times, grant writers may even go overboard with this section, thinking that they need to cram every piece of history and details in here. What is a good median here?</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;">Imagine telling your child's school principle about how gifted your child is. Of course you could go on and on, but you realize that she doesn’t want to hear details about what he did as a toddler, or how he could tie his laces when he was three. You obviously have to filter the information and give only major details and milestones. At the same time you want to tell as succinctly as possible how clever, talented and absolutely amazing he is! Exactly the same is the case of the Organizational Background. To maintain that delicate balance between too much and too little, here are some tips of the trade:</div><div style="text-align: justify;"><br />
</div><ul><li><div style="text-align: justify;">Be brief – give the highlights of the organization rather than focusing on every detail. Consider asking a layman to review the section and ask if it makes sense. </div></li>
<li><div style="text-align: justify;">Be historically frugal – give only the facts, such as the year it was created, and some other major milestones if they apply. In some cases it may be relevant to mention why and by whom the organization was started, but only if the whys and wherefores are really unique, or speak to the story in some way. So an adult literacy organization started by two ladies who could not read or write, may be worthwhile to include, but a boys’ club started by a scoutmaster may not. </div></li>
<li><div style="text-align: justify;">Be relevant – really ask yourself, is this piece of information going to advance my organization's case? Is it going to give a better idea of what we are and why we are important? If not, leave it out. And remember that there cannot be any hard and fast rule, because what makes sense for one organization is not going to make sense for another. </div></li>
<li><div style="text-align: justify;">Offer the salient features – one thing a background statement must definitely include are the organization's key numbers: how many clients served in the last year, how many overall, what are the demographics, locations? If there are some really wonderful outcomes that your organization is proud of, you could mention them here too, and then explain in detail in later sections. Another good use of this section to give a bullet list of programs offered, and maybe a sentence or two of explanation for each. However, if your organization has so many programs that it may take an entire page, then attach an appendix instead.</div></li>
<li><div style="text-align: justify;">Show off cautiously – often we tend to go overboard with awards, certifications and milestones that may not seem that great to an outsider. When selecting awards, mention those that really stand out, or those that are most recent. But if your organization hasn’t got awards or accolades, don’t worry about it. It’s not the end of the world. Funders place much more emphasis on the proposed program or project than history.</div></li>
</ul><div style="text-align: justify;">The Organizational Background can be a key piece of the puzzle... it certainly deserves a grant writer's time and attention. But it is better kept short, sweet, and to the point. Just like mentions of your gifted child!</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-7321012904271466932011-02-18T12:27:00.000-08:002011-02-18T15:28:14.703-08:00Holistic Grant Seeking Is Nothing to be Feared<div style="text-align: justify;"></div><div style="text-align: justify;">Many grant writers ask me, how can we create a culture of collaborative grant seeking? Why is the burden of writing and submitting proposals on the grants department? How can we work collaboratively with other departments instead of alone as a grant writer? Well, it may take a while to get to the point where things go smoothly, but holistic grant seeking is not that difficult to implement in little steps. Here are some suggestions: </div><div style="text-align: justify;"></div><div style="text-align: justify;"></div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"></div><div style="text-align: justify;"><br />
</div><ol><li><div style="text-align: justify;">Be involved from the start of program development. Give advice to program staff and senior management about what outcomes should be measured, how collaborators should be chosen, and the like. They should listen only because you are in a good position to know what funders’ requirements are going to be down the road.</div></li>
<li><div style="text-align: justify;">As a grant writer you may be in danger of not being aware of what’s going on - say in far-out locations, and many times you may not connected with your organization’s clients in a real way. So once a year do some program audits… go through the program and meet clients for a day or two to motivate yourself and increase your knowledge about the issues being faced by clients as well as by front line program staff.</div></li>
<li><div style="text-align: justify;">Start meeting regularly with program staff, and put these meetings on everyone's calendar to ensure that they become a accepted habit. The purpose of these meetings is to help improve the flow of information on an ongoing basis and sharing of challenges, so that you are not scrambling come proposal time. </div></li>
<li><div style="text-align: justify;">Encourage program staff to send you wish lists of their expenses on an ongoing basis as well. This will allow you to match grant opportunities with expected expenses, rather than the other way around. The wish lists can be sent via email or brought to the regular meetings mentioned above.</div></li>
<li><div style="text-align: justify;">Keep in the loop with organizations that partner with yours. Keep in mind who you can collaborate with in writing a proposal, and have those discussions going throughout the year, rather than when a deadline is looming. Sometimes the grant writers of partner agencies can help each other in reviewing and editing proposals as well.</div></li>
<li><div style="text-align: justify;">Solicit feedback from funders, and inform your senior staff and program directors about that feedback. This should not be feedback about your proposal but rather about programs – how do our outcomes look? Should we be doing things differently? How can we improve results? As long as you are not asking these questions when a proposal is due, most program officers should not have any problem giving you free advice.</div></li>
<li><div style="text-align: justify;">Finally, although reporting is so important for future funding, yet grant writers and even more so program directors fail to remember it expect when it’s time to report to a funder. Ask your program staff to send you key indicators on a regular basis… how many clients served each month, any milestones reached, etc. You can set up monthly email reminders, or even have those discussions at your program meetings.</div></li>
</ol><div style="text-align: justify;">By implementing these steps one at a time, over the course of a year or so, your organization can become much more holistic in grantseeking than before. Remember to discuss things before hand with your supervisors and program directors so that you don't face resistance when things start changing. </div><div style="text-align: justify;"></div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-66020381263991818582011-01-23T14:42:00.000-08:002011-01-23T14:42:17.183-08:00The Almost-Perfect Case Statement<div style="text-align: justify;"></div><div style="text-align: justify;">Is there really such a thing as a perfect case statement? Most likely, what looks perfect to you may seem otherwise to your boss, or even to your own self reading it again after a year. By definition a case statement must bring out the need for your program or project in such a way that the reader is almost compelled to fund the project. For capital campaigns especially, case statements make or brake the decision itself. While perfect may be difficult to achieve, I contend that hard work, practice and good writing can certainly take your case statement out of the "boring" category to the "must read" one... almost perfect!</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;">Here are some tips on writing the Almost-Perfect case statement:</div><ol><li><div style="text-align: justify;">Put the most important information in the first paragraph or two. It's most likely to be read with the greatest attention, so forget about leading in with stories, or painting elaborate pictures with words. Be succinct and tell it like it is. The urgency of the need, the gaps your program could fill, and the ask itself... all these should be stated upfront.</div></li>
<li><div style="text-align: justify;">Don't spend too much time on history. Although important, chances are that an organization's historical achievements are not going to change anyone's mind. Do write briefly about mission, purpose, and goals; and definitely describe your key constituents. But stay away from the historical details that may bore a reader.</div></li>
<li><div style="text-align: justify;">The details of the campaign should be clear-cut well-defined. This section could include the need for the project, the planning/feasibility process that led to the campaign, and the positive results that are sure to arise from it. The reader should know how his or her money will be spent, so costs should be explained carefully. </div></li>
<li><div style="text-align: justify;">Define some important numbers, such as total costs, campaign dollar goals, and other important gifts already made.</div></li>
<li><div style="text-align: justify;">Re-state the Ask. The request for funds and the positive results that will be achieved through the gift should be emphasised again at the end of the case statement. </div></li>
<li><div style="text-align: justify;">Include a limited number of testimonials. These may be in the form of client quotes in the margins or text boxes in the middle of the text, as well as graphs and charts for visual depictions of the campaign or program results. Include architectural renderings and photographs as appendices rather than the actual document. </div></li>
</ol><div style="text-align: justify;">Remember that it will take many tries before the Almost-Perfect case statement is created. In addition to practicing your own skills, you can learn from others by reading case statements online. Any hospital, university or the like undergoing a capital campaign is likely to have its statement on its website or can be obtained through request. </div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com1tag:blogger.com,1999:blog-539908051008972564.post-56426527447471135532011-01-11T06:16:00.000-08:002011-01-11T06:16:14.468-08:00Outcome Data Can Have Many Uses<div style="text-align: justify;"></div><div style="text-align: justify;">Outcome measurement is not just for program staff. Although the most popular and important use of outcome data - the data collected from outcome measurements - is to assess how the programs are doing and whether improvements are needed, there can be many other uses as well. And all of them contribute to a more efficient and effective nonprofit organization. </div><div style="text-align: justify;"></div><a name='more'></a><br />
<div style="text-align: justify;">Program wise, the uses of outcome data are numerous: it clarifies the purpose of the program to staff, identifies areas that need improvements, and brings good practices to the staff's notice. In all these instances, the grant professional can put the data to good use by showcasing results in grant proposals and reports. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">But outcome data also has other secondary, yet no less important uses. It can be used to train and motivate staff, especially those who may not be totally involved in the programs. Grant professionals for example, can become highly motivated by understanding the data and "seeing" the results of the grants they help obtain. For program staff, this data can be instrumental in guiding their future interaction with clients. Similarly, for board members, the data can be a source of great motivation as well as a source of information about the internal workings of the organization.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Outcome data can also help compare different programs or locations within the same organization, thereby helping identify strengths and weaknesses not only in inputs but also staff. Even more critical, this data can be used in the budgeting and planning process which all organizations go through once a year. Program budgets as well as overall agency budgets can be better prepared with outcome data in hand, because they reflect more realistic scenarios of resources that will be needed. The grant professional therefore can make good use of the data when participating in budget and proposal planning. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Externally, outcome data can be a way to increase accountability to funders as well as the general community - something grant professionals are forever encouraging. In addition to grantee reports, the data can be showcased in annual reports, community briefings, newsletters etc. and may also be used in marketing campaigns. As such this type of data can be crucial for attracting a clients, volunteers, staff and board members. And lastly, by sharing outcome data with other agencies, the entire field can benefit - learning lessons, hearing about best practices, and reducing costs across the sector. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Grant professionals can do their part in utilizing outcome data for the variety of purposes mentioned above... and reducing to a certain extent the fear of outcome measurement and the burden it is assumed to place on already overworked staff. Here's to a more cheery outlook on this key data! </div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-68802498848448115642011-01-09T05:13:00.000-08:002011-01-09T05:13:45.428-08:00Showing the Need Creatively<div style="text-align: justify;"></div><div style="text-align: justify;">Deep down each one of us is convinced that the program (or service or organization) we are writing grant proposals for is absolutely and imperatively needed in the community. And we also know that the needs statement of a grant proposal is the ideal venue for a detailed explanation of the need that exists in the community. Yet sometimes it becomes difficult to find the relevant information to adequately explain that need in the most fascinating and urgent of tones. Although the descriptive quality of a needs statement should not be downplayed, the fact remains that the star of this show must always be the quantitative data that proves without a shadow of doubt the gap in services that your organization is trying to fill. The dilemma lies in the fact that data is usually BORING!</div><br />
<a name='more'></a><br />
<div style="text-align: justify;">Data doesn't have to be stale or boring, though, if we are creative enough as writers. The most obvious places to look for data are the U.S. Census, demographic studies of the state and local service areas, and other usual suspects. In fact I wrote a <a href="http://grantwriterszone.blogspot.com/search/label/needs%20statement">post</a> on this topic a while back with some great websites and samples. But sometimes a little bit of creativity and detective work can make the difference between a dry and stellar needs statement. Here are some less obvious places to search for creative information:</div><ul><li><div style="text-align: justify;">Reports and studies published by local think tanks and large funders about your field of service; for example <a href="http://www.ppv.org/ppv/index.asp">Public/Private Ventures </a>which conducts research on a variety of topics such as mentoring, crime reduction and community health.</div></li>
<li><div style="text-align: justify;">Studies produced by large agencies working in the same field, such as <a href="http://www.girlsinc.org/resources/fact-sheets.html">Girls Inc</a>. whose fact sheets tackle a host of social issues as they relate to girls. </div></li>
<li><div style="text-align: justify;">Community research organizations, such as <a href="http://www.cridata.org/">CRI</a> in Michigan, may have access to more recent and in-depth demographic data about specific counties or cities, even neighborhoods. </div></li>
<li><div style="text-align: justify;">The social work or research departments of your local university may have access to information already published or may be willing to conduct needs assessments for your organization as part of their academic activities.</div></li>
<li><div style="text-align: justify;">Large grantmakers may periodically conduct community assessments to understand a specific issue; particularly community foundations and health conversion foundations are mandated to assess public opinion and data for their grant making priorities.</div></li>
<li><div style="text-align: justify;">Feedback forms completed by your own clients can offer clues regarding service gaps and needs; although not highly scientific, such surveys if conducted in large numbers may be able to demonstrate need from a very close angle.</div></li>
</ul><div style="text-align: justify;">Needs Assessments can be a nightmare to write without the appropriate information, and a nightmare to read when filled to the brim with statistics. The best way to make sure that your assessment best shows the need, is to creatively brew a mix of qualitative and quantitative information. And be sure to articulate the urgency. The rest is up to the funder.</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-17279168790716849912010-12-04T03:57:00.000-08:002010-12-04T03:57:28.923-08:00How to Help Your Organization Prepare for a Site Visit<div style="text-align: justify;">I recently wrote an <a href="http://www.charitychannel.com/articles/article-categories/grants-and-foundations-review/article/6529/bioid/470/xmid.aspx">article</a> for Charity Channel about the grant professional's role in the all-important site visit. For those of you who want to avoid an unimpressive visit and the disastrous consequences it may bring, here are some ways to help your organization prepare:</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"><br />
</div><ol><li><div style="text-align: justify;">Create a format for the site visit and prepare an agenda including who will say what.</div></li>
<li><div style="text-align: justify;">Invite board members to attend (research from my <a href="http://www.jblearning.com/catalog/9780763774875/">book</a> shows that only 37% of organizations have board members attend site visits).</div></li>
<li><div style="text-align: justify;">Ask key collaborators to attend the visit and present their (hopefully positive) views on your organization and/or collaboration. </div></li>
<li><div style="text-align: justify;">Include clients either in the form of a presentation, testimonial or other way. If no clients can be present (for example for children that may be in school during the visit) letters or pictures may help show the organization's impact.</div></li>
<li><div style="text-align: justify;">Arrange a facility tour if possible, and don't be afraid to point out the signs of poverty! </div></li>
<li><div style="text-align: justify;">Discuss the grant proposal ahead of time and ask for feedback from staff members about potential red flags. </div></li>
<li><div style="text-align: justify;">Make sure key staff members such as program directors and financial director are available to answer questions and provide data as needed.</div></li>
<li><div style="text-align: justify;">Follow up with site visitors after the event to make sure their questions were answered to and get an indication of the timeline for decision-making. Sending thank you emails or letters is another good idea for making a positive impression.</div></li>
</ol><div style="text-align: justify;">Hope your next site visit is a good one!</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-69915548356886725842010-11-30T03:01:00.000-08:002010-11-30T03:02:11.446-08:00Improve Your Grant Writing Skills<div style="text-align: justify;">I was asked by someone recently on how to improve their grant writing skills while staying on a budget. For all those who don't have the time, money or inclination to take a grant writing refresher course, here are some creative ways to improve your skills:</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">• Seek professional development opportunities and attend grant-related conferences, meetings, lunch-n-learns, etc. This is a no-brainer but you would be surprised by how many grant writers are too busy to attend events that are often free or paid for by their employer.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">• Attend grants meetings and RFP informational sessions conducted by government agenicies even if you are not applying for that grant. You can learn a lot at such events about the overall grant seeking process and also technical aspects of grant writing.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">• Shadow a grant professional, or find a mentor. Not as difficult as it sounds, you just have network as mentioned in the previous tips before you find the perfect mentor.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">• Ask someone to critique your proposals and provide suggestions for improvement. You can do the same for that person as well.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">• Throw out all your old proposals and start from scratch. Use new ideas and language. No peeking allowed!</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">• Spend a day with accounting/finance staff to understand key financial processes and how they affect grants.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">• Audit programs. talk to clients. accompany case workers on their routes. Get a feel for why the grant proposals you write are important.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">• Spend some time on non-grant activities, such as volunteering for a special event, making membership calls and the like. It always helps to recharge a tired soul.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Suggestions and tried-and-true tips are welcome!</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-17008004507736946432010-10-07T05:53:00.000-07:002010-10-07T05:53:20.649-07:00Prioritizing Grant Projects<div style="text-align: justify;">Once in a while every grant writer is faced with a unique situation: finding the perfect grant opportunity but not knowing exactly which project to apply for. True, there are always more needs than resources as far as grant funds are concerned, but not every project is fundable by the same grant opportunity. So when funds are available and more than one project or program fits the bill, how does one decide what project to apply for? Here's where prioritizing comes in.</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">First and foremost, a grant writer should not be the sole person making this decision. Prioritizing can be difficult, even heart wrenching... imagine how many clients may have to suffer a loss of services because their program was passed over for grant funds. But more importantly, grant writers typically don't have intimate knowledge of the program and project that may be required in this sort of decision making. Nor, for that matter, do executive directors or board members. The best approach is a team decision making system, whereby each person who has the relevant information and authority to prioritize grant funded projects get together when the need arises and make the final cut.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Here is what a typical prioritizing team might look like:</div><ul><li><div style="text-align: justify;">The grant writer, who typically possesses in-depth knowledge of grant guidelines and proposal management </div></li>
<li><div style="text-align: justify;">The program and project leaders, who have the statistics and data about the relevant programs that could be funded</div></li>
<li><div style="text-align: justify;">The executive director, who gives the final green light to proceed</div></li>
<li><div style="text-align: justify;">The finance/accounting staff member, who provides vital information about sound fiscal practices and grant management</div></li>
</ul><div style="text-align: justify;">Once a team has been created, the next item on the agenda is to get busy prioritizing. Let's face it, not every grant project is equally important in terms of needs and returns. sometimes it is relatively easy to point out the project that would not hurt anyone if it wasn't funded. But more often than not, each project has merits that deserve grant funding. In such a situation, the process of prioritizing may look something like this:</div><ol><li><div style="text-align: justify;">The grant writer writes up a synopsis of the grant opportunity, including the amount available, the proposal submitting process, the relevant deadlines, and the grant management requirements. This document should also contain estimated times for preparation, a ratio of return-on-investment, and other information that will allow the rest of the team to decide whether the grant opportunity is worth availing.</div></li>
<li><div style="text-align: justify;">Each project head provides key data about their program, such as numbers served, financial needs, staff and volunteer time allocations, and the like. They should also have an idea about future needs and costs.</div></li>
<li><div style="text-align: justify;">The finance or accounting person gathers revenue and cost figures for each project under consideration.</div></li>
<li><div style="text-align: justify;">The team gets together to discuss how each program or project fits the grant opportunity. Some things to consider include:</div></li>
</ol><ul><li><div style="text-align: justify;">Which project serves the largest number of clients for the most pressing services (e.g. a comparison between life-saving treatment for 10 women verses dental procedures for 1,000 women)?</div></li>
<li><div style="text-align: justify;">Which project currently has support from the grant making community and is this support likely to continue in the coming year?</div></li>
<li><div style="text-align: justify;">Is any project already supported by the grant maker in question, and if so, is it more likely to be well-received as an application compared to other projects?</div></li>
<li><div style="text-align: justify;">Which project could be supported by other funding sources such as donations, sponsorships, internal support, etc.?</div></li>
<li><div style="text-align: justify;">Which project can stand to lose grant funding? Which one cannot, and why not?</div></li>
<li><div style="text-align: justify;">Which project needs additional input before being eligible (e.g. more staff or volunteers, improved outcome measurements, etc.)? Which project is closest in eligibility?</div></li>
<li><div style="text-align: justify;">Which project has all the necessary paperwork such as budgets already prepared and ready to be submitted?</div></li>
<li><div style="text-align: justify;">Which project head has time to spend on the application (e.g. one who is not slated to go on vacation or maternity leave close to any deadline)?</div></li>
<li><div style="text-align: justify;">Which project will result in the least inconvenience in terms of grant management and evaluation</div></li>
<li><div style="text-align: justify;">Which project, if funded, will result in an overhaul of the grant management system?</div></li>
</ul><div style="text-align: justify;">The questions above are not comprehensive, but each organization can add to them as they see fit. As the team discusses these issues, a clear winner should rise from the list of fundable projects. In the end, it should be the grant writer who provides invaluable input for the prioritizing process, both in the beginning as well as the end. </div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-24727551748019821722010-09-28T14:51:00.000-07:002010-09-28T14:53:05.111-07:00Why Assess Capacity?<div style="text-align: justify;"></div><div style="text-align: justify;">Capacity Assessment can be scary; many nonprofit leaders don't want to learn the truth about their own organizations, while others simply don't know what capacity assessment means or implies. In a nutshell, capacity assessment refers to a determination of the current level of effectiveness of a nonprofit. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">So why are we so scared to take a look at ourselves in the mirror? Isn't seeing a pimple on the face only going to push one to apply acne medicine? Or is it going to make one hide in the closet and cry?</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"></div><a name='more'></a><br />
<div style="text-align: justify;">Capacity Assessment can be a valuable tool in organizational development. It can often lead the way to positive change within a nonprofit. By involving key leadership and staff members, it can help create a dialogue and spur them into action. Unresolved issued often come to the surface, whether in programs, fundraising, administration or elsewhere.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Capacity Assessment can assist in identifying an organization's strengths and weaknesses and determining external threats and areas of opportunity. At the same time it identifies staff and volunteers who possess the relevant skills and knowledge base to best fit those areas of need. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">The most effective Capacity Assessment is one which is tied to planning and goal setting. Its results can be used to shape strategic plans, development procedures, capacity building activities, and much more. It involves the highest levels of leadership as well as the field staff and volunteers for the best results. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">The grant professional may or may not be involved in Capacity Assessment within their organization, but the results can be invaluable in shaping future grant proposals. The issues that are highlighted in these assessment sessions can form the basis of organizational readiness in terms of grant writing, and can also allow for improved program and evaluation from a grant seeker's perspective. Most importantly, results can be shared with local funders to encourage host dialogue about the capacity building strategies of the organization.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Capacity Assessment doesn't need to be costly or time consuming. However, it does require commitment from all levels of the organizational hierarchy. Several tools are available for Capacity Assessment including:</div><div style="text-align: justify;"><br />
</div><ul><li><br />
<div style="text-align: justify;">Marguerite Casey Foundation Organizational <a href="http://www.caseygrants.org/pages/resources/resources_downloadassessment.asp">Capacity Assessment Tool</a> - a self-assessment instrument that helps nonprofits identify capacity strengths and challenges and establish capacity building goals.</div></li>
<li><br />
<div style="text-align: justify;">McKinsey <a href="http://www.vppartners.org/sites/default/files/reports/assessment.pdf">Capacity Assessment Grid</a> - a practical assessment tool for nonprofits as a complement to their report <em>Effective Capacity Building in Nonprofit Organizations.</em></div></li>
<li><br />
<div style="text-align: justify;">Simple Capacity Assessment Tool (<a href="http://www.gdrc.org/ngo/bl-scat.htm">SCAT</a>) - includes seven organizational categories which are further broken down into sub-components.</div></li>
</ul><div style="text-align: justify;">If any readers have used the above tools and would like to provide feedback, please write your comments. You may also share your preferred tools here. Happy assessment!</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-40219562006993775082010-08-29T05:56:00.000-07:002010-08-29T05:56:10.714-07:00Working with Other Departments to Enhance Grant Seeking<div style="text-align: justify;">The concepts of teamwork and synergy have been around for decades, and used religiously by businesses as well as nonprofits to improve performance and efficiency. But for some reason, grantwriters often tend to neglect or ignore this essential determinant of organizational effectiveness. Be it due to a lack of cooperation between departments, or a tendency towards being an introvert, many grant writers work quietly behind their computers, plodding towards arbitrarily set goals of number of proposals submitted or grant reports submitted. There has to be a better way to work, don't you think?</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;">The first step towards improved grant performance is to understand that when departments work together, the grants function improves. Rather than working in a vacuum, grantwriters should (a) team up with other development staff and fundraising volunteers within their organizations to align goals and create cohesive plans of action; and (b) work together with other departments in their organization such as programs, marketing, even finance and accounting in order to ensure that deadlines are met and there is no overlap or duplication of efforts. Easier said than done? Not if you keep in mind the following rules of thumb:</div><ul><li><div style="text-align: justify;">Determine well-defined goals and objectives for the grants department, broken down annually, quarterly, and monthly.</div></li>
<li><div style="text-align: justify;">Determine a fundraising plan that includes grants as part of the entire development effort.</div></li>
<li><div style="text-align: justify;">Involve high-level volunteers in grant seeking, such as board members or other high-profile volunteers. </div></li>
<li><div style="text-align: justify;">Use the same fundraising database (or other type of recording system) for grants as is being used for other development activities such as major gifts, events and memberships.</div></li>
<li><div style="text-align: justify;">Create a grants team that includes not only the grant writer and his/her supervisor, but also key staff from programs, marketing, accounting, public relations etc.</div></li>
<li><div style="text-align: justify;">Discuss collaborative grantseeking efforts with other nonprofit organizations, starting with current program partners.</div></li>
<li>Assess grant readiness and application feasibility in a team environment by seeking input from program managers and finance staff.</li>
</ul>Each of the above suggestions will need organization-specific actions to ensure success. But they are all important to ensure a new beginning at the same-old grants office. Good luck!Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-51829815292954256362010-08-18T05:53:00.000-07:002010-08-18T05:54:39.490-07:00Philosphical Questions to Ask a Foundation Officer<div style="text-align: justify;">Increasingly, the foundation world is becoming more and more accessible, and grantwriters are now finding opportunities to converse with grant officers for a variety of reasons not available a decade ago. We all know that instead of sending boiler plate proposals to every foundation in the directory (or online database), it's always a good idea to make personal calls to grant makers before submitting proposals. Some funders, especially those that have funded your organization in the past or are considering a current request, are also amenable to face-to-face meetings with your senior leadership. Beyond the immediate proposal, here are some questions to ask if you ever meet a foundation officer:</div><div style="text-align: justify;"></div><a name='more'></a><br />
<div style="text-align: justify;"><br />
</div><ol><li><br />
<div style="text-align: justify;">What are you looking for in a grant seeker? What are some characteristics of the nonprofit you would like to fund?</div></li>
<li><br />
<div style="text-align: justify;">What do you think our organization's role in the field can and should be? How can we help you as a grantmaker achieve your goals?</div></li>
<li><br />
<div style="text-align: justify;">After going through our proposal, do you feel that our mission is aligned with our programs and services? </div></li>
<li><br />
<div style="text-align: justify;">Now that I have explained our scope of activities to you, what can my organization be doing better in terms of service delivery?</div></li>
<li><br />
<div style="text-align: justify;">How can we improve our outcome measurement system to improve our future performance?</div></li>
<li><br />
<div style="text-align: justify;">How can we safely and efficiently build capacity? What would you suggest we consider as we grow and expand?</div></li>
<li><br />
<div style="text-align: justify;">Are there any other organizations you would like us to work with in the achievement of common objectives?</div></li>
</ol><div style="text-align: justify;">Yes, these questions may seem rather philosophical when all you really want to ask is "will you please fund our proposal?" but remember that funders are looking for long-term relationships. As such they always appreciate inquiries that show an organization wishing to move beyond the quick fix. Questions such as the ones above show that you are willing to work hard and improve your organization for the sake of its constituents, and the answers a foundation officer can provide may be invaluable in that regard. Just make sure you don't discuss these issues before an application deadline... an off-season is a far better time to approach foundations for this purpose.</div><div style="text-align: justify;"><br />
</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com1tag:blogger.com,1999:blog-539908051008972564.post-15081070452608538282010-07-20T21:34:00.000-07:002010-07-20T21:34:31.420-07:00Five Ways to Get Your Proposal Rejected<div style="text-align: justify;">Let's admit, we all make mistakes from time to time. But when it comes to writing grant proposals, even little errors can end up being very costly. Here are some small mistakes that can push your proposal into the trash can:</div><div style="text-align: justify;"></div><div style="text-align: justify;"><a name='more'></a></div><ol><li><br />
<div style="text-align: justify;">Ignoring Instructions: Many grant writers think their proposal is so great that the reviewer or program officer will forget about the little things. Or that it is appropriate to pick and choose which instructions to follow and which to ignore. To make sure that absolutely no instruction is being ignored, ask yourself the following questions: Am I sticking to the stated page limit? Have I included all required attachments? Are my topic headings in the same order as in the proposal guidelines? Have I answered every question? Will I be able to submit the proposal by the deadline?</div></li>
<li><br />
<div style="text-align: justify;">Not proofreading: Another mistake made by mostly seasoned grant writers is not proofreading the final proposal. They may think they are such good writers they don't need another set of eyes. Consider these issues before submitting the proposal: Did I read each and every word of the final draft? Did I check for typos not caught by Microsoft Word (e.g. fist instead of fast or my instead of may)? Did I make sure that page numbers are included?</div></li>
<li><br />
<div style="text-align: justify;">Including Technical Jargon: Grant writers sometimes forget that the proposal is not a technical manual; it may be read by proposal officers who are not as well-versed in the subject matter as nonprofit staff. The easiest way to ensure that a proposal is rejected is to fill it with language a reader cannot understand. Assess the readability of your proposal by asking these questions: How many times have I used abbreviations in the proposal? Have I explained what the abbreviations stand for? Have any technical terms been used and if so, are there non-technical alternatives for them? Have I explained all technical language or procedures in the proposal? Did I ask a layperson to read the proposal to make sure that it is understandable and free of jargon? Would a ten-year old be able to grasp the concepts of my proposal?</div></li>
<li><br />
<div style="text-align: justify;">Forgetting the Personal Touch: Many proposals lack the human element, which is extremely important in getting funded. Contrary to popular opinion, proposals are accepted not because of the wonderful technology, inventions, programs or service delivery models, but rather because of who and what is being served. Consider these points when writing: Does the Needs Statement paint a picture of the people we wish to serve? Does the program description explain what difference will be made in their lives? Have I included stories and testimonials of clients? Have I brought home the funder's impact to the clients? </div></li>
<li><br />
<div style="text-align: justify;">Not Making the Ask: Just as in major gifts or any other type of face-to-face fundraising, making the Ask is the key to getting grant funds. Somewhere in the proposal, an actual request should be visibly and clearly stated. Ask yourself: Have I requested a dollar amount not just in the cover letter but also in the proposal body? Does my request name the potential funder? Does it explain what the grant will achieve? A typical proposal ask statement should read: "We respectfully request $- from the XYZ Foundation to support our mentoring programs in the Orange County area. A grant in this amount will enable the ABC Nonprofit to hire 2 new case workers, ensure that program supplies are available, and train new volunteers. As a result it is expected that 500 additional at-risk youth will be provided with after-school mentoring opportunities."</div></li>
</ol><div style="text-align: justify;"></div>There are hundreds of reasons why a perfectly fine proposal may be rejected. Make sure that the above 5 "mistakes" are not the reasons why your proposal ends up in the trash pile. Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-20213594483241329842010-07-14T13:22:00.000-07:002010-07-14T13:23:03.632-07:00Guest Post: Creating a Grants Management System that Works<div style="text-align: justify;">The Boy Scouts’ motto, “Be prepared,” is valuable advice for grant writers. Timely submission of multiple proposals requires organization and advance planning. Having a reliable grants management system in place will save time, enable fund-seekers to compile all the funder’s required documents much more easily, and reap lucrative rewards. While each grants management system should be tailored to an organization’s and grant writer’s specific needs, there are several basic components of the system that apply to almost everyone:</div><a name='more'></a><ol><li><br />
<div style="text-align: justify;">Annual proposal calendar – detailing each foundation’s contact information, deadline(s), and funding preferences. </div></li>
<li><br />
<div style="text-align: justify;">Proposal status report – listing the date proposals were sent, amount requested, purpose of request, whether or not the proposal was funded, and, if so, the amount received.</div></li>
<li><br />
<div style="text-align: justify;">Foundation files – containing contact information, copies of all information sent to and received from the foundation, foundation brochures and annual reports, articles and/or press releases, and details of all contacts (emails, letters, phone conversations, face-to-face visits).</div></li>
<li><br />
<div style="text-align: justify;">“Drop” files – containing the organization’s most important documents, such as the IRS letter, articles of incorporation, current budget, audit, list of board of directors, most recent balance sheet and income statement, 990s, organizational chart, volunteer opportunities, and collaborations. Protecting the original document in a plastic sleeve and having several copies readily available make assembling the application packet much easier. Or you can save electronic versions of these documents in a folder to be printed as needed.</div></li>
</ol><div style="text-align: justify;">Act like a Boy Scout and take the time to set up your system so it works for you. The next time you’re scrambling to compile all the information that a prospective funder requires and meet that all-important deadline, you’ll be glad you did.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><em>About the Author: Chris Jessee is a contract grant writer with more than 20 years of experience working in Houston area nonprofit organizations, primarily in fundraising and grants management. She served as executive director of The Thyroid Society for Education & Research and development director for both ESCAPE Family Resource Center and I Have a Dream – Houston. Chris’s areas of expertise include grant writing, proposal review and editing, prospect research, and developing grants management systems and processes. Chris is a graduate of the University of Texas at Austin and the University of Houston Graduate College of Social Work. She was a founding member of the Grant Writers Network of Greater Houston, is a volunteer grants reviewer for the City of Houston, and serves on the board of Patrons for Bellaire Parks.</em></div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-29927490717093187762010-07-08T15:25:00.000-07:002010-07-14T13:23:31.698-07:00The Complicated World of Corporate Grants<div style="text-align: justify;">A colleague asked me today to expand on that often elusive world of corporate grant making. I wrote her a long email full of research and resources, then thought what a great post that would make for this blog. So why re-invent the wheel? Here is the information repeated for every one's benefit:</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">For grant writers and nonprofit professionals in general, every situation is different when it comes to finding corporate grant opportunities. Some nonprofits have a wealth of corporate volunteers, while others don't have them at all. Many grant writers don't know how to access these grants, while still others think only one or two avenues of grants exist. In general when investigating corporate grants, some issues to consider are:</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><br />
</div><ul><li><div style="text-align: justify;">what are the benefits of corporate volunteerism from the corporation's perspective (in terms of grants as well as volunteers)?</div></li>
<li><div style="text-align: justify;">why is this a hot topic right now (social responsibility becoming more important, grants becoming more competitive, companies having fewer dollars to give out and therefore depending on their employees to make granting decisions)?</div></li>
<li><div style="text-align: justify;">how can one find companies that have volunteer grants programs (united ways, corporate directories, online searches, prospect research websites, etc.)?</div></li>
<li><div style="text-align: justify;">what are the different ways to receive grants from corporations (matching grants, challenge grants, volunteer hours grants, employee competition grants, student internship grants, sponsorships, etc.)?</div></li>
<li><div style="text-align: justify;">how can one use the power of volunteers (including company info on inquiry sheets, sending reminders to current volunteers, creating competitions among volunteers to get the grants from their employers, getting volunteer letters of support for grant applications. etc.)?</div></li>
</ul><div style="text-align: justify;">Once these discussions have begun, visit some of the links below to get further ideas:</div><div style="text-align: justify;"><br />
</div><ol><li><div style="text-align: justify;">This <a href="http://classic.cof.org/members/content.cfm?itemnumber=1247&navItemNumber=2417">link</a> has the various types of corporate grants and research showing why companies like their employees to volunteer.</div></li>
<li><div style="text-align: justify;">More <a href="http://www.minnesotagiving.org/options/corpvol.htm">information</a> on corporate giving.</div></li>
<li><div style="text-align: justify;">Unconventional <a href="http://www.ogfj.com/index/article-display/7699936524/articles/oil-gas-financial-journal/volume-6/Issue_8/Beyond_the_Well/IMPACT_Day_showcases_Deloitte_corporate_volunteerism.html">ways</a> corporations are helping nonprofits. </div></li>
<li><div style="text-align: justify;">More unconventional <a href="http://www.facebook.com/pages/Corporate-Community-Relations-Council-of-Greater-Houston/268606774931">ways</a>.</div></li>
<li><div style="text-align: justify;">A <a href="http://www.volunteerhouston.org/resources/helpful">list</a> of Houston-specific websites - but it can be used to find websites for your own city as well.</div></li>
</ol>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-5642007694333915252010-06-30T05:56:00.000-07:002010-06-30T05:56:35.775-07:00Traits of Successful Grant Consultants<div style="text-align: justify;">There’s a saying in the nonprofit sector: if you’re in this, it’s not to become rich. To prove this saying wrong, many grant writers decide to freelance... perhaps because they think it will allow them the freedom to earn more money than working as an employee at a nonprofit organization. Yet years later they are no better than when they started, searching for high-paying clients, struggling with freaky organizational dynamics of staff and volunteers, and hoping for a vacation. What is it, then, that separates the average grant writing consultant from those few who earn exorbitant amounts of money and recognition in their field? Oh yes, we all know who I am referring to!</div><div style="text-align: justify;"></div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;">Here are some traits of grant writing consultants who achieve not only professional success for themselves but also for their clients:</div><div style="text-align: justify;"><br />
</div><ol><li><div style="text-align: justify;"><strong>They are Selective.</strong> They don’t sign a contract with just anybody who walks through their doors. They develop a strict criteria for judging the feasibility of a potential client, ranging from their grant readiness to their financial soundness and board personality. They meet with prospective clients on-site to take a look at their organizational dynamics and method of operations. They discuss what the client needs and how they can best help before making any decisions.</div></li>
<li><div style="text-align: justify;"><strong>They are Proactive.</strong> Once a client has been signed on, they aggressively pursue grant opportunities rather than wait for the client to bring them applications or proposal ideas. They use their own databases to search for grants that may be available for programs or projects, both new and ongoing. They meet with program staff to discuss wish-lists, program needs, financial issues and the like to get a better understanding of what opportunities may be availed. They schedule frequent meetings with not just the person they report to but also the program and accounting staff. They sit in on programs to get a first-hand view of what is being done. They don’t wait until the client calls them for something – and they definitely don’t wait for a fire to start before jumping to action. </div></li>
<li><div style="text-align: justify;"><strong>They are Resourceful.</strong> They think outside the box, and they try to keep ahead of the competition by searching for non-conventional ways of seeking grants. They consider methods other than grant writing to complement their grant writing efforts, preferring to use planned giving, matching gifts, corporate sponsorships etc, in a holistic environment to improve grant awards. They create relationships with funders as well as with other nonprofit organizations that may benefit from partnerships with their current clients. They act as a coordinator of these relationships rather than force them upon the respective parties. They search for best practices in the field of grant seeking and help their clients implement them. They motivate and energize board members and bring in volunteers to help in the grant seeking effort.</div></li>
<li><div style="text-align: justify;"><strong>They are Organized.</strong> They have to be, with multiple clients and projects to keep track of. They use sophisticated tracking systems to ensure that they don’t forget deadlines or meetings. Although this tracking may be done on paper or Excel spreadsheet, the systems they design to ensure that nothing falls through the cracks are fool-proof. They certainly don’t rely on client staff to remind them of things that need to be done. </div></li>
<li><div style="text-align: justify;"><strong>They are Visible. </strong>They don’t hide behind their computers all day, and they don’t spend all day wearing pajamas in their home office. They utilize their time to conduct trainings or seminars, and they speak at monthly meetings of local professional associations. They create websites that not only inform the public of their expertise but also offer value-added in the form of blogs, webcasts and e-books. They write articles for related publications that potential clients may read. And they provide pro bono services to deserving nonprofits that truly serve the causes they are passionate about.</div></li>
<li><div style="text-align: justify;"><strong>They are Writers.</strong> It goes without saying of course that successful grant writing consultants know their way blindfolded through the grant seeking process, from research to writing to follow-up. They have talked with enough foundation officials to know what works and what doesn’t, and they use that knowledge to write superior proposals that stand out among the thousands. They have a way with words that the average grant writer just does not. </div></li>
</ol><div style="text-align: justify;">So do you have any of these traits? Or are you willing to develop them to earn more success? Send us your stories or suggestions.</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-64325399876985296192010-06-29T13:57:00.000-07:002010-06-29T13:57:59.540-07:00Teamwork Really Works!<div style="text-align: justify;"></div><div style="text-align: justify;"><span class="goog-spellcheck-word">Grantwriters</span> often tend to work in a vacuum, sometimes due to organizational dynamics and other times because they prefer to. How many times have we wished that our program people were more hands-on, more involved, more knowledgeable? How many times have we wished that we weren't doing everything from A to Z by ourselves? And how many times have we been glad that we didn't have to deal with the drama of the program department who do nothing but delay our proposal writing process? Sounds familiar? </div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;">The reality is that those who work in teams with program staff always say: despite the headaches, it's worth it! In a well-defined organizational setting, the grant writer should not be the sole owner of a grant proposal from start to finish; he or she should instead be a coordinator of resources and people, working with staff and volunteers to gather information, write, compile and follow-up. Just as there are many pieces to the application, there are many people who can support the grant writer in this adventure. And the core set of individuals who are vital to this project, from inception to completion, are the program staff.</div><div style="text-align: justify;"></div><div style="text-align: justify;"></div><div></div><div style="text-align: justify;">Step 1: Once a program or project that needs funds has been identified, gather the people whose job it will be to make it happen. Not only program directors but also front line staff - case workers, teachers, counselors, builders, docents - their insight into the operations of the programs, and the connections they may have within the community can be an asset when it comes to completing an application. </div><div style="text-align: justify;"></div><div></div><div style="text-align: justify;">Step 2: Explain how those identified above can support you during the grant writing process:</div><div style="text-align: justify;"></div><ul><li><br />
<div style="text-align: justify;">Assist in working through the “nuts and bolts” of a proposed program. These logistics may include: what school/organization will be involved, what specific program(s) will be implemented and by whom, and the timeline. Rely on the program staff for information as to what may be realistic in terms of the community being served and the outcomes being anticipated.</div></li>
<li><br />
<div style="text-align: justify;">Assess the current evaluation system in place and if needed, develop an improved plan for outcome measurement. This should be the responsibility of the program staff, and not the grant writer.</div></li>
<li><br />
<div style="text-align: justify;">Identify and contact individuals from the community who may be needed as partners for program/project implementation. Program staff may be also be helpful in securing letters of support for the program/project based on the connections they have within the community.</div></li>
</ul><div style="text-align: justify;"></div><div style="text-align: justify;">Step 3: Begin the grant writing process. As a grant writer, you can obtain information from the program staff through informal conversation or provide them specific criteria, which you would like them to flesh out on paper. Remember, the program staff may not consist of eloquent writers. Putting the grant together – creating the language – is your forte. Determine in advance who will conduct research, needs assessments, and the like, who will write the first draft, who will put the package together, etc.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Step 4: Make sure that deadlines are met and tasks accomplished as agreed-upon in Steps 1-3. This may be easier said than done, with a lot of the burden unexpectedly falling on the grant writer. The best way to ensure that everyone pulls their weight is to put things in writing. In Step 1-2 above, create a document which lists the tasks (e.g. collect statistics on mentoring programs, gather program numbers, draft <span class="goog-spellcheck-word">MOUs</span>, etc.), the person responsible, and the deadlines. Ensure that tasks are completed on time by sending reminders by email and conducting frequent "grant status meetings" with all those on that list.</div><div style="text-align: justify;"></div><div></div><div style="text-align: justify;"></div><div style="text-align: justify;">Remember that the program staff can be a valuable resource and can often help get the job done more efficiently and effectively. However, like any relationship, this too needs to be well defined, with each member of the team understanding and appreciating their role and responsibility. </div><div style="text-align: justify;"></div><div></div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-39681357360457490392010-06-24T23:06:00.000-07:002010-06-24T23:07:55.188-07:00Websites You May Want to Check Out<div style="text-align: justify;">I thought that today being the unofficial start of the weekend, I would give my readers a list of valuable websites and/or blogs to check out in their spare time. Over the years I have found all of these very valuable to my grant seeking, and I hope that they increase others' skills and knowledge as well. I encourage you to send me more links so that I can update this post in the coming months:</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"><br />
</div><ul><li><div style="text-align: justify;"><a href="http://foundationcenter.org/pnd/">Philanthropy News Digest</a>, a publication of the Foundation Center with news, commentary, articles and much more.</div></li>
<li><div style="text-align: justify;"><a href="http://www.charitychannel.com/">Charity Channel</a>, an online resource with hundreds of forums, articles, trainings, even a radio station.</div></li>
<li><div style="text-align: justify;"><a href="http://foundationcenter.org/getstarted/tutorials/shortcourse/index.html">Proposal Writing Short Course</a>, a free online tutorial offered by the Foundation Center.</div></li>
<li><div style="text-align: justify;"><a href="http://managementhelp.org/fndrsng/np_raise/np_raise.htm">Free Management Library</a>, with several articles for the new grant writer.</div></li>
<li><div style="text-align: justify;"><a href="http://www.learnerassociates.net/proposal/">Guide for Writing a Funding Proposal</a>, with detailed tips and examples for each section of a typical grant proposal.</div></li>
<li><div style="text-align: justify;"><a href="http://foundationcenter.org/findfunders/">Foundation Finder</a>, a free tool for accessing basic information on funders.</div></li>
<li><div style="text-align: justify;"><a href="http://www.npguides.org/">Nonprofit Guides</a>, with samples and guidelines.</div></li>
<li><div style="text-align: justify;"><a href="http://www.grantproposal.com/inquiry.html">Grant Proposal</a>, a website with techniques including how to write inquiry letters.</div></li>
<li><div style="text-align: justify;"><a href="http://www.purdue.edu/envirosoft/grants/src/msieopen.htm">Grantwriting Tutorial</a>, offered online by the EPA.</div></li>
<li><div style="text-align: justify;"><a href="http://www.forgrantwritersonly.com/">For Grantwriters Only</a>, a learning community and support group for grant professionals.</div></li>
</ul><div style="text-align: justify;">Hope you have a safe and relaxing weekend!</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com1tag:blogger.com,1999:blog-539908051008972564.post-71992076760741338252010-06-23T08:49:00.000-07:002010-06-23T15:34:19.328-07:00The Needs Statement - Friend or Foe?<div style="text-align: justify;"></div><div style="text-align: justify;">Until a few years ago, I used to hate writing statements of need for grant proposals. Even though I knew what the problem was, I could never really explain it well on paper... after all, if high school drop outs are on the rise, need I really sit down and explain why that could be dangerous for not only the students concerned but the entire nation. Everyone gets it, right?</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Wrong! Let's explore the many assumptions in this argument...</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;">The first incorrect assumption is that your audience knows the problem intimately. Even though most <span class="goog-spellcheck-word">funders</span> are aware of the issue itself, - for example the fact that high school drop outs earn less, have lower standards of living, <span class="goog-spellcheck-word">etcetera</span>, they may not be aware of the full extent of the resulting socioeconomic concerns: how drop out rates relate to crime and drugs, and what effects they have on their future generations. It is the job of the grant writer to research the entire spectrum of issues that could arise from that one problem, and explain it in context with the program or project being proposed.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Secondly, <span class="goog-spellcheck-word">funders</span> are many times not fully cognizant of the magnitude of the problem in your specific community. They may be statewide or national <span class="goog-spellcheck-word">funders</span> who have broader perspectives, or they may not have the resources to collect data related to counties or even neighborhoods. Or the program officer assigned to your proposal may be new, a generalist, or just more interested in a different field. Again, the job of the grant writer is to collect community-specific information related to the cause - what are the drop out rates in not only the entire school district but in specific schools closest to the organization, and how this effects the community they live in. Many sources for such data exist, beyond the most obvious one (the Census Bureau):</div><ul><li><br />
<div style="text-align: justify;"><a href="http://zipskinny.com/">Zip Skinny</a> gives demographics by zip code and allows comparisons with other zips</div></li>
<li><br />
<div style="text-align: justify;"><a href="http://www.city-data.com/">City Data</a> provides detailed profiles of cities and neighborhoods across the country</div></li>
<li><br />
<div style="text-align: justify;"><a href="http://nces.ed.gov/">National Center for Education Statistics</a> offers education-related reports and data</div></li>
<li><br />
<div style="text-align: justify;"><a href="http://www.nationalhousingendowment.org/reference_list.aspx?sectionID=819&channelID=311">Housing Statistics</a> compiles data on housing trends and real estate values</div></li>
</ul><div style="text-align: justify;">Other, more specific sources you could search for include crime statistics such as the <a href="http://mycity.houstontx.gov/crime/">online portal</a> created by the City of Houston Police Department, or the Children Now <a href="http://www.childrennow.org/index.php/learn/reports_and_research/article/605">California Report Card.</a> A savvy grant writer will use a variety of sources to show the need, starting from the national level all the way down to the community level, and explain it in a multifaceted fashion that really brings home the need for the program or project. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">And that brings me to the third but most important reason for a compelling statement of need: very often it is the only thing that really stands out in the entire proposal and makes it an attractive investment opportunity for the <span class="goog-spellcheck-word">funder</span>. Needs statements are so crucial that they can hardly ever be written in just one statement. They are a creative outlet for the grant writer to show his or her writing skills and use a sophisticated blend of emotion, persuasion and facts to tell the story. Below are a few samples available online, some better than others. </div><ul><li><br />
<div style="text-align: justify;">Needs statement for <a href="http://nonprofit.about.com/od/foundationfundinggrants/a/needstatement_2.htm">breast cancer prevention</a></div></li>
<li><br />
<div style="text-align: justify;">Needs statement for a <a href="http://www.docstoc.com/docs/5243299/Statement-of-Need-%EF%BF%BD-Sample">health center</a></div></li>
<li><br />
<div style="text-align: justify;">Statement of Need for the <a href="http://www.civilrights.org/census/fundraising/statement-of-need.html">2010 census </a></div></li>
<li><br />
<div style="text-align: justify;">Statement for a <a href="http://www.first5oralhealth.org/rural_smiles/downloads/chapter1/Example%20of%20a%20Statement%20of%20Need.pdf">rural health</a> using tables and charts in addition to a narrative</div></li>
</ul><div style="text-align: justify;">And finally, for those grant writers, like me, who may not know quite how to go about writing that big statement of need, <a href="http://alumnus.caltech.edu/~rouda/T2_NA.html">here</a> is a great resource which tells you the steps to take when conducting a needs assessment - this will ultimately provide sufficient information to write the needs statement. Remember that this "needs assessment" can prove invaluable to your organization as a whole, not just for the grant proposal. </div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-19845578548734677342010-06-21T15:16:00.000-07:002010-06-21T16:11:50.548-07:00We Recommend: Purdue Proposal Enhancement Tools<div style="text-align: justify;">Grant writers often find themselves struggling to define key sections of their grant proposals... who and where is our target audience, what impact do we expect our program or project to achieve, how will we evaluate success? Really, this is the meat of the proposal, yet many don't have enough information to adequately describe it. Program officers don't seem to have time to sit and explain it all to us, and evaluation methodologies are too often outside our area of expertise. If only there were some handy dandy tools to assist us in understanding what information we need, where to find it, and how to craft it into a powerful proposal.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Well, good news, there are just such tools! The Purdue Proposal Enhancement Tools, to be exact.</div><div style="text-align: justify;"></div><a name='more'></a><br />
<div style="text-align: justify;">So what exactly encompasses these tools, and how can grant writers take advantage? They are free, available to download <a href="http://www.agriculture.purdue.edu/agcomm/AgCom/ppet/Index.html">here</a>, and use again and again if needed. The tools are actually a set of worksheets which help grant writers and other staff involved in the proposal writing process figure out what information they need for a strong proposal, as well as where and how to get it. For example, many grant writers are asked to write a proposal for a project but have no clue why it is needed, what the issues are, and whether a need truly exists. For this purpose, the first worksheet of the Proposal Enhancement Tools is for :initial issue description". Wow! I wish I could have used this many many years ago when I first started writing grant proposals!</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Another valuable worksheet is the "audience definition worksheet" which helps define not only the primary audience and its characteristics but also secondary and other potential audiences. Such a worksheet can be very helpful in ensuring that no demographics are left uncollected, and to assess the importance of people who a grant writer may not even consider otherwise. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">A third worksheet worth mentioning is "projecting anticipated impact and costs/resource worksheet". I personally love this one... I can't count the times I have struggled to define the impact of a program for a client when I have absolutely no idea what the long-term effects will be, and they for some reason are unable to explain it to me in terms I can understand. This worksheet helps grant writers write a succinct and all-encompassing Anticipated Impact Statement through examples and exercises. Wonderful! And for those who hate writing the evaluation sections of their proposals, the good news is that two worksheets exists specially to make their lives easier: the "input/output worksheet" and the "evaluation measurement levels and methods worksheet". The titles say it all, wouldn't you agree?</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Once again, visit the <a href="http://www.agriculture.purdue.edu/agcomm/AgCom/ppet/Index.html">Purdue Proposal Enhancement Tools</a> for help with definition and gathering of key information for grant proposals. Hope this recommendation is helpful. </div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-20181644832947872262010-06-18T03:23:00.000-07:002010-06-18T03:25:37.276-07:00PND Reviews my Book<div style="text-align: justify;">So we all know how important a good book review is, right? As a buyer - and borrower - of countless books over the years, I always rely on reviews by my peers and those I look up to in order to make my decisions. I never realized until now how equally important the review process is to authors (in case you're wondering, really really important!).</div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Since last November when my book <a href="http://www.jblearning.com/catalog/9780763774875/">Best Practices in Grant Seeking: Beyond the Proposal</a> came out, I've been busily sending out complimentary copies to various reviewers... after all, a good review can sell more copies than my good looks alone. I've received several reviews, but finally the one I was waiting for (provided it was a good one, of course) by Philanthropy News Digest just got published <a href="http://foundationcenter.org/pnd/offtheshelf/ots.jhtml?id=297600003">here</a>.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Please allow me to quote a few words: </div><blockquote><div style="text-align: justify;"><span style="color: #990000;">Indeed, the most valuable parts of the book are the best-practice case studies and funder perspectives. The former include clear examples of proven techniques used by existing nonprofit organizations; the latter offer critical insights into the foundation review process, particularly with respect to some of the less obvious factors that can affect a funder's decision to accept or decline a proposal. Faruqi also includes helpful checklists at the end of each chapter that can be used to assess organizational or professional readiness for the grantseeking process. </span></div></blockquote><div style="text-align: justify;">Now I get lots of reviews of my book... my publisher is kind enough to pass on all of them including the ones that may not be complimentary. But there's a reason why I decided to blog about this particular review. PND is a highly respected publication, due to the fact that it is a daily news service of the <a href="http://foundationcenter.org/">Foundation Center</a> (and we all know them very well, right?). The book review section "Off the Shelf" has reviewed some great selections and I am honored to be included in their review roster. </div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Enough horn-tooting... hope you all get a chance to read the book! I guarantee it will add some value to your professional life.</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0tag:blogger.com,1999:blog-539908051008972564.post-20481258799727953972010-06-08T05:34:00.000-07:002010-06-08T05:34:53.206-07:00Evaluate Your Grants Office<div style="text-align: justify;">Nonprofits love to evaluate: we evaluate programs, we assess how grant funds were used, we review staff performance, we even try to gauge volunteer and client progress. But how many times do grant professionals weigh the grants effort itself... how are we doing as a grants office, what results are we achieving, and what can we do better? </div><div style="text-align: justify;"></div><div style="text-align: justify;"><a name='more'></a></div><div style="text-align: justify;"></div><div style="text-align: justify;">Evaluating the Grants Office can be instrumental in improving grant seeking efforts. The problem arises because no one knows exactly how a grants office can or should be evaluated, especially since getting (or not getting) a grant is determinant on so many factors besides the grant writer. After all, a proposal can be rejected because a <span class="goog-spellcheck-word">funder</span> has no money, or due to a falling out with a key board member, or even because of a hurricane that diverted funds to other causes. The number of times a grant proposal is actually funded because of a grant writer's writing prowess can probably be counted on the fingers of one hand - by all nonprofits within a 5-mile radius!</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">For supervisors the question then becomes, how do I know if my grant writing team is doing a good job, when I don't take into account the number of grants that they are bringing in? Similarly, consultants want to know how they can show off their skills without mentioning a success rate. Good questions... let's see what the answers might be. First of all, consider the grants function in totality, rather than isolated to a grant writer's writing efforts:</div><ol><li><div style="text-align: justify;">The grant writer's skill set, qualifications, credentials, and ongoing professional development.</div></li>
<li><div style="text-align: justify;">The number of grants submitted during a given year (this will need to be assessed separately for foundation, corporate and government grants because the amount of time needed to complete each type of proposal varies greatly).</div></li>
<li><div style="text-align: justify;">The amount of research conducted about new grant opportunities.</div></li>
<li><div style="text-align: justify;">The total amount of funds raised through grants (this is not an excellent indicator of performance because <span class="goog-spellcheck-word">funders</span> in the area may be prone to granting small awards but it should be measured in order to assess if the amount is high or low compared to previous years, as well as to create goals for the future).</div></li>
<li><div style="text-align: justify;">The number of new grants received as well as the number of repeat grants (again these numbers can be used to assess past performance and to set future goals).</div></li>
<li><div style="text-align: justify;">Relationship building and stewardship activities (these are important for grant writers to participate in rather than be assigned to other development staff or senior leadership alone).</div></li>
</ol><div style="text-align: justify;"> The Puget Sound Grant Writers' Association has created a good list of <a href="http://www.grantwriters.org/faq/91">benchmarks</a> that will be helpful in assessing how a grant writer is doing. And remember, the best grant writer is he (or she) who can research, write and follow-up well. At least, that's my opinion!</div>Saadia Faruqihttp://www.blogger.com/profile/11791587733284489155noreply@blogger.com0