Some Keys To Effective Grant Writing
Every organization should have someone assigned to constantly scan the landscape for potential grants. This could be a development staffer in a larger organization, or someone part time, contract or volunteer for smaller organizations. Many organizations hire a grantwriter who often acts like part time staff. A highly effective grantwriter is worth much more than they are paid. A weak grantwriter is a drag on the organization. In today’s tight fiscal climate, be sure to obtain the following information if you plan to hire a grantwriter, and never agree to percentage grantwriting as it is against principles of the professional fund raising organizatqions.
The successful grantwriter should be able to outline a long list of successful proposals developed for a good number of organizations. Grants should include government and foundation grants and contracts. The grantwriter should be willing to provide examples of work, with permission from the agencies involved. A strong grantwriter will be willing to listen to your agency’s situation: programs and services, areas where funding is needed, case statement. And, he or she should be able to outline how they would approach the grantwriting: use of case statement and outcomes, program accomplishments, involvement of the community and so forth. You can actually create an RFP with a description of your programs and services, issues, and ask candidates to respond. Having great success with the written word is crucial here.
When you consider managing the actual grant seeking work, it should include the following:
? Research changes to foundation and government funding in your community and your state, and how this could impact your agency;
? Research all possible grants in the related fields;
? Research which local and regional grantmakers are awarding funds, and make sure that your agency is in the distribution lists for RFPs;
? Analyze what changes might need to be made to be most competitive for government grants (perhaps stronger outcomes; collaboration) ;
? Study giving and potential giving by corporations and small to mid-sized local businesses. Corporations will typically have a proposal process, whereas smaller businesses will provide donations or underwriting.
? Investigate new partnership opportunities related to community development, social entrepreneurship and economic development, green jobs and the environment.
Then, with this research complete, the grant writer should make recommendations about what may be the best opportunities, with the best potential return on investment. In the next step, the Executive Director, program manager/s and/or the grantwriter will communicate with potential grantmakers:
At this point, your agency and key staff will be working from materials that include:
? List of potential grantmakers, with notes
? Case statement for the agency and programs
? Program evaluation outcomes and accomplishments
? Relationships with the community
? Ability to leverage resources
? Community impact
Review each grantmaker’s guidelines carefully. Analyze the grantmaker’s past awards, if possible, to determine what characterized the winning proposals (government proposals are public domain after awards are given).
Visit, talk over the phone or email the potential funders. Talk about the organization’s programs, and ask questions about the funder’s priorities and how they my fit. If the funders are well known, they should already be “in the loop,” and receiving press materials and information about other important programmatic milestones.
Once it is clear that the foundation or government office encourages an application, it is time to write. The proposal should follow the guidelines to the letter. Too often, we may change wording or order because it flows better for us. It does not usually flow better for the funder, and may end up working against you. If you use their language, in their context and in the order outlined, you create a much better potential fit.
On a regular basis, perhaps once a quarter, schedule a meeting with key people who work in this area and evaluate the strengths and weaknesses of the grants development work.
And, finally, provide something of real value to every agency that provides funding through grants or contracts – in addition to your scope of work. This might be information about how to work with at risk youth if that is your area of expertise. Provide them with inforation, resources and data that make their work easier. Be a resource to them, so that the relationships are reciprocal ones.
Continue to apply for funding in areas that mirror your mission. Demonstrate your program effectiveness, and funding will be easier.
ABSTRACT: This article provides an overview of how to develop an effective grants function, from how to apply for grants, to making the case, to working with key staff in the organizaiton to build a solid grantwriting foundation. It’s an important read for any nonprofit involved in grantwriting.
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