Dear Charity Clairity,

What is the average foundation portfolio size for a full-time grant manager? I can’t find an answer anywhere! I know this will vary depending on the GM’s salary and their fundraising goal, but there has to be a formula somewhere. I have been told by a higher up that our GM should be doing more. In FY23 they submitted 40 proposals for a total of $2.4M in asks. We received funding of just over $1M from their efforts.

— Need Direction  

Dear Need Direction,

While it’s generally a good idea to look for metrics against which to measure performance, in this case it’s a difficult thing to quantify. Which is probably why you’ve been unable to find a formula. And, as far as I’m aware, none exists. If I found one, I’d be suspicious of it. Let me tell you why.

What matters here is quality, not quantity.

Your grants manager could be sending out carbon copy proposals every day of the week, but that’s unlikely to improve your ROI. In fact, arguably, it could diminish your returns. Because it would mean you were not taking the time to make good matches, put together the most persuasive proposals possible, and do effective reporting to cement your relationship – and reputation for excellent execution and follow-through – with the funder.

What’s most important is you submit proposals only to funders likely to be a good fit for your particular project.

And this takes time.

• This requires foundation research.
• This requires internal research, talking to your own executive management to understand organizational priorities and your program managers to understand the depth and breadth of your organization’s services.
• This requires tailoring your proposal specifically for each particular funder.
• This requires reviewing your proposal – going over every element with a fine-toothed comb – to assure you’re explicitly addressing everything the foundation has asked for.

The grant manager must do even more than research and write.

These other parts of the grant process take more time.

• They must put together strong supporting documentation. For example, grant funders often ask for your tax exemption letter; incorporation status; annual report; current year operating budget; vision and mission statement; list of board of directors with affiliations; bios and/or resumes of key staff; DEI policy, and even client stories. Sometimes they’ll also ask for a strategic plan; a current budget vs. actuals; profit and loss statement; 990; an audited statement, and letters of support.
• They must prepare the budget that goes with the proposal. This generally fleshes out the narrative with figures and puts the project for which you’re requesting funding within a larger programmatic context. Generally, this budget also shows what funding you’ve already secured, who else you’re applying to for the balance, and how you hope to sustain this program after the grant expires.
• They must provide reports to demonstrate outcomes. Annual reports are the minimum; some foundations require bi-annual or quarterly updates as well.

If your grant manager is responsible for putting these items together, they need the time to do so. Plus, they need access to the information necessary to provide accuracy and transparency. When it comes to supporting information, some documents will be standard; once they’re pulled together, they only need to be updated annually. Other information, like the project budget, must be created for every single proposal. For reports, often the grant manager will need to ask the program manager to submit information to them that addresses all key outcomes outlined in the grant application and award. They’ll then need to edit, massage, and rewrite to put your best foot forward. Will your grants manager do this? Your finance manager? A program manager? Ideally, it should be a collaborative effort.

The number of funders for whom you are a good fit depends on the who, what, when, where, why, and how of your mission.

It also depends, to an extent, on foundation priorities in any given year. These are both things no grant manager, no matter how skilled, can control.

1. WHO: Are you well known? Is your reputation a positive one? If requested, could you support this with letters of recommendation?
2. WHAT: What, specifically, are you asking for help with?
3. WHEN: When is your funding needed, and how does this fit within the funder’s application and awards cycle?
4. WHERE: Are you a local, regional, statewide, national, or international nonprofit? Funders have guidelines around these things, and it’s important to be aware and adhere to them.
5. WHY: Why are you the best organization to do this? Can you distinguish yourself from other potential applicants occupying a similar space? Might it be beneficial to band together with some of these other groups to submit a joint proposal?
6. HOW: Specifically, how do you plan to spend the funder’s money, and who will be in charge of implementation? Are they well known? Do they have a strong track record?

All these things being true, a “formula” isn’t really possible.

Some organizations will have more of the things foundations are looking for than others. Some will have a stronger track record, more seasoned leadership, more experienced staff, greater longevity, cover a different geographic area, focus on a different market niche… and so forth.

I only know what you’ve presented here, but at first blush it looks like a completely acceptable ROI. You’re bringing in a good sum of money (certainly more than you spend on the grant manager position). Plus, on average, you’re able to submit a proposal just short of weekly (with time off for vacation, holidays and sick time). And part of the grant manager’s job is also to submit reports for all grants awarded!

Have I seen grant managers do more? Yes. But rarely. And they’ve generally been with the organization long enough to know it very well and in their position long enough to have all the information they need at their fingertips.

Have I seen grant managers do less? Frequently.

Count your blessings.

— Charity Clairity (Please use a pseudonym if you prefer to be anonymous when you submit your own question, like “Need Direction” did.)

P.S. I did find one Foundation Center 2004 survey reporting the majority of foundations funded 25-49% of proposals. Additionally, organizations that gave out less funding overall (e.g., smaller community foundations) funded a higher percentage of proposals than larger organizations. I could not find similar data for more recent years.

The post [ASK AN EXPERT] What’s The Average Portfolio Size For A Full-Time Grant Manager appeared first on Bloomerang.

This session discussed donor and grant funding strategies for small teams, with a focus on maximizing resources effectively. Key takeaways from the presentation included emphasizing targeted outreach efforts, leveraging storytelling to engage donors, and using data analytics for informed decision-making. The session highlighted practical approaches for small teams to secure funding efficiently and sustainably.

Key Takeaways:

• Learn techniques for streamlining the grant application process to maximize your team’s time and resources.
• Explore innovative ways to leverage partnerships and collaborations to enhance your grant funding efforts.
• Gain insights on developing a sustainable approach to grant funding to support your organization’s long-term growth and impact.

View this session’s slides on this page.

The post Grant Funding With a Lean Team appeared first on Bloomerang.

This webinar provided valuable insights into effectively using grants to expand revenue streams. Participants learned the strategic importance of applying for grants and how these applications can enhance organizational sustainability. The session highlighted the need to understand grant processes thoroughly to maximize funding opportunities and ensure long-term financial health. Overall, the webinar served as a crucial guide for organizations looking to secure diverse revenue sources through grants.

Key Takeaways:

• Strategic grant applications are vital for diversifying revenue sources.
• Proper utilization of grants can significantly enhance organizational sustainability.
• Understanding the nuances of grant processes is crucial for maximizing funding opportunities.

View this session’s slides on this page.

The post Diversifying Revenue With Grants appeared first on Bloomerang.

The problem with not using the GRANTS Writing Formula is that the following will happen:

• Mission drifting
• Chasing the money 
• Not scoring high on review
• Writing grants that aren’t aligned with your priorities
• And of course… not getting the grants awarded 

The 6-Step GRANTS Writing Formula framework to write a winning grant proposal will help you avoid the above issues and get clearer on your programs.

Step #1) G – Get the FOA/RFP/NOFA

The first step in developing a grant template with the GRANTS formula is to Get the Funding Opportunity Announcement (FOA) or Request of Proposal (RFP) or NOFA (Notice of Funding Availability): i.e. the grant instructions.

This is the easiest way forward as you will have an immediate template for your grant project. What you want to do is copy and paste the specific questions into a Word document and respond thoroughly to each question.

These will automatically be your headers in the document, and you will bold these headers.

Why do this? Because as a federal grant reviewer for a decade, I can tell you that this is the easiest way to ensure that you remember to respond to all items, and it’s the easiest format for funding sources to find your answers. 

If you just start writing in long-form and don’t use (their) headers, then it is harder for grant reviewers to score your grant because they just might not be able to easily find certain words or concepts. Or you might start to use different vocabulary that might not translate easily for the key words and concepts that reviewers need to have to score points in certain sections of your grant submission.

Additionally, make sure to read through the FOA/RFP/NOFA and include:

• A response to how your project aligns with the funding sources’ priorities. 
• Ensure that any unallowable budget items are NOT in your budget.
• Create a checklist of all required documents that need to be submitted in addition to the project narrative and budget (i.e., a copy of your IRS 501(c)3 Incorporation Letter, any resumes/job descriptions, letters of support needed, SF-424 forms, etc.).

Note: Steps #2 – #6 are all very common questions asked in any FOA/RFP/NOFA. The most commonly asked questions are explained below in detail, so you know how to respond accurately and score the highest on a grant proposal.

Step #2) R – Research the needs

Having appropriate Research in the needs section is critical to scoring high on a grant proposal. The reason is that research anchors and validates the entire reason for your project. 

In the needs section of a grant, you need to do three things to score high on a grant proposal:

1. Eliminate flowery language,
2. Include sources and citations, and
3. Include a clear Problem Statement.

What I see the most often in this section is that grant writers include a flowery narrative with a lot of information about problems. While flowery and emotive language can be extremely useful for fundraisers, social media graphics, and other types of marketing, it isn’t quite appropriate for grant proposals.

You need to get clear data and statistics on the need for your project and cause area, and include the sources and citations. Without this, your entire project will fall short. This is a must.  

So instead of just talking about the wide needs as if it’s a fact, include:

• testimonials, 
• statistics,
• reports, 
• articles, 
• interviews, etc. 

and cite them in your grant. 

This will give more validity for your program and show that you’ve done the research. 

A grant proposal utilizes research to demonstrate emotion and not poetic language. You can, however, include a very humanistic and ethical picture by using research versus flowery language or jargon. 

Here are two examples to show the contrast between flowery, non-cited needs and grant-appropriated cited needs. 

Example #1) Flowery wording in grants that doesn’t get awarded.

We have a huge need in our community as Mother Earth is no longer able to cry tears because the rivers are drying up. As the rivers disappear, we mourn; agriculture is suffering. We cannot go on in this dire situation and need your support.

While this would be a great article to submit to a newspaper, script for a video at a fundraiser, etc., it’s just not appropriate for grant writing because it can’t be ‘scored.’

Example #2) Grant appropriate language in the need’s section that gets grants awarded.

Over the last five years, County X has seen a rapid decline of 25 percent of our river waters, and thus our agricultural fields are producing 45 percent less food (SOURCE NAME, DATE). 1,900 of community members surveyed (6 percent of community) have reported negative effects on the overall environment due to this prolonged drought that is a result of climate change (SOURCE NAME, DATE). 

Now the next step in needs is to include a main Problem Statement. 

This is what anchors all your research and is the main problem that is to be solved by your project.

For example, a problem statement could be: “Due to the ongoing droughts as a result of climate change, agriculture in Community NAME is only at 45 percent capacity.”

Now you have a problem statement, you have to anchor your entire program, and the beautiful thing is that you can flip it around to have a goal that will solve the problem.

Step #3) A – Articulate the goal(s) of a grant

An Articulate goal is the main aim that will result because of your program and will solve your problem statement.

Now that you have a problem statement that is anchored in research, you will just flip it around so that it becomes the goal of your grant.

An articulate goal example: “Project X will increase agriculture in the community from 45 percent to 55 percent over a three-year period by creating sustainable solutions to the ongoing droughts via a multi-level approach.”

Therefore, this goal directly meets the need of the problem statement and guides the entire grant project, and your objectives. 

Step #4) N – Narrow your objectives

Now that you have a goal articulated, you will need specific activities to ensure that the goal is achieved. These are Narrowed objectives. The number of objectives depends upon how big your goal is and how big your budget is. To be safe, have no more than three objectives per goal.

Objectives need to be SMART:

• Specific
• Measurable
• Achievable
• Relevant
• Timebound

For this project, you would easily have at least three objectives. Below, we show one objective example.

Objective One Example: “Project Name will work with 50 farmers to provide sustainable and innovative irrigation practices that will increase irrigation by 25 percent each year for three years.”

Specific: It is specific because it includes the target demographic (50 farmers), and with sustainable innovative irrigation practices.

Measurable: It is measurable because it will serve 50 farmers and will increase irrigation by 25 percent each year for three years.

Achievable: It will be achievable because it relates to the problem statement (your budget, resumes, etc. will also reinforce more achievability).

Relevant: It is relevant to reach the goal and solve the problem.

Timebound: It will be completed by the end of year three.

Now that you have your objectives(s), you can identify a task work plan to ensure your objectives are met.

Step #5) T – Timeline the activities

Your Timeline Work Plan of Activities will clearly demonstrate how you will execute your objectives.

Include the task description, role responsible, start date, completion date, evaluation that the activity is completed.

You can include as many tasks as are needed to reach your objective.

Timeline Work Plan Activities Example:

These are just several examples to get your mind flowing. You can see that this is your time to be very detailed because it answers that ‘achievability’ question. 

By having a thorough Timeline Work Plan of Activities, you will give your project:

• Every single detail to be included,
• A roadmap for any staff hired for the program,
• Objectives to be reached,
• A guarantee that nothing is left out of your budget,
• And so much more.

Now that you have a Timeline Work Plan developed, you need to ensure you have a budget to complete these tasks.

Step #6) S – Strategic budget

Look at your Timeline Work Plan of Activities to develop a Strategic budget. For objective one in our example, we see that the following are needed at a minimum to reach this objective.

• Project Manager
• Executive Director
• Irrigation equipment and supplies
• 50 farmer incentives
• Subject Matter Experts

Other items you will want to consider in your final budget include any fringe benefits, indirect costs, and any other costs from other objectives.

You will need to speak to your Human Resource division to know what your nonprofit’s fringe benefits are and the salaries of positions. Additionally, if you need any equipment, it’s best practices to have at least three quotations. When in doubt, check your financial policies and procedures, the FOA/RFP/NOFA, or the federal budgetary guidelines.

Draft Strategic Budget Example

This step will make it clear as to whether you have enough of a grant budget to meet your objectives. If you don’t, you may need to update your objectives (ex: maybe not include as many farmers and then your goal may need to be reduced). 

GRANTS writing formula summary

The GRANTS Writing Formula will give you the magic wand to write a successful grant proposal. Remember, by utilizing this approach, you will:

• Stop mission drifting,
• Stop chasing the money,
• Score higher by reviewers,
• Writing grants that are aligned with your priorities, and
• Get more grants awarded!

The post The GRANTS Writing Formula To Secure Awards For Project Grants appeared first on Bloomerang.

In this 60-minute webinar, Stephanie Sample will walk you through the process of forecasting your 2024 fundraising revenue. Together, we will explore a new lens to uncover greater revenue potential from recurring fundraising activity and tools for identifying and discarding unproductive fundraising activity.

We will examine a case study of one nonprofit that used a multi-year plan to break the cycle of fundraising for current-year programs. We look forward to seeing you at this session as you prepare your 2024 budgets and fundraising plans.

Learning Objectives:

• Learn how to build revenue forecasts/budgets for your nonprofit

• Understand how having a forecast for your fundraising year impacts your probability of success

• Discover strategies to charge for products or services your nonprofit is offering for free or at a discount

• Learn how to use a 4 quadrant scenario plan to chart your growth

• Identify how to avoid the three least profitable fundraising activities

The post Forecast Your Fundraising Revenue for 2024 appeared first on Bloomerang.

Press Forward seeks to reverse the dramatic decline in local news that has coincided with an increasingly divided America and weakening trust in institutions.

What’s the problem?

Around 2,200 local newspapers have closed since 2005, resulting in 20 percent of Americans living in “news deserts” with little to no reliable coverage of important local events. Press Forward seeks to stop and reverse that trend.

Press Forward highlights

$500 million over five years committed by twenty-two major US foundations including the MacArthur Foundation, Carnegie Corporation of NY, and William and Flora Hewlett Foundation to name a few.

Press Forward funders have coalesced around an aspirational goal to move from individual grantmaking strategies to a shared vision and coordinated action.

The first grants are to be awarded later this year.

John Palfrey, president of the MacArthur Foundation, calls the philanthropic funding “seed money,” not charity.

4 funding priorities

Press Forward partners have identified the following priorities and have committed to making grants in one or more of these four areas of focus:

1. Strengthen local newsrooms that have trust in local communitites
2. Accelerate the enabling environment for news production and dissemination
3. Close longstanding inequalities in journalism coverage and practice
4. Advance public policies that expand access to local news and civic information

Troubling trends

The decline in local news coverage has been a concern in many cities and towns across the United States. Here are common trends and examples of areas where local news coverage has waned:

• Rural areas: Many local newspapers and broadcast stations in rural areas have closed or reduced their coverage due to declining readership and advertising revenue.
• Media deserts in small and mid-sized cities: Local news outlets in smaller cities and towns have also struggled to stay afloat, leading to cuts in reporting staff and reduced coverage. Certain regions, often referred to as “media deserts,” have limited or no access to local news coverage. This can include parts of the Midwest and rural areas in various states.
• Consolidation and economics: Media consolidation has led to a concentration of ownership, resulting in the centralization of newsrooms and a reduction in local reporting. Economic downturns have had a significant impact on the sustainability of local news outlets, leading to layoffs and closures in many areas.
• Digital disruption: The rise of digital platforms and online advertising has disrupted traditional revenue models for local news, making it difficult for many outlets to adapt.
• Decline in newspapers: Local newspapers, in particular, have seen a significant decline in circulation and ad revenue, resulting in the downsizing or shuttering of newspapers. Many journalists have been laid off or have left the industry, leading to a reduction in local reporting.
• Loss of investigative reporting: Investigative journalism, which is often resource-intensive, has suffered in many areas, leading to reduced oversight of local government and institutions.
• Lack of competition: In some areas, there is only one dominant local news outlet, reducing competition and potentially leading to a lack of diversity in reporting.

Nonprofits are being asked to address these challenges and find sustainable models for local journalism.

Nonprofit action

In the face of these troubling trends, nonprofit organizations are pivotal in the Press Forward funders views of what’s needed.

Here are ways nonprofits can contribute to the preservation of local journalism:

• Funding and grants: Nonprofits with education missions can apply for the available Press Forward funding and secure a five-year grant.
• Collaborative reporting: Nonprofits can facilitate partnerships between different news organizations to pool resources, share content, and cover stories more effectively.
• Training and capacity building: Offer training programs, workshops, and resources for journalists to improve their skills, adapt to new technologies, and stay competitive.
• Research and advocacy: Conduct research on the state of local journalism, produce reports, and advocate for policies that support the industry.
• Community engagement: Nonprofits can support initiatives that engage the public in the news-making process, such as town hall meetings, citizen journalism projects, or community media literacy programs. They can also invest in innovative projects and experiments that explore new revenue models, storytelling techniques, and technology solutions.
• Legal defense: Provide legal support for local news outlets facing challenges such as defamation lawsuits, freedom of information requests, or other legal issues that threaten their existence.
• Diversity and inclusion: Nonprofits can support initiatives that increase representation of underrepresented groups in journalism.
• Collaboration with academia: Partner with educational institutions to create programs that benefit both students and local journalism. This can include internships, research partnerships, and educational initiatives.
• Membership and subscription models: Support local news organizations in implementing membership and subscription models to generate sustainable revenue and reduce reliance on advertising.
• Media literacy: Promote media literacy programs that educate the public about the value of journalism, how to critically evaluate news sources, and how to distinguish between credible and unreliable information.

Nonprofits already at work

In California, a $25 million project is paying for stipends for reporters through the University of California at Berkeley Graduate School of Journalism.

In New Jersey, the New Jersey Civic Information Consortium, is funding initiatives to reimagine how public funding can be used to address the growing problem of news deserts and misinformation.

Within our own Bloomerang community we celebrate two nonprofits that are keeping local news alive, 90.7 Hope FM in Port Huron, MI and KAWC Colorado River Public Media in Yuma, Arizona.

90.7 Hope FM is a local media ministry that encourages families through today’s worship, contemporary music, and relevant programs.

KAWC Colorado River Public Media is dedicated to educating, informing, and entertaining their listeners through high-quality radio and internet broadcasts. They serve the diverse needs of their audience with music, news, public affairs, and fine arts programming.

By undertaking this funding and these initiatives, nonprofit organizations can contribute significantly to the preservation of local journalism, ensuring that communities have access to accurate, independent, and accountable reporting.

What do you think about these trends and funding for the preservation of local journalism? Will your nonprofit apply? Please share your thoughts below.

The post [Breaking News] An Extraordinary Funding Opportunity For Nonprofits To Preserve Local Journalism appeared first on Bloomerang.

Dear Charity Clairity,

I am a new nonprofit and want to pursue a grant(s) to fund our mission. Our nonprofit focuses on the mental health of teens and young adults and we would like to fund expeditions in some of the national parks in our state. Any advice on where to look for grants that fit our mission or other funding sources?”  

— Grant Newbie

Dear Grant Newbie,

I understand you’re asking for advice on to where to look for grant opportunities that fit your mission of focusing on the mental health of teens and young adults. One of the ways you’d like to do this is through expeditions in national parks in your state. Sounds great!

Where and how to look for grants is a broad topic that doesn’t lend itself to a quick Q & A. However, I can point you to some helpful resources.

Your best bet is the Foundation Directory. It’s searchable online. You can plug in your geographic area, the type of grant you’re looking for, and the dollar amount you’re seeking. You’ll get a list of funders that fit your parameters, including staff and trustees. This can be helpful in the event someone on your team knows one of these individuals. The Directory is extraordinarily useful, as 90% of foundations do not have websites, making them difficult to find using standard search engines.

There is a monthly subscription fee. However, if you live near a Foundation Center library you can do research on site for no cost.

You may find these resources helpful:

• How to Find and Get Grants — an intro webinar on Bloomerang
• Recession-Proof Your Nonprofit…with Grants! – an archived webinar on Bloomerang
• Identifying, Applying for and Managing Grant Funds — an archived webinar on Bloomerang
• How do I find grants for my nonprofit? — Candid
• Top Tips and Sources to Find Grants for Your Nonprofit — Donorbox blog
• How to Find Grants for Nonprofits – Anedot blog
• Grantwatch – website
• Grants.gov– where federal grants are posted
• Finding Grants, Fundraising, and Writing Grant Proposals – LinkedIn group

Best of luck to you as you move forward with your new nonprofit,

— Charity Clairity

What other grant resources have you found helpful? We’d love to hear from you!

Please use a pseudonym, like “Grant Newbie” did, if you prefer to be anonymous.

The post [ASK AN EXPERT] What’s The Best Place To Look For Grant Opportunities If Your Nonprofit Is New? appeared first on Bloomerang.

 
This webinar is for beginners to intermediate nonprofit organizations in securing event sponsorships. In this webinar, participants will learn foundational strategies to position their organization to identify contacts, pitch with confidence, and build partnerships.
 
In addition, we will be taking a deep dive into the importance of knowing your audience to streamline your outreach efforts.
 
Learning Objectives:
 
• Understand the foundation of how securing sponsorships can elevate your community impact.

• Discuss the ways to leverage your data to streamline your sponsorship outreach efforts.

• Discover how to eliminate rejection using my C.S. T framework.

• Build solid sponsoring relationships to increase sustainable partnerships.
 

The post Fund Your Impact With Sponsors appeared first on Bloomerang.

 
Building relationships with grant funders is not an option-it’s an essential skill for grant-seeking success. In this webinar, you will discover the secret sauce to building lasting, fruitful relationships with grant funders that produce results. You will walk away with actionable steps to get the attention of funders and win more grants.
 
 
Learning Objectives:
 
• Learn the different types of grant funders and how they are structured

• Understand how grant writing fits into the fundraising cycle

• Understand why relationships in grant writing matter more than the proposal

• Learn an easy formula for getting a grant funder’s attention
 

The post Cracking the Grant Code: How Focusing on Relationships Wins More Grants appeared first on Bloomerang.

 
In this Bloomerang Build class, learn about why clean data matters to your organization. See how you can set up your database for success, and then utilize your data to serve your mission more efficiently and effectively. This session will help you prepare your database now so that you can be ready to raise more funds in the upcoming giving season!
 

The post Database Management appeared first on Bloomerang.

The Before, During and After Organizational Considerations of Grants

Seeking grants from potential funding partners requires time and resources beyond the day-to- day operations of your organization. Let’s briefly discuss what resources are needed to pursue grant funding and if your organization is in a position to do so. In other words, let’s look at the readiness to apply for grants and readiness to manage grant projects.

Readiness to apply: In order to apply for a grant, you must have the skills and capacity to develop a competitive grant proposal. Is there a person on your team with the capabilities to create a solid proposal? On the other hand, if your organization doesn’t plan to do the grant writing internally, do you have the financial resources to hire a professional grant writer? A grant proposal can take on many forms and each one must be individually tailored.

Readiness to manage: In order to manage a grant project, you need to have a certain level of infrastructure in place. Nearly every department in the organization is affected by incorporating grant funds into a nonprofit because of the defined financial, data, and performance requirements, not to mention additional personnel to implement the new grant recipient program. Is that the case with your organization?

The checklist below can help you assess your organization’s readiness to both apply for grants and manage grant-funded initiatives.

Part 1. Assessing Readiness to Apply for Grants

1. Do you have a nonprofit status designation from the IRS [501(c)(3)]?

While not all, most grantmakers will require this designation for their grant recipients.

2. Do you have a well-defined mission statement?

Your mission statement and supporting language should clearly articulate why your organization exists and may include elements about the impact you expect to have on the population you serve.

3. Can you demonstrate financial stability?

Having up-to-date financial statements and organizational budgets for the current and previous fiscal years that demonstrate financial responsibility will show potential funders that you will be a good steward of new funds.

4. Do you engage in long-range planning and have a current strategic plan in place?

While many organizations are focused on their current year, it is important that your organization not only has plans for the future but also can show that you have prepared for it.

5. Do you have a strong track record?

It is important to have evidence of success in serving your target population. Remember that having nonprofit, corporate, or even governmental partners with expertise in serving your community is another way to demonstrate this.

6. Do you have a good reputation within the community?

Donors and funders tend to give their dollars to organizations that have credibility within their community and strong reputations. Share specific examples and data points that showcase your reputation and trust in the community.

7. Do you have strong leadership and an active and supportive board?

If your organization doesn’t have the leadership in place to successfully operate in a given year, it will be difficult to apply for grant funding.

8. Do you have fundable programs?

You want to show that your organization can further its mission by expanding successful existing programs or developing new ones you may have in the pipeline. It is important to have an idea of the costs associated with these programs.

Part 2. Assessing Readiness to Manage Grant Projects

9. Do you have staff to implement project activities?

Similar to having strong leadership, your organization also needs the people power required to implement a new or expanded program. (Some or all of the staffing needs may be part of a grant request.)

10. Can your accounting and human resources personnel add grant-related duties to their existing responsibilities?

It is important to be aware that some current internal personnel will be involved if the organization is awarded a grant, so you will want to ensure the added responsibilities will be manageable. Be sure to communicate and document expected responsibilities of team members.

11. Do you have an accounting system capable of tracking grant funds separately from other organizational funds?

In some cases, funders require that grant funds be tracked separately from other organizational finances (e.g., federal agencies).

12. Do you have data tracking capabilities to track grant activities and participant/client data?

This can take many forms, from spreadsheets developed by project staff to commercial software. Just be aware of what will be appropriate for your project or program based on the grant reporting requirements.

13. Do you have the evaluation expertise required to evaluate grant activities?

This is crucial, as being able to evaluate your progress and level of attainment of stated objectives is essential for all grant projects. Keep in mind, sometimes funds for the evaluation component will be included in your requested grant budget.

14. Do you have access to adequate facilities to deliver your grant activities?

If applicable to your project or program, ensure that needed facilities are available. This is an area where strategic partnerships can prove useful.

Being able to answer every item on this list is not a prerequisite to apply for a grant. However, this should give you an idea of the type of information your organization should be thinking about as you consider grants as vehicles to fund the creation of new programs and projects for the future. (Note: The first five items on the list are essential to apply for grants. The others are definitely a litmus test of where you are as an organization.)

If your organization does not meet many of these conditions, it may be wise to use this list to guide organizational development and increase your capacity to apply for grants and manage grant-funded projects. Implementing specific timelines for getting grant ready is highly recommended and will put your organization in a stronger position as you move forward with the grant-seeking process. In other words, pause and begin to make your case and assemble the support to become “grant ready”.To learn more about the grant research process and finding funding that your organization can apply for, a resource to consider is The Grant Hunt Simplified.

The post A Checklist To Determine If Your Organization Is “Grant Ready” appeared first on Bloomerang.

 
In this webinar, we will investigate how to bolster your fundraising plan during times of macroeconomic transitions and micro-staff transitions. We’ll analyze factors such as board composition, risk tolerance, existing relationships with funders, and staff tenure. Together we’ll establish guiding principles for how to position your organization to maximize fundraising during uncertainty. In this session, we will review 3 transition case studies and look at how fundraising and donors were impacted. Join us for an engaging, thought-provoking, hands-on session.
 

The post Ride the Wave: Secure Funding During Times of Transition appeared first on Bloomerang.