Grant Makers, Grant Seekers & Some Tips on Clearing the Way

While reading Grassroots Grants, by Andy Robinson, although written over 10 years ago, it is apparent that there are core topics within the grants writing process that remain unchanged. Since the publishing of this book, the primary change has been the increased use and dependence on the internet. Otherwise, the challenges, processes, and passions within the work are the same.

Obstacle number 1: understanding what the grantor wants to fund.

Grant seekers face a huge challenge when interpreting what the grant makers want to fund. They first have to determine who would fund them, what they want to fund, and then, how to approach.

Luckily, the advent of websites allows an expedited route to getting information on funding priorities and guidelines; however, grant seekers are still butting up against the written word, which leaves much room for misinterpretation.

Here are some testimonies Robinson points out from his survey to grant makers on what they want from their grant seekers:

The Compton Foundation’s Edith Eddy says, “What really annoys me is people who send us volumes of materials when, as an environmental funder, we ourselves are doing everything we can to conserve paper. Keep it simple, keep it short.”

John Powers of the Educational Foundation of America states, “Every contact you have with a foundation is a window through which your work will be seen. It is important to be accurate, thorough, and prompt. Sloppiness in spelling, grammar, typos, style, and jargon will lead the reader (funder) to infer that the organization is sloppy and possibly ineffective in its work.”

Diane Ives of the Beldon Fund admits, “Quite frankly, the proposal is the least important part… It’s the whole relationship process, building a relationship with the foundation.”

What this clearly states is that there is no one size fits all solution when approaching grants makers. They’re all different. It is up to the seeker to keep in mind the following tips while charting their course:

1. Follow the guidelines and rules they have written on their websites.

2. Aim to establish a relationship with a grantor before writing a proposal – write, call, or email a LOI (Letter of Intent).

3. Avoid jargon and fancy language in your letter – a brief combination of detail including constituent testimonials, data, and anecdotal information is very useful.

4. Edit, proof, peer proof, and repeat.

5. Keep going! And track all your contacts.

Locating the right fit for grants takes time and perseverance, but finding that match can mean saving a program, helping that many more kids learn to fish, keeping one more stomach full. I feel it’s worth it. Any comments from grant seekers or makers are welcome:

Maximizing a Consultant Relationship from the Outset

Consultants are a dime a dozen. However, when you establish a functional relationship with a great consultant, you’ve struck gold! By definition a “consultant” is one who gives professional or technical advice, or, one who consults another. Sounds generic right? This works to your benefit. You can source a consultant, or a group of them, for any organizational need. There are multiple advantages when hiring a consultant. They can have flexible work schedules, broad networks, and integral knowledge of the local community. Consultants also pay their own business taxes and insurance fees and can offer an outside opinion without the bias or lack of experience that has been presenting an obstacle to your organization.

To maximize the time and money spent between your organization and the consultant, it’s important to consider a few key elements prior to signing any contracts. Here’s a brief snapshot of what I recommend taking into consideration on your side and from the consultant side as well as tips to getting started on the right foot:

When considering hiring a consultant, know the answers to the following questions:

· What specific area(s) of your organization have the greatest weaknesses? Strengths?
· What is your budget for hiring outside services?
· What outcomes are you expecting?
· Have you discussed this idea with your Board? (Suggested reading from The Nonprofit Consultant Blog, Continuous Improvement for Nonprofits)

Keep in mind the challenges from the consultant side:

· Not working in-house, or daily, with an organization can present drawbacks.
· Short-term projects have a higher risk of returning lower results (dependent upon project).

Tips to building a solid relationship from the beginning:

· Make sure you have a feasible communication system established. Are you a phone or email person? Should meetings be held weekly, monthly, or face-to-face?
· Outline a schedule for progress reports and establish openness around feedback, both negative and positive.
· Establish project milestones and timelines and put it all in writing.
· Should a project go well, consider keeping the consultant in the loop on your organization’s progress either via emails, lunch meetings, or even board meetings. This will keep them connected and will allow for less ramp up time down the road once a new project arises.

Consultants can seem expensive and sometimes they can be, which is why it is important to establish a solid plan of action and clear communication in order to allow the project an opportunity to succeed! Consultants are typically worth what you pay them, but there is responsibility on both sides. If done correctly, working with a consultant on certain projects can prove to add tremendous value. To ensure your dollars are well spent, take the above points into consideration and feel free to add to the discussion below.

More on "How to hire a freelance grant writer" here!