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This article by MANAGING Director Dana Textoris of Grants Plus appeared on the GrantSpace blog of the foundation center.
I recently had a call from a member of the Executive Board of an organization with paid staff, less than a $ 200,000 operating budget, and no history of winning profits. This well-meaning member of the Executive Board wanted to pay our grants consulting firm to write a suggestion that the staff of the organization can "shop" potential financiers.
My answer? do not do it.
My reaction took them surprised, but this gives advice we sometimes give the organizations that call us to get their world-class grants. We understand the impulse (setting an expert!) And sympathize with your need (please help!), But even the best financial proposal in the world is not a direct link to finance funds.
Not every organization or project is intended for financial resources for funding, so before you dip, make a hard look: What makes you financeable? In order to be competitive, you first need convincing answers to these questions: Enter a solution for a recognized problem or need? What makes you unique in the non-profit marketplace? Do you have any indications of your qualifications (eg by accreditation, awards or letter letters)? Can you demonstrate your effects on a clear and measurable way?
Here are the reasons why we say that organizations do not set a lineup consultant - at least not - and what they can do instead:
Boards can make the staff impossible: "Just go a subsidy!" But it does not work like that. Effective solution search is more of a marathon than a sprint. The waiting period between the template regulations and the decision of peace can be long, and many purses decide on grants only with planned times of the year. In addition, taking traction in the Grant game takes time, new Grant searchers should be based on the first or two years for a lot of rejection.
What to do: Invest in building your individual donor pipeline in which the financial sustainability begins. The aim is to build a wide basis of low-dollar donors through time-efficient tactics such as crowdfunding and direct mail. Then make a priority list of donors that have the potential to give more. Concentrate on the growth of these relationships through personalized touches during the course of the year. Be realistic how many can manage you - you will see better results by following ten priority donors than if you spread with a hundred too thin.
The board member in the above example, adopted Grant-Writing, was step one, but there is important work that comes before preparing the application. "Shopping", a suggestion with crossed fingers, gives little success. Which donors do you intend to approach - and what makes you a potential game? A proposal is worthless if you do not have enough research and preparation to have a feasible plan. If you are serious about my subsidy, you need to perform some very detailed research in potential financiers.
What to do is: As soon as you have done your research and have a list of potential purses, you are still not finished. You need a strategy to approach everyone. What will you ask for? Look at the past to see how much you have given and what. You also need a strategy for the relationship construction. A conversation can warm up a request and switch on a program representative into an ally, which offers helpful information or advocates in your name. Some foundations make themselves unreachable, but many accept their call.Unless a funeral who explicitly prohibits the contact, take the phone and try it. From there you can only invest your limited subsidy time and dollars if you have won a relationship.
To obtain a grant can be a big company: not only apply for the grant, but manage it. This is not something you want to surfaces, and pain you can not follow the expectations of the separation can damage this relationship and put on a bad reputation, among other things.
What to do: Before you start pursuing grants, work on "Grant Ready." This includes the education of your Board of Directors (and the employee) to understand the appropriate place of grants in a general sustainability plan, Centrality of relationship structure with purses, and the realities that looked at the searches without guarantees or simple gains arise. This includes the preparation of systems and employees to manage the financial tracking and reporting requirements delivered with grants.
New Grant seekers exhibit a dilemma: The financiers often want to see that an organization was successful in winning and managing grants before putting their own funds into the line. That's because most of the foundations think and like requesting investors, not angels. But where is an organization on how to crack the first mother?
What to do is: Individuals in your inner circle can record the keys to unlock new sources of funding - but only if you have the habit of philanthropy-focused donors with donors, board members, and Volunteers. Take advantage of these relationships to find out who can be on the board of a family foundation, give a donor who advised the Fund, or work for a company that coincides with the employee contributions, or the grants sponsored by companies.
The lowest line: In subsidies is challenging. Before you invest valuable resources in a support adviser, make sure that you have recorded these steps to renovate your development operation and strategy, strengthen relationships and improve your chance to gain.