0 comments on “How to Irritate Your Grant Proposal Reviewer in 5 Easy Steps”

How to Irritate Your Grant Proposal Reviewer in 5 Easy Steps

As I finish another grant review panel (this one Federal), I found that I had to check my “crankiness” meter – where I was on the scale when I reviewed the app – during our discussion in the team-consensus calls. Upon reflection, I decided that the applicants would do certain things that immediately changed my perception of the rest of the application. While I could temper this, somewhat, in the consensus scoring – there were many things that irritated me so much that I couldn’t (wouldn’t) let it go. And others on my review panel had their irritants too!

So, without further ado – if you really want to irritate your reviewer and have them view your application with the most critical of eye…make sure your…

1. Math is Wrong

In your budget, make sure that your summary table doesn’t add up – both for the request and any match requirement. If you want to outdo yourself in this area, your subtotals in the various sections should not match your summary. For added bonus frustration, leave out key pieces of information, such as base salary, so that the reviewer has absolutely no way of determining if your budget is accurate or reasonable.

For our objectives, make sure that your baseline and projected measures for your indicators is confusing – using percentages of percentages without mentioning what your denominator is. Reviewers will never be math or evaluation people that can figure it out; so you’ll be ok giving fluffernutter for objective measures.

For even more excitement, have numbers in various sections referred to in other sections with different values in each section – it will keep your reviewers on their toes.

2. Proposal and Documentation Don’t Match

When providing a partner list and qualifications, your Letters of Commitment that you attach should be from completely different entities – that way your reviewer has to figure out how it all fits together. Even better, have different partners in the qualifications list, letters, and budget. Reviewers all love an intricate puzzle to put together at the end of a long day! For bonus points, say that one of the partners is critical for implementation, but don’t include a letter from that partner – just your word that your most critical partner is on board is good enough.

Ditto the above for project staff. Be sure to include a random CV/Biosketch in the attachments too – reviewers love to be tested to see if they are paying attention!

When documenting your match, have a different amount in your budget than what is committed in your letters. Reviewers don’t even look at that or try to figure it out. Make sure to include various match amounts from organizations that aren’t in your budget or that you haven’t mentioned anywhere in your proposal, for good measure. Even better, just put in a dollar amount and don’t demonstrate how that number was obtained.

3. Project is Redundant of Others in the Area or from Across the Country

There’s nothing quite like reading a proposal that says that it is “unique” and “innovative” and – even better – “revolutionary to the industry” – when you’ve read the same project concept three other ways and those other proposals cited the research and project models that they are building their project from. Just put your “original” ideas out there – no need to do any best practice research during the project development phase.

4. Proposal Looks Unique without the Aid of the Provided Templates

If there are instructions or templates for the proposal or letters, no need to pay attention to those pesky details – reviewers aren’t going to look at the NOFO to know what was required – and there’s no way you would get a past recipient and someone who has written and managed similar applications/awards for several years on the same review panel – right?

When there’s a template, you would never want the reviewer to have an easy time finding information, so switching up the headings (or taking them out altogether), removing borders from tables (making it really hard to read), and abandoning the provided formatting for checkboxes and forms is highly encouraged.

5. Workplan Timeline is “Ongoing”

Every activity is always going to continue throughout the project, from beginning to end, so by all means, just give your timeline as “ongoing” for every activity.

Timelines are just wishful thinking anyway, so no need to put any thought into the exercise. Reviewers don’t need to know what’s slated for the first year versus the third year, or even the fifth year; they are just being nosey. As for milestones, we will just know that we are making progress – we don’t need to think about them or when we might achieve anything that matters in our project. We aren’t going to meet the timeline we proposed anyway – we are waaaay to ambitious in what we proposed and definitely don’t have the staff FTE count to support the work (but, shhhhhh the reviewers will never figure that out!).

Personal Note:

I review budgets and work plans first (this is after the kids are in bed). When your math doesn’t add up – I’m jaded for the rest of your proposal – if they can’t do the math in their budget, can they manage this project? If your work plan isn’t supported by the budget, I really question if your project is achievable. I’ve worked enough projects to know what it takes and the FTE support needed to execute a project; I’m all for lean teams – but there’s a difference between operating a skeleton team and not having enough time/bodies to achieve what you set out to do in a project.  In your evaluation, give your benchmarks and indicators careful thought. You will have people that have implemented projects like yours on the review panel and they have a pretty good idea what is feasible and what is inflated. Finally, take the extra time before you submit to make sure that your supporting documentation (attachments) match what is in your proposal – the reviewers really do look that them.

Here’s to (not) irritating your reviewer!

With Grantitude,

stacy sig jpg

Stacy Fitzsimmons is the Founder and CEO of SNF Writing Solutions, LLC

 

0 comments on “Implementing a New Software? Don’t Forget About These 5 Things.”

Implementing a New Software? Don’t Forget About These 5 Things.

New software programs and apps can make life wonderful for organizations.  In addition to just rolling out the new system with the software company, there are other items to keep in mind.

People

Even with the greatest software, the human element still exists.  Users and Admins alike will experience tremendous change through the new system!  System champions must be ready with FAQs, training, and detailed documentation on how to perform job-specific tasks within the new system.  Expect some fear, resistance, and slower reception from staff.

Outside-the-System Tasks

Software systems are wonderful tools for automation and efficiency.  Nay times the new system will eliminate tasks done manually.  There are also times a new system will modify or add new outside-the-system tasks.  To ease the transition, prepare to discuss and document the modifications to manual tasks.  This can be achieved through a FAQ or in documentation manual side notes.

Processes

Related to outside-the-system tasks, the overall business processes will be modified with the implementation of the new system.  It’s okay and to be expected that the new system disrupts the status quo.  Manage the chaos and ease all affected staff with good current state (pre) and new state (post) workflows and stepwise manuals.  For tasks that are overly simple or only come up every once in a while, use a one to two-page Quick Reference Guide (QRG) to document the task.  Create this documentation while you have access to the developer or a software representative that can provide demonstrations and answer questions.

Business Requirements

When you started your software finding mission, or when you began the implementation with the software company, you most likely created a list of business requirements. Be sure to review this list of requirements periodically as the implementation rolls out.  “But we know the requirements; why do we have to review them? For several reasons, foremost are:

  • Ensuring the software, as delivered, will meet your needs.
  • Identify which business sectors/divisions will be impacted by the new software implementation.
  • Guide the documentation creation efforts.
  • Aid in developing communication planning for roll-out and change management efforts.

Training & Documentation

Whether provided by software company, internal resources, or a third party, training on the new system is critical.  New, shiny software will be absolutely useless without a trained staff to implement the new system.  The training dshould include a walk-through of the basic system navigation, and then a series of sessions on how to complete job-specific tasks.  Each session should reference documentation tools available to the staff as they work post-rollout.

The training and documentation should be captured and stored in a way that can be used in the future for onboarding new staff and as a reference for staff needing a refresher or transitioning to a new job function.

Final Thoughts

In the excitement of implementing a new software, the change-management elements can often be forgotten. Include these elements in the planning stage and work on them throughout the implementation.

I wish you well on your software implementation.  Should you have questions or need more information or help on any of these topics, leave a comment below, or you can email or call me.

With gratitude,

stacy sig jpg

Stacy Fitzsimmons is the Founder and CEO of SNF Writing Solutions, LLC

0 comments on “Lessons from the Spring 2016 DLT Season: 5 Things to Watch Out For This Year”

Lessons from the Spring 2016 DLT Season: 5 Things to Watch Out For This Year

Update: DLT is released! Due July 17th. 

For those that survived the USDA RUS Distance Learning and Telemedicine 2016 grant application season, congratulations!

As we are gearing up for another round this Spring, I reflect on the process with several lessons learned.

1)  Binders are SO last season

Gone are the days where the binders are the required submission method. As of last season, Grants.gov became a submission option. I submitted by both methods in 2016 – binders and Grants.gov – both methods were successful and awarded. As Grants.gov doesn’t require the interaction of humans (i.e. FedEx or UPS), my suggestion is to go with Grants.gov this year (of course, I’m a proponent of Grants.gov anyway – I know, I’m weird!).

2) Every point counts

Some decisions can be made in a 5-point margin. Do everything you can to capture every point. Find a Native American tribe that can use some equipment and build it into your project. They get the equipment they need and you get the points for having the involvement.

Not scoring high in rurality for a telehealth project?  Add some single point locations such as FQHC clinics and CMHCs. They often need resources they don’t have ready-access to receive. A telemedicine option can work great. If the clinic route doesn’t work – look to adding school nurse offices where there is a healthcare shortage.

3) You do need a matchmaker

The match requirement can be daunting. Keep track of it as you have the commitment and when you have it in writing. Vendors can’t provide match anymore – so you will have to find funding on your own. This change came down for 2016 and you better believe it will be there again. We are on our own to find the matching funds. In-kind isn’t always looked upon favorably either – so cash is king!

4) Update your statistics regularly

Updates may happen between the time you start the project and the time you submit. Since the NSLP and census data is easily verifiable, be sure that you check just before submission as to the most current data available and cite your source with a date retrieved. That way if they change again – and I’m sure they will – you have it documented as to when the numbers were pulled and there isn’t an air of mystery and suspicion about the stats if there is a substantial change.

5) Computers are needed, but they aren’t always allowable

If you request a lot of laptops or desktop units, don’t expect that the actual computer and its peripherals will be an allowable expense. While we all know you can’t have the DL or the T without computers, most were stricken from budgets last year as an unallowable expense – even after appeal!  Have a plan B (or D, or M, or X) as to how you will be able to cover the expense for the computers.

I’m looking forward to a great 2017 DLT season this year! Can’t wait to see what changes this year (and administration) brings! Wishing you great success in your DLT adventures.

With Grantitude,

stacy sig jpg

Stacy Fitzsimmons is the Founder and CEO of SNF Writing Solutions, LLC

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Corporate Fundraising: Six Steps to Finding Sponsorship Gift Success

Corporate relations is an essential part of any development office and typically falls into two categories: corporate grants, and sponsorship gifts. Depending on the company you’re working with, one gift could be coming from multiple budgets within the organization. Below are a couple of helpful tips to keep in mind when preparing that next corporate sponsorship visit.

1. Do you know what you’re selling?

Having a comprehensive catalog of available options not only helps your potential donor visualize the many options available, but it also helps keep your office in order. If you are new to the team, or bringing a new member on, having an established catalog will be an invaluable tool for their training. This doesn’t have to be a flashy piece, but you should have some list of the available options ranging from special events, workshops, spaces, programs, etc. If you’ve not gone through this process before, you might surprise yourself with just how many opportunities are available, or conversely, what you’re missing to round out your sponsorship portfolio.
Don’t have a catalog?  Here are a few tips to get you started: what it is (the event or thing), price range, date(s) of the program/event if applicable, recognition offered, and sponsor benefits and the fair market value (or non-deductible) portion of the gift if applicable.

2. Do your research

I know I am most likely preaching to the choir on this one, but even if you’re asking a long-time sponsor for a meeting, do a quick check of their website.  What are the supporting right now?  Have they changed focus? Let’s face it, the reason we’re always on the lookout for new sponsors (in addition to raising additional funds for our organizations) is because corporations change focus, board members change, and inevitably budgets change.  It is better to go into a meeting knowing a sponsor may have to trim their support this year and have some fantastic options to choose from, then to learn about it during a meeting and not have back up options prepared.

3. Corporations are people too

In other words, while there are differences in how you approach and steward individual vs. corporate donors, remember – they are still donors.  How you steward your corporate donors, barring corporate changes in focus, will ultimately determine how involved they will be with your non-profit.  Corporations can be great partners for bringing in more than just dollars, they are a perfect place to recruit volunteers and committee members.

4. Be mindful of increased prices

I worked with a group once who thought they should automatically ask for a 3% increase in sponsorship every year from their corporate donors.  Personally, I think that is one of the quickest ways to ruin a great relationship with a corporate partner.  Be sure to ask for increases when they are warranted, but keep in mind that organizational budgets change and if you’re always asking for more, it will give the impression to your donor that you’re in a one-sided relationship.

Thinking back to #2 on our list, if you come prepared knowing that increasing a sponsorship isn’t likely with a sponsor, but bring options that can still fit (most) of their needs, this will let them know you’re in this relationship for the long-term.  It’s also good stewardship.

5. How flexible are you?

Flexibility can mean many things, and here I am specifically referring to your catalog of options and the go/no-go areas for your organization.  If a sponsor wanted to increase their gift, but wanted to have a sign at your front entrance showcasing them as a sponsor, would you do it?  If someone wanted to increase their gift, but needs an extra table to your sold out gala, do you give it?  You’ll never have all the answers up front, but when it comes to spaces or programs, know where and when you’re comfortable putting names or logos (and know which one you prefer).  This might be a good conversation to have with your CEO to get their thoughts about logo/name placement at your site if this isn’t a conversation you’ve had before.

6. Say thank you & follow-up

I am sure this goes without saying, but remember to THANK YOUR DONORS!  In addition to their initial thank you letter, I often prepare a year-end thank you letter for my corporate donors to highlight all the ways they’ve helped my organization this past year, with pictures and quotes whenever possible.  It reminds them about all the benefits they’ve received, the impact their funding created, and provides a great chance to set up a meeting for the new year.  Also, as you set up tours and lunches with your individual donors, be sure to include your corporate decision makers (and their families if appropriate) into this schedule – it could pay off!

Best of Luck,

AmyL_wo initial

Amy Lazoff is an Associate with SNF Writing Solutions, LLC

0 comments on “Grant Management is Not a Finance Function: 5 Reasons Why”

Grant Management is Not a Finance Function: 5 Reasons Why

Most of the time, grants are performance-based financial vehicles. You have to do something in order to get paid. In growing numbers, funders are also looking to how well you do that something. So why are organizations still viewing grant management as a finance function?

Don’t get me wrong, there is still a financial aspect to grants management. Someone, hopefully with expertise in accounting, must manage the coffers. There are many regulations and nuances to managing the dollars and cents of a grant award that cannot be ignored.

That said, there is more to grant management than just the money. Just ask any grant program manager how much time is spent on managing the budget versus everything else that has to be accomplished.

1. There has to be a relationship with the funder.

Think of your program accountant. What do they do? How do they interact with others? Would you have them be the face of your organization?  Would you rely on them to deliver an eloquent message as to the status of a not-performing-as-you-expected program?

If you answered yes, I want the name of your accountant!

No offense meant to any accountant. The reason there are stereotypes is largely because there’s some truth to the description.

The biggest responsibility in grant management is establishing and maintaining a positive relationship with your funder. They not only hold the checkbook, but they are also an investor in your program/organization. They buy-in to your success. You have to demonstrate that you are competent to deliver as well as committed to the mission. This takes a good communicator with impeccable interpersonal skills and a high degree of savvy in message delivery. Yes, schmoozing!

In general, schmoozing is not in the finance department repertoire.

2.  Program outcomes are not (usually) dollars & cents.

So yes, you have to show how you spent the money. But, is that what funders are really looking for? Not in my experience.

Funders are looking for outcomes that are mission focused and relevant to the advancement of a program and an organization as a whole. Measures in new learning, a shift in attitude or perception, skill advancement are sought. These metrics are evaluated based on data captured in the implementation of the program, not in the ledger of debits and credits.

3. The workplan and timelines are promises to the funder (and the budget too).

Let a group of toddlers out into the backyard and tell them they have promise they will only take 10 minutes to play and they must come back in to tell you what they did. How many toddlers will come back in 10 minutes? How many will you have to round up, capture, entice, bribe, chase, hogtie to come back in? How many will be able to say what they did?

Yep! the life of a grant manager when it comes to workplan and timeline management and reporting.

The finance department is probably used to this phenomenon when tracking down invoices or getting approvals. Are they equipped to do this for all of the grant deliverables?

Not usually. There are multiple milestones, reports, and metrics to track and analyze. Any deviation from what was committed to in the proposal requires advance permission from the funder (see #1 above!). This takes a true project management mindset with the budget only being one element of the commitment that needs to be kept.

4.  Mission drives everything ‘grants’.

From the initial search to identify a potential funder through close-out of the grant, the entire grant cycle is about meeting the funder’s mission with a project or program that is furthering the organizational mission. This mission-centric cycle can only be achieved through strategic alignment and intentional delivery. While financial considerations are a part of this pursuit, they are just that – a  part – of a bigger whole. Financal considerations alone cannot deliver on mission-focused activities.

5. Every grant-funded program is multi-dimensional

Make a list of all of the components of your grant-funded program. All of the pieces.

In my experience, you will see that a grant program has at minimum:

  • Program mission & plan
  • Program staff
  • Physical stuff (supplies, instruments, location, etc.)
  • Participants or a target audience
  • A message to convey
  • Funder
  • Contract with the funder
  • Funds to manage

Looking at that list, you can extrapolate that each element could be construed as the responsibility of a different organizational department:

  • Senior Leadership (ED, CEO, etc.)
  • HR
  • Procurement/Facilities
  • Public Relations/Community Affairs
  • Marketing
  • Stockholder Relations
  • Legal
  • Finance

Each element is critical to the success of the grant-funded program. Successful grant management requires one point of contact to orchestrate all of these elements. That’s not the role of an accountant!

If not Finance, where?

Where the grant operation should live is a debatable subject. Some say there shouldn’t be centralized grant operations, that individual departments can handle it all. Others (my camp) say that grant operations need a central hub. Any one of the organizational departments would work. Some entities have grants sections in finance, some in legal, some in marketing, some in the President’s suite, others in a special projects office. The grant office needs be placed where it can thrive to meet the multi-faceted demands of grant management.

My opinion: It is easier to coordinate (wrangle? herd?) equals than superiors. Reporting directly to the highest leadership position will poise the grant function to serve the organization in strategically sourcing funds and managing all aspects required of grant management. This would then require the grant office leader to be an equivalent to the finance department leader, not subservient to the finance leader. With access and equal communication to the department heads, the grant office leadership is empowered to deliver the best service to the organization and funders.

That’s what we all want, right? The best outcomes for the organization and the funder!

With Grantitude,

stacy sig jpg

Stacy Fitzsimmons is the Founder and CEO of SNF Writing Solutions, LLC

0 comments on “Still working on your Development Plan?”

Still working on your Development Plan?

It’s that time of year when organizations are finalizing their development plans for the upcoming year.
Whether you’re a development officer or a non-profit CEO, writing a development plan can be a daunting task, especially if it is the first time you’re going through the process.  I’ve been involved with organizations that had no plan document, just budget goals to achieve, as well as with some who had lengthy plans with a lot of narrative to go along with their goal numbers.  Why have I seen such a variation in plans (or lack thereof) over the years?  The simple answer is; every organization is different.  Organizations have different needs, different boards, and different sized development offices.  The key to putting together a development plan is creating one that works for you.
It may be January, but if you still want to craft a plan for 2017 and are afraid you’ve already missed the boat, fear not – you are not alone, and the exercise is still worthwhile.  My goal for this post isn’t to provide you with the answer of what your plan should look like, but to provide you with a few questions you should ask yourself as you move through the process in an effort to guide your plan.

1. Why am I doing this crazy thing?

If you are a seasoned development professional a lot of what you’ll do this year is natural to you, you do it every year, you know what goals you need to hit.  Even if you are a 1-person development office and your boss and board are exactly the same as last year, there is still merit in putting your plan on paper.  It doesn’t have to have an accompanying narrative, it can look similar to a GANTT chart, showcasing the major tasks, when they happen and your goals.  Even a document as simple as this would be extremely beneficial to your boss or board should you unexpectedly have to take leave, or get hit by the proverbial bus.

Think of it like an evaluation plan.  While you may have just rolled your eyes after reading those words, your development plan, at its core, is a type of evaluation plan.  It lays out your tasks, your outputs, outcomes, and goals.  If you are in a situation where you feel like your board doesn’t quite get what you spend your time doing, or you are gearing up to ask for an additional staff member for your department, your development plan could be your key to showing what you’re currently spending your time on, and the results you’re experiencing.  This is part of your case statement for going after additional resources if you can show an increased ROI with some additional investment.  Bonus: when you get that new staff member, your plan will serve as a great on-boarding tool!

2. Who is my audience?

This will dictate much of how you structure your plan and how detailed it will be.  Is this plan just for your team?  If so, are they new to the field, or seasoned professionals?  Is this plan for your leader or board?  If so, how much do they know (or want to know) about the pieces and parts of what you do throughout the year?

3. What should be in my plan?

So, thinking about your answers from questions #1 and #2, let’s think about the major pieces that should be in your plan…

Overall budget

What are your expected to raise this year as a whole?

Personally, I have two major buckets I build my plan toward – my unrestricted dollar (greatest need) goal and then my goal/projection for funds raised toward my current capital campaign.

Even if your major ask phase of your capital campaign is over and you are primarily concerned with making sure pledge payments are coming in, there is still work there on sending reminders and stewarding those donors so they continue to pay their pledges – don’t let folks forget that!

Your major budget buckets

  • Breakdown your overall budget into common chunks based on your sources of revenue – grants, special events, direct mail, major gifts, planned giving, earned income (if that falls under you), etc.

Activities

Now, highlight the major factors of what you’ll do to hit those budget goals. Make your high-level to-do list for the budget period.

Measurements: Lead & Lag

Consider using lead measures and lag measures.

If you have a new team, or really want to let your board have a deep dive into what you do, detail the lead measures (the calls, the lunches, the number of proposals you want to write, etc.) that will lead to the lag measures – the dollars that show up.  We know these things don’t magically happen, so talk about it.

Lead measures can also include mini-goals within your plan, such as securing 6 new corporate sponsors, 2 new foundation funders, or having X% of donors increase their giving over last year.  If you put it out there, you have something to measure against.  This also shows that you’re thinking of way and have small goals for increasing your donor base.

Stewardship plans

I’ve had some interesting chats with colleagues about where and how to put donor stewardship activities into development plans.  If you’re lucky enough to have a staff member dedicated to stewardship, they are most likely stewarding donors based on the buckets you outlined above.  So, if possible, divide up those pieces and talk about them within those buckets – what did you do with your direct mail folks, or event attendees, foundation funders, or capital campaign donors?  If this is difficult, the beauty of there being no one single development plan template means you can talk about these activities as a whole, and how they should influence the various goals.

4. Measure throughout the year

Look at your progress toward your goals.  Depending on your revenue mix, you will most likely have months with high dollar goals and some with lower goals based on when you’d expect grants to come in, or when special events are held, or direct mail is sent.  But looking at your progress quarterly will allow you to make course corrections if needed, or to content with the fact that everything is on track.

5. The year is over, now what?

Create your year-end wrap up.  If you’ve been monitoring your progress toward goals throughout the year, most of your work is done.  But a Year-End Wrap-up is a great piece to show your leader or board, you can explain any deviations and what you tried to do to fix them (if things were below goal) as well as what made the last year so successful (if you were above goal).  It certainly looks better to your board or leader if you can explain it, than to be surprised at the end of the year and say, “I don’t know why….”  Even if there is no smoking gun, you have a hunch, don’t you?  Sure you do!

6. Here’s the new plan, same as the old plan

Our field and what we know about grants and donor behavior is always changing and you’ll want your plan to keep up with the times.  However, try to make sure you’re looking at year-over-year progress toward goals, don’t just throw the old measures out.  If you need to tweak them or calculate them differently, do so, but denote this in your plan.  This will help keep your team on the same page about “how” you are measuring things, and will reassure your leader or board that you’re keeping an eagle eye on trends over time, even if the “how” it is being measured changes.  An * and an explanation will usually do the trick!

Remember, there is no one right way to craft a development plan.  It should be the right plan for you and your team, based on your organization’s needs.
Best of luck!
AmyL_w initial
0 comments on “Just Lucky?”

Just Lucky?

Yes, the F is for Fitzsimmons, and the Luck o’ the Irish is in my family’s blood.

What I often contemplate in the proposal writing world is the proportion of a win that is skill and the portion that is luck.

Skill

As a professional planner and writer, it is often hard to contemplate how others will interprete our words: will they be able to see the vision? Will they feel our passion? Will our voice be heard? There is most certainly a skill in portraying, in the written word, what it is that you most passionate about in a way that makes the reader want to stand up and be your cheerleader and take up your cause. But is that the only thing in play?

The reader is the other side of the equation. What kind of day are they having? What are their demographics? Do they have any good or bad experiences related to what you would like to pursue? Do they already have their mind made up on our issue? Is their opinion for or against our position?

Taking into consideration all of these questions, I am lead to believe that a successful proposal is a blend of both innate skill and just a hint of luck.

Why?

The ability to follow directions lies in our hands.

We are all quite capable of following the rules, matching response to the request, and being clear and concise without a lot of jargon.

The RFP provides a guide and outline for what the response should contain…follow that outline! Use headers to demonstrate you are following the outline and are answering each question. Leave a trail for the reviewer to follow to check off all of the requirements. Use the same order in your response as they provided in the RFP. Then spend a moment in their shoes, would you be able to quickly run through the RFP requirements and identify each section and question? If you think the answer is yes, have someone else read through the requirements and your response. Another set of eyes can help to be sure that what you intended is coming through.

Here is the big secret: Don’t make the reviewer think too much!

There are ways to determine what you will face on the review side. Attend pre-conference workshops, calls, webinars. Determine what the hot buttons are for the proposal. There is a lot of context that can be gained from the RFP background and purpose section. Glean what you can. Channel your intuitive side (if you don’t have one, borrow someone who does!). What is said between the lines that you can use to write to the unsaid? Having this insight can make the difference between staying out of trouble and stepping into a big pile of…political or other agenda.

Do your homework to know if there is an incumbent and the status of that relationship. If it is a new project, determine what the catalyst was for the project. Being able to speak to the original need can be a tremendous asset.

Another track is to review previously successful proposals for trends in what works and common themes. With the Freedom of Information Act, you can request government-related proposal responses. Private RFPs become a bit more complicated. Knowing what worked before can set you on the right path.

Write with clarity and without jargon. If you think a million dollar word will impress, think again. Make it easy to read and the reviewer will focus more on the concept and approach rather than being distracted by the words. Don’t get so wrapped up in trying to impress that you alienate the reader. Do you really need to use “contusion” when ” bruise” will do?

With a well-organized and well-written proposal for a well-thought out program, well, you’ve done your part.

Now luck kicks in.

Luck

No matter how good the proposal, the final decision is out of our control. It’s the hardest part of proposal writing. After several weeks of ultimate control in the process and writing, we are suddenly at the mercy of others. Not a comfortable place for many of us.

You want a compassionate reviewer that is sensitive to your cause or method. One that is in a good mood with an open mind. Someone that will understand what you are trying to achieve. Someone who can set aside their personal agenda and review with an unbiased lens.

Did I mention that most reviewers are typically volunteers completing their assessments of our work in their spare time? How many hours of spare time would you be willing to give to review a dozen or more proposals like yours?

Make it worth their time and investment in your proposal that is taking away from their work, family, or kids!

…and with any luck you will get that call for a BAFO, interview, or award notification.

Wishing you a lot of luck in your proposal endeavors and reviewer assignment.

With Grantitute,

stacy sig jpg
Stacy Fitzsimmons is the owner of SNF Writing Solutions. She is also both born and married into Irish blood. Happy St. Patrick’s day!

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Are You Failing Grants 101?

How well do you remember middle school?  Lockers, watching the clock for the bell to ring, changing classes, who likes whom, keeping track of your own assignments, tardies, the absence of the beloved recess….  For many students, this is their first experience with most of these areas, and when you combine all that newness with the pressures of grades ACTUALLY COUNTING for something and the social awkwardness of teens and tweens, life can be pretty overwhelming!  Do you remember that horrible, hollow burning feeling in the pit of your stomach when you discovered that you forgot to bring your gym clothes?  Or what about that sudden panicky sickness the first time you realized that you only get half-credit for late assignments…and it’s only late because you left it in your locker and in all your nervousness to get to class on time, you FORGOT YOUR LOCKER COMBINATION?  And of course, there was THAT teacher…you remember…the one who’s only enjoyment in life seemed to come from making you sing an embarrassing song while standing on your chair for neglecting to bring your pen/pencil/calculator/book/folder/notebook to class. Just the thought of middle school makes me break out into a cold sweat!

Lucky for most of us, middle school is just a misty far-away memory.  All of that turmoil and social angst are behind us, and we are stronger, smarter, and more responsible because of it.  We’ve learned to manage our time, organize our papers (even if the system of organization only makes sense to ourselves!), do our work neatly and completely, and, most importantly, complete our tasks by their deadlines.  Or have we? Which brings this K-8 teacher to the point of this blog post….

If grantseekers were students, what kind of grades would they be making?

Pretend your grantwriter–or the grantmaker for those of you that are grant writers–is the teacher, and you are the student.  Take a good, honest look at your grantseeking habits. Do you make the grade?  

  1. Do your assignments. The first step to writing a successful grant is to make sure you complete all of the required tasks.  Accurately fill in the basic company information.  Send the requested copy of your 501c(3) tax letter.  Email that list of boardmembers and their bios.
  2. Turn your stuff in on time.  Let’s face it….we are all busy people.  On any given day, there is too much work to do, and not enough time in which to do it.  However, grants wait for no man (or woman), and the unfortunate thing is, if you do not get your grantwriter the requested information in a timely fashion, she cannot complete your grant application by the deadline.  Executive directors: Did your grantwriter send you an email asking you to approve, click, and sign the grant for the final submission by the grant’s deadline?  If you don’t, then you are only hurting yourself and your organization.
  3. Follow instructions.  Grantmakers are like teachers…they want things done in a specific way.  If you do not comply, you’ve wasted valuable time, energy, and resources, and your grant will go immediately into the recycle bin without a second thought. Did you follow page counts, font size, margin, and spacing requriements?
  4. Listen & Pay attention.  Really, truly listen, to the grantmaker’s description of the grant….to your grantwriter’s suggestions for improvement or for needed items….  Pay attention to due dates….to needed information….to grant period reporting requriements….to it all!!  If you have a hard time remembering, take notes or ask for an email copy of the grant instructions.  Set up reminders on your phone or calendar (remember those assignment notebooks from middle school?).  There are some magnificent apps out there.  The important thing is to find a system that works for you.
  5. Do your work neatly and completely.  Just like in school, it will help you avoid misunderstandings, mistakes, and problems down the line.  Did you receive that grant?  Great!  Please keep the required receipts, statistics, and other required information, and file your reports COMPLETELY and neatly.
  6. Respect yourself and others.  As with anything, please respect the time and energy of those who are involved in the process of writing your grant application.  It takes many hours of hard work to write a successful grant, and sometimes grantwriters feel like we are constantly nagging our clients to provide us with timely, completed information that is vital to the grantwriting process.  Do you remember that kid in your class whom the teacher constantly had to nag? Jake, where is your pencil?  Jake, are you working on your report that is due Friday?  Jake, have you read chapter 5? Jake, did you turn in your homework?  Jake, are you paying attention? When you honor your grantwriter’s time and efforts by doing all of the things above, you eliminate (or at least drastically reduce!) the need for your grantwriter to constantly remind you for items required to obtain your grant.  

In what areas do you need to improve?  Are there areas in which you are getting tardies, half-credit for late assignments, or 0 participation points?  How will you improve your grade in Grants 101?

With Grantitude,

Lisa Sig

Lisa Wagner is an Associate with SNF Writing Solutions, LLC.

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Knock Their Socks Off with a Powerful Thank You

How to Show Appreciation to Funders (and Non Funders!) That Will Get You Noticed

By Amy Shankland

You got the grant. You’ve celebrated with your staff or client and the organization is ready to implement the project. You’ve already talked about both the regular and financial reporting requirements and are feeling ready to go.

Or… you didn’t get the grant. In the best case scenario, you’ve talked to the funder to find out what you could have done better and why the panel didn’t select your application. In the worst case scenario, you had to find out that you didn’t get the grant through some online article. The funder didn’t even email you a rejection (don’t we all love those cases?)

In either situation, you need to send the funder a thank-you. Yes, you read that right – whether you are funded or not, you absolutely have to show the funder some appreciation. And not just a two-sentence thank you that you dashed off in an email, either.

Not that an email thank you note is a bad thing. More on that later.

I know grant professionals are busy people, and taking the time to write a good thank you note may seem unnecessary. But now, more than ever, the personal touch of a real “thank you” can help an organization rise above others in the competitive world of grants. In fact, if you’re not funded, it can help you move to the front of the line in the next application round.

So what are some great ways to thank a funder? I’ll start with some simple ideas:

  • Have one of the organization’s clients write the thank you. Why not delegate? This can be anything from a heartfelt drawing from a child who has benefitted from an after school program to a beautiful note written by a senior citizen who now has transportation to medical appointments. Talk about an impact!
  • Pass a thank you card around at the next staff meeting to have everyone sign it. A real card that you can actually send snail-mail style. This is also a way to delegate, but is still effective.
  • Take pictures of the project in action and email them to the funder (remember when I said an email thank you note isn’t a bad thing?) This is probably one of my favorite ways to show appreciation to funders. I simply take a couple of photos and email them to the program officer with a big headline saying “YOU made this happen!” The agency can then share them with their board, the grant panel, etc.
  • Use social media. A true no brainer, right? Check with the funder for a good hash tag and promote the heck out of them with it.

You can take some other steps that are a bit more work, but can really “knock their socks off”.

  • Host a yearly “thank you” breakfast. Have staff and board members serve a continental breakfast, hopefully donated from restaurants and stores, to local funders. This takes no more than a couple of phone calls and 90 minutes on a weekday morning, but can make a huge impression.
  • Host a “thank a thon” with board members making actual phone calls to express appreciation to granting agencies. Prepare a simple script for each board member, give him or her 4-5 program officers to call, and you’re done.
  • Have a site visit with a “thank you” theme. Not only will grantors get to see the project in action, but they’ll be personally thanked by some of the individuals who are benefitting from it. Talk about powerful!

There are literally dozens of additional ways you can show appreciation to funders, but these are my favorites. Feel free to share what you like to do in the comments. But remember, no matter what, always take the time to show a funder appreciation. It will definitely pay off in the future.

 

 

Amy Shankland is a former Associate with SNF Writing Solutions and guest blogger.

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Property Tax Caps a Top Challenge for Local Governments

I was recently asked what the number one challenge is for local governments. As a former employee of a city in Indiana, I know without a doubt that the answer is property tax caps.

These caps were first introduced in 2009 and were meant to help taxpayers. While the caps have certainly accomplished that goal, they have had a dramatic effect on local governments, especially those that are not experiencing growth. This has led to lost revenue for many communities.

According to a December, 2015 Indianapolis Business Journal report, DeBoer and retired Community Research Institute director John Stafford stated that property tax caps have hit older, industrial cities hard, while the growing Indianapolis suburbs and thriving college towns are faring quite well.

I’ve witnessed the work of top officials at many cities, towns, and counties as they cut costs and slash budgets. I understand that everyone wants governments to work as efficiently and lean as possible. I believe most are accomplishing that goal.

However, the tax caps have still caused some unexpected damage. For example, neighboring school districts are seeing drastically different property tax revenues per student due to coverage areas. And I think we’re just beginning to see tax cap consequences like these.

So what can local governments do in order to keep providing vital services to their communities? Some, like the Central Indiana municipality I recently worked for, are looking at alternative funding such as trash fees. While every other city and town in the county has charged a trash fee, this city is still facing quite a battle to implement one.

Communities are also taking a closer look at local option income taxes for new revenue. As budgets continue to get squeezed, local government staff members will work to apply for more federal, state, corporate, and foundation grants.

New crowd funding campaigns, like those led by Citizinvestor http://www.citizinvestor.com/, are popping up for community projects such as dog parks, public art, and trails. These have been successful for some local governments as long as they invest the time and effort to promote the campaigns.

Like many organizations and businesses, local governments are being asked to do more with less. Alternative funding sources and grass roots community support will hopefully help us all continue to benefit from public safety services, parks, strong infrastructure, and more.

With Grantitude,

Amy

Amy Shankland is a former Associate with SNF Writing Solutions, LLC and guest blogger.