We’re looking for authentic, collaborative staff around the country who want to be excellent partners to nonprofits of all sizes, issue areas, and grant needs.
We’re looking for authentic, collaborative staff around the country who want to be excellent partners to nonprofits of all sizes, issue areas, and grant needs.
With all the uncertainty brought on by COVID-19, there’s one thing we know for sure: nonprofits across the sector have questions and concerns about how to adapt.
In a poll we conducted during the first session of Elevate’s Summer 2020 Conversation Series, nearly two-thirds of nonprofit professionals surveyed said they were actively concerned about how they should be adjusting their budget, strategic plan, and programs — and in what timeframe.
Additionally, nearly half of the nonprofit professionals surveyed reported uncertainty about how fundraising is impacted during times of crisis, how policies and practices are changing among both government agencies and the funding community.
All of this points to a common question about where we go from here, and how to do things differently in an era of COVID-19, racial injustice, and civic activism.
Last week, we kicked off our semiannual Conversation Series with an interactive panel discussion featuring leading thinkers and researchers from Independent Sector, the National Committee for Responsive Philanthropy, and the Nonprofit Risk Management Center. Our conversation addressed many questions about how nonprofits can respond in the short-term, take practical risk, and plan for the future — even when the future feels uncertain.
Below are some of the top few takeaways from last week’s panel discussion on how nonprofits can move forward in spite of the uncertainty we’re all facing.
1. Ask your funders for what you need
As all three of our panelists echoed, this is a great time to talk to your funders, if you haven’t already — particularly if you’ve received restricted funding. Across the board, we’re seeing that funders want to be supportive, and they’ve been willing to unrestrict grants and be flexible in unprecedented ways. Don’t be afraid to be proactive, start a conversation with your program officer, and ask for what you need. Related: How to Fundraise in Times of Crisis or Uncertainty
2. Be willing to take risks, and lean into innovation
Melanie Lockwood Herman, Executive Director of the Nonprofit Risk Management Center, spoke to the importance of risk and experimentation with a sense of balance. Nonprofits should definitely be willing to take risks, and to ask for funding to do things they haven’t done before. In fact, funders right now have been very open to discussing new ideas and ways of doing things! But if every initiative for which you’re seeking support is very risky, you’ll end up with an unbalanced portfolio.
When it comes to your approach to fundraising and any new programs or initiatives, some ideas should be very experimental with a lower chance of success, but you should also be pursuing funding for programs that have proven success. Aim for a balance.
3. Prioritize Advancing Equity
Related to the previous point about innovation: as your organization thinks about innovating and evolving, advancing equity should be a priority — one that helps shape the ways you think and talk about your work moving forward. As Allison Grayson, Director of Policy Development and Analysis at Independent Sector put it: “We cannot rebuild the system we had before, we have to build it back better and in a more equitable way… as a nonprofit organization, I would think about how my mission ties in with that narrative.”
4. Start Planning now for business continuity
It’s important that your organization has a continuity plan to ensure your ongoing ability to deliver services in spite of interruptions, both on a short- and long-term basis. For example, while we may be seeing increased giving right now, it’s likely that we could see decreases over the next six years. This is more proof that now is the right time to be talking with your funders and making the case that unrestricted general operating support is going to increase your organizational sustainability over the long-term.
“How do I know when my organization should engage a grant writing firm like Elevate?”
A big part of my role at Elevate is fielding inquiries from organizations of all shapes and sizes that are asking themselves the question: Is working with Elevate the right step for my organization?
While I am primarily responsible for new business development for our growing company, I am act as a trusted partner for nonprofits as they make this decision. Elevate is deeply committed to advancing progressive social change through the important work of the nonprofit sector. We want to partner with organizations that are creating meaningful and lasting change.
So, I take the responsibility seriously when an organization brings their challenges and needs to me — often sharing candid struggles they may have had with a previous grant writer or issues they are facing in taking their grants program to the next level.
Some of the organizations I talk with are strong and growing and need extra grant writing capacity to take advantage of new opportunities. Others are struggling to develop a strategy to diversify their revenue streams, especially if they are heavily invested in major donors or events. Nonprofit leaders often ask me if they are leaving foundation dollars on the table by not having the capacity to research them.
Over the years, Elevate has worked with hundreds of nonprofit organizations who come to us with varying needs, grants programs in different stages of sophistication, and internal development teams ranging from robust to nonexistent.
We have learned a lot about the different scenarios that nonprofit organizations have implemented to staff their grant writing function, and we have observed the circumstances under which these scenarios work well and not so well. We have helped nonprofits that are considering whether to hire Elevate, an internal grant writer, or another firm or contract grant writer to navigate the complex considerations that go into making such a decision — from cost to building continuity to leveraging expertise.
In it, we shared the key considerations for nonprofits, to help them answer the question of whether it’s time to engage a grant writing firm like Elevate — or to try another staffing solution! Other things we cover during the recorded session:
weigh the pros and cons of different staffing options,
discuss the questions you should ask yourself or your potential hire, and
examine the circumstances when it is definitely NOT the right time to outsource your grant writing function.
And, yes, we’ll also share a little more about Elevate and the stories of several of our clients who came to us with different perspectives and needs and have benefitted from our grant writing capacity and expertise.
I hope you’ll watch the recording and learn more about whether and when to engage external grant writing support. And if you’re interested in having a 1:1 conversation about whether Elevate might meet your organization’s grant writing needs, please reach out to us via our Hire Us form, and we’ll be in touch!
May 18, 2020
In many ways, coming up with a plan to reopen your organization and return to ‘business as usual’ after a crisis can be more complex than responding to that crisis in the first place.
Nonprofits across the sector have learned in recent weeks how important it is to have a plan in place to keep the organization running smoothly and protect the well-being of staff, in case of unexpected disruptions. We recently shared our framework for forming and running a Continuity of Operations Planning (COOP) Team in light of the impacts of the COVID-19 pandemic.
But now thatwe’re starting to see early signs of a light at the end of this COVID-19 tunnel, our attention has shifted to when and how we will eventually reopen — and how to do so safely.
At Elevate, even as we’re waiting to see what an exact timeline will look like, our COOP team is beginning the process of planning for our eventual reopening. We’re starting to think about questions like how best to welcome staff and stakeholders back into our physical office, what a responsible timeline will look like, and how to roll out these changes in a way that prioritizes our staff’s health and safety. We also plan to survey our staff throughout the process and take their feedback into account as we map out the various phases of our reopening process.
We’ve mapped the basics of our framework below, as well as our recommendations for implementing it — we hope you find it useful as you begin this process within your organization!
As we explained in our last blog post, we highly recommend you start by having a COOP team in place with at least one representative from each of your organization’s core functions or departments. Having this team in place will help ensure your reopening plan is a thorough one that accounts for every aspect of the work your organization does, and prevents core business functions from being interrupted during the transition.(If you haven’t done this step yet, we recommend you start here!)
With your team assembled, you’ll want to think through how to move from your current office phase into a reopening phase — specifically in terms of any prompts, considerations, and preparations that will be involved.
If you haven’t already, you’ll need to establish a list of your organization’s core departments or business functions — then use that list to flesh out all the relevant prompts, considerations, and preparations to plan for as you prepare to reopen. For Elevate, our core functions include our clients, internal client teams, office status, operations, finances, human resources, and communication.
PROMPTS
We use the term prompt to mean any information that would possibly prompt us to move into this phase. Make sure your team agrees on the reliable sources of information that you will all use to make informed, fact-based decisions.
When coming up with your list of prompts for shifting into a Reopening phase, there are two main categories to consider:
External prompts: we certainly recommend taking into account any rules and recommendations from the government and/or your locality. You’ll also likely find that it’s important for your organization to consider less obvious prompts as well — including changes in public health data, updates from your local public transportation authorities, the availability of testing and screenings, and school or childcare closures — and how they impact your staff.
Internal prompts: for this section, you’ll need to consider whether your organization has the necessary equipment, supplies, and resources to reopen safely. This may require auditing available cleaning supplies and/or services, your ability to rearrange your furniture so staff can maintain a safe physical distance, and any other prompts that relate to your organization’s core functions.
CONSIDERATIONS
We use the term consideration to mean any valuable information that needs to be considered when moving to this phase — which often includes things that are not immediately obvious.
Considerations for shifting into a Reopening phase will look different for every organization, and will depend on both the nature of your work and your size and structure. At Elevate, our list of considerations includes things like ongoing health and safety concerns, company culture and morale, in-person events or meetings that will need to change, and compliance with both federal and state guidelines.
PREPARATIONS
We use the term preparation to mean any steps that should be taken before or during the communication and implementation of this new phase.
Preparations for shifting into a Reopening phase might include developing any new protocols or policies in writing, developing a thorough reentry plan for your team, reinstating any vendors or services that you’ll need once you reopen again, and communicating the changes to staff and/or stakeholders.
Keep in mind, it’s very possible that you may need to reopen in stages. If that’s the case, your reopening plan should spell out what each of those stages entails, and include specific prompts, considerations, and preparations for each stage.
other things to keep in mind, as you work through this process with your team:
Communicating with your full team clearly, thoughtfully, and often is extremely important, particularly as you roll out significant changes that may pose new challenges and/or induce worry. Depending on the nature of your work, you may also need to put together a separate external communication plan for your stakeholders. Consider including relevant details like any changes in your hours, new or ongoing safety procedures they need to be aware of, and/or updates to your services.
Make sure you’re also engaging with staff on a personal level as you put your plans together, asking them about their specific needs, concerns, and level of comfort. Depending on the size and structure of your organization, you may choose to do this more informally in meetings or one-off emails; alternatively, you might also send out a survey as a means of collecting information. You can then factor in their collective feedback as you move forward with planning to reopen, while balancing it with any recommendations from government and other official sources.
Written by Katy Kale and Michelle LaCroix
May 5, 2020
At Elevate, we generally recommend thinking long-term when it comes to investing a grant program for your organization.
We know from working with hundreds of nonprofits over the years that in most cases — and under normal circumstances — that the most successful partnerships between organizations and their grant writers are built over time.
But things change. With the many ripple effects of the COVID-19 pandemic, we know nonprofits are suddenly facing an uncertain future with more questions than answers. And for many organizations, it may be less feasible than ever to invest in hiring a full-time grant writer — even at a time when they may need it most.
So what can nonprofits do?
We recommend adding experienced capacity for a short period of time. For many organizations that can afford it, hiring a full-time in-house grant writer is the default choice. But this is a decision with a long-term impact, and for many organizations, it is off the table right now while there is so much still unknown about how the pandemic and recession will play out. Elevate has talked to nonprofits that have agency-wide hiring freezes, that are concerned about how to best hire remotely, that do not have the systems in place to onboard a new team-member virtually, or who have background check requirements that they are not able to fulfill right now.
This is why, in times when uncertainty is high, like now, adding short-term capacity may be the most strategic option. And, because the timeline is condensed, it is important that the people you bring on know what they are doing from Day 1.
When short-term capacity makes sense.
In periods of high uncertainty, like what the sector is facing right now, focusing on short-term needs makes sense — as long as it leaves all future options on the table. This is because uncertainty decreases over time: within the next few months, we expect to know much more than we do now about things like:
The full extent of increased demand for our programs, and the cost;
When our paused programs can re-start;
What institutional philanthropy’s collective response will be to the pandemic and a potential recession;
The full governmental response at federal, state, and local levels; and
How individual donors are responding.
One of the few upsides to so much uncertainty right now is that we are almost guaranteed to have more information in the future. And more information means better decisions. This is why postponing certain decisions that have a long-term impact on your organization makes sense at the current moment.
But this obviously does not mean you can stop your fundraising — now is the time to be ramping up your fundraising! Doing so will enable you to both capture rapid response dollars, and be in dialogue with your funders and prepare for changes brought on by shifts in the sector and the economy.
Adding short term support to your grant program could allow your organization to act quickly in response to the challenges you’re facing. But you need to focus on adding high-level capacity, meaning people who come in on Day 1 with significant expertise.
The timeline is short, so invest in expertise.
Typically, an outside grant writer will have more expertise than an in-house hire and therefore, will often require less training than a full-time staff member. Firms like Elevate also likely have systems in place to make onboarding and getting started even quicker and easier. (We’ve had processes and systems in place for years to onboard and work with clients remotely, and we continue to refine them.)
Moreover, experienced grant writing consultants know what questions to ask. We know what funders are looking for. We know how programs throughout the sector are designed and are adapting to these confusing times. And, most critically, we have a wealth of experience to draw on with a variety of issue areas, regions, and specific funders.
We know that many nonprofits aren’t necessarily looking for freelancers or have had bad experiences with consultants in the past. This is where research and vetting are critical! Finding a reliable consultant you trust, with the experience and case studies that illustrate a breadth of experience, will help you address your immediate needs — while leaving your options open for the long-term without the pressure to decide on those plans right now.
For example, at Elevate, our Writing Capacity Projects have been effective in supporting organizations to maintain their grant calendar or pursue large opportunities during hiring freezes, staffing searches, or temporary staff leave. These projects assign an experienced writer to efficiently gather the information needed to develop compelling proposals or reports and provide project management to coordinate all the necessary pieces. After completing these projects, some organizations choose to engage long-term with Elevate through our Comprehensive Grant Writing Services, while others have taken the opportunity to restructure internally or otherwise be more deliberate in their hiring process.
Above all, the key benefit of a short-term engagement is flexibility. When we have a good picture into the long-term future, flexibility does not always rank as a top priority — but in times like now, it is the top priority.
As the nation’s nonprofit community responds to the urgent needs of the COVID-19 pandemic, it can be all too easy to get hyper-focused on the now: providing critical services, supporting staff facing illness and working remotely, and navigating economic upheaval.
Adding to these competing priorities, the philanthropic community and federal government have stepped up to offer emergency funding and rapid response grant opportunities. Amidst so much uncertainty, we know how tempting it can be to put long-term grants planning on the back burner.
However, we also know how important it is to begin looking forward and creating contingency plans now. Deadlines may be in flux currently, but they will be back — and it’s important to not be caught flat-footed. Elevate has been spending a lot of time planning for continuation of operations, and through that process we’ve developed four preparedness principles that also can be applied to planning for the continuation of your grants programming.
1. Anticipate Changes in Capacity
Nonprofits are no strangers to doing great work with limited capacity. The current situation threatens further strain on that capacity- including staff taking long-term leave to care for themselves or their families. Now is the time to think about how your grants program can maintain if staff are unable to work as usual. For example, Elevate is working with our staff to plan intermittent leave of one or two days per week and reprioritizing responsibilities based on that understanding.
2. Begin Planning Early
Federal grants cycles will be re-stabilizing in the upcoming months and the key to successfully preparing for your renewals or new opportunities will be advance planning. We recommend finding time to review any opportunities on your radar for the upcoming 4-6 months and developing action plans for touching base, staying aware of updates, and the process for working on the application – leaving space for creative problem solving. Then, you can adjust your plan as circumstances change.
3. Assess how you describe your work
We applaud the philanthropic sector for its overall flexibility in supporting nonprofits during this critical time: by converting programmatic funds to general operating support, streamlining applications, and extending deadlines, funders by and large have helped nonprofits answer urgent needs with the understanding that there’s a lot up in the air. However, organizations should be thinking about how their work has changed and begin preparing for how they will describe those changes to funders and their community.
4. Ask for Help
Above all else, remember that you aren’t alone in facing these challenges! As we say at Elevate, we’re all in this together. Across the world, networks are pooling resources and sharing information about best practices. Although we are practicing physical distancing, now is a great time to leverage your connections, build new ones, and think creatively about how to work together.
Elevate is available to be a partner in these efforts, especially through Writing Capacity Projects, which provide support on a project-by-project basis. These projects can supplement your capacity to maintain your calendar, help cover staff leave, or pursue large new opportunities.
Final thoughts
We know it’s not easy for every organization to carve out the time right now to do this type of long-term planning, particularly if your organization is facing an increased demand for services and/or sudden drop-offs in projected revenue or staff capacity. But to the extent that you’re able to make time for it, this type of preparation will pay off in the long-term health and stability of your organization. And if you need us in the short-term, we’re here to help.
April 6, 2020
There’s no such thing as a good time for an emergency or interruption to ‘business as usual’ — but having a solid contingency plan in place makes all the difference.
The COVID-19 pandemic is just one example of how events beyond our control can impact organizational functions both quickly and significantly. This experience has underscored the importance of preparing for unexpected disruptions — both in terms of keeping the organization running smoothly, and protecting the health and wellness of employees and stakeholders.
At Elevate, we’ve drawn on the experience of our executive team to form an internal Continuity of Operations Planning (COOP) Team, and keep things running smoothly in spite of the constant change we’re all experiencing. Specifically, our President & COO has been part of COOP teams in the Senate, the White House, and is now leading the COOP Team at Elevate.
We know this is a stressful time to try and figure out how to implement something similar at your organization, on top of everything else on your plate. But we’re here to help! Below, we’ve outlined our framework for forming and running a COOP Team, what to focus on as a group, and how to communicate the necessary updates with your broader team.
The first step in creating an emergency preparedness plan is to assemble your COOP Team.
We recommend auditing the high-level core functions of your organization, and making sure your COOP team has at least one member that represents each of those departments. We suggest keeping your team small, and including decision-makers for each of the core functions. The COOP team will bring questions and tasks back to their department to keep things moving quickly.
At Elevate, the goal of our COOP Team is to foresee and address issues that may arise with our clients, client teams, finances, and human resources in the event of an epidemic or emergency — and our team includes key staff members whose work is closely tied to each of those core areas.
Once your team is assembled, there are three key areas you’ll want to think about:
Continuity of operations
Emergency preparedness
Communication to stakeholders – internal and external
Let’s break each of these down further
Continuity of Operations
It’s important to develop succession and logistical plans that spell out how your organization will continue to operate in case of absences in leadership, and/or interruptions in critical business functions.
For each core area of your organization (including executive leadership), select a key staff member to create a chart of all key functions. Then, identify an order of succession with at least two-to-four staff members who can take over those responsibilities in the event of an unplanned absence, and be sure your successors are all cross-trained well before they need to step in.
This is known as redundancy, and it’s something you can plan for at all times — not just in the context of emergency preparation. We recommend taking these same measures when you’re designing job descriptions, and clarifying roles and responsibilities, to ensure all core functions have redundancy and everyone involved has been properly trained.
The final step here is to create (or confirm the existence and accuracy of) key documentation that spells out how to perform each responsibility. This could include written instructions, tutorials, and/or sharing any necessary logins and passwords in a secure way. Make sure this documentation is saved in a clear and accessible location! Cross-train your successors well before they need to use it in a real-time setting. Keep in mind that your redundancy plans may include key vendors and/or points of contact, and they may need to be looped in and cross-trained as well.
Emergency Preparedness
In this section, we’re dealing specifically with how your organization will respond to an emergency or unplanned disruption, and how you’ll adapt or change those plans as the emergency situation evolves.
First, you’ll want to go back to that list of core departments or business functions. For Elevate, that includes our clients, internal client teams, office status, operations, finances, human resources, and communication. Within each of those categories, we recommend identifying the different possible phases. Using Office Status as an example: Phase 1 might be ‘the office is open as usual, with limited restrictions’, Phase 2 might be ‘the office is closed to everyone except staff’, and so on. This will be specific to your organization. The final phase should be Back to Business as Usual. The more things change during the disruption, the more important it is to prepare for this phase.
Then, for each phase, you’ll want to make three lists: we’re calling them prompts, considerations, and preparations.
We use the term prompt to mean any information that would possibly prompt us to move into this phase. Make sure your team agrees on the reliable sources of information that you will all use to make informed, fact-based decisions. (Using the example of Office Status, prompts might include school closures, government directives or closures, etc.)
We use the term consideration to mean any valuable information that needs to be considered when moving to this phase — which often includes things that are not immediately obvious. (Using the example of Office Status, considerations might include how an office closure would impact staff, how to retrieve the mail if the office is closed, etc.)
We use the term preparation to mean any steps that should be taken before or during the communication and implementation of this new phase. (Using the example of Office Status, preparations might include communicating the change to staff and stakeholders, taking any necessary measures for building security, cleaning out the office refrigerator, etc.)
Once this information is all compiled in one document, you can use this document to guide the structure of your COOP Team meetings. Our team is currently meeting daily to share updates, discuss any new prompts/considerations/preparations for each stage, and develop communication plans as needed.
Developing a regular meeting cadence is especially important at the beginning of a crisis. Ideally, you’ll carve out 30-60 minutes to meet at the same time every day. As the crisis stabilizes, you may be able to meet less often and/or for a shorter period of time — but it’s still important to have a recurring and designated time for your team to meet and share updates.
Communication
As we’re seeing with COVID-19, the situation is evolving and there we’re seeing significant updates by the day — if not by the hour! In times like this, communicating on a regular basis can ease the uncertainty and anxiety of the situation.
As such, Elevate’s COOP Team has committed to sending daily emails to our full staff with information about any changes or updates regarding our phases, policies, and/or best practices based on evolving circumstances, etc. We use the same subject line format for each daily email, so staff know that it is from the COOP Team. We also save all of the emails on our Intranet for easy recall.
We encourage you to adapt this to meet your organization’s needs and culture! For example, the belief that we’re all in this together is central to our company values — so to maintain a feeling of connection, we also throw in a mix of personal videos along with our updates.
In addition to regular internal communication, you may also need to develop separate communication plans for external stakeholders. Is your organization adjusting your hours and/or operating procedures in ways that could impact your broader community? Do you have any timely new services or resources to share, or new initiatives to announce? Does your organization send a newsletter or other means of standard external communication where you could include some of these updates? These are all good questions to weigh as you put together an external communications plan.
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Use this as a guiding framework, and be sure to make any necessary additions or modifications to meet your organization’s needs. We hope this provides you with a helpful jumping-off point to ensure your nonprofit’s long term health and sustainability.
Written by Katy Kale and Michelle LaCroix
March 18, 2020
As your partners in fundraising, Elevate staff know all too well the importance of the work you do as nonprofit professionals.
We also know the need for your work does not pause — and in fact, may increase — in times of crisis or global concern.
Securing funding for your work is arguably more urgent and important than ever during periods of uncertainty, though we realize the way forward may feel unclear. As such, we’ve put together our best advice for continuing to fundraise effectively, even when ‘normalcy’ has been disrupted:
Assume grantmakers are continuing to operate unless you hear otherwise.
So far, we’ve seen a few deadlines shift, but not many. We recommend monitoring funders, updates, and deadlines closely, with a presumption that they’re still accepting and awarding grants.
Monitor emerging “rapid response” opportunities that FALL OUTSIDE standard grantmaking timelines or processes.
For example, the Greater Washington Community Foundation is working alongside the DC region’s largest philanthropists to establish an emergency fund and distribute rapid response funding to the organizations meeting the needs of communities most impacted by this virus — families who have lost needed childcare, low-wage, hourly workers, people experiencing homelessness, direct service workers, and senior citizens or people with underlying health conditions.
Get a clear picture of your finances.
Our colleagues at Your Part-Time Controller and 20 Degrees both highlight the importance of understanding the short- and long-term impact of COVID-19 on your “financial runway.” Ask your finance staff or consultants for more frequent financial reports, updated modeling for various contingencies, and even advice revising your annual organizational and program budgets. If you’re using our guidance on predicting grant revenue, consider adjusting your grant projections to reflect reduced likelihood of funding from prospective grantmakers to better understand how this will impact your grant revenue.
Tell your nonprofit’s COVID-19 story to your most loyal supporters.
The experts at Chronicle for Philanthropy note that global crises that affect all members of society can motivate significant philanthropic giving. However, the people motivated to give often don’t know where their giving will have the most impact. Clarify for your staunchest donors how COVID-19 is impacting your organization, staff, and stakeholders so that they know the value of their past and future contributions.
Take stock of your community’s needs and your response and align your outreach to funders accordingly.
While all organizations should remain in contact with your key philanthropic stakeholders, your approach should be tailored to the larger community context:
If you are expanding your services to address the community needs due to COVID-19, you can reach out to your long-term funders about these emerging and how they can help. First, review whether they have launched any specific funds so you can request support through those channels. If they have not created any designated funds, consider reaching out to your primary point of contact directly about the increased need you anticipate, how you are responding, and how a one-time gift might help.
If your services are not expanding, avoid soliciting new funding. As our society comes together around this issue, it’s important to acknowledge that new giving will be directed toward the causes that are most in need of support right now. However, you can request other types of support during an uncertain time from current funders, even if your services remain unchanged. Many grantmakers may be open to requests to extend report or proposal deadlines, adjust how or when a grant is paid out, transition restricted funding to unrestricted funding, or even convert an event sponsorship or ticket purchase to a simple donation that can help ensure sustainability for your organization.
Find creative alternatives to building and sustaining donor relationships.
We’ve seen remarkable ingenuity around the country regarding donor engagement that has historically happened face-to-face. Organizations are converting in-person fundraising events to virtual celebrations, holding performances via Facebook Live, or even phone banking to thank organizational supporters for their past gifts. Remember that the important part of any fundraising event is to connect with your donors and you do not necessarily need a venue or catering to do that.
Finally, times of uncertainty like this remind us that a diversified fundraising strategy is a pillar of organizational sustainability. Elevate has consistently found grant programs to be more stable than other forms of revenue in times of sudden change or economic downturn. We’re seeing foundations step up to fill some of the voids that appear from canceled events or individual donors who may be less able to give in an unstable market.
We’re Here to Help!
Elevate is committed to being a resource for nonprofits at this time.
Click here to register for one of three free grantwriting webinars we offer on a rotating basis!
Check back for future blog posts in the coming weeks and months, on planning for the longer-term economic ramifications of COVID-19 so your organization is prepared for the “new normal”.
If you are a current client, please reach out to your team Director for support revising your annual grant projections, developing messaging for current funders, rearranging soft or rolling deadlines on your grant calendar, or strategizing emergency funding requests.
If you’re new to grant writing, figuring out how to write a grant proposal for the first time can seem convoluted, overwhelming, and stressful.
You might feel overwhelmed with questions: What information goes in which section? Am I providing enough data? How much money should we ask for? Does this funder accept unsolicited applications?
As a team of professional grant writers and institutional fundraisers, we’re no strangers to the sometimes-puzzling language of grant writing. After working with hundreds of nonprofit clients over our lifespan as a company, and securing millions of dollars for their programs from public and private funders alike, we’ve learned a thing or two about what constitutes a winning grant (and the mistakes to avoid).
Below are five crucial pieces of advice we’ve gleaned over the years in our work as grant writing professionals. These tips will help you avoid common grant writing mistakes, create a plan for writing and submitting your first grant, and make the strongest possible case for funding.
1. Grant writing is (often) a team effort
Even when you’re the only person at your organization writing grants or doing fundraising, you’ll still likely need to collaborate and work with other people at your organization at various stages along the way – including deciding on strategy, gathering information about your programs, editing, compiling the necessary attachments, and gaining final approval before submission. To that end, it’s important to establish a clear process internally, so everyone involved is clear on who’s doing what.
What your exact process looks like will depend on your organization’s specific setup and circumstances, though we do walk through some examples of what a common division of labor might look like in our free webinar on How to Write Your First Grant.
2. Build in enough time to get the job done
Will you be requesting funding for a new program, or an existing program? Especially if the request is for a new program, make sure to build in extra time to develop any new language and get it approved by the right people. Similarly, it also doesn’t hurt to budget extra time to consult with your program team before you start writing. Talking through the specifics of the work that’s going to be done with this new program is a great way to make sure you’re all on the same page before you’re too far down the road of writing the proposal.
3. Read the RFP closely before you start writing
Specifically, look for the list of funder requirements up front. Do you meet ALL of them? Grant requirements are exactly that – If you meet all but one, you’re ineligible. It’s important that you check off all the requirements, and similarly, keep an eye out for any specific submission instructions. This could include things like mailing printed copies, any character limits or length requirements, or whether the deadline is a postmark deadline or a receipt deadline. One careless mistake here could disqualify you.
4. Plan ahead for any necessary attachments
The biggest thing to remember here is to only include the attachments that are required! As tempted as you or your Executive Director may be to throw in an extra brochure or a great video that really shows off the impact of your programs – unless the funder has given you the explicit option to attach program support materials, they do not want you to include them.
Follow the guidelines, and start your attachment planning early to build in as much time as possible. (At Elevate, we often recommend our Grant Writers start attachment planning before they even start drafting – especially if you need to coordinate with others to gather all the pieces.)
5. Highlight your credibility
Every piece of your proposal should bolster your credibility as an organization, and create the impression that would be a reliable grantee. You have a number of opportunities to make the right impression – including submitting a nicely presented and well-developed proposal, painting a clear picture of exactly how you’ll use their funding, pointing to any external signs of legitimacy that indicate you can deliver on your commitments (i.e., awards, news articles, publications, strong outcomes, etc.), and demonstrating a good reputation in your community. The more you can showcase these qualities and make the case for your credibility, the better.
In this FREE one-hour training, we’ll walk you through basic do’s and don’ts to help you write your first grant with confidence. By the end of this webinar, you’ll understand:
The different types of grants you can apply for, and the pros and cons of each;
The anatomy of a grant proposal, and what information to include in each section; and
How to tell a compelling story in your proposal that gets funders’ attention.
This webinar is ideal for anyone who’s new to fundraising and grant writing for nonprofits. It’s also helpful for grant writing professionals looking for a refresher, volunteer grant reviewers, anyone interested in exploring a career in grant writing, and those interested in learning a marketable fundraising skill.
NEW! As you’ll see below,
we’ve added a new section with our favorite COVID-19 tools and resources.
January 31, 2020
It’s never a bad idea (or a bad time!) to revisit your routines, tools, and systems with fresh eyes.
At Elevate, we lean on a variety of apps, tools, and resources in our daily work with our nonprofit clients. From project management, to digital file storage, to sources of growth and learning, we’ve spent years experimenting with different tools and systems to find what works best for us. The tools we use may or may not make sense for your organization—after all, putting together your own suite of go-to resources will depend on your specific organizational needs and circumstances. Still, we believe there are certain systems and every successful organization should have in place to help increase efficiency, effectiveness, and ease of information sharing.
As you revisit your own list of tools and systems that you lean on regularly in your job, below are some of our favorites that we use year-round to keep us organized, well-informed, and effective in our work. We’ve also thrown in some entertaining and educational resources that our staff enjoy and value, to round out the list. We hope you enjoy!
NEW! COVID-19 Resources
Nonprofits and small business like ours are feeling the effects of COVID-19, and our efforts to adapt to this new reality are ongoing. In addition to publishing our own fundraising guidance, resources, and emergency preparedness best practices to support the nonprofit sector, we also look to several of our partner and peer organizations that have shared helpful resources as well. To name a few:
The Center for Nonprofit Advancement has shared a compilation of Coronavirus Resource Tools on their website, which they regularly updated with new information, upcoming (and recordings of past) webinars, and other helpful tools for nonprofits.
Our friends at 20 Degrees have put together an exhaustive suite of ready-to-use tools that nonprofit leaders can use to plan, pivot, and manage through the COVID-19 crisis.
Nonprofit HR’s Coronavirus Digital Information Portal contains town hall recordings and other resources to support the talent management needs of social impact organizations, during the pandemic and beyond.
The Management Center has shared tools, articles, and templates to support leaders managing through these tough times, via their list of COVID-19 Resources.
The DC Bar Pro Bono Center regularly offers training sessions for nonprofit leaders and small business owners that address legal issues affecting the operation of their organizations — several of which have focused on COVID-19.
Productivity, Organization, and Project Management Tools
Every organization needs systems in place that make it easy to perform basic business functions — things like managing deadlines, keeping track of tasks (and assign them to others), accessing shared files and information, and retrieving this information quickly. A few of our favorite tools in this category:
Salesforce is our Customer Relationships Management (CRM) system where we manage all kinds of data related to clients, funder deadlines, and business operations. Other nonprofit-friendly options include The Raiser’s Edge, and DonorPerfect.
Our teams use Asana on a daily (if not hourly) basis for all things project management. We use it to track internal deadlines, and assign tasks related to all the grants and projects we’re working on for our clients. Other options to consider include Trello, Basecamp, or Podio.
We use Dropbox for digital file storage, which helps us collaborate easily on drafts and ensure everyone has access to the most up-to-date versions of shared files. Other options include Box, One Drive, and Google Drive.
We use LastPass to securely store and share passwords for grant portals and other websites that require a login.
Part of the work Elevate does for our Comprehensive Grant Writing Services clients involves prospect research, which means we’re constantly researching funders. We regularly use a few great tools for this, many of which require a paid subscription. Our favorites include:
Foundation Directory Online by Candid (formerly Foundation Center and Guidestar) is an exhaustive database that contains in-depth profiles of grantmakers including 990s, recent grantees, and more.
GrantFinder from Inside Philanthropy is another valuable database with information on thousands of foundations and major donors. (Inside Philanthropy is also a valuable source for philanthropic news.)
Business and Operations Tools
Our Operations and Finance teams work hard behind the scenes to keep things running smoothly at Elevate. A few of the resources that help them do so are listed below.
We also use Bill.com to send and track bills and invoices.
We‘ve also worked with Labyrinth to take care of our required charity state registrations. (Charitable solicitation registration is currently required in 40 states, to solicit contributions legally!)
Members of our leadership team have attended several events hosted by the DC Bar Probono Center, which provides legal assistance to DC’s small businesses community. Their Nonprofit Legal Assistance Program also provides legal assistance to the District’s community-based nonprofit organizations — including legal clinics, trainings, and other free resources.
Philanthropy- and Fundraising-Focused Newsletters
Our staff subscribe to a wide variety of philanthropic newsletters — many of which are focused on specific geographic and/or issue areas. Below are a few team favorites, though we recommend doing some research to find relevant publications in your niche as well.
GrantStation Insider is a weekly email newsletter featuring the latest information on grantmakers, upcoming grant deadlines, and news for the serious grantseeker.
Washington Regional Association of Grantmakers’ Weekly WRAG is a weekly newsletter that provides updates about events, philanthropic news, and nonprofit job postings in the Washington, DC region.
Stanford Social Innovation Review (SSIR) is an award-winning magazine and website written by and for social change leaders from around the world, that covers cross-sector solutions to global problems. In addition to a paid subscription, they also offer a free weekly newsletter
Harvard Business Review (HBR) is a great resource for new ideas and classic advice on strategy, innovation, and leadership for global leaders, from the world’s best business and management experts. They offer several email newsletters, each of which focus on a specific field or topic, plus our team loves their Dear HBR and Women at Work podcasts!
Gallup is a leading provider of data and insights on the attitudes and behaviors of employees, customers, students, and citizens. They use analytics and advice to provide leaders with a road map for understanding and unlocking the full potential of individuals, teams and organizations.
Several members of the Elevate team have attended valuable trainings at The Management Center in DC, which works to help leaders working for social change build and run more effective organizations.
Remember — for any of these categories, there’s no right or wrong tool! Processes are much more important than the tools themselves, so don’t get bogged down in the details. What matters is that you know your organizational priorities and limitations, and you keep them in mind as you evaluate your options and ultimately choose what works best for you and your team.
January 27, 2020
As fundraisers, we’ve all been there…
You have a big grant proposal to write to a long-time funder, but you can’t get a straight answer from your program team or your Executive Director about the goals for next year. Or, you just got an email from your Executive Director saying she had a great meeting with an important donor, but that they didn’t really discuss a specific project or initiative that needs funding. What do you do now?
These situations are more than just frustrating. They could be a key reason why the study “Underdeveloped: A National Study of Challenges Facing Nonprofit Fundraising” noted high rates of turnover and extended vacancies in Development Director positions. And it makes sense! Talented fundraisers don’t want to work somewhere that lacks the tools and resources they need to be successful.
But all nonprofit leaders and staff know how important fundraising is. They know funding pays their salaries and creates opportunities to do the work they care about. How can you ensure everyone is pitching in?
Elevate and our partners at The Collective Good believe the secret lies in creating intentional alignment between fundraising goals and activities, and organizational goals and activities. Too often, nonprofit staff, including Executive Directors, aren’t on the same page with organizational strategy and priorities, which makes it difficult or impossible to articulate them externally.
In a follow up report to the study referenced above, nonprofit and philanthropic leaders advocate for viewing fundraising as central to achieving an organization’s goals and mission rather than a necessary evil. This means fewer silos and more collaboration between development and programs, communications, boards, and executive staff.
But how do you shift the entire culture of your organization? How do you move from “I’m responsible for raising 50% more from foundations this year” to “we’re all in this together?”
To answer those questions, Elevate and The Collective Good teamed up with the Center for Nonprofit Advancement in March 2020 for a workshop.
Here are the recommendations we explored:
Step 1:
As Executive Directors, ensure development staff/directors are part of the leadership team and equal partners with other senior staff; they participate in all planning, strategy, financial and organizational meetings.
Tip: This is important on an ongoing basis, but even more important during strategic planning! If you develop programmatic and fundraising goals together, it is much less likely you’ll set an organizational strategy without resources or let your fundraising strategy pull your programs in the wrong direction.
Step 2:
As Development Directors, lead your organization through this shift in thinking and structure by developing tools, systems, and messages that everyone can use to cultivate greater community and donor engagement.
Tip: get comfortable with managing up and across so that your colleagues and bosses have the information they need to engage donors at least as well as you can. Check out our blog post on Clear, Collaborative Communication for more tips here!
Step 3:
Be patient and set realistic goals for adjusting how your organization integrates organizational strategy with fundraising strategy. Culture change does not happen overnight and everyone will need time to change how they think about fundraising in the context of more programmatic and operational goals.
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