Grant strategies to build nonprofit capacity

KSBNE Author: Kate Sunners

We’ve recently had two of our nonprofit partners achieve the ultimate KPI of a grants program: being approached by their Funders for repeat funding, resulting from their excellent relationship management throughout the life of a grant program. Congratulations to you both – you know who you are!😊

Here’s what happened, to give you an idea of how to make this dream funder relationship a reality for your organisation.

Case Study 1

Step 1 –Demonstrating Capacity and Excellent Funder Stewardship

A local state team of a national organisation was successful with a grant application, partnering with a funder whose mission was well aligned with their own. The project got underway, and the funder was provided with regular reports during the program, as well as a high-quality final report.  

Step 2 – Documented Relationships for Smooth Handover

The state team were then approached to discuss a bigger, potentially national funding opportunity. While the state team continued stewardship with the funder through local events, at this point the management of relationship was handed from the state team to the national fundraising team: relationship history and past communications with the funder had been recorded, allowing a smooth handover of the funder relationship.

Step 3 – Strong Project Plans and Sustainability Planning

The National team were invited by the funder to speak to the board and present a proposal, at which point they put forward a program for $55k in the first year, with reduced amounts in the subsequent years of the program ask, to indicate increased independence and sustainability of the program. The board were happy with that proposal but counteroffered a grant of $60k per annum instead!

Paul Kelly was right, from little things, big things do grow! This is a great reminder that a small grant, if the funder is brought along a journey with you to reaching your program outcomes, can lead to an excellent relationship and greater things for you both!

 

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Case Study 2

Step 1 – Establishing the relationship

During an industry networking event, the nonprofit met a trustee of a prospect Funder; cards were exchanged, and a follow up email was sent to establish a relationship should the nonprofit apply for funding in the future.

Step 2 - Strategic Prospect Matching

The nonprofit committed time to strategic project matching, assessing which of their projects best matched the funder’s eligibility and area of interest in the community. Once they had made the decision to put forward this program, they sent an email to the trustee to inform them an application would be submitted in the next round, along with a brief outline of the program.

Step 2 – A compelling application

Upon reading the most recent guidelines from the funder’s website, the nonprofit got to work on compiling all of the required program information to ensure each of the criteria could be answered with relevant supportive data. Once written, and reviewed by a colleague, the application was submitted.

Step 3 – Follow up and communication with the Funder – practicing perseverance

After the expected application evaluation period, the nonprofit had not received a response - so they decided to contact the Funder to discuss the status of the application. The nonprofit also discovered a relationship existed between the Funder and one of their own Board Members; the two were soon having a discussion about the pending application.

Step 4 – Stakeholder management, dealing with the outcome

Days later, the nonprofit received a formal notification that the pending application was unsuccessful; though disappointed, they sent an email to acknowledge the outcome, and also emailed the trustee to thank them for the opportunity to apply.

Out of the blue, a couple of weeks later, the nonprofit received a phone call from the trustee, asking for the application to be resubmitted as there were some funds still available from the last grant round – the nonprofit swiftly resubmitted the application and soon after received notification that funding would be granted, but double the original amount requested!!

Step 5 – Follow up, keep the lines of communication open, share the achievements

The nonprofit now provides regular updates regarding the program, and stories on those individuals who are benefitting from the program.

The above is an excellent example of a nonprofit engaging with a prospect funder from multiple ‘touch points’, managing the relationship from beginning to end, investing in strategic planning; and dedicating time to maintain a positive relationship – even when receiving news of an unsuccessful application – these actions certainly contributed toward what is now a fruitful, and established partnership.

 

KSBNE Author: Kate Sunners

Last time I wrote about not letting your data die in a dusty old corner without being analysed. By the same token, the most horror-inducing thought for an evaluator is that a Monitoring and Evaluation (M&E) Framework that has been created for an organisation, isn’t regularly used and updated.

Monitoring and Evaluation Frameworks are the overarching why, what and how to of assessing an organisation or a program’s performance against objectives. They generally include Key Evaluation Questions (KEQs), a program logic, indicators against which progress is measured, data collection methods and timeframes, and evaluative processes and responsibilities. This means they can become quite large documents!

In order that all the hard work that goes into M&E Frameworks is put to good use, it’s essential that it becomes a living document. That is - that it gets updated as programs and goals evolve. For this to happen, it needs both the organisation to take ownership of it, and for there to be a specific position/person responsible to maintain the document. This sometimes requires some knowledge and capacity building!

We’ve recently been working with an organisation to design and implement a new M&E Framework to replace their ad hoc data collection. It’s exciting to hear they have already made changes to the document to mirror changes in the programmatic focus areas. They have also begun to develop new KEQs and indicators! Additionally, data collection methods are being reviewed with their program delivery staff to ensure survey and interview questions will be understood by participants. This really helps to build capacity and embed evaluation practices at all levels of the organisation.

 

In the case of M&E Frameworks, building a Frankenstein Monster with pieces added on when new programs or goals are added, is a good thing! It’s ALIVE!

 

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