This is not another how to write
a grant proposal book. Unlike
existing books, "Getting Grants"
argues that no matter the type
of organization, there is a direct
relationship between the
organizations internal proposal
development process and how
successful the organization is at
securing grant funding.
a grant proposal book. Unlike
existing books, "Getting Grants"
argues that no matter the type
of organization, there is a direct
relationship between the
organizations internal proposal
development process and how
successful the organization is at
securing grant funding.
- How and where to find
sources of funding - The pre-proposal planning
and development stage - The components of a grant
proposal - The role of the project
director in the grants process - Proposal writing (with tips
gleaned from a decade of
experience), and more
This book includes a CD-ROM
with forms and checklists to
use in grants administration,
as well as links to other
valuable resources!
with forms and checklists to
use in grants administration,
as well as links to other
valuable resources!
| Available in most Bookstores and Online Retailers |
Working as the coordinator of grants and contracts at a large urban college
over the past five years has enabled me to see first hand just how many of the
colleges programs, grant-funded and otherwise, are centered on partnerships.
As anyone who has worked in grants over the past few years knows,
partnerships have been embraced by funders at all levels - from the federal
government to state and local governments to foundations. All strongly
encourage, if not outright require, potential grantees to form partnerships when
applying for grant funds.
Partnerships can be a very valuable way for funders to use grant-making to
"attack" social problems. However, when two or more organizations join forces in
a partnership, if everyone isn't on the same page, problems will undoubtedly
arise.
These problems can slow down progress and make for an inefficiently managed
program at best. At their worst, these problems can cause severe strain in
relations between even the most patient and committed of organizations and
can sink efforts to address a worthy cause.
These problems can slow down progress and make for an inefficiently managed
program at best. At their worst, these problems can cause severe strain in
relations between even the most patient and committed of organizations and
can sink efforts to address a worthy cause. Trust me, I've seen it happen. In the
following excerpt from "Getting Grants: The Complete Manual of Proposal
Development and Administration" I would like to introduce the new grants
professional to what I like to call grant partnership etiquette, and remind my
more seasoned colleagues of what makes a good grant partner.
1.1b Applying in partnership
Over the past several years, the trend in grant-making circles, from foundations
to the federal government and everything in between, has been to encourage
partnerships. Collaboration is seen as the key to solving social problems. One
of the main reasons for this emphasis is the view that funders will achieve
increased efficiency by targeting their limited resources to a "cohesive" group of
organizations instead of funding one organization at a time, piecemeal.
In addition, some funders believe that requiring organizations to form
partnerships in order to compete for grants will eliminate the duplication effort in
which several small organizations within a community operate several small
programs serving the same population of individuals. The purpose of
partnerships is to get organizations talking, exchanging information,
collaborating on projects, enhancing their programs, and sharing their
resources - all with the desired outcome of providing better and more efficient
services to their communities.
Partnerships are great and good partnerships are even better. Oklahoma City
Community College (OCCC) has had numerous positive experiences working
with partners on grant programs. In some of those situations OCCC was the
lead applicant; in others it was a partner in the grant,with the other organization
serving as lead applicant.
The benefits to serving as the lead applicant are similar to those mentioned
above for sole applicants. Your organization has final say in the vision and form
of the program, it sets the standards, and it also receives the credit for
successful grant management.
My concern about partnerships is that many organizations seem to be
partnering for the wrong reasons. In other partnership agreements,
expectations are unclear. This will lead to conflict and may hinder the working
relationship between the organizations in the future. Do not become one of
these organizations.
If a funding agency requires that eligible applicants partner with other
organizations to receive funding, and if your organization meets the eligibility
requirements, it is best to seek out partners that your organization has already
developed a relationship with. What's most important, though, is that your
partner shares your vision of the program. The partner should bring something
to the table, whether it is tangible or intangible, that will contribute to the
success of the project.
If your agency does not meet the eligibility requirements to apply for a particular
grant, but you want to develop a partnership with another organization in order
to become eligible for the grant program, my advice is the same - make sure
your prospective partner shares your vision and that it brings something to the
proposal. It would certainly be beneficial to partner with an organization with
which you have an existing relationship.
Once you have identified a potential partner, contact the staff at that
organization. Let them know about your idea for the proposal and that your
organization is ineligible to apply. Invite the other organization to "participate,"
by becoming the lead organization. Keep in mind that the lead organization
bears the brunt of program and fiscal responsibilities. If the organization's staff
do not want to take on those responsibilities, allow them to decline your
invitation to partner. Do not beg, coax, cajole, or do any arm-twisting to get
them to agree to participate.
If they do agree to participate, make sure you work cooperatively, especially in
the following areas:
Working out all the details will take some time. if there isn't adequate lead time
before the proposal deadline to do so, think twice about asking at all.
Partnership arrangements can be mutually beneficial to all organizations
involved if approached properly, or they can turn into a nightmare if
organizations do not handle the process with respect and consideration for their
partners' wishes, abilities, and limitations.
Above all, do not create a hastily thrown together, ill-advised partnership
arrangement just to get grant funding. It's not worth the potential problems.
over the past five years has enabled me to see first hand just how many of the
colleges programs, grant-funded and otherwise, are centered on partnerships.
As anyone who has worked in grants over the past few years knows,
partnerships have been embraced by funders at all levels - from the federal
government to state and local governments to foundations. All strongly
encourage, if not outright require, potential grantees to form partnerships when
applying for grant funds.
Partnerships can be a very valuable way for funders to use grant-making to
"attack" social problems. However, when two or more organizations join forces in
a partnership, if everyone isn't on the same page, problems will undoubtedly
arise.
These problems can slow down progress and make for an inefficiently managed
program at best. At their worst, these problems can cause severe strain in
relations between even the most patient and committed of organizations and
can sink efforts to address a worthy cause.
These problems can slow down progress and make for an inefficiently managed
program at best. At their worst, these problems can cause severe strain in
relations between even the most patient and committed of organizations and
can sink efforts to address a worthy cause. Trust me, I've seen it happen. In the
following excerpt from "Getting Grants: The Complete Manual of Proposal
Development and Administration" I would like to introduce the new grants
professional to what I like to call grant partnership etiquette, and remind my
more seasoned colleagues of what makes a good grant partner.
1.1b Applying in partnership
Over the past several years, the trend in grant-making circles, from foundations
to the federal government and everything in between, has been to encourage
partnerships. Collaboration is seen as the key to solving social problems. One
of the main reasons for this emphasis is the view that funders will achieve
increased efficiency by targeting their limited resources to a "cohesive" group of
organizations instead of funding one organization at a time, piecemeal.
In addition, some funders believe that requiring organizations to form
partnerships in order to compete for grants will eliminate the duplication effort in
which several small organizations within a community operate several small
programs serving the same population of individuals. The purpose of
partnerships is to get organizations talking, exchanging information,
collaborating on projects, enhancing their programs, and sharing their
resources - all with the desired outcome of providing better and more efficient
services to their communities.
Partnerships are great and good partnerships are even better. Oklahoma City
Community College (OCCC) has had numerous positive experiences working
with partners on grant programs. In some of those situations OCCC was the
lead applicant; in others it was a partner in the grant,with the other organization
serving as lead applicant.
The benefits to serving as the lead applicant are similar to those mentioned
above for sole applicants. Your organization has final say in the vision and form
of the program, it sets the standards, and it also receives the credit for
successful grant management.
My concern about partnerships is that many organizations seem to be
partnering for the wrong reasons. In other partnership agreements,
expectations are unclear. This will lead to conflict and may hinder the working
relationship between the organizations in the future. Do not become one of
these organizations.
If a funding agency requires that eligible applicants partner with other
organizations to receive funding, and if your organization meets the eligibility
requirements, it is best to seek out partners that your organization has already
developed a relationship with. What's most important, though, is that your
partner shares your vision of the program. The partner should bring something
to the table, whether it is tangible or intangible, that will contribute to the
success of the project.
If your agency does not meet the eligibility requirements to apply for a particular
grant, but you want to develop a partnership with another organization in order
to become eligible for the grant program, my advice is the same - make sure
your prospective partner shares your vision and that it brings something to the
proposal. It would certainly be beneficial to partner with an organization with
which you have an existing relationship.
Once you have identified a potential partner, contact the staff at that
organization. Let them know about your idea for the proposal and that your
organization is ineligible to apply. Invite the other organization to "participate,"
by becoming the lead organization. Keep in mind that the lead organization
bears the brunt of program and fiscal responsibilities. If the organization's staff
do not want to take on those responsibilities, allow them to decline your
invitation to partner. Do not beg, coax, cajole, or do any arm-twisting to get
them to agree to participate.
If they do agree to participate, make sure you work cooperatively, especially in
the following areas:
- Allow the organization considerable input into the project's design.
- Determine who will write the proposal.
- Set up a schedule for proposal completion.
- Draw up a memorandum of agreement, signed by the authorizing official
of each organization, that outlines explicitly the expectations and
corresponding activities of all organizations participating in the project. - Determine how funding will be administered, particularly the amount of
funding each participating organization will receive in a subcontract, if
subcontracts will be awarded.
Working out all the details will take some time. if there isn't adequate lead time
before the proposal deadline to do so, think twice about asking at all.
Partnership arrangements can be mutually beneficial to all organizations
involved if approached properly, or they can turn into a nightmare if
organizations do not handle the process with respect and consideration for their
partners' wishes, abilities, and limitations.
Above all, do not create a hastily thrown together, ill-advised partnership
arrangement just to get grant funding. It's not worth the potential problems.
| Grant Partnership Etiquette |
| Excerpted from the book "Getting Grants: The Complete Manual of Proposal Development and Administration" by Alexis Carter-Black |
| Getting Grants Consulting Services for Non-profit Organizations and Small Businesses |
| ________________________________________________________________________________________________ |
| ________________________________________________________________________________________________ |
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Getting-Grants
Copyright 2006-2009. All Rights Reserved
Copyright 2006-2009. All Rights Reserved