I had a reader write this week and ask what a LOI, or letter of inquiry (also sometimes called a letter of introduction) is - and I realized that I've never written a post on the topic! So...
A letter of inquiry (LOI) (like the grant proposal or entire grant raising process) is an opportunity. Yes, you are applying for grants to raise money, first and foremost, but any and all submissions are read by someone. That person works for a foundation (or the government, a corporation, etc.) who donates grants. This means that all submissions (while not always funded) are always marketing tools. Each time someone...anyone (!) reads one of your proposals or a LOI - it is, at a minimum, a marketing opportunity; and at the best - it raises (or helps raise) a grant! If, for instance, you apply once to a foundation; and your first contact with the foundation is a LOI (which is standard practice); and they respond to your LOI submission by requesting a full proposal (or grant application) from your organization - they've read about your organization, understood your mission and proposed project/program/or item. Now, if they do not fund your proposal this time; you should ask them how you could step up the likelihood to receive a grant for the next time you apply; and then apply again (and when you can apply next is stated, usually, in the foundation's giving guidelines). The thing about having applied once, before, is that the next time they read about your organization; they will already know about it (but learn more, as this is the second time they're reading about it). Repeatedly placing your nonprofit in front of program managers at a foundation who (according to your prospecting research) is likely to give to your organization - works in your agency's favor! So, even the declined LOI or grant proposal isn't "all bad".
The Letter of Inquiry is the first step of the entire grant application process. The LOI is sent to the foundation you are applying to, before you send a full proposal, because some foundations would rather determine if your request is a good fit (likely to be funded by them) before your organization takes the time/resources to submit a full grant proposal package. LOI's are typically one to two page, informative, clear, succinct, condensed, mini-proposals that are sent to both introduce (in short form) your organization; and to introduce your proposed program, project, or item, to the potential grant donor. You will want to include your organization's LOI: its mission, history, accomplishments/successes, its track record, a description of whatever you will request the grant for, how much you will request, contact information, and thanks. As with the full grant proposal, always use the specific foundation's giving guidelines to determine: do they require an LOI (or rather that you just go ahead and send a full proposal), what they want to be told from your LOI, what they don't want to hear about or receive, any deadlines, format requirements, etc. Always follow a giving guidelines specific directions to the letter.
The LOI, once received by the foundation, allows the foundation to determine if your organization, its mission, and what you are requesting the grant for falls within their current giving interests and goals (indicated in any foundation's giving guidelines). LOI's are submitted prior to the proposal due date, with enough turn-around time for the foundation to process your LOI, make their decision as to whether they want to get a full grant proposal (grant request) from your organization, and respond to your LOI. Assume it may take a month for them to respond to your LOI (this time needed is an average, and will be indicated in the foundation's giving guidelines). So, leave enough time for you to pull together and submit a proposal on time, if they should request one - after hearing back from the foundation, in response to your LOI.
LOI's are not where you tell a foundation EVERYTHING that you would in a full grant proposal (which, in comparison, are often 3 - 8 pages, for example). You whittle entire paragraphs' points, in your main grant proposal, down to a sentence or a phrase in a sentence in your organization's LOI.
The LOI is an opportunity, a step in the entire grant application process, and something that foundations have come to expect and request pretty often now. Not all foundations require them, but it's a nice way to 'ask' a foundation if they'd be interested in receiving a full proposal from your nonprofit to fund your important work. Remember, foundations exist to meet needs in our community - so they look to partner with good nonprofits doing needed/excellent work. Submitting an LOI is a great way to begin to introduce your organization's importance, needed programs, successes, and basically let them know, succinctly, why the foundation should partner with your organization through the donation of a grant.
Chủ Nhật, 29 tháng 6, 2008
Matching Funds Grant for Migratory Birds Conservation
From The Foundation Center...
Proposals Sought for ConocoPhillips Spirit of Conservation Migratory Bird Program
Deadline: September 1, 2008 (Preproposals)
The Spirit of Conservation Migratory Bird Program is a partner- ship between ConocoPhillips ( http://www.conocoPhillips.com/ ) and the National Fish and Wildlife Foundation ( http://nfwf.org/ ) which provides approximately $600,000 annually for projects that benefit migratory birds and their habitats.
Priority will be given to projects in regions where ConocoPhillips has an operating presence, including the following regions in North America: western Canada; Gulf of Mexico states (including Texas, Louisiana, and Alabama); Prairie states (including Texas, Oklahoma, New Mexico, Colorado, Utah, and Wyoming); and the Delaware Bay. International projects will be considered for specific geographic areas. (A map of ConocoPhillips areas of operations is available on the NFWF Web site.)
Grant support will be provided to projects that protect or improve management of habitats for migratory birds; result in restoration of habitat through tree or other plantings; benefit declining, threatened, or endangered species at the state or federal level; produce measurable benefits to these species that enhance their recovery; and provide opportunities for employee participation and volunteerism.
The minimum grant size is $25,000 each. Awards from the ConocoPhillips SPIRIT of Conservation Migratory Bird Program typically will be a mixture of private funds from ConocoPhillips and federal funds from the foundation. All grant awards require a minimum 1:1 match of cash or contributed goods and services, of which at least 50 percent should be from non-federal sources.
Visit the NFWF Web site for complete program information.
RFP Link:
http://fconline.foundationcenter.org/pnd/15013897/nfwfgrant
Proposals Sought for ConocoPhillips Spirit of Conservation Migratory Bird Program
Deadline: September 1, 2008 (Preproposals)
The Spirit of Conservation Migratory Bird Program is a partner- ship between ConocoPhillips ( http://www.conocoPhillips.com/ ) and the National Fish and Wildlife Foundation ( http://nfwf.org/ ) which provides approximately $600,000 annually for projects that benefit migratory birds and their habitats.
Priority will be given to projects in regions where ConocoPhillips has an operating presence, including the following regions in North America: western Canada; Gulf of Mexico states (including Texas, Louisiana, and Alabama); Prairie states (including Texas, Oklahoma, New Mexico, Colorado, Utah, and Wyoming); and the Delaware Bay. International projects will be considered for specific geographic areas. (A map of ConocoPhillips areas of operations is available on the NFWF Web site.)
Grant support will be provided to projects that protect or improve management of habitats for migratory birds; result in restoration of habitat through tree or other plantings; benefit declining, threatened, or endangered species at the state or federal level; produce measurable benefits to these species that enhance their recovery; and provide opportunities for employee participation and volunteerism.
The minimum grant size is $25,000 each. Awards from the ConocoPhillips SPIRIT of Conservation Migratory Bird Program typically will be a mixture of private funds from ConocoPhillips and federal funds from the foundation. All grant awards require a minimum 1:1 match of cash or contributed goods and services, of which at least 50 percent should be from non-federal sources.
Visit the NFWF Web site for complete program information.
RFP Link:
http://fconline.foundationcenter.org/pnd/15013897/nfwfgrant
Grants To Build and Protect Hiking Trails
From The Foundation Center...
Hiking Society Seeks Applications for Trail Grants
Deadline: August 15, 2008
The American Hiking Society ( http://www.americanhiking.org/ )
2009 National Trails Fund is open for applications. The National Trails Fund is the only privately funded, national grants pro- gram dedicated solely to building and protecting hiking trails.
Now in its eighth year, the fund has awarded nearly $382,000 to 105 grassroots organizations all over the United States working to establish, protect, and maintain foot trails in America.
American Hiking will be awarding two different types of National Trail Fund grants in 2009: 1) American Hiking Society Trail Grants, which will range from $500-$4,999 each; and 2) Nature Valley Trail Grants, which will be for $5,000 each. Twenty app- licant organizations for the Nature Valley Trail Grants will be selected as prospective grant recipients and will be featured on Nature Valley's Web site ( http://www.wheresyours.com/ ). Nature Valley Trail Grant award winners will be chosen by public vote from October 1 through 31, 2008. The top ten projects will each receive $5,000.
Applicants must be a 501(c)(3) nonprofit organization. Projects that will be considered for the 2009 grants are as follows: projects that have hikers as the primary constituency, though multi- ple human-powered trail uses are eligible; projects that secure trail lands, including acquisition of trails and trail corridors and the costs associated with acquiring conservation easements; projects that result in visible and substantial ease of access, improved hiker safety, and/or avoidance of environmental damage; and projects that promote constituency building surrounding specific trail projects -- including volunteer recruitment and support.
Visit the American Hiking Society Web site for complete program guidelines and the online application system.
RFP Link:
http://fconline.foundationcenter.org/pnd/15013896/americanhiking
Hiking Society Seeks Applications for Trail Grants
Deadline: August 15, 2008
The American Hiking Society ( http://www.americanhiking.org/ )
2009 National Trails Fund is open for applications. The National Trails Fund is the only privately funded, national grants pro- gram dedicated solely to building and protecting hiking trails.
Now in its eighth year, the fund has awarded nearly $382,000 to 105 grassroots organizations all over the United States working to establish, protect, and maintain foot trails in America.
American Hiking will be awarding two different types of National Trail Fund grants in 2009: 1) American Hiking Society Trail Grants, which will range from $500-$4,999 each; and 2) Nature Valley Trail Grants, which will be for $5,000 each. Twenty app- licant organizations for the Nature Valley Trail Grants will be selected as prospective grant recipients and will be featured on Nature Valley's Web site ( http://www.wheresyours.com/ ). Nature Valley Trail Grant award winners will be chosen by public vote from October 1 through 31, 2008. The top ten projects will each receive $5,000.
Applicants must be a 501(c)(3) nonprofit organization. Projects that will be considered for the 2009 grants are as follows: projects that have hikers as the primary constituency, though multi- ple human-powered trail uses are eligible; projects that secure trail lands, including acquisition of trails and trail corridors and the costs associated with acquiring conservation easements; projects that result in visible and substantial ease of access, improved hiker safety, and/or avoidance of environmental damage; and projects that promote constituency building surrounding specific trail projects -- including volunteer recruitment and support.
Visit the American Hiking Society Web site for complete program guidelines and the online application system.
RFP Link:
http://fconline.foundationcenter.org/pnd/15013896/americanhiking
Thứ Ba, 24 tháng 6, 2008
The Proof Reading Fine Line And Why It's "Fine"
I often write my grant writing or fundraising posts, in Seeking Grant Money Today, in relation to my real professional experiences, local or national current events, and other relevant happenings.
All writers and anyone who employs them must deal with editing any writing to ultimately hone the written piece into the professional standard (e.g. news print, grant writing, etc.) and content goal (newspaper article, grant proposal, etc.). It is a team effort; and everyone writes, edits, and perceives standards, and what the resulting written piece should state differently. So, it's no small task to sit down in a team setting and get a written piece (including a grant proposal) into a format with the specific content that everyone agrees will do the job it is supposed to.
Merriam Webster defines "edit" in three meanings. Under its first meaning, it lists sub-section "c: to alter, adapt, or refine especially to bring about conformity to a standard or to suit a particular purpose"
The process of grant writing requires many people (who themselves are good writers) proof read a final draft (or even drafts, in the process of getting to the final draft). It's best if there are more than two peoples' sets of eyes on the document because first, the more the better for the document, and second; if there is a dispute over content, formatting, wording, grammar, etc. - a third person can be a tie breaker.
Beyond just getting a document proof read, communication is critical at this stage of the grant writing process. If a grant writer provides their executive director with a final grant proposal it's best if the two sit down with the document to review it together, while understanding that the executive director knows the nonprofit (its history, jargon, programming, etc.); and the grant writer is the expert in the grant writing process, formatting, what content should be included or omitted, and what foundations expect and do not like. Getting at least one more set of eyes on the document is great because besides the third person catching grammatical errors and wording corrections, they may also be a step outside of the fundraising work, and if so, they will be great at catching any meanings or jargon written in the document that are not clear (and should be changed because you should assume it will not be clear to whomever is going to read the proposal at the foundation).
What defines who has ownership of what aspect of the proof reading process is each individual proof reader's professional position in relation to the nonprofit, and the grant seeking process. It is a team effort every time. Give and take, trust, and openness smooth out the process, but are difficult to muster in situations where a nonprofit "really needs this grant". The pressure to succeed should not undermine the process, though. The professional grant writing process, as defined in the posts, here; are tried and true. Everyone does their work a bit differently from the next professional on, but as long as everyone follows modern fundraising paradigms, standards, and ethics - your team is on the right track.
All writers and anyone who employs them must deal with editing any writing to ultimately hone the written piece into the professional standard (e.g. news print, grant writing, etc.) and content goal (newspaper article, grant proposal, etc.). It is a team effort; and everyone writes, edits, and perceives standards, and what the resulting written piece should state differently. So, it's no small task to sit down in a team setting and get a written piece (including a grant proposal) into a format with the specific content that everyone agrees will do the job it is supposed to.
Merriam Webster defines "edit" in three meanings. Under its first meaning, it lists sub-section "c: to alter, adapt, or refine especially to bring about conformity to a standard or to suit a particular purpose
The process of grant writing requires many people (who themselves are good writers) proof read a final draft (or even drafts, in the process of getting to the final draft). It's best if there are more than two peoples' sets of eyes on the document because first, the more the better for the document, and second; if there is a dispute over content, formatting, wording, grammar, etc. - a third person can be a tie breaker.
Beyond just getting a document proof read, communication is critical at this stage of the grant writing process. If a grant writer provides their executive director with a final grant proposal it's best if the two sit down with the document to review it together, while understanding that the executive director knows the nonprofit (its history, jargon, programming, etc.); and the grant writer is the expert in the grant writing process, formatting, what content should be included or omitted, and what foundations expect and do not like. Getting at least one more set of eyes on the document is great because besides the third person catching grammatical errors and wording corrections, they may also be a step outside of the fundraising work, and if so, they will be great at catching any meanings or jargon written in the document that are not clear (and should be changed because you should assume it will not be clear to whomever is going to read the proposal at the foundation).
What defines who has ownership of what aspect of the proof reading process is each individual proof reader's professional position in relation to the nonprofit, and the grant seeking process. It is a team effort every time. Give and take, trust, and openness smooth out the process, but are difficult to muster in situations where a nonprofit "really needs this grant". The pressure to succeed should not undermine the process, though. The professional grant writing process, as defined in the posts, here; are tried and true. Everyone does their work a bit differently from the next professional on, but as long as everyone follows modern fundraising paradigms, standards, and ethics - your team is on the right track.
Research Grants for New Therapeutics and Diagnostic Tools for Lymphoma
From The Foundation Center...
Lymphoma Research Foundation Announces Research Grants Program
Deadlines: Letters of Intent - August, 1; Full Proposal - September 10, 2008
As part of its ongoing effort to fund cutting-edge research into a cure for lymphoma, the Lymphoma Research Foundation (http://www.lymphoma.org/ ) is accepting applications for its
2008 grant program.
The program includes Post-Doctoral Fellowships, Clinical Investigator Career Development Awards, Follicular Lymphoma Research Initiative Grants, and Follicular Lymphoma Correlative Clinical Studies Awards.
Through its Post-Doctoral Fellowships, LRF looks to attract the nation's best scientific minds to careers in lymphoma by allowing them to pursue promising leads under the guidance of a sponsor. The Clinical Investigator Career Development Awards fund the training of clinicians who will participate in developing new therapeutics and diagnostic tools for lymphoma.
With the follicular-focused awards, LRF hopes to advance the understanding of the human biology of follicular lymphoma, verify molecular targets for FL, and seek correlative clinical studies.
All interested applicants must submit their applications online by September 10, 2008, with the exception of Letters of Intent for the Follicular Lymphoma Grants, which are due on August 1, 2008.
For complete details, visit the Lymphoma Research Foundation Web site.
RFP Link: http://fconline.foundationcenter.org/pnd/15013735/lymphomagrant
Lymphoma Research Foundation Announces Research Grants Program
Deadlines: Letters of Intent - August, 1; Full Proposal - September 10, 2008
As part of its ongoing effort to fund cutting-edge research into a cure for lymphoma, the Lymphoma Research Foundation (http://www.lymphoma.org/ ) is accepting applications for its
2008 grant program.
The program includes Post-Doctoral Fellowships, Clinical Investigator Career Development Awards, Follicular Lymphoma Research Initiative Grants, and Follicular Lymphoma Correlative Clinical Studies Awards.
Through its Post-Doctoral Fellowships, LRF looks to attract the nation's best scientific minds to careers in lymphoma by allowing them to pursue promising leads under the guidance of a sponsor. The Clinical Investigator Career Development Awards fund the training of clinicians who will participate in developing new therapeutics and diagnostic tools for lymphoma.
With the follicular-focused awards, LRF hopes to advance the understanding of the human biology of follicular lymphoma, verify molecular targets for FL, and seek correlative clinical studies.
All interested applicants must submit their applications online by September 10, 2008, with the exception of Letters of Intent for the Follicular Lymphoma Grants, which are due on August 1, 2008.
For complete details, visit the Lymphoma Research Foundation Web site.
RFP Link: http://fconline.foundationcenter.org/pnd/15013735/lymphomagrant
Seattle Nonprofits, KEXP is Offering the 2009 Community Partnership Program
In Seattle KEXP 90.3FM is now accepting applications for the 2009 Community Partnerships program which promotes one Seattle area non-profit each month.
Application information can be found online at: http://kexp. org/about/ partnership. asp
Twelve organizations will be chosen, each one will receive promotions on the air, online and live interviews. The month of promotions will culminate in a benefit music show featuring local musicians. The entire program is run by KEXP at no cost to the organizations chosen. In the past three years KEXP has raised over $35,000 for local non-profits. The organizations are chosen by a staff committee and will be announced in November 2008. Deadline to apply is August 22, 2008.
Contact Melissa Collett, the KEXP Community Outreach volunteer at melissa at kexp dot org, or read http://kexp. org/about/ partnership. asp
Application information can be found online at: http://kexp. org/about/ partnership. asp
Twelve organizations will be chosen, each one will receive promotions on the air, online and live interviews. The month of promotions will culminate in a benefit music show featuring local musicians. The entire program is run by KEXP at no cost to the organizations chosen. In the past three years KEXP has raised over $35,000 for local non-profits. The organizations are chosen by a staff committee and will be announced in November 2008. Deadline to apply is August 22, 2008.
Contact Melissa Collett, the KEXP Community Outreach volunteer at melissa at kexp dot org, or read http://kexp. org/about/ partnership. asp
Thứ Bảy, 14 tháng 6, 2008
Want To Fundraise Better? Put Processes Into Place...
The benefit of having created AND IMPLEMENTED a fundraising plan (also called a Development Plan) is not just that your organization's leadership has become active in planning your organization's fundraising future - it is a road map for what should get accomplished, by when, for what budgetary need, by whom. It is, in effect, a calendar; job description for each task; and it should help you get organized.
Whatever supplies you will need to conduct any of your fundraising will be indicated by your fundraising plan. If, for instance, your organization has determined that you will conduct one annual appeal mailing in the fall, you'll include donation remittance envelopes in each of your quarterly newsletters, you'll hold one golf tournament in the early summer, and you will begin to provide direct services (e.g. counseling) and ask for a sliding scale fee for services (e.g. people pay what they can for services, if they can) then you actually know a lot that will get your entire fundraising operation coordinated, supplied, staffed, and underway.
From your fundraising plan (hypothetical, above) we know that your organization will need enough letterhead and envelopes printed for the annual appeal mailing (you'll need to estimate fairly how many pieces of mail will go out for each and print enough and then some for office administration), the invitations for the golf tournament, and the sliding scale fee payment plan announcement. You will need to arrange for a Nonprofit Bulk Rate permit with the United States Postal Service so that your organization receives the full benefit of its 501(c)(3) status (and saves a lot of money on its bulk mailings). You'll need to have enough postage either in your postage meter account (if you have one) or have enough stamps on hand. You'll need to arrange for the writing, layout, printing, folding, and mailing of the newsletters (and inclusion of the donation remittance envelopes) four times a year (and you may need to look into whether there's a retirees volunteer group or a United Way Good Neighbor day at that time to call and arrange for their assistance). The golf tournament will require all of the planning and arrangements that any special event requires (e.g. getting bids for full costs at various golf courses, selecting the course you'll have it at, arranging the activities of that day for attendees, coordinate registration, check in, dissemination of golf carts, etc.). All of these fundraising methods will require staff (or volunteers) and will need planning and implementing well before they are to happen.
Having a fundraising plan does more than just setting a road map. It allows your nonprofit to move from a grassroots organization to a 'medium sized' nonprofit in more ways than just getting your fundraising planned out. It helps your organization and its staff and volunteers get coordinated and underway.
Whatever supplies you will need to conduct any of your fundraising will be indicated by your fundraising plan. If, for instance, your organization has determined that you will conduct one annual appeal mailing in the fall, you'll include donation remittance envelopes in each of your quarterly newsletters, you'll hold one golf tournament in the early summer, and you will begin to provide direct services (e.g. counseling) and ask for a sliding scale fee for services (e.g. people pay what they can for services, if they can) then you actually know a lot that will get your entire fundraising operation coordinated, supplied, staffed, and underway.
From your fundraising plan (hypothetical, above) we know that your organization will need enough letterhead and envelopes printed for the annual appeal mailing (you'll need to estimate fairly how many pieces of mail will go out for each and print enough and then some for office administration), the invitations for the golf tournament, and the sliding scale fee payment plan announcement. You will need to arrange for a Nonprofit Bulk Rate permit with the United States Postal Service so that your organization receives the full benefit of its 501(c)(3) status (and saves a lot of money on its bulk mailings). You'll need to have enough postage either in your postage meter account (if you have one) or have enough stamps on hand. You'll need to arrange for the writing, layout, printing, folding, and mailing of the newsletters (and inclusion of the donation remittance envelopes) four times a year (and you may need to look into whether there's a retirees volunteer group or a United Way Good Neighbor day at that time to call and arrange for their assistance). The golf tournament will require all of the planning and arrangements that any special event requires (e.g. getting bids for full costs at various golf courses, selecting the course you'll have it at, arranging the activities of that day for attendees, coordinate registration, check in, dissemination of golf carts, etc.). All of these fundraising methods will require staff (or volunteers) and will need planning and implementing well before they are to happen.
Having a fundraising plan does more than just setting a road map. It allows your nonprofit to move from a grassroots organization to a 'medium sized' nonprofit in more ways than just getting your fundraising planned out. It helps your organization and its staff and volunteers get coordinated and underway.
Grants for Organic Farming Research, Education, and Outreach Programs
From The Foundation Center...
Organic Farming Research Foundation Accepting Applications for Research and Education and Outreach Grants
Deadline: July 15, 2008; and November 17, 2008
The Organic Farming Research Foundation ( http://ofrf.org/ ) grants program is open to all applicants residing in Canada, Mexico, and the United States. OFRF particularly encourages farmers, ranchers, researchers, and extension personnel to consider applying for funding.
The foundation offers grants in the areas of Research and Education and Outreach. Research Grants provide support for research on organic farming and food systems and the dissemination of these research results to the greater agricultural community. Proposals must involve farmers or ranchers in project design and implementation and take place on working organic farms or ranches whenever possible. In addition, proposals should articulate how the proposed research project will foster the improvement or adoption of organic farming systems. OFRF will only fund projects in North America (which includes Canada, the United States, and Mexico). The average research grant awarded in OFRF's last funding cycle was $13,300.
OFRF will not fund a project for more than $15,000 per year except for fruit research grants, for which the maximum grant size is $20,000 per year.
Education and Outreach Grants fund the development of educational opportunities and materials that are pertinent to organic agricultural production or marketing and are aimed at organic producers and/or those considering making the transition to organic certification. OFRF will also accept proposals to fund activities that promote information sharing among organic agricultural researchers and organic farmers and ranchers. OFRF usually does not fund development of educational materials targeted primarily at consumers or the general public or programs for children. The average education/outreach grant awarded in OFRF's last funding cycle was $8,883.
Proposals are considered twice a year. The deadlines and notification dates for the next two granting cycles are July 15, 2008, and November 17, 2008.
Visit the Web site of the Organic Farming Research Foundation for complete program guidelines and funding restrictions.
RFP Link: http://fconline.foundationcenter.org/pnd/15013642/ofrf
Organic Farming Research Foundation Accepting Applications for Research and Education and Outreach Grants
Deadline: July 15, 2008; and November 17, 2008
The Organic Farming Research Foundation ( http://ofrf.org/ ) grants program is open to all applicants residing in Canada, Mexico, and the United States. OFRF particularly encourages farmers, ranchers, researchers, and extension personnel to consider applying for funding.
The foundation offers grants in the areas of Research and Education and Outreach. Research Grants provide support for research on organic farming and food systems and the dissemination of these research results to the greater agricultural community. Proposals must involve farmers or ranchers in project design and implementation and take place on working organic farms or ranches whenever possible. In addition, proposals should articulate how the proposed research project will foster the improvement or adoption of organic farming systems. OFRF will only fund projects in North America (which includes Canada, the United States, and Mexico). The average research grant awarded in OFRF's last funding cycle was $13,300.
OFRF will not fund a project for more than $15,000 per year except for fruit research grants, for which the maximum grant size is $20,000 per year.
Education and Outreach Grants fund the development of educational opportunities and materials that are pertinent to organic agricultural production or marketing and are aimed at organic producers and/or those considering making the transition to organic certification. OFRF will also accept proposals to fund activities that promote information sharing among organic agricultural researchers and organic farmers and ranchers. OFRF usually does not fund development of educational materials targeted primarily at consumers or the general public or programs for children. The average education/outreach grant awarded in OFRF's last funding cycle was $8,883.
Proposals are considered twice a year. The deadlines and notification dates for the next two granting cycles are July 15, 2008, and November 17, 2008.
Visit the Web site of the Organic Farming Research Foundation for complete program guidelines and funding restrictions.
RFP Link: http://fconline.foundationcenter.org/pnd/15013642/ofrf
Chủ Nhật, 8 tháng 6, 2008
Who's The Boss At Your Nonprofit? Not the E.D. Not the Board. It's the Mission Statement!
The reason that your nonprofit exists, the reason that the IRS gave the nonprofit that you work for official nonprofit 501(c)(3) status, the reason that donors give to it, and people volunteer for it - is the mission statement. While there is a hierarchy or organizational chart - everyone involved in the organization; from the founder, to the executive director, to the volunteer folding and stuffing envelopes, to the board of directors - everyone is responsible to the mission statement. The law requires that the nonprofit be doing a majority of its work to the end goal of the organization's mission statement.
This is why it is so important that your organization's mission statement be clear, poignant, and kept up to date. It will direct, envision, clarify, speak to, and set your organization's work and importance for anyone or everyone; its clients or issue/cause, the nonprofit's volunteers, board of directors, donors, potential donors and volunteers, and for the community at large (which may not be familiar with your organization).
You may think 'mission statements are just slogans' or 'mission statements are for marketing and nothing else'. If you believe this you may not fully understand mission statements. Read my post, The Mission Statement And Why It's So Important
Why do I say that the real 'boss' at any nonprofit is the organization's mission statement? Everyone who works for a nonprofit (either as a volunteer, hired consultant, or as a paid staff member) is responsible for their assigned job or tasks as it relates to the mission statement. This is why it must be very clear. Everyone in any nonprofit can be unified by the mission statement - as long as everyone comprehends and perceives it and its meaning in the same way. Understanding the mission statement gives everyone, despite their position or place in the organizational chart, a singular unification.
If I work with you in an organization as the development director and you are the executive director you and I may disagree (as co-workers will, from time to time); but we have the mission statement to keep the common ground, despite the disagreement. For instance, you may believe that it isn't necessary to begin developing major donors, from within our established donor database. I may feel that the people who donate in larger amounts to our organization, regularly, should be both personally thanked for their leadership donations; and that we should ask them what their connection is to the nonprofit and what concerns them regarding the issue/cause. If our organization's mission statement is: "Lily pads for Life provides public education and outreach to educate, empower, and grow the public who will protect and defend lily pad species across the United States." We can agree to disagree, respect the difference in opinion, but further our discussion. I may say to you, 'part of our mission is to develop the public so they may help retain lily pad species across the U.S. This includes discussing with potential major donors what their interest is in our cause,'. You may respond, 'Our organization's focus is to educate and provide public outreach to develop these people. I'm working on programs. I don't have time to develop major donors,' Both points are valid. Both you and I are making points in relation to our specific jobs as they each relate to the mission statement. We're both plugged into it. That's good! What's actually probably going on, between you and I, is a time availability issue, more than anything else. This could be remedied by bringing a board member or two on to the development work, in lieu of the executive director, who will solely focus on (learn how, and begin) to develop the nonprofit's major donors. The board are dedicated to their responsibilities to the organization and through the mission statement have already envisioned what their roles could potentially require of them, in our community. (If you'd like to read more about board members' responsibilities read How To Be A Modern Nonprofit Board Member )
Any nonprofit has a tremendous opportunity for its cause if it takes the time to work, rework, give it some time, and then return to creating its mission statement. It should be a very clear, inclusive, and succinct explanation of your organization's work.
This is why it is so important that your organization's mission statement be clear, poignant, and kept up to date. It will direct, envision, clarify, speak to, and set your organization's work and importance for anyone or everyone; its clients or issue/cause, the nonprofit's volunteers, board of directors, donors, potential donors and volunteers, and for the community at large (which may not be familiar with your organization).
You may think 'mission statements are just slogans' or 'mission statements are for marketing and nothing else'. If you believe this you may not fully understand mission statements. Read my post, The Mission Statement And Why It's So Important
Why do I say that the real 'boss' at any nonprofit is the organization's mission statement? Everyone who works for a nonprofit (either as a volunteer, hired consultant, or as a paid staff member) is responsible for their assigned job or tasks as it relates to the mission statement. This is why it must be very clear. Everyone in any nonprofit can be unified by the mission statement - as long as everyone comprehends and perceives it and its meaning in the same way. Understanding the mission statement gives everyone, despite their position or place in the organizational chart, a singular unification.
If I work with you in an organization as the development director and you are the executive director you and I may disagree (as co-workers will, from time to time); but we have the mission statement to keep the common ground, despite the disagreement. For instance, you may believe that it isn't necessary to begin developing major donors, from within our established donor database. I may feel that the people who donate in larger amounts to our organization, regularly, should be both personally thanked for their leadership donations; and that we should ask them what their connection is to the nonprofit and what concerns them regarding the issue/cause. If our organization's mission statement is: "Lily pads for Life provides public education and outreach to educate, empower, and grow the public who will protect and defend lily pad species across the United States." We can agree to disagree, respect the difference in opinion, but further our discussion. I may say to you, 'part of our mission is to develop the public so they may help retain lily pad species across the U.S. This includes discussing with potential major donors what their interest is in our cause,'. You may respond, 'Our organization's focus is to educate and provide public outreach to develop these people. I'm working on programs. I don't have time to develop major donors,' Both points are valid. Both you and I are making points in relation to our specific jobs as they each relate to the mission statement. We're both plugged into it. That's good! What's actually probably going on, between you and I, is a time availability issue, more than anything else. This could be remedied by bringing a board member or two on to the development work, in lieu of the executive director, who will solely focus on (learn how, and begin) to develop the nonprofit's major donors. The board are dedicated to their responsibilities to the organization and through the mission statement have already envisioned what their roles could potentially require of them, in our community. (If you'd like to read more about board members' responsibilities read How To Be A Modern Nonprofit Board Member )
Any nonprofit has a tremendous opportunity for its cause if it takes the time to work, rework, give it some time, and then return to creating its mission statement. It should be a very clear, inclusive, and succinct explanation of your organization's work.
Grants for Collaborations Working Against Discremination Or For Basic Freedoms, Rights, Or Contemporary Societal Issues
From The Foundation Center...
Herb Block Foundation Accepting Letters of Intent for Defending Basic Freedoms Program
Deadline: October 6, 2008 (Letters of Intent)
The Herb Block Foundation's (http://www.herbblockfoundation.org/ ) Defending Basic Freedoms grant program seeks proposals to safeguard the basic freedoms guaranteed in the U.S. Bill of Rights, to help eliminate all forms of prejudice and discrimination, and to assist government agencies to be more accountable to the public.
Anti-discrimination projects that involve joint efforts of two or more organizations are encouraged. The foundation will also consider contemporary societal issues that may arise.
Applicants must be a nonprofit organization classified as tax- exempt under Section 501(c)(3) of the Internal Revenue Code.
Grants will not be made for capital or endowment programs, or for sectarian religious purposes.
Grant amounts will range between $5,000 and $25,000 each.
For complete program information, visit the foundation's Web site.
RFP Link:
http://fconline.foundationcenter.org/pnd/15013501/herbblockfoundation
Herb Block Foundation Accepting Letters of Intent for Defending Basic Freedoms Program
Deadline: October 6, 2008 (Letters of Intent)
The Herb Block Foundation's (http://www.herbblockfoundation.org/ ) Defending Basic Freedoms grant program seeks proposals to safeguard the basic freedoms guaranteed in the U.S. Bill of Rights, to help eliminate all forms of prejudice and discrimination, and to assist government agencies to be more accountable to the public.
Anti-discrimination projects that involve joint efforts of two or more organizations are encouraged. The foundation will also consider contemporary societal issues that may arise.
Applicants must be a nonprofit organization classified as tax- exempt under Section 501(c)(3) of the Internal Revenue Code.
Grants will not be made for capital or endowment programs, or for sectarian religious purposes.
Grant amounts will range between $5,000 and $25,000 each.
For complete program information, visit the foundation's Web site.
RFP Link:
http://fconline.foundationcenter.org/pnd/15013501/herbblockfoundation
Chủ Nhật, 1 tháng 6, 2008
How Your Nonprofit's Website Can Increase the Grants Your Organization Raises
Like a business card, a website reflects its nonprofit and gives information, but it does more. While your business card is as static as the next time you're going to print more - a website can be updated, redesigned, rebuilt, or added to.
Nonprofits, like any other business, have either had a website for X number of years (if they can afford to) or have done what they can (free options such as blogs, social networking, listing your organization on donation portals, etc. are great). Getting onto the web requires knowledge (what options exist on the web, today; what can we do with limited resources; who do we hire to help us create what we need; who can tell us what works and what doesn't, etc.). As I've argued, in this blog before, grassroots organizations are hit the hardest - they have the fewest resources and yet need to grow in order to achieve their goals.
As grant writers, it is important to know 'what information do we give on our website?'. Why? Any presence on the web is yet another marketing opportunity for a nonprofit, if nothing else; and marketing opportunities create new donors, new board members, new volunteers, new partners in work, etc. Grant donors look at our websites, just as other users do.
There are questions as to what is effective and what is not working, (e.g. social networking has existed, arguably since list serves began ten years ago; and no one has really figured out how to make money off of social networking). The best way to determine if your organization is spending money wisely on your web presence (if it costs your organization money) is to track results and costs; and conduct cost/benefit ratio studies in regular intervals (e.g. every fiscal quarter, etc.) and see if your web goals are being met or are showing signs of beginning to get met.
Having said that, we do know that websites are viable presences for nonprofits. They're great information and referral tools, they are wonderful at disseminating information, and as I said - they're marketing opportunities. On the fundraising side of operations; they can increase volunteers, donors, accept donations, provide online shopping or affiliate link revenue, and disseminate information (e.g. achieve marketing goals, etc.).
Marketing and grant writing are highly linked. Excellent marketing is without a doubt one of the most productive and effective methods to increase your organization's fundraising revenue. It takes time (e.g. from the beginning/launch of a researched, planned out, and professional marketing campaign it can take months or even a year to begin to reap the benefits - but they do come, when done well, and they typically do not dissipate if your organization simply maintains its marketing work). If your board of directors each share that they volunteer with your organization and why they do, each time they meet new colleagues or friends; they are marketing. If your organization launches a public service message or advertises your programs - your group is partly marketing. All of this (and other 'outward facing' modes of communication to the community, at large) is marketing and should be integrated to send the same message, reach the intended target populations, and should take all aspects of your organization's work into account (e.g. programs, fundraising, recruiting excellent talent (volunteers and staff), etc.); and not just be aimed at "getting your name out there". Websites do that but that isn't all your organization needs from its site.
When a grant donor receives your organization's grant proposal (application), if they are interested in granting to your group, but aren't familiar with it - they will very likely go to your website. As a grant writer, there are a few resources, etc. that you will want to work with your tech manager to be sure are there:
10. Your organization's name, mission statement, and a short positive sentence about your group's successes, achievements, and track record should be front and center and easy to see.
9. It should not be difficult for anyone using your site to locate your organization's contact information. Make sure this is easy to locate (e.g. put it in the footer of each web page and on a 'contact us' page of its own).
8. Remember that the fastest growing age group in this country is the Baby Boomer generation (e.g. born during World War II). It is very wise to include a widget or tool onto your website that allows any user to increase the font size, if they need to. Don't make it tough for anyone interested in your organization to learn more about it, volunteer with it, or donate to it!
7. Have a section or at least a web page devoted to your organization's fundraising (which includes grant writing) and call it something like "How We Spend Our Money" or "Fiscal Information". Provide the user with your organization's: most recent 990 tax return, most recent independent professional financial audit, a breakdown of where your organization spends its money and include "Overhead" (e.g. Programs, Direct Services, Fundraising, Administration, etc.). Provide the most recent service (or product) statistics - show what donors' money is doing. Organizations who are transparent (meaning they provide potential donors or volunteers, or anyone with their financials, etc. and demonstrate that they are managing their resources, are planning growth, and are viable/sustainable, etc.).
6. Create many places on any given web page that allows the user to donate. Create "How To Donate" or "Donate Here", tabs or buttons and place them in the site menu, also in the footer, also in the header, and in the middle of appropriate pages. Make sure it is clear where anyone could click on your site to give. Do not just place one button in one place on your site. Repeat this formula for volunteer sign up, too.
5. Have a page devoted to staff and board members, and do not simply list names under departments. Share each person's credentials, professional experience relevant to your mission, and list where each board member either works, or retired from. Connections are very helpful in raising grants.
4. Do not overwhelm the web user. Offer all kinds of information (how to get your organization's assistance, how to donate, how to reach your group) without turning people off from the web pages themselves. Use a professional graphic designer if need be. It is worth the investment.
3. Clearly state in more than one place how a viewer can follow up with your organization (on everything from your services/products, to volunteering with your organization, etc.) AND be sure that it is going to actually work for them and your staff/volunteers. Really give some thought to this. It is staggering how many website users try to reach an organization, per the directions on the site, and never hear back - that is poor customer service and the name of the game, here, is to increase your organization's effectiveness and transparency (to raise good grant money).
2. Be honest on your site. Be honest in everything you disseminate about your organization.
1. Follow up on your site's effectiveness for all goals associated with it (for all departments). Provide users with surveys, or email your constituents and ask 'have you used our site', 'if you have what did you like', 'what did you dislike', 'what could we improve', 'what was missing', etc.
Marketing, websites, and grant writing are tied together. Be proactive and follow through and your group's web presence will pay off.
Nonprofits, like any other business, have either had a website for X number of years (if they can afford to) or have done what they can (free options such as blogs, social networking, listing your organization on donation portals, etc. are great). Getting onto the web requires knowledge (what options exist on the web, today; what can we do with limited resources; who do we hire to help us create what we need; who can tell us what works and what doesn't, etc.). As I've argued, in this blog before, grassroots organizations are hit the hardest - they have the fewest resources and yet need to grow in order to achieve their goals.
As grant writers, it is important to know 'what information do we give on our website?'. Why? Any presence on the web is yet another marketing opportunity for a nonprofit, if nothing else; and marketing opportunities create new donors, new board members, new volunteers, new partners in work, etc. Grant donors look at our websites, just as other users do.
There are questions as to what is effective and what is not working, (e.g. social networking has existed, arguably since list serves began ten years ago; and no one has really figured out how to make money off of social networking). The best way to determine if your organization is spending money wisely on your web presence (if it costs your organization money) is to track results and costs; and conduct cost/benefit ratio studies in regular intervals (e.g. every fiscal quarter, etc.) and see if your web goals are being met or are showing signs of beginning to get met.
Having said that, we do know that websites are viable presences for nonprofits. They're great information and referral tools, they are wonderful at disseminating information, and as I said - they're marketing opportunities. On the fundraising side of operations; they can increase volunteers, donors, accept donations, provide online shopping or affiliate link revenue, and disseminate information (e.g. achieve marketing goals, etc.).
Marketing and grant writing are highly linked. Excellent marketing is without a doubt one of the most productive and effective methods to increase your organization's fundraising revenue. It takes time (e.g. from the beginning/launch of a researched, planned out, and professional marketing campaign it can take months or even a year to begin to reap the benefits - but they do come, when done well, and they typically do not dissipate if your organization simply maintains its marketing work). If your board of directors each share that they volunteer with your organization and why they do, each time they meet new colleagues or friends; they are marketing. If your organization launches a public service message or advertises your programs - your group is partly marketing. All of this (and other 'outward facing' modes of communication to the community, at large) is marketing and should be integrated to send the same message, reach the intended target populations, and should take all aspects of your organization's work into account (e.g. programs, fundraising, recruiting excellent talent (volunteers and staff), etc.); and not just be aimed at "getting your name out there". Websites do that but that isn't all your organization needs from its site.
When a grant donor receives your organization's grant proposal (application), if they are interested in granting to your group, but aren't familiar with it - they will very likely go to your website. As a grant writer, there are a few resources, etc. that you will want to work with your tech manager to be sure are there:
10. Your organization's name, mission statement, and a short positive sentence about your group's successes, achievements, and track record should be front and center and easy to see.
9. It should not be difficult for anyone using your site to locate your organization's contact information. Make sure this is easy to locate (e.g. put it in the footer of each web page and on a 'contact us' page of its own).
8. Remember that the fastest growing age group in this country is the Baby Boomer generation (e.g. born during World War II). It is very wise to include a widget or tool onto your website that allows any user to increase the font size, if they need to. Don't make it tough for anyone interested in your organization to learn more about it, volunteer with it, or donate to it!
7. Have a section or at least a web page devoted to your organization's fundraising (which includes grant writing) and call it something like "How We Spend Our Money" or "Fiscal Information". Provide the user with your organization's: most recent 990 tax return, most recent independent professional financial audit, a breakdown of where your organization spends its money and include "Overhead" (e.g. Programs, Direct Services, Fundraising, Administration, etc.). Provide the most recent service (or product) statistics - show what donors' money is doing. Organizations who are transparent (meaning they provide potential donors or volunteers, or anyone with their financials, etc. and demonstrate that they are managing their resources, are planning growth, and are viable/sustainable, etc.).
6. Create many places on any given web page that allows the user to donate. Create "How To Donate" or "Donate Here", tabs or buttons and place them in the site menu, also in the footer, also in the header, and in the middle of appropriate pages. Make sure it is clear where anyone could click on your site to give. Do not just place one button in one place on your site. Repeat this formula for volunteer sign up, too.
5. Have a page devoted to staff and board members, and do not simply list names under departments. Share each person's credentials, professional experience relevant to your mission, and list where each board member either works, or retired from. Connections are very helpful in raising grants.
4. Do not overwhelm the web user. Offer all kinds of information (how to get your organization's assistance, how to donate, how to reach your group) without turning people off from the web pages themselves. Use a professional graphic designer if need be. It is worth the investment.
3. Clearly state in more than one place how a viewer can follow up with your organization (on everything from your services/products, to volunteering with your organization, etc.) AND be sure that it is going to actually work for them and your staff/volunteers. Really give some thought to this. It is staggering how many website users try to reach an organization, per the directions on the site, and never hear back - that is poor customer service and the name of the game, here, is to increase your organization's effectiveness and transparency (to raise good grant money).
2. Be honest on your site. Be honest in everything you disseminate about your organization.
1. Follow up on your site's effectiveness for all goals associated with it (for all departments). Provide users with surveys, or email your constituents and ask 'have you used our site', 'if you have what did you like', 'what did you dislike', 'what could we improve', 'what was missing', etc.
Marketing, websites, and grant writing are tied together. Be proactive and follow through and your group's web presence will pay off.
Grants for Service Dogs Programs
From The Foundation Center...
Planet Dog Foundation Offers Funding for Service Dog Programs
Deadline: August 1, 2008 (Letters of Intent)
The Planet Dog Foundation ( http://www.planetdogfoundation.org/)
seeks to support worthy organizations through a grantmaking program designed to support 501(c)(3) not-for-profit partners nationwide. The goal of the program is to fund new and proven initiatives that bring people and pets together for mutual benefit and support.
Funding is allocated across the United States to promote and financially support service-oriented canine programs. Service- oriented canine programs include the following: service dogs; therapy dogs; animal-assisted therapy; search and rescue dogs; police, fire, and military dogs; and other innovative canine- service programs.
The foundation funds only organizations classified as tax-exempt under Section 501(c)(3) of the Internal Revenue Code. The foundation does not provide funding for spay/neuter programs, adoption shelter operating expenses, or rescue program operating expenses.
Grants are for amounts of up to $10,000 each. PDF awards grants twice a year.
Visit the Planet Dog Foundation Web site for complete program guidelines.
RFP Link:
http://fconline.foundationcenter.org/pnd/15013313/planetdog
Planet Dog Foundation Offers Funding for Service Dog Programs
Deadline: August 1, 2008 (Letters of Intent)
The Planet Dog Foundation ( http://www.planetdogfoundation.org/)
seeks to support worthy organizations through a grantmaking program designed to support 501(c)(3) not-for-profit partners nationwide. The goal of the program is to fund new and proven initiatives that bring people and pets together for mutual benefit and support.
Funding is allocated across the United States to promote and financially support service-oriented canine programs. Service- oriented canine programs include the following: service dogs; therapy dogs; animal-assisted therapy; search and rescue dogs; police, fire, and military dogs; and other innovative canine- service programs.
The foundation funds only organizations classified as tax-exempt under Section 501(c)(3) of the Internal Revenue Code. The foundation does not provide funding for spay/neuter programs, adoption shelter operating expenses, or rescue program operating expenses.
Grants are for amounts of up to $10,000 each. PDF awards grants twice a year.
Visit the Planet Dog Foundation Web site for complete program guidelines.
RFP Link:
http://fconline.foundationcenter.org/pnd/15013313/planetdog
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