Grant Information for Secular Nonprofits

The last post was specific to faith-based organizations, yet most of the guidance also applies to secular nonprofits, so it is worth reviewing. This post focuses on the importance of understanding grant writing requirements and managing the fundamental processes needed to apply for a grant.

Before applying for a grant make sure you have set a foundation for success. Here are a few obstacles other organizations have encountered. The Board of one nonprofit start up delegated filing the nonprofit paperwork a board member. Most grants are submitted electronically. In some cases there is a built in process to cross reference the federal tax identification number to verify IRS nonprofit status. After three unsuccessful attempts, the message indicated the organization was not found in the IRS database, so it was impossible to proceed. After a brief investigation the Board learned the paperwork had not been filed. They also had made requests for donations stating they were a nonprofit organization (believing they were). Fortuneately they took prompt action to remedy the situation, and before their event took place their nonprofit status was granted. They also had a back up plan that would have worked if their nonprofit status hadn't come through in time.

Another organization had a small development team and a heavy workload. Although they had been operational for decades, received many grants and were part of a huge parent organization, they needed to adapt to changes in technology. Filing paper grants is rarely done, so they had to assemble necessary and customary documents in an electronic format.

The most difficult situation was a nonprofit that had obtained only one small grant in the past four years, and wanted a large capacity building grant. Consulting is often a prerequisite to successful grant funding. The Board struggled with fundamentals. They had no business plan at all, and only a vague idea of their goals. They were able to identify their funding needs, but had not established a track record and lacked the skills to manage a project timeline. They could not demonstrate other project support which is often an expectation. They did receive one small grant, but did not keep their end of the agreement. This lead to a reorganization of the Board and hiring someone with the expertise to help reposition them for success.

These observations are not intended as criticism, but they do highlight lessons learned. Understand the requirements and make sure the fundamentals are in place before applying for a grant.
The next post will be Five Websites to Review.

Three Lessons for New Businesses and Nonprofits

1. Plans must be dynamic to be useful. They must adapt to changing conditions. Plans don't have to be complicated to be useful. Operating a business or nonprofit without a plan is like driving without a destination. Some routes may take more time, but there can be practical reasons for taking another route. The important lessons are to avoid getting lost, running out of resources or getting there after the party is over.

2. Keeping goals small and achievable builds confidence. There is nothing wrong with lofty goals or high ideals. Getting from A to B is like playing the piano. Before you become a concert pianist, you have to learn middle C. The goal may be Carnegie hall, but milstones are necessary to measure progress to get from A to B.

3. Think of an evaluation process like breathing. It is an ongoing process. Without breath systems deteriorate rapidly. Evaluations can be simple. They start with understanding the big picture, setting achievable and measureable goals and completing them within a prescribed time frame. It is often helpful to implement plans in stages. Failure to meet a goal on tme does not usually doom a business or nonprofit. It provides an opportunity to learn and make realistic adjustments.

When business owners or visionaries of nonprofits get discouraged it may be due to a lack of vision or resources. If progress is slow or there is a setback it is often because the entity got too far off track before making corrections.

The psychology of business is similar to losing weight. Having a temporary setback does not have to lead to a downward spiral. Left unchecked small problems can lead to a free fall. The remedy is to evaluate progress frequently and make small corrections to keep plans on track. Even small successes are worth celebrating. Whether it is a kind word of affirmation, a monthly meeting or an annual event, recognize teams, volunteers, vendors and anyone else who played a role in the success.

Performance Appraisal Training

How to Design and Implement an Employee Appraisal Program

If employees cringe at the thought of an annual performance evaluation, the process needs to be redefined. A good apraisal process marries the company or organizations outcome measures to its composite performance. The concept of composite performance indicates no one resource can effectively carry out all the roles and functions, therefore, as a jumping off place employees need to be matched for optimal fit based on their knowledge, skills and talent. When one resource holds all the information it poses a serious risk. In this workshop attendees will learn how to

• Maximize Talent
• Provide Incentives
• Increase Buy-In
• Improve Morale
• Implement and Manage Organizational Change
• Honor Achievement
• Use Appraisals to Meet Organizational Goals and Objectives