top of page
Writer's pictureChristine Curtis-Carr

Isn't Grant Writing the ED's Job?

How do you approach your board when hiring a grant consultant?


I have said it before, but it bears repeating - Nonprofits are messy.


Yes, even the amazing ones. Yes, yours too. And that is okay. It is expected, fun, and even rewarding.

I've had the privilege of serving on boards as a volunteer, as an Executive Director, and now as a grant/development consultant for many nonprofits.


As a new ED, you are beyond excited. You got the job of a lifetime. You get to steer the ship and make a massive difference in your community. (Personal note: I may not know you, but I am proud of you. ED is a seriously fantastic role; way to step up.)

You are doing things, playing big, and my friend, that is very cool.

But there are side effects—real ones.


Let's start with how we got messy - just the basics.


Nonprofits consist of volunteers, board members (also volunteers), some board members who are more invested in the mission than others, passionate executive directors, and hopefully equally excited staff, but also some staff who go through the motions. Then let's add in donors (who have varying expectations), and you MUST have donors to survive both personally and as an organization. Then you have your impact—the people you serve.


You might be thinking, true, but I can handle it. Look at what I get paid to do. Save the whales, help feed hungry kids, run an art museum - whatever it is, right, that part is super amazing?! And if you don't feel that way, you are either experiencing burnout, or it is time to find a new career. Because ED, you have important work to do.


Rolling Along

You are feeling reasonably confident until you realize you have to fundraise 24/7, especially if you want your organization to grow. Don't forget to schedule coffee with that prospective donor; you must write the speech for the civic club presentation next week. Did you send those donor receipts? Yikes - is it time for payroll already? The President asked if you could collaborate on an annual report; you love the idea….how will you get that in? Oh no, John just put in his two weeks; okay, it's okay, you can still get that grant in by tomorrow night at midnight. Does it require a Board signature or just ED? Why do they need that much data? Don't they know we are busy over here working?


So maybe that is you, but perhaps it isn't?


Maybe your nonprofit is equipped. You have a staff member handling all your grants, but you aren't sure they enjoy it. They seem to be getting your organization the same gifts yearly, and a funder who always grants you $20,000 annually just reduced it to $10,000. When you asked why, they said shifting priorities. Huh? Can you elaborate? Also, you keep asking why you can't seem to get grant funding for your new project. What isn't translating? What aren't you seeing? That state grant you looked at seems beyond daunting, and there is no way you can get that in on time.


Grant writing is often a responsibility that falls under the purview of an organization's executive director.


Still, it can also be handled by development professionals, who may or may not have training and up-to-date experience in grant research and writing. I have seen Development Directors who are grant-writing experts and others who only handle fundraising, marketing, and some sponsorship events.


You may have a grant writer on staff if you are part of a larger organization. If so, are they involved in associations (like real ones with bi-monthly training, continuing education, resources, and more), not pay-to-be-a "member" with, let's face it, outdated modes of training, or just a certificate? I choose to be a member of a few, but for my certification and continuing education, I choose to be part of an international collective of grant writers. You can learn more about them here: LGW.


Whether or not the executive director should handle grant writing depends on the size and structure of the organization, as well as the executive director's expertise and capacity. While serving as an ED, I loved grant writing (spoiler alter). But I dreaded event planning—not fundraising, but event flow, table decorations, invites, etc. It drained me because it was not my zone of genius. I learned how to do it because I had to.


But how do you explain all of this to your board?


If any of the above resonates with you, if you believe that hiring a dedicated grant writer would benefit your organization, here's how you can approach your board about it:



Prepare a Strong Case:

Before approaching the board, gather evidence and data that support the need for a dedicated grant writer or an expert consultant. Do you know how you received your annual income and at what times of the year? What is the percentage compared to contributed revenue if you have earned revenue? Then, divide it out even more. Take data from the past three years (yep, pull those General Ledgers if you have to), and compare apples to apples to see where you might be leaving money on the table. Are any of your programs underperforming on the revenue side? Do you have an expense issue, aka your annual fundraiser is earning $50,000, but it costs you $40,000 to put on, hmmm. For example, you had to turn away half of the parents who showed up to request meal vouchers for their children because you ran out of funding, so why? What funding did not come through? As ED you must understand your financials, so you can accurately forecast year-to-year in your annual budget. A well-thought-out budget can show you where you have real-time unmet needs so you can adjust your budget when (or if) you need to fill a funding gap.


Include statistics on the success rates of grant applications, the time commitment required for effective grant writing, and the potential for increased funding with a specialist on board, even short-term. Do you need a development plan to review with your fundraising committee? [I also offer short-term contracts that include in-depth Development Plans and Grant Funding Strategies for nonprofits. Sometimes, these two documents alone are all EDs need to get rolling successfully with their fundraising efforts! Especially if they already have some grant leads.]


Some Industry Facts:

The average success rate of about 1 in 10 grant proposals is accepted (Professional Grant Writer), which means you spend more time submitting applications that will be declined (even when well-researched).


A study by Grant Station reported that 61% of all grant seekers relied on only one or two people in the grant writing and submission process. A foundation grant may take 5-10-20 hours, while typical federal grants might run up to or over 100 hours (Charity Science). The more contact you can make ahead of time, the higher your chance of getting awarded. You would be surprised how many funders will reply back if you send an inquiry or in your local area will take an initial meeting. If you are not fit, they might point you in another direction, so don't be afraid to put yourself out there - you aren't asking for you; the request is for the people and mission you serve.


So, this is some significant time and resources when using staff, especially your ED. Grant Station outlined the top three challenges to grant seeking as 1) lack of time and staff, 2) competition, and 3) difficulty finding grant opportunities.


Define the Role:

Clearly outline the grant writer's role. Highlight their responsibilities and tasks, such as researching funding opportunities, writing proposals, and managing reporting requirements. Emphasize how this role would complement the work of the executive director and the overall fundraising strategy. Tip: After an initial call with me, I will help define this for you in your proposal to present to your board if we fit to work together and your organization is grant-ready.


Quantify the Benefits:

Explain how hiring a grant consultant can increase funding opportunities, more efficient grant applications, and better outcomes, including identifying and applying for funds new to your organization. Quantify these benefits wherever possible, such as estimating the potential increase in grant revenue (this is where having a development plan really comes in handy; you can see your funding pie - so you can compare your grant success rate now to where you are a year from now_. Knowing the differences between grantmaking foundations, federal grants, and corporate grant statistics can save you time looking to prioritize your efforts where they are most likely to be funded. This is especially true for more narrow grant sectors like research grants.


Cost-Benefit Analysis/Capacity Building:

Provide a cost-benefit analysis that shows how the investment in a grant consultant and resources can result in a positive return on investment through increased grant funding and improved grant management. Are you bringing a consultant in for a one-time sizeable federal grant that will take hundreds of hours, or instead of hiring your grant writer, you are contracting out, saving costs on overtime, benefits, and more?


Emphasize that a dedicated grant writer can help build the organization's capacity for long-term sustainability by diversifying its funding sources and reducing the burden on the executive director.


Share success stories with the board if you have examples of other organizations that have benefited from hiring grant writers. Real-world examples can be compelling. See my testimonials page!


Address Concerns:

Be prepared to address board members' concerns or objections. Common problems include budget constraints, the perceived redundancy of the role, or a lack of understanding about the value of grant writing/consulting.


Involve board members in meeting with your prospective hire or consultant. They can help explain the benefits to other board members and build consensus.


Encourage open discussion and input from board members. Address their questions and concerns respectfully and with evidence-based arguments.


If the board expresses interest in the idea, offer more detailed information, including a proposal, or conduct further research to help them make an informed decision.


Heads Up: A Common Misconception Among Board Members!


Nonprofit grant writers never work on a contingency basis or "success fee." If a grant writer offers to write the grant with pay as a percentage of the grant, then you should flee. It is unethical and goes against state, federal, and foundation funding guidelines. If a funder were ever to find out that the grant writer was paid a percentage of the grant award, at the very least, the grant would most likely be rescinded, and, at worst, there could be legal consequences. (Grant Watch).


However, commission-based pay is not as uncommon in the for-profit sector, so don't take offense if a board member from a corporate background makes this assumption and doesn't understand why a grant consultant won't work on commission. It is slightly different between industry sectors.


Grants: Part of your Fundraising Pie


Ultimately, the key to successfully approaching your board about hiring a grant writer is to make a compelling case demonstrating how this addition to the team can improve fundraising outcomes and support the organization's mission and goals.


As ED, you must also be willing to provide information promptly and review final proposals before submission. If you get the $500,000, can you implement it? Make sure you have those answers before you ever apply. A good development and grant consultant can help you answer these questions quickly.


As the leader, you are tasked with understanding the grant writing process, even if you hire a consultant or employee. Do you need to know every detail? Nope! A good consultant will do 95% of the heavy lifting, but understanding the importance of grants in your overall fundraising strategy is critical to your success.


Grant funding typically ranges from 20% to 40% of an organization's budget. Funders do not want to feel like an ATM; they need to see that you have "skin in the game," are actively fundraising, and have long-term organizational funding strategies.


Do you think it might be time to partner with a grant consultant? Let's chat more; reach out to me at ccurtiscarr@gmail.com.


Resources Used:

Joan Garry's Guide to Nonprofit Leadership by Joan Garry

Board Source - https://boardsource.org/



33 views0 comments

Comments


bottom of page