Committing Intentional Grantsmanship

Some nonprofits, even those that have been around for a long time, can't commit to a grants strategy. They talk a good game, but they allow small issues to stop them from doing more than occasionally throwing an application out to "see what happens."

I just wrote to a client this morning: "Your experience may demonstrate the necessity of your Board being willing to commit to a comprehensive grantsmanship strategy as an element of [the organization's] development plan. Having a predetermined budget for grants development and being able to spend it as opportunities arise will help you be more flexible and more successful.

"In the meantime, definitely pursue the CCR and grants.gov registration process. You might also want to have your project director level and above staff, including yourself, update their resumes for use in grant applications. Specifically include your fiscal officer, as their credentials in administering funds can be a bonus in being awarded grants."

"A predetermined budget" can be expressed in terms of staff, consulting/professional fees, or a combination. It's good to also budget some travel for conferences and briefings, as an increasing number of Federal agencies and some foundations conduct periodic workshops for grant-seekers.

The nonprofit's budget is the expression of its strategic plan in currency. If you're not devoting resources to grantsmanship, how serious are you -- really?