https://bloomerang.co/resources/webinars/
Rachel Werner will review what tried and true methods still have value, what might need to be changed, and what is still left unknown. You can start off 2021 with a better sense of how to be successful during times of uncertainty.
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How to Prepare a Grants Strategy in Uncertain Times
1. How to Prepare a
Grants Strategy
during Uncertain
Times
Presented by:
Rachel Werner
DECEMBER 10, 2020
1
2. 2
Rachel Werner
Rachel Werner is the Owner and CEO of RBW Strategy, LLC. She and her team provide
customized grants, fundraising and project management support and solutions to
clients primarily in the Greater Washington, DC and Maryland region. She has over 17
years of grants experience. She and her team members have collectively garnered
over $160 million for nonprofits and have managed nearly $2 billion in grant funding.
She is an active member of the Grant Professionals Association and is a Certified
Grants Professional (since 2014) and a Project Management Professional (since 2010).
3. Agenda
1
4
2
3
2020 Events and Impacts
Resources and Takeaways
Grants Lifecycle
Other Considerations
Strategic Planning Step
by Step
2021
Grant
Seeking
5 Resources and Takeaways
3
6. Changes in
people’s lives
Increased need for services
Limited access to healthcare and
support services
Increased fear of in-person activities
Increased anxieties about the world
Increased unemployment and
furloughs
6
8. 8
Strategic Priorities
Operations
Financials/Fundraising
Health/Wellness
Changes in the
nonprofit sector
8
9. Now – Crisis Management Mindset . . . . . . Later – Rethink Priorities
How is this changing funders’ priorities?
9
10. 10
More COVID and racial
equity opportunities
Less program-specific
and more basic needs
For some, stay the
course and maintain
recipients
Changes in the
philanthropic sector
10
17. 17
Grants Lifecycle: Phase 1
Priority setting
Prospect research
Engagement and
cultivation
Strategic plan to
fundraising plan
alignment
Research and
Strategic planning
18. 18
Grants Lifecycle: Phase 2
Work with partners
Task lists
Core content and
updated data
Confirm deadlines,
amounts and
approach
Application
Development
19. 19
Grants Lifecycle: Phase 3
Stakeholder
engagement
Internal and
external
announcement
Data tracking
begins
Budget alignment
Award and
Project Start-up
20. 20
Grants Lifecycle: Phase 4
Award Management
and Monitoring
Funder check-ins
Award tracking
Financial
reconciliations
Progress and
feedback
21. 21
Grants Lifecycle: Phase 5
Renewal applications
Setting up for next fiscal
year
Complete expenditures
of funds
Final project-related
activities completed
Project
Closeout
25. Overview
Responding to solicited and
unsolicited foundation,
government and corporate
proposal efforts
Description
Prepare responses to
opportunities and maintain
records of all submissions
Considerations
How are you prioritizing
these opportunities,
building relationships and
maximizing your resources?
Do you have a tracker to
map out your fiscal year?
Grant Writing
26. Grants/fundraising
strategic planning
questions
What are our resource gaps and
needs?
What are our goals and priorities?
How do we analyze and gather
data?
How do we track this information?
How are we going to measure our
progress?
When do we assess progress?
26
27. Step 1: Needs Assessment
27
Conduct needs
assessment of
organization and
target population
How are you
gathering this info?
How is this shared
with the right
team?
27
28. Step 2: Planning
28
Map out greatest
priorities
Changes to existing
plan?
Align priorities
with organization
and client needs
Think about a logic
model
SWOT
28
32. Step 3: Keep,
Change, or Grow?
If there are major organizational or
programmatic changes, how are you
thinking about next steps?
Resource capacity
Personnel
Funding tied to programming
Are pivots required or part of
revised vision/focus?
32
33. Keep, Change or Grow:
Fundraising Campaigns?
33
Grants
• Data, prospects and strong track record
• Core language that can be adapted for use on proposals
• Marathon, not a sprint
Major Gifts and
Sponsorships
• Organizational ambassadors with ability to cultivate relationships
• Data dive into existing major donors and sponsors to grow these partnerships
Social Media
• Ability to build social media campaign
• Up to date on how to use platforms and create following
Individual Giving
• Personalize appeal letter – is this part of an annual campaign or new campaign?
• Segment list as appropriate to appeal to different individuals
33
34. Step 4: Update fundraising goals
34
Conservative,
target and stretch
goals
Organize by
fundraising
campaign
Determine the
roles for managing
the work
34
36. Step 5: Implementing and tracking
36
Policies and procedures to guide
the work
Tracking systems – online, manual
and who is tracking (data,
financials, fundraising activities)?
Do you have a dashboard in place
for a snapshot of your efforts?
Can you create reports to share
with others?
36
37. Step 6:
Measuring
Progress
Establish
measurable goals in
the strategic plan
and fundraising plan
Create quarterly
milestones
Gather relevant data
throughout the year
Review and
determine if you’re
on the right track
41. Donor Engagement Breakdown
41
• Identify prospects
• Develop messaging and the “why” for the askRecruit/Inspire
• Identify organizational ambassadors to connect with prospects
• Research prospect to gather profileLearn
• Determine how/when to communicate with prospect
• Use specific materials to connect with prospectEngage
• Identify appropriate timing for request
• Determine method of ask (formal/informal) and purpose of askAsk
• Develop a process and policy for acknowledging gift
• Provide updates to funder several times each yearThank
• Plan for next fiscal year and how to engage funder
• Track information in database or systemRepeat
42. Funder Engagement and Moves
Management
42
Source: https://www.slideshare.net/NonprofitWebinars/major-gifts-moves-management-made-easy
44. Planning: Engagement Brainstorming
44
Engagement
Strategy
New or Lapsed?
Board or staff
point of
contact?
Pre-submission
communication
is an option (if
grant)?
Online research
available on
funder?
Specific or
general
opportunity
identified?
Call, email or in-
person
cultivation
method?
46. Marketing and
Branding
Does your logo speak to your
brand?
Is your Web site clear and easy to
navigate both for users of your
service and potential donors?
Do you have an organizational
brochure?
Do you have a presence on social
media?
46
48. Final Takeaway:
Strategy Considerations in 2021
48
Analyze your resources available against your
existing needs
Map out your priorities
(organization/programmatic/financial/etc.)
Determine if other internal or external resources
are needed to advance grant seeking goals
Change your strategic plan and fundraising targets
accordingly
Identify and connect with your key stakeholders
Use a consistent system to track and measure
progress
48
51. Reports on
Charitable
Giving and
Donations
51
Charitable Giving in the Wake of COVID-19:
http://www.dickersonbakker.com/2020GivingStudy/
COVID-19 and philanthropy: How donor behaviors are
shifting amid pandemic:
https://www.fidelitycharitable.org/insights/how-
covid-19-is-shifting-donor-giving.html
CAF America COVID-19 reports:
https://www.cafamerica.org/covid19report/
Give.org Report: https://www.give.org/docs/default-
source/donor-trust-library/wga-covid19-charity-
report.pdf
Fundraising Effectiveness Project:
https://afpglobal.org/nonprofits-hit-6-decline-giving-
due-covid-19
52. Thank you!
Contact RBW Strategy if you need consulting and/or general coaching support
to maintain and build your organization’s charitable investments through
fundraising and project management.
52
RACHEL WERNER
Ph: (301) 325-8552
Email: rachel@rbwstrategy.com
LinkedIn: www.linkedin.com/in/rabwerner
Twitter: @rbwstrategy
Website: www.rbwstrategy.com
52
53. 53
The content of this presentation is
proprietary and RBW Strategy retains
ownership of the contents herein. It is not
intended to be distributed to any third
party without the written consent of RBW
Strategy.
Editor's Notes
The six key questions are still appropriate. It’s the answers that are tough to predict. So for now….
Crisis management now and being resourceful. Then moving towards a strategic planning mindset
The six key questions are still appropriate. It’s the answers that are tough to predict. So for now….
Crisis management now and being resourceful. Then moving towards a strategic planning mindset
The six key questions are still appropriate. It’s the answers that are tough to predict. So for now….
Crisis management now and being resourceful. Then moving towards a strategic planning mindset
And we can begin by taking these six questions in mind.
If every project plan takes into consideration these six questions, success will be much easier to define, measure, and achieve.
Let’s spend a minute on each one.
You can have more than 1 case statement! It can be used in multiple ways
You can have more than 1 case statement! It can be used in multiple ways
You can have more than 1 case statement! It can be used in multiple ways
You can have more than 1 case statement! It can be used in multiple ways
You can have more than 1 case statement! It can be used in multiple ways
You can have more than 1 case statement! It can be used in multiple ways
You can have more than 1 case statement! It can be used in multiple ways
You can have more than 1 case statement! It can be used in multiple ways
What do you think of this one?
-Guides people through the org’s journey
You can have more than 1 case statement! It can be used in multiple ways