The Grant Writing and Funding Coach

Chapter 7

Finding, Approaching, and Connecting with Funders

Now that you’ve had an opportunity to narrow down your search for funding and have decided upon who your best partners and platforms are going to be, it’s time to build a few bridges with funders.

At this stage, there are two important things to consider in the successful grant seeker’s world: attitude and approach.

How you discuss and write about your project will play a major role in achieving funding. Funders are serious and cautious about what they do. They have to be; they’re making decisions about spending and accounting for public or private money. First encounters of the grant-kind can sometimes be an anxious moment for first-time grant seekers because they’re passionate about their projects and there’s much at stake.

Before you approach a possible funder, gain a good understanding of what the funder’s needs are by reading any guidelines and by studying the criteria to see how your project matches. Make notes about the questions you want to ask before you contact the funder. Have your draft budget and summary in hand in case you need to refer back to them.

Application procedures vary between funders, but the vast majority of them provide a contact number with which you can connect with a grants officer or an administrator to get more information about what expectations are of applicants. Ideally, the main contact for your application, the person who communicates with the grant officer, will be managing or monitoring some aspect of the project.

1. First Impressions Count

Speaking briefly with a grants officer is an excellent opportunity for you to introduce yourself and to, hopefully, get a read on the style of the granting agency and the grants officer.

Your first contact is also a chance to let a possibly overworked grants officer know that you will be in the cooperative category rather than the time-wasting category if the funding agency or individual decides to collaborate with you. They’ll look forward to working with you if the application goes through.

This is a key connection, so consider what you’re going to listen for, what you’re going to say, and how you’re going to say it. If it’s not possible to phone, the same timeless rules of courtesy apply for corresponding either with a letter or an email.

Whether it’s 1860 or the twenty-first century, as Florence Hartley wrote about business letters and correspondence, “Business letters should be as brief as is consistent with the subject; clear, and to the point. Say all that is necessary, in plain, distinct language, and say no more. State, in forcible words, every point that it is desirable for your correspondent to be made acquainted with, that your designs and prospects upon the subject may be perfectly well understood.”

Make someone’s day better and establish yourself as a good prospect by sending a short business note, using the same “five Ws and an H” information we discussed in the chapter on writing, and sign off with one of “sincerely, kind regards, all the best.”

This is when your writing skills need to be extra sharp because your entire relationship with the funder could be based upon the succinct message you create.

I try to save the smiley faces for after I’ve submitted a final report on a successful project and I discover, for example, that the grants officer has the same hobby I have.

2. A Final Check-in for Community Consensus and Impact

Here are two final things to consider before you pick up the phone or email in the next sections.

2.1 Does the fund fit your need?

Does this fund fit your need and capacity? This is an important question to ask because, many times, managers of nonprofits are expected to apply for various funds without having the capacity or staff to follow through. Applying can sometimes be more costly than anyone perceives, in time and matching dollars.

2.2 Does your project fit the funder’s need?

Will the idea easily adapt to changes in the social and business community over the years? One of the most critical questions funders ask around applications is, does the organization have the capacity to administrate and implement the project? Funders have their own mandates to fulfill. Their choice of a successful grantee reflects on how well they are carrying out that mandate. In the very best sense, if you succeed, they succeed.

3. Proceed with Confidence

Proceed with respectful confidence. In grant writing, as in everyday life, confidence and courtesy play a role in success. Yes, you are requesting funds, but, remember, it’s a two-way street. You’re bringing the same amount, or more, to the table with money, partnerships, time, and expertise. You have the potential to provide a winning experience to the funder. Discuss other examples of successful projects you’ve completed and be honest about some of the challenges you anticipate.

4. Don’t Take It Personally

Moving ahead with an application means you and others believe in your idea and see it happening. This takes vision, time, and investment. But don’t take it personally if the funder needs more information or doesn’t feel that your project is a good fit. Many applications are turned down. When a funder rejects an application, you can inquire why the project didn’t go through. Sometimes, it’s a case of being shortlisted and perhaps you can submit again at the top of the list on the next intake. In other cases, funders do not see the project as being sustainable. Whatever the circumstances might be, it’s always helpful to find out why a funder rejected an application and to learn from the experience to make improvements for your next attempt. Always maintain good bridges in the funding world. The funder may be more suitable for partnering on the second phase of the project or may know of more suitable funds for your project.

5. Be a Partner Rather Than a Petitioner

Be a partner rather than a petitioner. You already know your project is worthy of funding. You’ve done your research, you know you have the capacity to do it, and your communication is professional, genuine, and to the point. This is the time to introduce your project as an excellent opportunity in which the funder can invest.

6. Be Yourself

Be yourself. This could be the beginning of a meaningful relationship for your organization. Funders and funding officers can play a positive role in helping to see the project through. Establish a genuine connection from the beginning. Don’t hesitate to ask questions and discuss some of the areas in which you need advice. If you have the chance, talk about your efforts and organization. Funders seek situations in which they can demonstrate that they’re fulfilling their mandates and sometimes seek opportunities for events, receptions, and special projects. You may be able to help them with this. Moreover, have some fun.

7. Lobbying

Unless you are absolutely certain that a board member or representative can discuss the details of your project as well as you can, try to steer clear of political influencing in the beginning stages.

You may have a few rock stars on your board, but they might not have all of the necessary information on how your organization operates. Also, boards change. Funders are interested in the long-term sustainability of the project. Funders don’t normally like being lobbied. In some instances, directly contacting committee and board members of a foundation or granting agency regarding an application automatically removes you from the eligibility list.

8. Second Impressions Count

After you’ve made initial contact, stay open and accessible to the grants officer in order to provide more information if he or she feels it’s necessary. Not every grant process involves sending in an application on a deadline date and nothing else. Some funders have rolling dates or are open to applications year round and will review a letter of intent or a summary before you’re invited to submit. You should have this ready to go with the short summary you’ve created. Also, aside from your email address, make sure that your contact numbers are provided because sometimes it’s faster for a grants officer to pick up the phone to clarify a few questions there might be about your project.

9. When to Walk away or Move Ahead

Finally, and unfortunately, there are funding situations heavily laden with reporting, complex budget configurations, and publicity expectations. Or, the grant officer may be a gatekeeper who expects you to explain why your organization should be allowed to enter the hallowed circle of the fund. It may be more trouble than it’s worth to pursue these types of funds.

The good news is that these situations seem to be rare. By having an open discussion with the funder from the beginning, you’ll be able to make a sound decision on whether you want to proceed or not.

If you’ve reviewed all of the above, have decided upon a fund, have a clear understating of the funder, and have made some contact and know you can proceed, then it’s time to start to shape your final application.