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Kansas City Arts Institute (KCAI) recently received a grant for $30,000 from the Francis Family Foundation to support the KCAI Annual Fund, which helps bridge the gap between student tuition and the actual cost of educating each student. The Annual Fund finances 8% of the KCAI operating budget, and it helps to support institutional scholarships, student aid, and our programs like the B.F.A. curriculum, Continuing Education, the Artspace, and the Current Perspectives Lecture Series. The funding from the foundation will help provide a one-of-a-kind educational experience for KCAI students and enhance program offerings for our art and design community.

Developing Potential, Inc. recently received a grant for $7,500 from the Greater Lee’s Summit Healthcare Foundation to purchase two patient transfer arm recliners, a Pegasus massage chair, three flexible massagers, and a tactile solutions box. The recliners, massage chair, and flex massagers encourage comfort, relaxation, and joint stress relief. The tactile solutions kit encourages healthy development of sensory input processing pathways and encourages wellbeing through increased environmental engagement. Nearly all participants at the Lee’s Summit site are residents of the greater Lee’s Summit area. This aligns with GLSHF’s mission to enhance the health and wellbeing of the greater Lee’s Summit area.

The Boys & Girls Clubs of Greater Kansas City (BGCKC) recently received a grant for $823,368 from the Missouri Department of Elementary and Secondary Education 21st Century Community Learning Centers to provide youth development and academic improvement opportunities to middle school students at Clifford H. Nowlin Middle School.

The Boys and Girls Clubs of Greater Kansas City (BGCKC) was recently awarded a $754,083 grant from the Missouri Department of Elementary and Secondary Education 21st Century Learning Centers to create a new afterschool site at Lee A. Tolbert Community Academy (LATCA).

COVID-19 has forced many schools, hospitals, and agencies to launch emergency operations that they did not previously offer or to expand upon services that were quickly found to be insufficient. Many limped into virtual operations without adequate technology infrastructure, software platforms, or sufficient bandwidth (both internet signal and staff capacity). The USDA Rural Utilities Services Distance Learning and Telemedicine Grant is not new, but it has certainly launched itself into celebrity status. This three-year grant provides eligible applicants the funding to purchase telecommunications equipment, computer networks, and related advanced technologies to be used by students, medical professionals, and rural residents for the purpose of expanding telemedicine and distance learning to rural communities.

As grant writers, we help secure much-needed funding so projects or programs can fulfill their objectives. As our society evolves, more and more funders are including cultural competency questions in their grant applications. Funders want to know that investing in your organization’s project or program helps a vast array of people and that your organization is cognizant of serving people in a way that is inclusive, respectful of diversity, and equitable. However, much like the for-profit world, the non-profit sector is not always diverse or culturally competent.

During my years as the staff grant writer/developer/manager at a small liberal arts university, I had the privilege of working with exceptionally talented faculty members who were passionate about developing their programs with grant funding. I also had the privilege of working with executive level administrators skilled at driving the strategic plan and maintaining the daily operations of the university. Neither stakeholder group had the time or inclination to wade through the minutia of funder requirements. That was my job. Described below are some of the strategies I found effective for educating key personnel and organization administrators about the “shall” and “shall not” of funder requirements.

In Part 1, we talked about finding and using existing needs assessments. But suppose no appropriate needs assessment data already exists. How do you start the needs planning process?