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.

This is a strange time for many nonprofits. For some nonprofits, they are busier than they have ever been, even at the height of the Great Recession. Other nonprofits have closed their doors due to stay-at-home orders and social distancing. Some wonder if it is indecent to even be fundraising right now for anything outside of basic necessities, while others are organizing new and extra fundraising methods because their annual fundraising events are now canceled. How will this change the funding landscape and for how long? We don’t know. What we do know is that the funding landscape will continue to be incredibly competitive just as it was during the Great Recession. At Assel Grant Services, we were writing before, during, and after that recession, and we are writing in the middle of the COVID-19 crisis as well. Experience has taught us that in order to be funded, grants must be about more than just passion and need. Programs must be of the highest quality and they must directly align to community needs. How can we ensure that alignment? How can we prove to funders that we are truly meeting the needs of the community? Run your programs through a logic model.

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.