07 Jan

Posted at 20:29h in Competency Three, Inspiration, Professionalism, Program Design, Program Development, Strategy, Uncategorized
What about January makes us habitually declare resolutions that will result in a new and improved version of ourselves? It could be that following a season of holiday parties and socks filled with candy, we need a hard reset. Or the accountability en-mass as like-minded individuals dredge out of their homes to the gym. Research shows goal-setters have a higher success rate when starting the commitment to pursue a goal after a temporal landmark (e.g., a new week, month, birthday, or holiday); this is called the “fresh start effect.” This phenomenon of New Year’s resolutions is more common in the United States. A poll conducted for the last three years reports that 44% of U.S. participants set a new goal, while only 12-18% of Swedish residents make a resolution.

05 Sep

Posted at 19:00h in Grant Reporting, Grants Management, Organizational Development, Program Development, Thomas Assel, GPC, Tracey Diefenbach, GPC
Are you laboring too much over grants? Grants are great to have, and they’re often crucial to an organization’s mission, but there are only so many hours in the day to apply for and manage those grants. Grant professionals are susceptible to burn out from the heavy responsibility and high-pressure, deadline-driven work, which continues day in and day out in our profession. Grant applications and management can even get in the way of your organization’s mission. I was recently on a call with a client who was looking for help managing their grant portfolio. When I asked why they were seeking support, the client shared a striking comment: “We are so busy trying to get the money that we struggle to actually carry out the work.” I understood completely because I’ve seen this state of affairs before.

19 Apr

Posted at 19:44h in Competency One, Hayley Waynick, GPC, Program Development, Strategy, Volunteering
In our April blog series, we are focusing on “Helping Hands.” Last week, we explained how to track volunteer time and efforts and how to include these figures in grant budgets (click to read the blog). Volunteers can add significant value to your project budgets and your agency’s bottom line, but did you know they can also leverage additional grant dollars for your organization? Let’s explore some of the strategies you can use to successfully in pursue volunteer grants.

21 Sep

Posted at 21:19h in Professional Development, Program Design, Program Development, Tracey Diefenbach, GPC
As a grant professional and GPC holder who has spent the majority of my career in youth development, I cannot help but consider how earning my GPC has shaped my ability to impact this sector. Sure, having a GPC raises ethical standards and increases knowledge and skill sets in key areas like research, project design, and writing to improve quality and efficiency, but what about a deeper level of impact? I truly believe having a GPC can significantly advance a grant professional’s ability to drive meaningful change, not only within their organizations but also within their broader sector. I have experienced this firsthand in my work with youth-serving organizations.

20 Apr

Posted at 16:24h in Competency Three, Culture, Program Design, Program Development
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.

06 Apr

Posted at 15:50h in Competency Three, Program Design, Program Development, Whitney Gray, GPC
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.