Working Smarter: Getting the Best ROI from Your Grant Consultant

Image Credits: Alex Azabache

Unawatuna Beach, Sri Lanka

Nonprofit Leaders—are you thinking about handing over those pesky grant applications to a consultant while clapping your hands together with a, “done and dusted... now I can move on to other things” sigh of relief?

Reality Check: Bringing on a grant writer can be a game changer—but it’s not a "set-it-and-forget-it” situation.

Let’s talk about what it really takes to make working with a grant consultant successful and worth the investment.

Consider these Two Scenarios:

NON-PROFIT A: You are an established mid-sized nonprofit and your in-house grant writer is taking a leave of absence for three months. You want a grant writing consultant to step in and take over.

NON-PROFIT B: You are the executive director and the only full-time staff person at a nonprofit. You wear all the hats. You have no time to be writing grants, and you want a grant writing consultant to take this job off your plate.

In both scenarios, as an in-house leader, you have strong understanding of how your organization and programs function. Some of it is written down, but the ins-and-outs of how things work might be carried in your head.

When you are working with a grant consultant, here are some practical realities to consider:

1.      The Consultant Needs to Learn A Lot About Your Work—and Fast:

If the consultant is new, this person needs to develop a fairly in-depth understanding of the organization quickly. The consultant needs to understand your value-add and the uniqueness of your approach in order to represent you effectively in your grant applications.   

Sharing past applications, communication materials, and program plans can definitely help a consultant get up to speed. But the real aha moments happen when nonprofit leaders are available to answer questions and offer context.

 2.      Provide an In-House Point Person for Ongoing Questions:

There are always a myriad of large and small decisions that need to be made while writing a grant; which program is best aligned for this pitch? How will the program be staffed next year? How do we spread out overhead costs in the budget? A consultant can advise you on making these decisions but cannot make these decisions alone; leaving a consultant without access to a decision maker leads to frustration for all parties.

 3.      Clarify your Expectations on the Process:

Make sure that the consultant has a clear process for drafting and review; is the consultant responsible for all components of the proposal from start to finish? Decide together who needs to review the narrative, budget and attachments, and who will submit.  Ask questions so that there are no surprises about the level of effort you and your staff need to set aside to provide feedback and review.

 4.      Clarify the Deliverables:

Ensure your expectations are outlined in a scope of work in terms of number of hours, specific grants to be written, or if this is an as-needed and as-available arrangement between you and the consultant.

 5.      Plan out Your Submissions:

Plan out your grants calendar for your period of engagement.  Consultants often work with multiple clients. Unlike an internal staff member, consultants cannot drop other priorities and clients when a new opportunity arises for you. While some consultants can and do accommodate last minute requests, many consultants have their schedule planned out at least a month or two in advance and cannot take on ad-hoc requests. If you need help planning, ask your consultant to help you create a grants calendar and a system for researching and tracking opportunities.

 6.      Funding Success is Largely Contingent on the Relationships You Build:

Grants are very competitive. You will increase your organization’s probability of funding success exponentially if your funders know and trust you.  Your grant consultant can help you brainstorm and navigate these relationships and conversations which need to take place before you apply. A well-written and well-aligned proposal is the icing on the cake – but icing cannot stand by itself.

In the Real World:

Clients who treat the “getting-to-know-you” phase as essential—not a nuisance—tend to see the best results. They make time for regular check-ins, share updates and pivots, and help shape the strategy along the way. On the flip side, when a client expects to drop off a folder of documents and walk away, it usually doesn’t bode well—for the relationship or the final work product.

Let me be clear: grant consultants work independently. We don’t need to be in every meeting or cc’d on every email. But a collaborative partnership gives your grant writing investment the best chance to succeed. (And that’s assuming, of course, you’ve done your due diligence in hiring a grant writer who’s a good fit for your organization.)

Hiring a grant writer can absolutely lighten your load—but it’s not a hands-off arrangement. Consultants can advise, guide, and even do the bulk of the work. But a strong proposal still needs your input: your voice, your uniqueness, your direction. Collaboration is the secret sauce. Don’t check out—lean in.

Got Any Tips or Lessons Learned to Add? Join the Conversation. Comment Below.

Ten Tips for New Grant Consultants

Are you thinking of becoming a grant consultant?

Here’s something I learned early on: great writing alone doesn’t win grants — especially if your process with the client falls apart.

As I began this journey 15+ years ago, I quickly learned that finding alignment with clients, managing expectations, and navigating wildly different work styles were just as important as crafting a compelling proposal.

Aspiring and new grant consultants—here are ten “keeping it real” tips and tricks based on lessons learned, just for you!

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

New to Grant Consulting? 10 Client-Focused Tips for Building A Successful Collaboration

1.       Partner with organizations whose work and approach aligns with your values. Writing about causes and programs you aren’t totally on board with (or don’t understand) is painful – and not in the good sense of growing pains.

2.       As an outsider you need the inside-scoop. You will need an in-house point person who is ready to dedicate time to answer your questions, so that you can learn not only about the organization’s work, but also truly grasp what makes them tick.

3.       Take time to understand the organization’s unique value and voice. It will show up in your writing.

4.      Make sure your clients know that you are not a magician; ROI and ‘results’ are not guaranteed. High grant award success rates are often a combination of solid relationships with funders combined with on-point grant writing (and many other factors).

5.       Nonprofits new to grants development may not know that many grant cycles are painfully long. Integrate this reality into funding targets and project planning. 

6.       Make sure your writing process is collaborative – strategize together with your client on your pitch and your main points of emphasis; you don’t want to hand in a draft and hear “that’s not the direction we wanted to go in” or “we want to fund a different program.”

7.       While staff buy-in is key, too many cooks (or in this case writers and editors) do spoil the soup.

8.       Keep yourself and the rest of your team of writers and contributors organized and accountable to their task timeline. This may feel like herding cats, at times.

9.       Most importantly, plan to submit with plenty of time before the deadline. Waiting for the last minute is almost guaranteed to trigger Murphy’s Law (if anything can go wrong it will) – it’s true. Portals crashing, internet failing. It’s happened to me.

10.   *Pro-Tip: Only work with clients who agree to use track changes for edits. I’m semi-serious about this one folks. For me, it’s a hard pass on working with folks who only want to give verbal feedback.

Grant Consultants: What consulting tips and tricks have worked for you? Please comment below.

Grant Writing—Action Movie Style

Street Traffic in Mirissa, Sri Lanka

Image Credits: Zoshua Colah

(A True Story of the Day Everything that Could Go Wrong…Did)

Unexpected plot twists and of course, action—are great in action movies. Trying to submit a grant proposal while suddenly finding yourself at the edge of a gravel cliff with a bus heading towards you at 60 miles an hour?—Not so great!

Of course I exaggerate. But listen to my true story about the day everything that could go wrong, did.

Spoiler Alert: Lesson about Time Management.

I swear I am not making this up; it was the last hour, of the last day, to submit a huge government grant proposal which we, a team of 5-7 people had worked on for the last two months.

It started with the budget getting approved late. And by getting approved late, I mean the CFO had only received it the same morning and had sent it ‘downstairs’ back to the grant team about 30 minutes before the submission deadline.

Now all of you federal grant folks know that elements of the budget cascade into the certificates and representations (also known as “certs and reps” for short).  For those less familiar, “certs and reps” are documented statements and assurances that organizations provide to affirm compliance with various federal requirements and regulations when submitting a grant or contract application.

While I opened up the certs and reps and started typing in final budget numbers feverishly, the document formatting started swimming around in ways that increased my anxiety.  I could feel the beads of sweat forming on my palms.  I remember my internal dialogue as my urge to hurry up and print the document clashed with my stubborn refusal to submit an unprofessional looking document with gaping spaces.

Five minutes later my brain deemed the document presentable. Back then, the document still needed to be manually printed, then scanned, emailed back, renamed, and finally uploaded.

I hit print. Nothing happened. I hit print again. Nothing. The internet had cut out. Yup.

Have you had moments in your life which are so visceral and yet surreal at the same time? My heart was pounding and making me short of breath, while at the same time I felt like I was in a bad dream. I have a vivid image of the pale white face of my grant team lead, who had stayed quiet and collected under the circumstances, and was now visibly shaking. His ears a bright red. 

A few minutes later someone did something and the internet came back. I physically raced down a hallway to the printer and scanner—racing back to my seat to email the final certs and reps to the staffer doing the final upload.

It was seven mins past the deadline of 5pm.  A massive rush of collective adrenaline pumped through the hallway while furious shaky fingers hit the magic button “send…”

The most beautiful sight displayed – the grant acceptance confirmation page! We had done it!

Hurray! Months of writing, coordination and Skype calls (this was before Zoom) later, all was well – or so I thought. I could actually eat my lunch now.

The next day, as a post-submission formality I logged into grants.gov and tracked the submission.  I found our application and application status – REJECTED!  The system which had accepted it kicked it back.

Well, the only thing that could be done now was to plead our case. A senior director got on the phone with a big wig at a US government agency who apparently tut-tutted but agreed to accept the excuse that the grants.gov system had slowed down while multiple organizations attempted to submit at the same time, causing our upload to be accepted seven mins late. A few finger wags over the phone later, the big wig agreed to accept the proposal.

Here’s the kicker..what if he didn’t?

Hundreds of hours of collective work by budget analysts, HR, program officers, head honchos, and foreign consultants would have resulted in an immediate denial.

That was the moment I decided there MUST be a better way. And that was the moment I decided that when I was a team lead, I would NOT allow this to happen.

I am self-aware enough to realize that while a certain amount of pressure is helpful to keep the momentum going in preparation for a deadline, I do not need the bungee-jumping level of excitement while submitting a proposal.

If you ever work with me and wonder why I insist on building in a buffer of time – well this is why.

I am a big advocate for creating project plans and sticking to deadlines, communicating when we get behind and building in buffers of time. Because, as we all know, life happens.

So maybe next time you have a big grant coming up, think of my cautionary tale and give yourself plenty of time.

Do you have a grant writing ‘adventure’ you’d like to share? Add your story below!

Go Beyond Raising Money—Centering Justice in Fundraising Stories

Fundraisers are among other things, storytellers. During the planning stage of a grant application or an appeal letter, one question we ask ourselves is “whose story should I tell?”

But another important question we should be asking ourselves is “why am I telling this story?”

Presumably, your primary goal is to raise money. Fair enough.

What else, do you want to do with this story?

We usually want to elicit an emotional response to our stories. We want the ‘need’ to be compelling—yet also present some warm and fuzzy hope with our framing—where the writing appeals to the power that ‘you’ the donor/grantor have to make things better.

I don’t see this as a bad thing in and of itself.  But here’s the deal;

The concept of donor-centric writing, as the name suggests, typically focuses on the donor as the key figure in the story. The hero.  Done well, this kind of writing works; it raises more money because most people like to feel like the good guy who saved the day. Right?

Here’s where I see it getting problematic;

Fundraising stories are an opportunity to do more than raise money and build support for your cause.

Our stories can and should always prioritize elevating the voices of, and creating a platform for, those who are most often unseen and unheard.

Storytelling should call attention to privilege and societal structures that keep generational poverty and injustice alive and well. Story telling should be bold enough to hold up a mirror so each of us is aware of our own role in upholding the status quo.

Writing from the perspective of community-centric fundraising shifts the balance of power to one where we respect and build strong relationships with donors, while centering the communities we serve and benefit from. The way I see it, the ethos of donor-centric fundraising (which remember is to center the role and power of the donor) while effective at raising financial and other support, is another element and an extension of Jason Lewis’ critique of “the soft authoritarianism of institutional philanthropy.” If you think that criticism is overly harsh, read Lewis’ article and consider where the balance of power in our sector lies.

Complex problems like incarceration justice and mental illness and discrimination of all stripes don’t have shiny solutions and cannot be easily solved with a $25 monthly donation or even a grant of $50,000. Creating any type of seismic shift in these arenas is a work and commitment of years, and sometimes decades and generations. To pretend otherwise is an injustice to those who live through these challenges every day.

Individual donors and institutional grantors are not heroes or rescuers—but they can be powerful allies, and we need them.  I am appreciative of their support. We need their money, their public platforms and their networks. But let’s be clear, their role is to be a part of a movement that is bigger than themselves in tipping the scales of justice in favor of those who are often on the margins of society. This is a privilege and an honor.

True impact stories elevate the leadership and resilience of the communities doing the work. They invite donors not to “save,” but to stand in solidarity. So when you set the stage in your next appeal or grant application, invite your donors to be partners and advocates. But don’t call for any heroes.

I know this topic and view point can be controversial - please do share your perspective below!

My Grant Writing Journey

A motorized rickshaw known as a “Tuk Tuk” winding down a curvy road in Sri Lanka

Photo Credits: Javier Saint Jean

No one I’ve ever met started their career saying ‘I want to be a grant consultant.’ Those who end up here are usually mid-career and senior professionals whose careers have zigzagged through some interesting places first. If you want to know my story, here it is.

Part 1: The Floppy Disk Era

It was 1999, and my newly minted high-school graduate self had just been handed a document on a floppy disk and been asked to, “edit this grant proposal.” Let’s hit rewind for a moment.

Until the summer of 1998, my all-girls school in Sri Lanka was my whole world. The equivalent of a K-12 school, I graduated with nearly all of the same classmates I started with back in kindergarten. There’s something truly special about spending 14 years growing up with the same friends you first met dressed in little sundresses, with handkerchiefs pinned in the top left corner. (Kleenex in classrooms wasn’t a thing back then, but I digress).

Now, at 19, the world was my oyster.

While many of my friends soon launched into careers in law, banking, advertising, and other ‘respectable’ professions by Sri Lankan society standards, I decided to take a year off while applying for college in the USA. Through a contact, I found a ‘job’ where I would volunteer two or three days a week with a local nonprofit that served children who had experienced abuse.

With no official job description or title other than ‘volunteer,’ my tasks varied from day to day; from being an English-Sinhala translator, to creating a prototype of a board game about decision-making for kids (it never made it past my pencil sketches), and assisting with a film shoot for children about safe touch and speaking up.

Professionally, I was about as green as it gets, and I wouldn’t have known a grant proposal if it had flown in and hit me in the face! However, having taken advanced English writing classes in high school, I was able to write for a professional audience. So when the nonprofit’s therapist who was my informal supervisor asked me to edit a funding proposal, I took up the task. And apparently, I did a good job.

Part 2: Learning by Doing – Grad School and International Work

Fast forward through three years of college in Pennsylvania, I returned to Sri Lanka with an English Writing B.A. in hand. My new job as a program assistant at a large international development organization in Colombo (the capital city) put me on the execution side of grant writing. The proposal had been written, and now my team was tasked with implementing and reporting on the project that had been fully funded.

We found ourselves faced with a different type of challenge as we read and re-read the proposal goals and activities and puzzled over how to implement the grant proposal. The proposal had been written by foreign consultants who had literally “flown in and flown out.” None of the present team members had been around during the program design or proposal development process.  This experience raised a serious question in my mind: who should write the proposal for a new initiative?

Returning to the US once more, I took my first formal, intensive grant proposal writing class as part of my graduate studies in International Development in 2004. We spent time analyzing elements of international development proposals and writing a mock proposal of our own. This class was a solid introduction to professional grant writing. However, I attribute my development management class with helping me develop what I credit as the most important grant development skill of all time—the ability to sift through large volumes of information and distill and glean key data, and present it succinctly within the parameters of a writing assignment. In “grantspeak,” this is about cutting out all the irrelevant information and figuring out what’s most important to your pitch, and weaving it into your narrative to strengthen your argument—all while staying within the strict confines of a word count.

By the time I graduated with my M.A. in International Development, I had built a solid understanding of nonprofit grant writing and reporting, which prepared me for my next adventure: managing and reporting on USDA and USAID food security grants for a large international nonprofit in Washington, DC. Ensuring quality reporting while liaising between an implementing team in Asia and our US Government funding partners taught me a ton about the importance of communicating expectations and realities to team members. For example “team, we need to start the reporting process four weeks ahead of the deadline as I’m delivering six reports at the same time, and we need to build in time to address any issues.” Learning to build in enough time to pivot when the unexpected happens was another valuable lesson learned—like the time a team member’s plane caught on fire, and while he and everyone on board escaped safely, his laptop with report data was destroyed.

The next year, when a situation outside my control upended this job—the job that I thought was the launching point for my long-term career as an international development professional, it felt like the end of the world. By the time I was applying for jobs again, the 2007 recession was in full swing. Hundreds of hours of applications and interviews later, the discouragement was real. On a side-note, this career break gave me the gift of time where I was able to volunteer with an organization serving people without homes. This was one of those pivotal experiences that gave me new perspective and insight.

Part 3: Starting My Own Grant Consulting Business

Being unemployed and having lots of time to reflect, I asked myself what skills I’d gained over the years. I had certainly learned a lot about grants. With the support of my ever-supportive husband, I decided to go out on my own. I landed my very first nonprofit grant writing client, who had advertised on Craigslist (back then this was a legitimate platform for finding work). It was a small start-up nonprofit combining coastal livelihood development and environmental protection, and they needed help developing a master proposal to pitch to various prospects. I thoroughly enjoyed getting to know my client, learning their work, and showcasing it as a wonderful opportunity for investing in a coastal community in Indonesia.

Since then, I’ve developed a passion for working with smaller nonprofits that are often early in the grant development journey. I met thoughtful, kind, smart, nonprofit leaders who are doing amazing work with limited resources; addressing critical needs like access to healthcare and housing and reincarceration in their communities— while challenging the deep-rooted systemic injustices that keep multiple generations facing the same struggles. These partners have taught me so much, not just about their missions and programs, but also through the humanity and humility and respect with which they serve their communities.

My grant journey, which began in 1999, has been a process of building brick by brick, with each experience paving the way for the next. I’ve met clients online and through in-person connections—Craigslist, Idealist, LinkedIn, casual neighborhood conversations and recommendations from past clients. The hustle of running a small business has been real and keeps me on my toes.  Here's to hoping that One Community Grant Consulting continues to create opportunities for learning and growth for all who are part of this journey!

I’m curious to know, what’s your story? What brought you here today? Please share below.