Don’t invent new programs just for a grant
Several problems occur when a nonprofit finds itself chasing grant dollars without a clear strategy.
One is a troublesome tendency to invent new programs or initiatives out of whole cloth when they find a grant opportunity that isn’t really a good fit for the organization.
They see a grant opportunity and dollar signs flash in their eyes. In an instant, they forget they have a specific mission, a set of programs they already work so hard to deliver, and a team that’s likely already stretched thin.
They’re blinded by the potential for money, no matter the odds of actually winning.
Like walking by a casino, seeing the flashing lights, and getting sucked in to play blackjack even though you’re on a budget and you weren’t actually planning to play.
So they devise a last-minute “concept” for a new program or initiative they can launch to fit the grant. Or they stretch and contort their existing programs to the point they’re almost unrecognizable to fit the parameters of the grant.
So what’s wrong with this “reactive” approach:
You waste precious time and resources applying to a grant that doesn’t make sense for you to pursue. Grants are neither “easy money” nor “quick money.” The strategy, effort, and time you and your team puts into winning grants is significant – it should be honored and valued by working smart, not just working hard.
It creates unnecessary and completely avoidable stress, depleting your energy and resources that could instead be directed toward applying to grants that are better fits.
If you actually win the grant, your team now has to scramble to create and implement an entirely new program that isn’t necessarily in line with your vision. Usually this looks like existing staff getting saddled with new responsibilities, causing burnout and lowering the quality of services you provide.
You never feel in control of your grantseeking. You stay stuck in a cycle of chasing funding. Whenever you see a new opportunity, you jump on it – no matter the fit and no matter the deadline.
Now, of course there are times when it makes sense to seek funding to expand, change, or build upon your existing programs. Applying to grants to support pilot programs and organizational growth in new areas is fantastic. Analyzing funding trends and strategically deciding to refine or pivot your programming is great.
But your strategy needs to come first. It’s the dog that wags the tail.
Developing strategy and programs on the fly in response to a single grant opportunity is the “tail wagging the dog.”
To optimize your resources and maximize your chances of success, a grant should either be:
Aligned with the mission and work that your organization already does.
Aligned with a new program or initiative you already had plans to launch.
Aligned with a new strategic direction or pivot that makes sense for you to apply resources toward at this time.
Start by understanding your own vision, goals, and unique challenges and assets as they stand at this moment in time.
Then, seek out funders that are interested in supporting that vision.
You can integrate feedback from funders to help shape this vision. But the starting place should always be your organization – not the grant.
Start by defining your vision and goals. Ask yourself:
Where do I want my organization to be in 1, 3, 5 years? What, specifically, would look different?
Where specifically is funding needed? (Adding more staff? Scaling our program to another 250 clients? Opening another location? Developing an online version of our services? Developing a pilot project?)
How much funding do we aim to raise over the next year, and through what sources? How would grants fit into this?
What are our unique assets as an organization? What are we currently doing well? How might we build on this over the next few years to increase our impact?
Where are the greatest challenges facing our organization? How can more resources help us mitigate or address these?
Then, research and assess prospective funders to identify grant opportunities that are aligned with your answers to these questions.
What if something seems like a unique opportunity but you’re not sure it’s right?
New grant opportunities are always emerging and sometimes it can be hard to distinguish if something is a good fit, a stretch, or a bad fit.
Nowadays, there are some really unique grants that don't necessarily come across as your typical, straightforward program applications. Sometimes they’re the result of unique philanthropic collaborations, they fund innovative approaches to longstanding problems, or they offer funding for a new type of service model or approach.
You certainly don’t need to rule these out simply because they don’t sound like more traditional program grants. Your work could be a great fit – maybe you just need to talk about it in a different way, highlight specific features, or frame it in a more interesting way to align with the grant.
So let’s distinguish between a grant that’s a unique opportunity worth pursuing – and one that’s just a bad fit.
Here are some questions to make that assessment:
Will you have to invent an entirely new program? (If yes, it’s probably not a good fit. If you can expand or pivot an existing program and this makes sense for your vision, then it might be worth it).
Was this something you were already planning to create? (If so, this could be the grant you’ve been looking for to finally launch that program. If not, reconsider it).
Does it fit with the general direction you’re looking to take the organization in the next 1-5 years? (If not, forget it).
Will you have to serve an entirely new population? (Unless it’s a population you’re already serving or are planning to expand into, it’s probably not a good fit).
Does it support your current mission as defined? (If not, it will likely cause “mission creep” that hinders your ability to deliver on your current mission, which could raise serious red flags among donors and your board).
Do you actually plan to hire new staff or personnel to carry out these new functions, or at least reconfigure the current team’s roles? Does the grant support hiring new staff? (If not, forget about it).
Is the deadline right around the corner? (You can probably already guess the answer!)
