Here we are at the last post of this grants office series. I wish you great success as you ramp up your grants office with key stakeholders.
Now it's time to establish the office and launch. The main objective at this stage is to have a plan in place that is executable and that can be measured for success and return on investment. For strategy junkies and those that enjoy the development of the grant workplan (goals, objectives, outcomes, activities), this is the fun part. If you are not one of those, seek someone to help with the development. Sometimes the perspective of an outsider can be a grounding voice in the process.
In previous posts of this series, we assessed the need for a grants office, established next steps, and talked strategy. In order to establish a strong grants office, guiding leadership and grant directors must also look to evaluating culture—the focus of this article.
Welcome to part 3 of the series guiding leadership and grant directors in the quest to establish a strong grants office. (See parts 1 and 2 of the series in case you missed them.) Now that we have support for the office and know the reason for its being, let's talk strategy.
The grants office is strategically linked to the leadership and financial goals of the organization. The decision to create a grants office is a nod to the importance of properly managing the phases of the grant cycle from program planning, to application, to award management, through close-out. Creating a grants office from scratch takes diligence in maintaining a balance of the ethics of the profession and the goals of the organization.
What are we to think about the availability of grant funding in and for the state of Indiana? It's a broad question best approached one grantor category at a time: foundations, state agencies, and the federal agencies each take a slightly different grant seeking strategy.