Is your municipality interested in increasing revenue? Reducing administrative burdens? Improving outcomes? eCivis reviewed dozens of local governments to evaluate their grant acquisition and management strategies. High performing organizations had three key characteristics that made them effective. To find out what they are, download our free guide to effective grant funding strategies.Read More
Across the board among local governments, the capacity to apply for grants has shrunk as workforces have been thinned and retired staff are not replaced. These circumstances, coupled with more stringent requirements at the federal level, make it imperative that organizations strategically approach pursuing grants to maximize award rates and ensure successful grants management.
Using a thorough risk evaluation process will help ensure that your efforts are spent on the grants with the greatest potential to positively impact your organization. Our Risk Assessment form guides you through the factors that should be considered prior to preparing an application:Read More
During last Thursday's ICMA-eCivis webinar on the grant challenges and solutions of small communities, the expert panel posed the following polling question:Read More
What I love about the following free guide is that it is both expert and accessible. Author Stacy Fitzsimmons, who helped establish a grants office for a state agency, shares her expertise and offers sound strategy for building support for your new office. The guide begins with an assessment to determine the need for a grants office, then moves forward into the process of building executive support, establishing strategy, gathering human and technological resources, and finally launching the office. In many ways, this is a great guide about interdepartmental communication, useful for any type of office. Yet it's so much more.
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.