You have gone through months of planning, researching and writing your proposal to the funder. After weeks or even months of waiting for a response, the day's mail brings you the envelope you have been waiting for. Encouraged because it seems thicker than the typical one page denial letter, you eagerly rip open the envelope. Your heart beats with joy as you quickly scan the document that explains how your beloved funder has decided to give life to your project with their generous funds. You thumb through the rest of the document. Wait…what is the rest of this information? A contract, this sounds serious. Your pulse slows and breathing may seem a little more labored as you read several pages of lingo that must have taken a team of lawyer’s years to develop. Do not fear. For many foundations and all government agencies, the grant contract is a standard business procedure.
This contract may spell out the precise terms of the award. Some of the components may include allowable expenditures, specific reporting requirements, expected deliverables (Program outcomes) preferred recognition/publicity methods and much more. Study this document before you sign and return it to the funder. Make sure you are able to do exactly what is required.
If there have been program changes since you submitted your proposal, now is the time to call and discuss them with your funder-before you sign the legally binding grant contract and send it back to the funder.
Not every funder requires a signed contract when awarding a grant. Each contract will vary based on the funding organizations requirements. If a funder requires a contract, typically the check will be sent after you return the signed contract. Look at everything very closely, and if you have questions, call your contact person at the funding agency.
Wednesday, November 29, 2006
Thursday, November 16, 2006
Capturing Data
Once upon a time, a level headed grant-writer worked night and day to help his organization receive the funding they needed for its programs. He wrote strong needs statements, helped create reasonable goals and objectives, and a nice evaluation plan. Everything was perfect. The generous funders delightfully gave their grant dollars to help the wonderful people he described in his proposals.
The level headed grant-writer smugly put his feet up on his desk and crossed his arms behind his head feeling very satisfied with himself. He knew all was well in the world. As soon as that thought flashed through his mind, he remembered that the work had only just begun. He knew that now they would have to do what they said they would do and report their progress at appropriate intervals.
Reporting requirements vary from funder to funder, but all funders will want to hear from you about the progress you are making. They want to make sure they have invested wisely. Some funders want an annual report, while others require a monthly status update. Make sure you understand what your funder requires, and that you can fulfill their reporting expectations before you cash their check.
Determine what data is the most necessary to collect as you move forward for both reporting requirements and effectively evaluating the outcomes of your program.
It is prudent to collect appropriate data at regular intervals. If you run a homeless shelter, count the number of meals served daily as well the number of occupied beds each night. Tabulate the totals on a daily, weekly and monthly basis.
If possible, try to have the program officer fill out a brief one page monthly report to keep you informed about the progress of the program. Do not wait until a week before the final report is due to a funder to look at your data. You cannot create data for an entire year for a report. This will make you and your staff very grumpy, and your funder will see right through it. In addition, you want to be able to evaluate the effectiveness of your program on a consistent basis so that you can make adjustments as needed. Consistent qualitative and quantitative data collection will help you to evaluate your activities and outcomes in a fair, honest manner.
The level headed grant-writer smugly put his feet up on his desk and crossed his arms behind his head feeling very satisfied with himself. He knew all was well in the world. As soon as that thought flashed through his mind, he remembered that the work had only just begun. He knew that now they would have to do what they said they would do and report their progress at appropriate intervals.
Reporting requirements vary from funder to funder, but all funders will want to hear from you about the progress you are making. They want to make sure they have invested wisely. Some funders want an annual report, while others require a monthly status update. Make sure you understand what your funder requires, and that you can fulfill their reporting expectations before you cash their check.
Determine what data is the most necessary to collect as you move forward for both reporting requirements and effectively evaluating the outcomes of your program.
It is prudent to collect appropriate data at regular intervals. If you run a homeless shelter, count the number of meals served daily as well the number of occupied beds each night. Tabulate the totals on a daily, weekly and monthly basis.
If possible, try to have the program officer fill out a brief one page monthly report to keep you informed about the progress of the program. Do not wait until a week before the final report is due to a funder to look at your data. You cannot create data for an entire year for a report. This will make you and your staff very grumpy, and your funder will see right through it. In addition, you want to be able to evaluate the effectiveness of your program on a consistent basis so that you can make adjustments as needed. Consistent qualitative and quantitative data collection will help you to evaluate your activities and outcomes in a fair, honest manner.
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