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This post is part three of a three-part series. If you haven’t already, go back and check out part one and part two, where we describe what happened to the nonprofit sector in Washington during the last economic recession and what nonprofit leaders can do today to survive. At Ostara, we have come to recognize that our team is in the unusual position of being able to connect the dots between nonprofit needs and grantmaker desires. There is so much overlap in that space, and in a time like this, we know that grantmakers and philanthropists want nothing more than to find the overlap and lean into it. (You can tell by the still-growing list of response funds.) In that spirit, Ostara would like to offer a few recommendations of where and how foundations can think about prioritizing their goals. Plan to support recovery in phases. Quick response to emergent needs is necessary, but so is long term thinking about the stability and planning for the organization. As our previous research shows, there are short, mid, and long term periods of time in which the economy will cycle back around. Grantmakers that openly and explicitly communicate phased thinking – on websites and in emails and outreach – will help current grantees and potential grantees see where they may fit in. The more nonprofits can understand the timing of a potential partnership in the longer term, the better they can plan holistically and prioritize their time. Understand that survival may be the key metric for success. It won’t be the number of people served, the number of hours worked, or graduation rates; simply existing in 2021 will be one of the hardest and most important things a nonprofit is able to accomplish. This could turn out to be especially true for organizations whose mission is not specifically health care or human services – such as education, arts, culture, environment, advocacy, and social justice organizations. Although, we are seeing that all organizations and their people are directly connected to this pandemic in some way. Some foundation staff already know or suspect that reporting requirements and outcome tracking are excessive. Grantmakers that clarify expectations around outcomes for current grantees or potential future grantees with sensitivity to this reality – and grantmakers who require as little as possible – will provide the biggest relief from a grantee’s day-to-day stresses. Nonprofits need stability and some grantmakers may be in a position to provide it.  Long-term, unrestricted financial commitments will make a bigger difference than any other kind of financial gift. A grantmaker that removes as many restrictions as possible – not just during this epidemic but permanently – will have the biggest impact on a nonprofit’s ability to serve their community. Consider making bigger and more long term commitments, reassuring grantees that they can count on multi-year funding without meeting benchmarks. Foundations may feel that this is the absolute wrong time to spend down assets, but just as with financial ROI, investing in social impact ROI when the economy is most vulnerable can have the biggest social return. Grantmakers often encourage bold action from their grantees and this is an opportunity to demonstrate what that looks like. Money is great, and is only part of the solution. Nonprofits need ongoing, relevant fundraising expertise and capacity to complement and support their teams. That is likely to become even more true as budgets are slimmed and funding levels drop over a sustained period of time. Now is the time for organizations to plan for the future and invest in the important work of engaging donors and stakeholders. Grantmakers can now consider what role they can play in helping nonprofits assess their organizational needs and access that kind of expertise and support. Philanthropy in the form of foundation giving is a core driver of nonprofit work in our region. We know that grantmakers are here for the long haul, and Ostara shares the desire to support both individual nonprofits as well as the longevity of the sector as a whole. Grantmakers face an unprecedented opportunity to show up in new and innovative ways when it is most needed and most impactful to the largest number of people. Some may act quickly, and some may take their time to plan out your response. Everyone can play a role in this recovery in a way that resonates with each organization’s core values. There is much opportunity and we are here to help in every way we can. How can we work together? We are here for you and we will walk with you as you navigate this situation. Please don’t hesitate to reach out to us if you would like to discuss how to shift your fundraising event plans, how to respond to funder inquiries about programs and services, how to manage remote work for your teams, or to navigate fears with donors or volunteers. We’re here to connect.

This post is co-authored by Olivia Miller Gattuso with input from the entire Ostara team.This post is part two of a three-part series. If you haven’t already, go back and check out part one, where we describe what happened to the nonprofit sector in Washington between 2007 and 2012 during the last economic recession. Nonprofit workers, we see you: you are overwhelmed, tired, and genuinely fearful about the future of your work. The organization that you have invested so much passion, time, and energy into may be wobbling. Donations may not be coming in, you may have had to cancel big in-person fundraising events, your programs may have shifted or paused in ways that threaten your ability to achieve your mission, and your colleagues may be losing their jobs and livelihoods. You are scrambling to adapt, to pivot, to ensure that your organization—and its vital team of people—still exist in three years, in one year, or even next month. A New York Times article quoted Tim Delaney, chief executive of the National Council of Nonprofits, saying, “In an ordinary disaster, no matter how severe the impact, there is a border beyond which life is normal. Here there is no border. We see the first tidal wave coming in, but know there will be a second, a third and a fourth after it.” Another article points out that three-quarters of nonprofits say they will run out of cash in less than six months. “Nonprofits live on the edge, pouring everything they have into their mission.” For organizations like this, a short-term dip in cash can mean layoffs, program cancellations, and dissolutions. But, it can also mean survival or even growth; improvements in long-term planning, cash position, and donations; higher contributions by board members and volunteers; more effective program service and delivery; and a greater understanding of the need for capacity investments when this is all over. In fact, overall the nonprofit sector was, in some ways, able to weather the last recession better than for-profit businesses. What makes the difference between an organization that closes its doors and an organization that grows to meet community demand during an economic downturn? What can you—tireless nonprofit leader—do right now to ensure that your organization survives this crisis and serves your community through it? We have waded through the rising waters of resources out there to pull together a data-driven list of the strategies that work, proven through real nonprofits’ experiences of the last recession. As you figure out how to proceed, consider these tried and true crisis-responses. In the next 30 days: Clarify the gap between your expenses and revenue. An article by Steve Zimmerman at Nonprofit Quarterly identified a few steps that we recommend every nonprofit do now in response to COVID-19. He said to: “Understand your cash position.” Leadership must understand how long they can cover expenses without any new infusions of revenue. “Assess damage to revenue streams.” How much revenue that you expected to come in this year do you already know will not arrive? “Look at the dual bottom line.” Consider the impact of a program alongside its financial costs. A healthy nonprofit will have a mix of services that generate revenue or sustain themselves vs. services that are expensive to deliver but result in tremendous community impact. We like the version below of the map Zimmerman referenced. As you think about how to proceed this year, consider programs that are Stars (generate revenue or donations and align with your mission), Cash Cows (generate revenue), and Heart projects (require significant resources but are essential to your mission. Now is the time to question projects that may be uncertain in either revenue or mission, that are experimental, or that you know are not a good use of resources. Engage your donors and funders to help you fill the gap. Approach funders that you have strong relationships and make a clear ask to help you through any short-term cashflow challenges. Find creative ways, like challenge pools, for your major donors to lead the way.  Don’t be afraid to ask funders for overhead funds, unrestricted grants, and multi-year commitments. We recently wrote posted twice about how to do this. Check out here and here. Between now and the end of 2020: A 2011 study led by David Harrison at the University of Washington examined a set of nonprofits in King County, WA and the actions they took between 2008 and 2010 to weather the last economic recession. Learning from this research and our decade of work with more than 350 nonprofits, we recommend that nonprofits do the following this year: Involve everyone. Include your full team in identifying creative solutions that mitigate harm to the organization and its community. Talk to the people you serve – what do they need and what is the best way to provide it? Draw on the energy and passion of your staff and board to create a team-based approach to getting through this. Engage your donors and volunteers – how are they able to give and what do they care about? Move swiftly and boldly. After you have determined your cash position and the programs or expenses that are not serving your organization, act quickly to make difficult decisions that will preserve assets and engage effective fundraising strategies. As Harrison’s research pointed out, this may mean reducing your fixed costs in ways you couldn’t have imagined before. Do you need your office this year? Can you immediately cut some utilities, the monthly water cooler delivery, or other nonessentials? Engage in shorter-term, more nimble planning. We all know things are changing rapidly, seemingly every day. Now is not the time for a five-year strategic plan. Work with your team to determine what you are going to do in shorter bursts of time, and then reassess together as things change. What is your 1-month, 3-month, and 6-month plan? Don’t be afraid to think outside the box. The nonprofits that survived in Harrison’s research pursued partnerships, pivoted programming, and sought new service delivery methods to adapt to their changing environments. We have already seen tremendous examples of this – like the Refugee Artisan Initiative who pivoted their artisan production process to sew greatly-needed masks for healthcare professionals, or Cancer Lifeline who has started hosting their in-person support groups and classes online. Focus on relationships always, but especially now. The common thread throughout all our work here at Ostara is relationships. Whether we are talking about grant writing, holiday appeals, events, capital campaigns, boards, or major gifts – relationships are paramount to the success of a nonprofit. Never has this been more true. Take time to connect with clients, staff, donors, volunteers, and your board – check-in and have honest conversations. Invite them into your process, and find out how you can support them. Always come back to your mission – and make sure it’s a clear one. It’s never a waste of time to review your mission and values. Now more than ever, we are encouraging our clients to make sure everyone on their team knows why they exist, and that any project that does not support that mission in some way falls to the back burner. In 2021 and Future: Appreciate and communicate with your team. Show that you appreciate your staff and the work that they have done up to this point, and continue to do this into the future. Consider donors, funders, volunteers, and board members part of your team, and invest heavily in stewarding those relationships. Re-examine your revenue mix. The biggest action that organizations in Harrison’s study took to sustain their operations over the last recession was to reimagine their list of revenue sources and ensure that list was as diverse as it possibly could be. As you do this, consider: Annual fund activities like events, annual mail, and electronic appeals. Major gifts – targeted requests to the segment of donors that already give the most to your organization. Private grants – strategic proposal-writing to well-aligned foundations and corporations. Remember to refresh your knowledge of the funding landscape every six months. Public grants and contracts – projects in partnership with city, county, state, or federal governments to achieve common goals. Be aware this may change from one administration to another. Earned revenue and memberships – creative ways to leverage your resources and partnerships to sell services or products Special campaigns via social media, peer-to-peer platforms, community giving days and more Build—and don’t be afraid to use—your reserves. If you have an operating reserve, use it! Now is the time to draw on that fund to engage in intentional deficit spending. That means you may approve a deficit budget next year. Explain to your staff and board why you are doing this and what it will allow you to achieve. Communicate this decision with funders and explain why it is a wise financial choice that allows you to continue serving your community. Make a plan to rebuild that reserve in the future. If you don’t already have an operating reserve, reiterate to your board why this is a crucial element of emergency preparedness. Nonprofit best practice is to establish three to six months in a board-designated operating reserve. Set a goal for annual contributions and a target number you would like to hold in reserves. When you are able, create an operating budget that includes a contribution to your reserve. Create a culture of understanding on your team about the importance of a reserve and its value to your long-term sustainability Take time to plan for unexpected challenges. Once you have made it through the initial six to twelve months of this economic recession, work together to create plans for the next unexpected disaster. Are you prepared for an emergency? Do you have a leadership succession plan in place? Do you know what you will do if an expected revenue source drops off? Lastly, advocate for the sector. Follow along and support regional conveners like Washington Nonprofits and Communities Rise as they fight for funding and systems that support the nonprofit sector.  Your voice is important. Nonprofits have proven their resiliency time after time. We know that COVID-19 has affected our world and community in unprecedented – and still unknown – ways. And yet, you are the real-life nonprofit heroes, continuing to show your bravery, responsiveness, and commitment to your communities and mission during this difficult time. We look forward to helping you along the way and witnessing the impact of your work as we work through this crisis together. We plan to share stories of positivity, community, and hope in nonprofits on our social media pages as much as we can over the coming weeks and months. Follow these stories here.Read Part III of this series where we discuss how funders can make the biggest impact for the long term, where and how to invest to help nonprofits survive this pandemic and the years that follow, and what mistakes to avoid. We are here for you and we will walk with you as you navigate this situation. Please don’t hesitate to reach out to us if you would like to discuss how to shift your fundraising event plans, how to respond to funder inquiries about programs and services, how to manage remote work for your teams, or to navigate fears with donors or volunteers. We’re here to connect.

This post is co-authored by Olivia Miller Gattuso with input from the entire Ostara team. Today – April 13,  2020 – much of the United States is weeks or months into temporary routines of social distancing, mandated by governors and urged by the President in response to the COVID-19 crisis. For the nonprofit sector, the economic impacts of this are profound. As programming and fundraising events are canceled, staff are reduced, volunteers and clients are not showing up, and revenue sources shift or disappear, nonprofits’ survival is uncertain. We get it. In fact, we have seen this before. The Ostara Group was founded shortly after the largest drop in the U.S. financial markets since the 1929 Great Depression. The worst of the 2008 recession lasted a year and a half; by mid-2009, numbers began to trend upwards and the turmoil started to quell. But the 18-month period wreaked havoc on the nonprofit sector, in lasting ways. Last month, Congress passed a $2 trillion economic stimulus package (the CARES Act) that includes emergency loans for small businesses and nonprofits to begin alleviating some of these pressures. And as many have rightfully called out, this is a time for more and greater funding for the nonprofit sector; “this is the rainy day funders have been saving for.” The Pacific Northwest philanthropic community is beginning to provide lifelines for nonprofit organizations of all shapes and sizes in this unprecedented time. Regional funders like Seattle Foundation, Community Foundation of Snohomish County, King County, and many others have joined together to establish rapid response funds to support specific COVID-19 needs in the community. Nearly 500 foundations across the U.S. have signed a philanthropy pledge of action that commits them to compassionate grantmaking during this challenging time. And a coalition of Seattleites called All in Seattle has banded together to raise funds to funnel directly into local nonprofits. Yet, we know the fight to survive this is far from over for nonprofits. To help our nonprofit community through this, we are posting a series of three blog posts: Part I: What does the data tell us about how funders responded during the last recession? What can nonprofits expect this time? Part II: Based on those lessons, what should nonprofits be focusing on to survive this? What fundraising strategies might be most effective right now? How can or should you pivot their operations, programming, fundraising, and finances to best leverage public and private investments to survive? Part III: How can funders make the biggest impact? Where and how should you be investing to help nonprofits survive this pandemic and the years that follow? What mistakes should you avoid? Part I, Part II, and Part III are now live on our website. We are here for you and we will walk with you as you navigate this situation. Please don’t hesitate to reach out to us if you would like to discuss how to shift your fundraising event plans, how to respond to

This post is co-authored by Olivia Miller Gattuso with input from the entire Ostara team. This post is part one of a three-part series. In this post, we discuss what the data tells us about how funders responded during the last recession and what nonprofits can expect this time. To understand the extent of damage to the sector in the last recession and identify ways nonprofits can survive the crisis at hand, our team compiled giving trends from the top 50 private foundation funders in Washington State between 2007 and 2012.[1] During the last recession, it is worth noting three things: 1. Foundation funding surged, dropped, then recovered: Following the economic crash in mid-2008, private foundation giving experienced a temporary one-year boom of more than $150M[2] (presumably to address immediate short-term emergencies) and then a large drop below 2007 rates. By 2012, giving had almost entirely rebounded: in our sample, giving hit 98% of 2007 giving levels that year. These trends are consistent with national data, which shows funding did not fully recover until 2012. Figure 1 Source: Nonprofit Quarterly, March 2020 What does this mean for you? Think about your organization’s big picture and what you can do to prepare for 2021 and 2022. Even if you are doing okay now, know that more drop-offs in foundation funding could be coming down the road and consider a plan to increase revenue in other areas as a practical measure. Think about foundation funding as one piece in an interconnected ecosystem of funding. If foundation funding goes down, what other parts can go up? Read Part II of this series for very specific recommendations of what to do now to prepare. 2. Funders responded differently: In the 2008 economic crash, we see the response of funders in three different ways. In our sample: One-third of funders completely stopped giving. This reduction represented a loss of $39M to the local nonprofit economy. One-third gave less than the prior year. This shows the average funder decreased giving by 33%. One-third gave more. These funders gave an average of 83% more than the previous year.[3] The Seattle Foundation, whom we might view as a microcosm of donor behaviors and attitudes, awarded smaller grants to fewer grantees in 2008 and 2009 compared to 2007. By 2011, they gave more than twice as many grants but fewer total dollars. This indicates lower average amounts per grant, but more organizations impacted than before the recession. What does this mean for you? Reach out to all of your funders, but know that it is unlikely that all of them will respond the same way. Lean into relationships with funders who understand and are responding to the pressures you are feeling. Nurture those relationships, but don’t ignore the others – they will come back eventually and you want to be positioned to resume that relationship when they do. Check out this post that describes how to approach funders that you already have relationships with to garner additional support during this tricky time. 3. Funding varied per mission sector: The short and long term impacts of changing funder priorities were felt differently in each category. See below for the response of each sector: Education: Initial Response: In our list of 50 funders, education grants more than doubled in the year of the recession, following the pattern noted above. In 2009, though, they dropped back down to lower than pre-recession levels. At the same time, according to Philanthropy Northwest, grants to education-related causes increased in proportion to overall giving in that same time period, indicating a sharper decline in other categories. Rebound: By 2012, education funding in our sample had increased back to 44% higher than 2007 levels. By 2014, education received more dollars in the Pacific Northwest than any other category.[4] Today: There are key differences between the 2008 recession and this one for education organizations, primarily the profound impact that closing schools across the country has on youth and education-based programming. It is yet to be seen how this trend transfers into the age of COVID-19. Focus diligently on funder retention over the next 6-18 months. Thank funders who have given more money to your cause or shifted to general operating grants. Share anecdotes and regular updates about your work. Communicate regularly about how you are planning for the future and the funds you know you will need to sustain services. Demonstrate that you understand and are keeping up with changing education priorities. Arts: Initial Response: Between 2006 and 2008, arts funding increased overall, but decreased as a percentage of total charitable giving in the Pacific Northwest. Rebound: Philanthropy Northwest research indicates that arts giving declined in the region overall by $8.2M between 2010 and 2012. Community foundations and corporate funders actually increased their arts giving in this same time period. Today: So far, we have seen public funders step up to support arts grantees during this time. But some family foundations and COVID-19 relief funds have been slower to respond. Continue to advocate for the value of arts organizations, even during this time. Seek relationships with community foundations and corporations who already understand the tremendous value you provide. Keep your funders engaged by celebrating past performances and any programming that has pivoted to the digital space. Human Services: Initial Response: Funders in our sample followed a different trajectory than other categories; they immediately decreased funding in 2008 but then rose back up to distribute more funding by 2010 than they had pre-recession in 2007. This represents a quicker and bigger increase – likely in response to soaring community need for food, housing, and wage support—than giving in other categories. Rebound: By 2012, as the economy regained its footing, growth in human services funding was outpaced by growth in other areas. Today: We have already seen a surge in responsive funding for human services. However, we anticipate this increase to dissolve in 2021 and potentially level out or grow in future years. Similar to education funding, focus on funder retention. Environment: Initial Response:  The environmental sector took the hardest hit in 2009 as total dollars granted by our sample of funders shrank by 62%. Rebound: By 2012, environment funding had fully rebounded, and the number of grants distributed to environmental causes had more than doubled over 2007 numbers. Today: Pacific Northwest funders consistently give higher dollar amounts in this category than funders in other parts of the country (according to Philanthropy Northwest trends reports). While environmental grants may decrease in 2021, we anticipate the community interest to save our planet will grow in the future. Like in the arts, continue to communicate the value of your sector even in this time; what lessons can we learn right now about the impact of lower human activity on the environment? How can you use this time to plan for and expand services strategically? How can you bring funders along on that journey? Health: Initial Response: In the last recession, health funding was remarkably steady. 2012 giving by our sample was comparable to 2007 in both dollar amount and number of grants distributed. Rebound: When we expand the time period in question, though, we can see that health funding began to soar in subsequent years; between 2012 and 2014, overall giving to health-related causes more than doubled.[5] Today: Funding in this category has the potential to be the most radically different than the last recession, due to the overwhelming impact of COVID-19 on our health-related infrastructure. It is difficult to understand and predict how philanthropy will respond. In the past, family foundations made up most of the surge in health-giving, so look to these funders that you already have relationships with to bolster revenue in the next several years. Capital: Initial Response: During the real estate boom prior to the 2008 crash, capital funding had increased each year relative to other types of gifts and made up one-quarter of all grants in the Pacific Northwest. In 2009, capital grants quickly decreased to one-third of 2007 levels. During this time, we saw many foundations quit funding capital. As part of our capital projects back then, organizations had to plan for fewer foundation gifts and move many of those asks from the early stages of the campaign to the back-end of the campaign, with the hope that they would come back. Rebound: By 2012, our sample of funders recovered this loss and distributed more capital grants than in 2007. Philanthropy Northwest reports continued gains in capital funding of more than $37M (a 41% increase) between 2012 and 2014. Today: Many organizations will need to reassess the goals and timeline of their capital campaign. Make sure your case for support is clear and timely. As foundation funding for capital potentially declines, focus on stewarding your individual donors and engaging your community within this new context. What does this mean for you? While COVID-19 brings its own challenges to each sector, we can rely on 2008-2012 data to make conservative and educated budget projections for the next few years. It may be in your best interest to review your actuals from 2007 to 2009. What changed? Which funders were most responsive to your needs? Use this information to prepare your board, staff, and organization for the next few years. Most importantly, be sure to maintain communication with your current and lapsed funders—even if they deny your next proposal. From all of this, we know that many funders come back and new funders pop up, so continue your stewardship, cultivation, and research efforts. Based on our prior experience, this will lead to more institutional funding in the future. Read part two for more details on how to shift other parts of your fundraising efforts and your financial planning in response to the changing priorities of grant funders. Conclusion We know that the future is filled with uncertainty and fear, but nonprofits of all sectors have been resilient in the past, coming back stronger than ever. We must use the lessons of the past to help guide organizations through this unprecedented time. Look out for Part II of this three-part series that will help you navigate the next 30 days, prepare through the end of the 2020 fiscal year, and set 2021 up for success. We are in this together and we look forward to serving as your thought partner through this. We are here for you and we will walk with you as you navigate this situation. Please don’t hesitate to reach out to us if you would like to discuss how to shift your fundraising event plans, how to respond to funder inquiries about programs and services, how to manage remote work for your teams, or to navigate fears with donors or volunteers. We’re here to connect. [1] Data included private foundations whose tax records can be found in Foundation Directory Online, through public Form 990s. We compiled the 50 foundations who are based in Washington State and who gave the most in terms of total dollars granted in the five-year period examined. Then we assessed their individual giving patterns towards WA-based 501(c)(3) organizations during that time. This is an admittedly incomplete, but still informative, the sample of WA philanthropy during the last recession. While private foundations do not make up the entire funding landscape in Washington, we know that they distribute as much as 85% of the region’s dollars. [2] Private grants increased from $701M to $859M between 2006 and 2008. [3] This excludes Gates who increased giving by $80M, more than doubling their 2007 figures. [4] See Philanthropy Northwest 2014 Trends report: https://philanthropynw.org/sites/default/files/resources/Trends_in_Northwest_Giving_2014-Philanthropy_Northwest-2.0.pdf [5] See Philanthropy Northwest 2017 trends report: https://philanthropynw.org/trends17/fundertype

In light of the recent pandemic, we look forward to sharing positive stories about how our clients and community members are responding. We know this is a challenging time for many, and we are here to support you. We hope that by sharing these very brief stories, others will feel they are not alone. We encourage everyone to lift up one another and share their stories. Ming-Ming Tung Edelman, Founder & President of Refugee Artisan Initiative Refugee Artisan Initiative‘s mission is to transform the lives of refugee and immigrant women by providing sustainable work in sewing and handcrafting products. Amid COVID-19 they’ve had to pivot from making home and kitchen sewn goods like napkins and potholders to making PPE for our health care workers. “We’re learning through these challenges that we can think outside the box and have a positive pivot from making home and kitchen sewn goods like napkins and potholders to making PPE that’s in demand and save lives. Our artisans can use their sewing skills toward a useful purpose instead of the possibility of unemployment. To members of the nonprofit community, you can transform your organization at a time of crisis while keeping the mission of the organization. I was able to do so by having a GoFundMe page highlighting how our refugee and immigrant artisans can use their sewings skills to make gear against COVID-19. It must strike a chord with many as we have raised close to $20,000 in less than two weeks.” -Ming-Ming Tung Edelman, Founder & President of Refugee Artisan Initiative To learn more about the Refugee Artisan Initiative and how you can help achieve their goal of raising funds to make 10,000 face shields to protect our health care workers: https://refugeesarts.org/ We would love to hear how your organization has been adapting to provide services to your clients and how we can support you during this time. Please reach out to us online here.

In light of the recent pandemic, we look forward to sharing positive stories about how our clients and community members are responding. We know this is a challenging time for many, and we are here to support. We hope by sharing these very brief stories through our social media channels that others will feel they are not alone. We encourage others to lift each other up and share their stories. Joseph Yurgevich, Executive Director at Cancer Lifeline Cancer Lifeline is an organization whose mission is to provide resources and support patients through their cancer journey. Ostara connected with Joseph Yurgevich, Executive Director at Cancer Lifeline, to learn how they are adapting to offer their services amid COVID-19. “We started adapting the first week of March realizing that the high-risk populations were basically everyone that we normally serve. We first moved to get our cancer support groups online. All of our programs had been in person up to this point.We did a couple of pilots first and discovered Zoom was actually very effective for the support group format. With some minor adjustments, it was really a go. We continued expanding to other types of programming we do. I have a group of wildly over-achieving program staff who just took the challenge and ran with it. By the week of March 22nd, we had gotten the majority of our programs on Zoom as well. I’m really thrilled that we can continue delivering our mission during this time. Cancer is known to take away control of our environment and situation in life and cancer can be a very isolating disease because other people don’t understand the perspective you share. So, it’s just really fantastic to be able to offer our programs when social distancing is being required. My advice? Continue to have hope. Continue to look at what’s happening underneath the surface. Underneath the distancing…because there is a lot of inspiration to gather from what our fellow humans are doing during this time.”– Joseph Yurgevich, Executive Director at Cancer Lifeline To learn more about Cancer Lifeline and their programs, check out their website: https://cancerlifeline.org We would love to hear how your organization has been adapting to provide services to your clients and how we can support you during this time. Please reach out to us online here.

This blog post is a collaboration of the entire Ostara team. Part two to our “Navigating Your Fundraising Season Amid the COVID-19 Outbreak” series. Click here to view our first post. We are navigating uncharted waters. Many of you are making difficult choices, working exhausting, long days and facing futures of uncertainty. But you are not alone. The nonprofit sector is a resilient collective of individuals and organizations dedicated to the promise of possibility and potential. We stand with you in this vision and are committed to working alongside you to weather this storm and shape a new world that works for all of us.As we look to that future, the nonprofit sector must be included in COVID-19 relief and recovery efforts. Please take a moment to add your voice to Washington Nonprofits’ joint letter to Washington State elected officials demanding the inclusion of nonprofits in these efforts. As we process constantly evolving information, we are rapidly considering how we continue fundraising and plan for uncertainty. If you haven’t yet, now is the time to reach out to the funders who are accountable to you and your communities. Here are three steps to consider when approaching institutional funders for emergency unrestricted funding. Step 1: Describe the Problem Consider your current situation: calculate the amount of funding needed and the potential impact to your program if it is not received so that you can clearly communicate this to the funder. How has your service delivery been impacted by COVID-19? Explain why your work in the community, bringing people together in this way is valuable and needed. If you have an annual event that will be canceled or postponed, how much does this event typically raise? How will your revenue generation or community-building efforts be impacted by the loss of this revenue? What impact will this have on the communities serve? Your staff? Is there an increased need for your services given the rapid economic downturn? Be honest about the scope of the need, maintain a clear and direct tone and center the safety and well-being of your community at this time. Step 2: Describe the Solution Outline steps you are taking to adapt to the current situation in order to continue providing essential services to your community or in some cases, address the increased demand for services. Share any immediate results you are noticing from making these changes. Make sure your funders know you are exhausting every strategy to address your financial situation at this time above and beyond this ask – a targeted appeal to your donors, applying for public assistance like small business relief available through the recently approved CARES Act, a virtual event, making budget modifications, etc. Demonstrate that the board and leadership of your organization are in conversation and making decisions together. Provide details about how you will continue to make informed decisions based on credible sources that ensure your community stays safe and informed. It can feel like there are no good answers right now – be vulnerable and honest about what you are experiencing. It is important, arguably now more than ever, that funders hear and deeply understand the truth of their grantees’ circumstances and the immediate and downstream impacts this will have on our communities. Do your best to maintain a forward-looking tone – remind the funder that healthy communities are interdependent, and we must work together now to mitigate the impact of this crisis on our long-term collective well-being. Even if you are not an organization providing basic needs support to our communities right now, if your mission was important prior to COVID-19, it still is. Restate the importance of your work and mission — now and into the future. Step 3: Make Your Ask If this is a long-time funder, your relationship is the foundation for making an emergency appeal. Share context about your relationship and the impact their funding has made over time. Remind them that their investments have led you to this point, and your organization’s sustainability and impact are contingent on continued investment right now. If the funder is a new funder, communicate your shared vision for the community and their role in urgently investing in your work at this critical time. For example, with schools closed, education organizations have shifted their programming dramatically and rapidly. “We have an immediate need for extra costs to pivot how we implement programming overnight. These include new costs for technology, distance learning, and distributing supplies to students from families all over the county experiencing financial hardship. Our long-time partners are more important than ever as we work to sustain our core mission: the nurturing and success of our youth. We are asking for a one-time emergency contribution of $20,000 to ensure we remain a hub of quality care and learning in this community now and in the years to come.” Organizations providing basic needs support may be operating with fewer resources than normal while navigating an increased demand for services. “As COVID-19 takes its initial financial toll, we have assessed that the current rate of need in our community will require an additional $20,000 by June – $5,000 monthly – to ensure our neighbors maintain stable housing and avoid homelessness. A grant of $20,000 will enable us to continue this elevated response to the impact of the economic downturn on so many lives. Never before has the need for this funding felt more urgent, nor has the financial distress been so widely distributed across people struggling to keep their homes, health, and dignity intact. As historic inequities become ever more acute in the wake of COVID-19, your support at this time has the potential to uplift the trajectories of thousands of neighbors in our community.” The bottom line is – reach out, be vulnerable, be bold and be transparent. You alone are not accountable for the well-being of your community; our funders are accountable as well. We must make the same ask of them that we have made of each other – to stand with us in solidarity. For more tips on writing a special appeal, check out our last blog post linked here. We are here for you and we will walk with you as you navigate this situation. Please don’t hesitate to reach out to us if you would like to discuss how to shift your fundraising event plans, how to respond to funder inquiries about programs and services, how to manage remote work for your teams, or to navigate fears with donors or volunteers. We’re here to connect.

This blog post is a collaboration of the entire Ostara team. The COVID-19 virus has been top of mind for many Washingtonians and nonprofit leaders these past few weeks. With the continued spread of the virus in Washington State, we know that nonprofit leaders are struggling to figure out how to respond. Your organization may have questions surrounding the impact this may have on your upcoming events, programming, and fundraising. Should we cancel or postpone our annual event? How might this affect our ability to deliver services in the next 3-6 months? What other ways can we engage donors and build community? Leading Your Team Through Stressful Times We often find ourselves filled with worry during stressful times, and look to our leaders for their support. If you are one of these leaders, here are a few tips you might find helpful: Stay informed and connected. Pay close attention to city and county public health regulations and make decisions accordingly. Think about maximizing the telecommuting options for your staff and consider moving in-person meetings to over the phone or a videoconference platform such as Zoom or Google Hangouts. (Public Health Seattle-King County COVIS-19 webpage & Public Health Insider blog) It’s all about your tone. As a leader, you are responsible for creating an environment that prioritizes safety, minimizes stress, and enables your team to stay motivated. Be aware of how your tone might affect your team. Rather than fueling fear or making reactive decisions, focus on protecting your community and the people who are at a higher risk. Speak out on behalf of others, even if it may feel uncomfortable. Asian communities and businesses across the country are experiencing a decrease in customers because of stigmatization due to the COVID-19 outbreak. News outlets are contributing to anti-Asian discrimination with their careless choice of stock images perpetuating harmful narratives. With the growing concern of xenophobia, it’s important to speak to your team about implicit bias and think about how your organization is telling the story of COVID-19. Are you inadvertently perpetuating harmful narratives? To help combat implicit bias please share these resources with your team: King County’s community statement and their anti-stigma resources (complete with downloadable posters and social media kit). And please continue to support Asian-owned businesses in your community. Asian-Americans aren’t the only community experiencing discrimination right now. Be mindful of the ableism and ageism that might be taking place around you. If there are any medically vulnerable people in your life or at your workplace, offer to help them with a small errand and ask what other ways you could help. Help others stay healthy by washing your hands often and thoroughly, and think about what impact you might have on others before you post comparisons of the virus to the flu. Make decisions together. Work with the board and leadership of your organization and start having conversations on how to proceed with the questions you might have. Start by going through the facts of the situation together and discuss the pros and cons of each decision. Making decisions together will help strengthen your choice and help your team feel confident. Restate the importance of your work and mission. During stressful situations like this, don’t forget to remind yourself and your team of the reasons why they are doing the things they do. Navigating Your Fundraising Events If you are concerned about event attendance, engagement, and community safety, consider postponing your event or moving it online. Talk with your team and get clarity on the logistics of your existing events. Can you move the date? If so, what fees might you face and can you recoup those costs? One way to move your event online is to host a live stream. Instead of canceling their event altogether, ArtCorps will now be hosting an NPR inspired “Tiny Desk” live stream that will include their planned performances. Intersections Festival is another organization that decided to move their giving party online. Rather than gathering in-person over the weekend, donors had the opportunity to send their donations via a check in the mail or online with Venmo or PayPal. Other organizations are starting to move their workshops to online webinars and using social media as a way to stay engaged with their audience. There is another strategy, albeit a bold one; simply do not have the event, now or in the future. Not all organizations are made the same, and therefore we cannot think that the same thing for one organization will work for another. What if we took the strategic approach of creating multiple unique engagement experiences for our constituents? What if we worked each week, using 1:1 meetings or small group settings to create deeper and more authentic relationships? Holding small gatherings at a board member’s home, or opening the doors of your office for an open house, gives donors the opportunity to meet the people that push their favorite organizations’ mission forward. You can attempt to make your fundraising goal within a couple of hours, or spread it out over the two thousand and eighty hours across a year. For more information on how to navigate your fundraising events amid the COVID-19 outbreak, sign-up for this upcoming webinar hosted by Ariel Glassman and Talia Silveri Wright and see our most recent webinar in collaboration with Washington Nonprofits linked here. Engaging Your Donors We know this situation affects service delivery as well as fundraising overall. Should your organization be facing a loss in funding due to event cancellation or a lack of earned revenue, there is opportunity to thoughtfully request responsive funding from both individuals and institutions. Here are a few thoughts that can inform a strategy for approaching your public, private, and corporate institutional funders: Calculate the amount of funding needed. Before you reach out to anyone for emergency funding, calculate the amount needed and the potential impact on your program if you do not receive it. Be sure to clearly communicate this when you go to write your request or talking points. Look at your existing list of funders. Go through each contact and reflect on whether they fall into the “yes, no, or maybe” category when it comes to possibly receive an emergency grant. This can be based on your relationship, what you know of the funder’s restrictions or the longevity of your existing funding relationship. Articulate the value of the partnership. With your list of funders that you have placed in the “yes” category, create a targeted appeal for each program officer. Be sure to articulate the value of your partnership by sharing the value and the history of the relationship. Consider the best way to communicate your request. Consider who on your team is best positioned to reach out to the funder. Remember that this is an invitation and should be framed as such – strive to leave the door open for future conversations. Make sure that your board and leadership are on the same page about an institutional funding strategy and this request in particular. In terms of individual and major gift strategies, here are a few ideas: Set up a challenge pool. Engage the board and close donors who like to “leverage” their giving to inspire others to give. Re-share your development plan and fundraising goals.  Remind your board and development committee of your original plan and goals. Highlight which funding is potentially at risk and how the board can help mitigate a shortfall. Ask them to help you brainstorm ideas/strategies together if you find it difficult to think of ideas on your own. If you host a fundraising event in the spring, ask board members, event committee members, table captains, and other key volunteers to make strategic requests for support from would-be guests. If they are requests for specific purposes, be sure to include overhead costs in your ask amounts. Be clear and transparent about what you’re asking for, and why you’re asking. Create personalized updates. Share with major donors about what you’re doing to support the community at large during this time. How are you supporting your core audiences? How are you supporting the sector? How are you ensuring the safety of your staff? How can donors play a role in this? Don’t forget to ask how donors are managing stress/anxiety/health during this time. Now is the time to center humanity in our relationship building. Tie the challenges at your organization to the overall issues facing the entire community, and share ways donors can partner with your organization to get us through. If you don’t normally ask for donations during this time of year, don’t ask for it. Leave room/space for other organizations for whom spring is their major fundraising season. Here’s a fun exercise: Fundraising best practices are all grounded in relationships – both sets of these strategies can be helpful to consider for institutional and individual giving. Try flipping the ideas listed above. Apply the institutional ideas to your individual giving approaches and vice versa. Even in extreme times, best practices are responsive to your own context and often come down to people working together, encouraging honesty, kindness, and adaptability. We are here for you and we will walk with you as you navigate this situation. Please don’t hesitate to reach out to us if you would like to discuss how to shift your fundraising event plans, how to respond to funder inquiries about programs and services, how to manage remote work for your teams, or to navigate fears with donors or volunteers. We’re here to connect.

As nonprofit professionals, we know that our work depends on strong relationships—relationships with the people we serve, our staff and volunteer colleagues, and our donors. We know that taking the time to recognize and appreciate each other builds an organizational culture where people want to seek services, work, volunteer, and give. Yet, the crushing pace and urgency of our work in organizations means that we abandon what we know is important to survive the day of addressing urgent whack-a-mole issues. This is not unlike the good intentions in our romantic relationships. We know we should take the time to really listen and deeply know each other. This sounds great until work, family, health conditions, or—let’s be honest—social media sucks every scrap of good intention from our being. Luckily for couples—and nonprofits—in the Northwest and beyond, we can draw on the wisdom of Seattle-based Drs. John and Julie Gottman, international experts in relationships and founders of the Gottman Institute. One of the core elements of their Sound Relationship House Theory developed for couples is “Turn Towards Instead of Away.” The Gottmans say the small moments of everyday life are the building blocks of relationships. Even if we can’t carve out huge swaths of time in our schedule to focus on our key relationships, we can do it in the middle of our chaos. So, how do we connect with the core people who power our mission—despite the craziness of everyday life in our organizations?  In the spirit of Valentine’s Day and channeling the Gottmans, here are four ways you can weave together relationship-building and the small moments of your organization’s life—with little additional time and financial investment. Four Moments to Turn Towards Your Clients, Volunteers, Donors, and Staff Small, but Mighty Decisions: We often reserve seeking feedback for the big chapters in an organization’s life (leadership transition, strategic planning, campaigns, etc.). While you don’t need to ask everyone about every minor decision (like the brand of bottled water available in the break room), you can identify small, but mighty decisions that will empower the people closest to you. Examples include inviting clients to pick the paint color that will make them feel most comfortable in the reception area or sending a survey to donors about their communication preferences. Every day, but Extraordinary Experiences: Don’t have time to plan a separate stewardship event? Invite donors to observe the everyday life of your organization with a behind-the-scenes tour (sit in the orchestra pit during rehearsal or observe deliveries in the food bank warehouse). The daily grind that you find to be ordinary can be extraordinary for others to glimpse. Is your mission one that is “hard to access” (geographically distant or sensitive work)? No problem. You can capture raw cellphone footage on a site visit or gather objects that tell powerful stories (like client artwork or letters) to share with donors wherever you can meet them. Bite-Size Volunteer Tasks: While some people find it hard to commit to significant, ongoing volunteer commitments, it’s hard to say no to a short-term, simple task. Do your vans need a wash or thank you letters need to be signed by a live human? You can develop a running list of bite-size volunteer tasks that volunteers and donors could accomplish in an afternoon. Their sense of completion and accomplishment may prompt them to ask for more. Celebrate the Little Things: Build moments of celebration and appreciation into every meeting or organization gathering for staff, clients, volunteers, and donors. It only takes a moment to recognize the small and big ways specific people have contributed time, energy, expertise, or money. This makes everyone feel seen and appreciated. In all these ordinary, but meaningful moments, you are deepening your relationships and building more widespread ownership of the organization. The goal is that any additional time these moments occupy on your calendar, it’s an investment in drawing more people into your organization to further your mission. At the end of the day, if the people who power your mission are happy and take responsibility alongside you, your load will lighten. Let’s keep this conversation going. We want to hear your questions and ideas about building key stakeholder relationships. We’re here to connect.

Fundraisers often describe their career as accidental; a desire to impact the community is often the clear motivation for the career – rather than the draw to fundraising itself. I find that many people with fundraising responsibilities fear fundraising or feel they don’t know how to do it.When I partner with organizations on development assessments (in-depth evaluations of your organization’s challenges and opportunities in fundraising), I hear similar views, fears, and uncertainties about fundraising data. Fundraisers don’t often feel they have the skills in database management or data analysis, or they just plain don’t enjoy these responsibilities.Whether you like it or not, organizations need fundraising data more than ever to succeed in engaging donors and accomplishing their missions. As I look into my crystal ball for the 2020s, I see fundraising taking center stage in nonprofit strategy, with fundraising data as a crucial driver of innovation and success.There are two key norms that you can incorporate into your organization’s culture to elevate data as part of your fundraising strategy this year. Norm #1: There is no such thing as “data people.” Barriers: Data work often falls to administrative or junior staff. These “data people” are tasked with entering data into your database or pulling reports with little to no guidance. In nonprofits, we don’t often have overarching strategies for data, so “data people” do their best to complete seemingly random tasks, using common sense and organizational skills but without the benefit of a bigger picture. When your “data person” leaves, the rest of the department or organization panics because no one else knows how to operate the database or reports. One of two things typically happens from here: either someone is tasked with reinventing the wheel in whatever way makes sense to them, or data collection atrophies for a period of time, to the detriment of your fundraising planning and strategy. Remedies: Articulate your fundraising data strategy. Take the time to discuss and document the ways data supports or drives your fundraising strategy using questions like the following: What are our organizational and fund development goals, and how can our fundraising data help measure our progress toward these goals? What information does the organization need to collect, monitor, and report? Who are our audiences for fundraising data? How often and in what format do we communicate our fundraising data to these audiences? Define everyone’s role in data strategy for every job description that touches fundraising. This helps to underscore a bigger attitude that data is everyone’s job. Even if you have progressed beyond data entry in your role as Development Director or Executive Director, you still need to own critical pieces of the overall data strategy for the organization. Build ownership of fundraising data at all levels. I know this will be an unpopular opinion: everyone who owns a piece of your organization’s fundraising should know how to do basic functions related to fundraising data (input data, search for data, pull data). It’s not the best use of time for an executive director to do these tasks, but they should understand how the system works so they can make realistic decisions about the organization’s data strategy, as well as support critical onboarding and expectation setting. You can also build ownership of data by documenting data-related policies and procedures, and leading ongoing training about your fundraising data strategy and systems for staff and key volunteers. Norm #2: Data is not perfect; look for the story behind your fundraising numbers. Barriers:Some organizations believe that analyzing fundraising data alone will lead to magical answers about how they should operate in the future. Unfortunately, data alone is not useful without greater context. The details behind the numbers matter more than the numbers themselves; they reflect the relationships you hold with your donors.For example, if you look at your total fundraising revenue from the past few years and notice a downward trend, you might conclude that you need to shift your fundraising strategies. Yet, if you consider that you lost a few key staff and your events were hit hard by a local factory closure (your major event sponsor), you realize there’s more to the story. Conversely, if last year’s fundraising revenue shows a 50 percent increase over the previous year, it may reflect a one-time bequest, federal grant, or other source that cannot be repeated in subsequent years. Data analysis plays directly into your ability to set and achieve goals, and to prioritize retention and cross-departmental collaboration.If you or your board evaluates fundraising success simply by comparing the contributed revenue budget lines year-over-year, you are not alone. However, this is a missed opportunity to understand the true factors that go into fundraising and relationship building. A more nuanced look at fundraising data can bring to light important questions and reflections to help with planning for the future. Remedies: Share fundraising data points only with context. For Board, executive leadership, or funder reports, take the time to share written or verbal context that explains the numbers. Whenever possible, share data points alongside revenue that highlight fundraising activity such as the number of donor cultivation meetings or the number of first-time donors. Prioritize conversation and reflection. Discuss the data among your team so that everyone involved in data entry and analysis understands the role they play as well as the roles of others involved in the process. Do you have more questions about fundraising data? Let’s keep this conversation going. We want to hear from you! Connect with us here.

The new year often invokes enthusiasm for a fresh start and renewed commitment to personal and professional improvement. Whether a strategic plan or development plan, there is great opportunity for your organization to plot their course for the coming year.During my decades working with organizations ranging from big universities to small grassroots organizations, I have encountered many that operate without a strategic plan and/or resource development plan. They make it up as they go.Often, these organizations feel using their scarce time or resources to plan is a luxury they cannot afford. I’ve always felt that an organization cannot afford not to invest in planning. Think of your fiscal year like a journey. The organization with a strategic plan and development plan starts their expedition with a clear map that details the ultimate destination (strategic plan) and the specific path of how to get there (resource development plan). It tells them where to avoid the quicksand and desert. They make efficient use of their provisions because they don’t have to waste time and resources finding the best path.On the flipside, the organization without a strategic plan or development plan sets out into the wilderness without a sense of their ultimate destination or their path. They burn resources trying different ways forward, but ultimately find themselves lost midway through the journey. They discard the grand visions in favor of surviving the year.You might be thinking “Of course in a perfect world we would have a both, but that’s not realistic all at once for my organization.”So, how do you decide where to start? Here are some of the frequently asked questions among our clients about strategic plans and/or development plans. Strategic and Development Plans FAQs Question: What’s the difference between a strategic plan and a development plan? Answer: A strategic plan defines what success means for your organization and the best ways to advance the mission. It outlines the organization’s intended impact in the community based on an assessment of operational and programmatic resources and external opportunities.   A development plan operationalizes the philanthropic resources (time, talent, and treasure) needed to accomplish the objectives in a strategic plan. Practically, it articulates measurable goals (Ex: Expand our donor base), development objectives (Ex: Cultivate 20 new major donors), and development strategies (Ex: Implement face-to-face solicitations). Question: How often should our organization undertake a strategic planning or development planning process?  Answer: A deep strategic planning process may take place every three or so years, but strategic plans are most relevant when they are refreshed at least annually to reflect the shifting internal and external environments. Development plans work best when they are aligned with the same time period as the strategic plan, with more detailed annual plans based on last year’s results and this year’s goals. Question: How do strategic plans and development plans work together? Answer: It’s easiest to answer this question by thinking about the absence of one or the other. Without a strategic plan, a development plan lays out tactics without a bigger vision or understanding of whether the strategies are based in the reality of what an organization needs or can accomplish. Without a development plan, a strategic plan is the big picture for the organization without clear actions for how it can be accomplished by philanthropy. Question: Who creates strategic plans and development plans?  Answer: A strategic plan works best when it’s a partnership between Board and key staff. Anyone who owns key pieces of implementing the plan should have a voice in the process. A development plan is often authored by staff, but you can build ownership of the plan by inviting feedback from Board members and volunteer committees. Question: If we don’t have either, should we start with a strategic plan or a development plan?  Answer: Start with a strategic plan so you have a better idea of the scale of philanthropy you need. It will also help you to lay out a philanthropic case for support rooted in the strategic vision, which is the crux of your development plan. That being said, a development plan keeps you focused so that staff and Board commit to realistic goals and strategies for the year ahead. For sanity’s sake, don’t go too long without a development plan! Do you have more questions about strategic or development plans? Let’s keep this conversation going. We want to hear from you! Connect with us here.

This article was written by Olivia Gattuso. She is no longer with Ostara, but we want to preserve this piece so that you can learn from her and from the work she did while part of the Ostara team. Grants Accelerator is a regular blog series about leveraging your grants strategy to enhance organizational sustainability.Grantwriting is often tacked onto the role of an executive director, program director, or development director. Most leaders have the writing skills or content expertise but not always the time to give a proposal their full attention. Grant proposals are checked off the list, but there’s little time to be strategic.According to GrantStation.com, the number one reason people give for not applying for a grant is they don’t have the time. When grants are not the primary focus of your position, it’s easier to push proposal writing down the list in favor of more urgent tasks. Too often, this means deadlines are forgotten and opportunities lost. For example, when Ostara started our work with University Heights Center (UHeights) two years ago, the Executive Director wore a multitude of hats, including grantwriter and primary fundraiser. There wasn’t enough time in a day to do it all (even if sleep was eliminated!). Ostara partnered with the organization to identify opportunities, track deadlines, provide strategy and insights, and write and submit proposals and reports. We focused first on grants for a major remediation project for their 117-year-old building. Because Ostara managed the grantwriting details, UHeights staff had the time and space to focus on stewarding funder relationships. This year, we saw the funder relationships that UHeights built for this project translate into other grant opportunities to support additional capital projects and programs. Our partnership helped increase the resources UHeights needed to expand their staff (including the hire of a Director of Advancement), and build out internal programs like the UHeights Theatre Alliance and Artist Collective. With a solid case for support, increased staff capacity, and a more robust track record in fundraising, UHeights has now decided to take on their own grantwriting in 2020, thanks to the runway we built together. This is a story about collaboration and progress that many of our clients experience, including the end result of a self-sustaining grantwriting program! “Ostara supported UHeights during a  transitionary period of growth. Initially, we thought we signed up for grantwriting, but we received so much more in the way of capacity building and strategic consulting. After 18 months of partnering with Ostara’s team, we hired our first Advancement Director, and after six months of overlap, we are ready to fold grantwriting into our internal staff.“ — MAUREEN EWING, EXECUTIVE DIRECTOR Limited staff capacity is not the only indicator you are ready to partner with an outside grantwriter. Here are six more signs it’s time: You’re new to grants: Your staff members don’t have grantwriting skills and/or the organization itself doesn’t have a history of grant funding. You don’t have enough resources for a staff position: Your budget doesn’t support a full-time or part-time staff grantwriter, but you see opportunities that a contract grantwriter could pursue for the organization through a focused scope of work. You are launching a new program or initiative: This is a great time to partner with an outside grant writer, who can help you build the case for support from the ground up and craft a long-term grant strategy. You received a time-limited, large grant: This is fantastic news, but you can’t rest on your laurels. It’s wise to build a plan for developing future funding sources so the organization doesn’t fall off a funding cliff when the grant is complete. An outside grantwriter can be a strategic member of your fundraising team as  you work to find ways to avoid that fate. You’re applying to a new type of grant: Sometimes staff are skilled grantwriters, but a grant opportunity presents that is outside of their skillset. This often is the case with large public grants, which vary significantly from most private grants in process and content. If organizations don’t plan to make public grants a regular grant strategy, they often save money by paying an outside expert for the efficiency of experience. You’re losing more than you’re winning: If your decline notices are piling up in your inbox, it could be a good time to get a fresh take on your case for support and prospects. An outside grantwriter brings an understanding of the full sector and available grant opportunities. We often have the inside track on what specific funders really want. For some organizations, an infusion of grantwriting expertise for a short period of time is a pathway to a long-term solution, like a staff grantwriter. For other organizations, the partnership with an outside grantwriter is a long-term piece of their fundraising strategy. Either way, outside grantwriters can help organizations build a sustainable grants strategy that helps secure the resources to strengthen your programs and deepen your community impact. Let’s keep this conversation going. We want to hear your questions and ideas about grantwriting. We’re here to connect.