The art of writing grant proposals to support volunteer programs

Successful grant proposals

Photo: Pixabay

It's important to be clear, concise and follow the guidelines when writing a grant proposal.

Volunteer program budgets are small and too few leaders even try writing grants to supplement them.

Whether they need money to improve technology, provide training or start a new initiative, studies have shown funders are willing to step up, but a well-written application is essential. Funders receive far more applications than they can support, so a clear, compelling and well-organised proposal can make all the difference.

Start with knowing what funders want. Before sitting down to write, learn about the funder. Read their guidelines carefully and research what types of projects they’ve funded in the past. Just as we want volunteers who match our values, funders want to support projects that align with their priorities. If your proposal feels off-topic, it’s less likely to be successful.

Most funders look for:

• Alignment with their mission—If a funder prioritizes community health or the environment, show how your proposed project contributes to that goal.

• Clear impact—Funders want to know their money will make a difference. Be specific about how what you’re asking them to fund will impact the community.

• Organizational readiness—What’s your capacity? Can you deliver what you’re promising? Funders look for signs of strong leadership, good planning and responsible financial management.

• Sustainability—No one wants to fund something that falls apart once the grant ends. Be ready to explain how your program will continue even after the money runs out.

There are a few key components you need to include when writing grants. While every funder has their own application format, most will expect you to address the following areas.

1. Executive summary or overview

This is the first section and sometimes the only one decision-makers read in detail. Use it to provide a clear, engaging summary of your program, your goals and how the funding will be used. Aim for clarity over cleverness. Although it is the first thing the funders will read, it should be the last that you write.

2. Organizational background

Briefly describe your organization’s mission, history,and accomplishments. Keep it concise and focused on why you're a good candidate for their support.

3. Statement of need

This is where you explain the problem your project addresses. Data and storytelling meet here. Use statistics to back up your case but also include stories that bring the issue to life. Describe the people or community you serve, why the work is important, as well as issues with the status quo.

4. Project description

Now dig into the details of your volunteer initiative:

• What exactly are you proposing to do?

• Who will be involved?

• What are the goals and expected impact?

• How will this make your overall program more successful?

Show that you’ve thought through the logistics and have a solid plan. Include a timeline and mention any partnerships that strengthen your work.

5. Budget and justification

Be realistic about what the project will cost. Break the budget into broad categories (e.g., staff time, training, technology). Most importantly, explain why each item is necessary. If possible, show what other funding sources will contribute, including in-kind support or matching funds.

6. Evaluation and impact

Funders need to know how you’ll measure success. Outline the metrics you’ll use to track progress, and how you’ll collect that information. Don’t go overboard. Choose a few meaningful indicators and explain how they connect to the stated goals.

7. Sustainability

Show you’re thinking beyond the grant period. How will the impact continue once this funding ends? Will you seek other grants, build internal capacity or develop new partnerships? Even if you’re not certain, funders appreciate evidence of long-term thinking.

Here are a few extra tips.

• Follow the instructions exactly. Don’t ignore word limits, formatting rules or deadlines. Many applications are dismissed before they’re even read simply because they don’t follow the rules.

• Use plain language. Avoid jargon or acronyms that outsiders may not understand. Aim for clarity and impact over clever writing.

• Be specific. Vague phrases like “we will engage the community” don’t mean anything. Say how you’ll do it, who will be involved, and what you expect to happen because of it.

• Back up your claims. If you say training volunteers increases program impact, share data or give a real example. If you say there’s a gap in services, provide evidence.

• Proofread carefully. Typos and inconsistencies can make your application seem rushed or unprofessional.

• Get a second opinion. Ask someone outside your organization to read your draft. They can spot things you’ve overlooked and help you gauge how clear your message is.

Writing grants can be hard. The funding, though, will have a ripple effect throughout your organization and on your mission, both in the short- and long-term. With careful planning, engaging storytelling, and attention to detail, grant writing can help secure the resources needed to strengthen and grow your mission. It’s not glamorous work but it’s a powerful tool to turn a good idea into reality.

If you need some extra help, I’ve got a general template on the “Resources” page of my website. Good luck.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.

You may not know it but you are likely making a difference to others

You are making a difference

Photo: Contributed

You may not realize that people are looking to you for inspiration.

Have you ever wondered if you’re really making a difference?

Day after day, you do everything you can to support those who support your cause. But still, some volunteers don’t show up for their scheduled shifts, often staff don’t see the value of volunteers and the executives cut your budget again. It’s so easy to see the challenges and the steps forward can seem very tiny.

But, I’d like to tell you a story about someone making a difference.

Many years ago, when I lived in Victoria, a friend kept bugging me to hike with her to the top of Mount Finlayson in nearby Goldstream Park. The view from the top was supposed to be spectacular.

Understand, I’m not a hiker by any stretch of the imagination. However, she nagged and pestered and finally got me to agree. We set a day and time and on that sunny, warm Saturday morning, I drove to the parking lot at the bottom of the trail to meet her, only to get a message saying she was called into work and couldn’t come.

There I was, all psyched and ready to go. So, I thought I might as well do it and then I could get her off my back. And off I went.

Did I mention I’m not a hiker? About 20 minutes up the trail, I realized I had made a very stupid decision. It was hard. Hiker or not, though, I do have my pride and not far ahead of me was a heavy-set woman in a red shirt who was huffing and puffing even more than I was.

I looked at her and thought to myself “When she quits, I’ll quit!”

You can probably figure out what happened. She didn’t quit. She huffed and puffed her way right to the top of the mountain, with me, cursing and stumbling along behind her. The view from the top was spectacular.

But that’s not the real story. After a drink, a snack and a long rest, I started back down. When I reached the parking lot and was unlocking my car, a young woman came up to me and said, “Excuse me. I just wanted to say thank you.”

I must have looked as confused as I felt because she said, “You see, I didn’t want to go on the hike. My boyfriend talked me into it. I was going to quit but I saw you up ahead of me. You were obviously struggling too so I decided that when you quit, I’d quit. And I’m so glad you never did because the view up there is priceless and I’m so proud of myself for making it all the way. Anyway, I just wanted to say thank you.”

Then she turned and walked away.

And I stood there, stunned. It was only as I was driving home that it struck me. I never thanked the woman in the red shirt. She had no idea she carried people with her to the top of Mount Finlayson. Her courage and perseverance gave courage and perseverance to two other people—maybe more.

We often never hear about the difference we make in other people’s lives.

This work is hard. Your struggles and efforts as a leader of volunteers may not seem to make much of a change but I can assure you they do. What looks to you like a tiny step causes ripples that can lead to a tidal wave of change for people you may never meet.

You are likely never to hear about the volunteer who left an abusive relationship because your encouragement in their role gave them self-confidence. Or the staff member who started a different job and put in policies that they had learned from you. Or any of the hundreds, or even thousands, of other actions, thoughts or emotions your work fostered with the people you deal with and with the people they deal with.

You are a powerful force for good in the world, even if you don’t see it. Any time you start wondering if what you’re doing is really making a difference, remember the woman in the red shirt. Like her, you have no idea how many people you are carrying to the top of a mountain. It’s no wonder you feel tired all the time.

And, in case you are curious, I could hardly walk for a week after that climb and I never did it again. But it was worth it.

Keep making a difference, we need you.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.

Creating a culture of excellence in your volunteer program

A culture of excellence

Photo: Pixabay

Committing to a culture of excellence is important for any organization, especially one with volunteers.

From program delivery to community outreach, from communications to advocacy, volunteers are responsible for so much in the running of our organizations.

Can you imagine your organization without volunteers? Creating a culture of excellence in your volunteer program elevates your ability to retain volunteers, attract new ones, raise awareness of your mission and ultimately, increase your impact in the world.

During my many years working with social impact organizations, I’ve observed four key focuses that contribute to a culture of excellence:

1. Mission focus

2. Volunteer focus

3. Systems focus

4. Performance focus

First, the mission focus. There is a reason your organization exists. There is a need out there that it was created to fill. Filling that need is the mission. The organization must fully align the volunteer program with its mission for it to be truly useful. There’s no point in having volunteers do tasks that don’t contribute to the organization’s purpose.

Photo: Contributed

Culture of excellence components

Having a mission-focused culture can help you attract more volunteers, retain the existing ones and build a strong reputation in the community. Here are some questions to help you develop a mission focus:

• Do all the tasks you assign volunteers have a direct impact on your mission? If someone asks, can you specify exactly how those tasks help, and why they’re important?

• Are the volunteers themselves aware of the impact they are having on the mission? Can they articulate their impact?

• Is the mission at the centre of all policy decisions? Is it core to discussions around changes to program procedures?

One level down from the mission should be the volunteer focus. A strong volunteer focus means that your team members feel purposeful, heard, and appreciated. This creates a positive culture that contributes to productivity and retention.

• Do you provide training and feedback to the volunteers so that they can do their very best? Do you know what makes each of them unique? Do you know what situations they thrive in? And do you make sure they’re placed in those roles?

• Are you doing routine volunteer surveys? Do you provide opportunities for volunteers to give feedback on their volunteering experience and on the program as a whole?

• How, and how often, do you express your appreciation for their service? Do you use all four appreciation “languages”, each to the appropriate volunteer?

The third focus should be on your systems. Systems are all about how things get done. The interaction of component parts that help us reach our goals.

Organizations that make a real, sustained impact walk a fine line between flexibility and structure. Questioning the status quo develops flexibility. Paying attention to processes improves structure.

Build your systems around achieving your mission and supporting volunteers.

• Does your organization rely on set systems to accomplish its goals? Or are things more ad hoc?

• Do you have your systems documented? Do volunteers know where to access them? Or whom to ask? Are they followed consistently?

• Do volunteers know the proper places and spaces for proposing changes to your systems? Are they comfortable doing so?

Finally, focus on performance. Researcher and author Brene Brown describes performance standards as “making sure her team knows what done looks like.”

She sets clear expectations of what she envisions for the completed project, then allows the team to tackle it. Is this true for your organization?

• Are you clear about details and expectations? Do volunteers sometimes get confused? When things aren’t done to a set standard, do you communicate that?

• Do volunteers know exactly what would happen if the ball was dropped? What the impact on the mission would be if something wasn’t done, or wasn’t done properly? Would they be comfortable coming and telling you if they realized something went wrong?

• Is progress toward the goals communicated regularly? Do you remember to communicate with all the volunteers within the organization? (I’ve been guilty of this in the past—communicating often with the people in the same location as me but overlooking some of the volunteers who work remotely. While it wasn’t intentional, it had the effect of making them feel less seen and appreciated.)

A culture is the set of shared attitudes, values, goals, and practices that characterize an institution or organization. It’s how people – staff, volunteers, clients and other stakeholders – feel about your organization.

Committing to a culture of excellence can be challenging and it can take some time to fully implement, but the rewards are enormous.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.

Building age diversity into volunteerism

Volunteers of all ages

Photo: Pixabay

An age diverse volunteer base is beneficial to any organization.

How age diverse is your volunteer program?

I have often written about the value of having a team that brings a wide range of differing world views. It’s vital to ensuring your program is effective at meeting the needs of your organization and the cause that it was created to support.

There are many different ways to bring diversity into your program—gender, ethnicity, physical and mental ability, etc. One of those ways is also age diversity.

(Warning: I make some massive generalizations) I understand there are always exceptions to every rule– sometimes tons of exceptions. That said, generalizations can be useful as a starting point to growth or change. Just don’t get tied down by them.

Good leaders of volunteers make a special effort to match volunteers with roles and tasks that suit their skills and interests. When working with different age groups, having an understanding of what (on average) their passions, barriers, habits and skill levels are can help a leader fit a particular volunteer into a role with a greater likelihood of success.

To that end, I’ve broken the different age categories down into four groups and highlighted the attributes that may be found in each. I’ve also given a few tips on how to harness their abilities and mitigate any barriers.

Generation Y and younger (28 years old and under)
Full of energy and deeply passionate, this group cares about making a difference. They are often highly motivated to gain hands-on experience that will help build their résumés. They’re socially driven, often connected through digital networks. They want to see the impact of their efforts right away. That eagerness, though, is often matched by a short attention span – there are just so many causes calling their name. While they want guidance, they also want autonomy. They bring fresh ideas and creativity but can lose interest if they feel unheard.

Tips for working with Gen Y and younger volunteers:

• Offer short-term, high-impact opportunities where results are visible quickly.

• Include tasks that build skills or contribute to their career development.

• Encourage creativity and listen to their ideas.

• Keep communication quick and digital – think text over email.

Generation X and Millennials (29 to 55 years old)
This is a highly skilled and reliable group. They often juggle careers, family responsibilities, and maybe even caring for ageing parents. Time is their most limited resource, so they want to make sure they’re using it wisely. They’re not interested in busywork – they want to know their skills are being used well. Many also want their volunteer time to fit into their lifestyle, possibly even involving their family.

While this group can be a little cynical, they tend to be loyal once they’re engaged. They like to be trusted with decision-making responsibility and want to work with those who respect their time and expertise.

Tips for working with Gen X and Millennial volunteers:

• Create flexible roles that can be done outside of 9-to-5, or even remotely.

• Show exactly how their work connects to the mission.

• Skip the small stuff – give them meaningful tasks that use their professional skills.

• Offer family-friendly roles.

Babe Boomers (55 to 79 years old)
Most boomers are retired or semi-retired but still active. They are selective about what they commit to and prefer roles that feel worthwhile. They’re also experienced, and often have strong ideas about how things should be done. But they’re curious too – many are interested in learning something new or trying something different. While they often have the freedom to volunteer regularly, travel plans or other commitments can lead to gaps in their availability.

Tips for working with boomer volunteers:

• Offer opportunities that allow them to share their expertise or mentor others.

• Be open to their feedback and find ways to include them in decision-making.

• Be flexible if they need to step back temporarily.

• Highlight the value they bring, especially if they’re trying something new.

Matures (80 years old and over)
This group brings a deep commitment to causes they believe in. Once they’re engaged, they often stay with an organization for years. They like to do things they way they’ve always done them, so are less comfortable with change or unfamiliar technology. Some may face health or mobility challenges. Many enjoy the social aspect of volunteering. It’s not just about doing something meaningful – it’s also about being part of a community. Familiar routines and trusted relationships matter a great deal.

Tips for working with mature volunteers:

• Offer roles that are routine-based or don’t require fast-paced or physically demanding work.

• When possible, keep training in-person.

• Be patient instituting change and allow time for adjustment.

• Consider transportation or mobility support if needed.

There are some common elements between the groups.

Funny, isn’t it, how each of the groups want to do things in their own way? Their motivations for why may be different, but the desire is the same. It’s something that leaders of volunteers need to keep in mind. As much as possible, while keeping things safe, legal and focused on the mission, allow volunteers of every age group some autonomy in how their tasks are accomplished.

Another attribute they all have is the desire to see the impact of their efforts. Again, there may be differences in how and when that impact is presented to them but they all want to know. After all, people volunteer because they care about what you’re doing. Make sure they see the results of the time they’ve donated.

Over the years, I’ve heard a lot of complaining from people about volunteers from age groups other than their own. Younger people complain about the rigid thinking of “the old guard,” older people about the lack of commitment of “kids these days”. It’s sad.

We all have so much to learn from each other that if we, as leaders of volunteers, can arrange tasks to suit each group, everyone would see the strengths of the others rather than the weaknesses and the organisation as a whole will flourish.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.