The document presented by Rachel Werner outlines strategies for improving grant acquisition in the post-COVID environment, emphasizing the impact of the American Rescue Plan Act (ARPA) on funding opportunities. It highlights the challenges faced by nonprofits, such as increased competition for funds and the need for adaptability, while providing a framework for effective grant planning and execution. Key recommendations include conducting needs assessments, updating grant calendars, and establishing measurable goals to track progress in securing funding.

1. Building a better
grants strategy
post-COVID
Presented by:
Rachel Werner
JULY 21, 2021
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2. 2
Rachel Werner
Rachel Werner is the Owner and CEO of RBW Strategy, LLC. She and her team provide
customized grants, fundraising and project management support and solutions to
clients primarily in the Greater Washington, DC and Maryland region. She has over 17
years of grants experience. She and her team members have collectively garnered
over $160 million for nonprofits and have managed nearly $2 billion in grant funding.
She is an active member of the Grant Professionals Association and is a Certified
Grants Professional (since 2014) and a Project Management Professional (since 2010).

3. Agenda
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4
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What’s happening in
philanthropy?
Resources and Takeaways
What about ARPA?
Case studies
Strategy building blocks
Grants
Strategy
5 Questions??
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4. Part I: What’s
happening in
philanthropy?
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5. Nonprofit
Pivots
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Chat Question:
What are your
biggest funding
needs now versus
pre-COVID?
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6. Nonprofit
Challenges
 Nonprofit professionals trying to
avoid burnout
 Many changes/pivots/planning
efforts to modify organization’s
priorities
 One person with multiple jobs
 Revenue shortfalls – how to make
up the funding gap(s)?
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 More of a focus on
COVID-19 support and
racial equity
 Changes in scope of
type of organizations
to support
 Increased competition
for funding
Changes in the
philanthropic sector
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8. Nonprofit Sector Preparedness
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Source: https://nlctb.org/news/survey-results-covid-19-impact-on-nonprofits/
 Positive outlook
 Changes to
existing
operations
 Remain adaptive
 More work to
become inclusive
organizations

9. Why private and public grants?
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 ARPA funding is increasing the number of open
opportunities
 Nonprofits trying to expand into new fundraising
areas
 Can be a steady source of income for nonprofits
interested (and are ready to pursue)
 Serve as launching pad for new ideas and capacity
building

10. Part II: What’s
Happening with
ARPA?
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11. What is ARPA?
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On March 11, 2021, President Biden signed
the American Rescue Plan Act of 2021 (H.R.
1319) into law. The $1.9 trillion package,
based on President Biden’s American Rescue
Plan, is intended to combat the COVID-19
pandemic, including the public health and
economic impacts.

12. What does this mean for you?
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 $65.1 billion in direct aid to counties (many in the
form of CDBG grants)
 Billions allocated to states, counties and through
discretionary grant programs to nonprofits. Some
of the breakdown:
o $56 billion (individuals and families)
o $86 billion (health)
o $211 billion (education and childcare)
o $40 billion (transportation)
https://www.naco.org/resources/featured/american-rescue-plan-act-funding-breakdown

13. How should you prepare?
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 Make sure you are registered with SAM.gov,
Grants.gov
 Check Grants.gov on a regular basis, as well as
agency websites
 Update your key attachments – resumes, bios, job
descriptions, budget info, concept info
 Connect with potential collaborative partners

14. Part III: Grants
Planning Building
Blocks
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15. Lifecycle
considerations
 Time
 Resources
 Effort
 Priorities
 Knowledge
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16. Step 1: Needs Assessment
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 Conduct needs
assessment of
organization
(internal) and
target population
(external)
 How are you
gathering this info?
 How is this shared
with the right
team?
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17. Keep, Change or Grow:
Fundraising Campaigns?
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Grants
• Data, prospects and strong track record
• Core language that can be adapted for use on proposals
• Marathon, not a sprint
Major Gifts and
Sponsorships
• Organizational ambassadors with ability to cultivate relationships
• Data dive into existing major donors and sponsors to grow these partnerships
Social Media
• Ability to build social media campaign
• Up to date on how to use platforms and create following
Individual Giving
• Personalize appeal letter – is this part of an annual campaign or new campaign?
• Segment list as appropriate to appeal to different individuals
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18. Keep, Change, or
Grow?
If there are major organizational or
programmatic changes, how are you
thinking about next steps?
 Resource capacity
 Personnel
 Funding tied to programming
 Are pivots required or part of
revised vision/focus?
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19. Step 2: Planning Tools
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 Map out greatest
priorities
 Changes to existing
plan?
 Align priorities
with organization
and client needs
 Think about a logic
model
 SOAR
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20. Logic Model
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Source: https://www.wkkf.org/resource-directory/resources/2004/01/logic-model-development-guide

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Source: https://libraryguides.missouri.edu/c.php?g=28374&p=4304702

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Chat Question:
If you were to
do a SOAR
analysis for your
organization,
what would be
your greatest
strengths?
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23. Establish
criteria to
determine
high priority
prospects
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Step 3: Prospect research

24. Sample criteria – rank them (0, 5, 10)
Areas of interest
Award amounts
Similar grantees
Organizational connection
Unsolicited applications accepted (or open process)
Geographic area(s) of focus
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25. What information should you gather?
General info about
the funder and
opportunity
Description of
opportunity
Target submission
date (or firm
deadline if not
rolling)
Internal draft and
info gathering
deadlines
Comments Person(s)
Responsible
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26. Step 4: Update the grants calendar
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 Based on prospect
research
 Indicate priority of
each prospect
 Go/no go checklist
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27. Sample grants projections spreadsheet
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FUNDER PROSPECT
RANKING
STATUS ESTIMATED
AWARD
%
CHANCE
TOTAL
Bank of America Foundation Medium Lapsed $30,000 50% $15,000
Cafritz Foundation High Renewal $40,000 75% $30,000
Clark-Winchcole Foundation Medium New $25,000 50% $12,500
Meyer Foundation Low New $40,000 25% $10,000
TD Bank Charitable
Foundation
High Renewal $10,000 75% $7,500
Weinberg Foundation Low New $50,000 25% $12,500
TOTAL VALUE OF SUBMITTED AWARDS $195,000 TOTAL
PROJECTED $87,500
This spreadsheet can be modified to include more fields
and multiple projection scenarios

28. Go-no go criteria checklist in action
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SCORE (0 = no fit, 5 =
partial fit,
10 = strong fit)
INDICATOR COMMENTS
Is there a connection with this funder
or a lapsed funder?
If there is engagement with the funder pre-application, this will significantly
boost chances of success.
Are unsolicited applications accepted
by the funder?
If you have a connection, this may allow additional points, or your organization
has been asked to apply directly by the funder.
Does the funder award
organizations within your
geographic jurisdiction?
This is dependent on whether the funder is local, regional or national. Some
national funders have local offices and fund in a separate pot.
Can your organization meet the
grant application deadline?
Determine if you have the resources and content available to respond to the
opportunity.
Does the grant funding
opportunity fit your organization’s or
department’s current priorities for
funding?
Applying for a grant just to bring in money when the funding area is not an
organizational priority can cause management and frontline staff burnout. If
the funded activity is not something you were planning to do in the current
fiscal year, don’t apply.
Does your program or project concept
fit what the funder wants to fund?
Funders don’t flex; your proposal for funding must be a perfect fit.
Are the awards within your anticipated
range?
Submitting an application that takes a great deal of time and effort may
supersede your organization’s current capacity.
TOTAL SCORE
A score above 55-60 is considered a “go” as there are at least 4 strong fits and 3
partial fits. If the score is between 35-55, review your current calendar to
determine if you have the capacity to submit as a long shot. Anything below 35
is discouraged and requires additional research or prospecting in the future.

29. Step 5:
Measuring
Progress
 Establish
measurable goals in
to determine grant
seeking success
 Create quarterly
milestones
 Gather relevant data
throughout the year
 Review and
determine if you’re
on the right track

30. Part IV: Case
Studies
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31. Organization 1: Basic Needs Support
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Local organization enhanced its scope
to address the growing needs of the
people they serve. Taking advantage of
contract and larger opportunities given
the increased demand for services.

32. Organization 2: Leveraging Funds
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Client received a million-dollar gift from
MacKenzie Scott. They can now focus
on the innovative ideas as they can
maintain operations. Taking advantage
of opportunity to build a stronger grants
pipeline.

33. Organization 3: New to grants
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Large membership organization wants
to branch out into grants. Focus on the
strategy and concept before grant
submissions.

34. Strategy Considerations
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 Be proactive in your prospect research and
planning
 Be ready for new ARPA opportunities
 Your grants calendar is your guide
 Change your grant targets accordingly
 Identify and connect with your key stakeholders
 Use a consistent system to track and measure
progress
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35. Questions?
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36. COVID-19
Funding
and
Educational
Resources
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Candid: https://candid.org/explore-
issues/coronavirus/funds
Chronicle of Philanthropy:
https://www.philanthropy.com/article/Responding-
to-the-Coronavirus/248231
Council on Foundations:
https://www.cof.org/news/call-action-
philanthropys-commitment-during-covid-19
Foundant Technologies:
https://resources.foundant.com/covid-19-response
The Nonprofit Times:
https://www.thenonprofittimes.com/

37. Reports on
Charitable
Giving and
Donations
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Charitable Giving in the Wake of COVID-19:
http://www.dickersonbakker.com/2020GivingStudy/
COVID-19 and philanthropy: How donor behaviors are
shifting amid pandemic:
https://www.fidelitycharitable.org/insights/how-
covid-19-is-shifting-donor-giving.html
CAF America COVID-19 reports:
https://www.cafamerica.org/covid19report/
Give.org Report: https://www.give.org/docs/default-
source/donor-trust-library/wga-covid19-charity-
report.pdf
Fundraising Effectiveness Project:
https://afpglobal.org/nonprofits-hit-6-decline-giving-
due-covid-19

38. Thank you!
Contact RBW Strategy if you need consulting and/or general coaching support
to maintain and build your organization’s charitable investments through
fundraising and project management.
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RACHEL WERNER
Ph: (301) 325-8552
Email: rachel@rbwstrategy.com
LinkedIn: www.linkedin.com/in/rabwerner
Twitter: @rbwstrategy
Website: www.rbwstrategy.com
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The content of this presentation is
proprietary and RBW Strategy retains
ownership of the contents herein. It is not
intended to be distributed to any third
party without the written consent of RBW
Strategy.