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We’re excited to start our Alumni Spotlight Series. First up is Project Grantsmanship alum, Jess Peláez, Founder & CEO of Blueprint Earth.

Barbara Floersch & Henry Flood co-lead the Grant Management Essentials training program. They both juggle many hats, and have many years of experience writing grant proposals and training grant pros. We wanted to get to know them a bit better—their grant wins and what they do when they aren’t training or consulting.

Having zero experience with grants and writing proposals, I was unsure of what to expect from the 5-day Grantsmanship Training Program. I knew the basics from what I’d seen working across the training room and from what I’d read on the Grantsmanship Training Program Curriculum webpage during my first few days as the Publications and Research Coordinator at The Grantsmanship Center. The following is a quick breakdown of the week-long training, and some behind the scenes insight on the Grantsmanship Training Program.

We all know what a grant proposal is. It’s a document we write and submit to private or government funders requesting money to support our organization’s work. Right? While grant proposals do indeed request funding, I think this standard definition falls short and points us in the wrong direction. Grant funding is a tool for making something better, and since the real goal is impact instead of money, I propose an expanded definition.

Because grants are social investments meant to produce ongoing change, both funders and grantseekers are concerned about what happens after the grant ends. Most people define sustainability as “obtaining funding to keep the program running.” That’s not quite right. It’s primarily about perpetuating the results that are being achieved. Sometimes sustaining outcomes requires that you continue the program or some part of it — but not always.

The procurement rules governing purchases made with grant funds changed when the federal Office of Management and Budget (OMB) issued new Uniform Guidance on grant administration (the Super Circular) in late December 2014. The good news is that the one-year grace period the feds gave nonprofit organizations to comply with the new requirements has just been extended to two years.

I was in my garage, rushing to work when my cell phone rang:  “This is Bill Zinsser—did you call me?”  Yes I had. In that moment I’d have dropped the phone on the cement if I’d not been clutching it so tightly at the sound of his name. I stood transfixed.

A social enterprise is an organization or program that sells goods and services to advance its mission. Examples include thrift stores, training, publishing, product sales, and consulting. Social enterprise activities may be occasional and informal, such as bake sales and car washes, or they can be on-going businesses. Some well-known examples include Goodwill, SCORE, Open Book Publishers, Girl Scout cookies, and the Natural History Museum gift store.

We often hear grantseekers say they aren’t sure whether their organization is eligible for federal grants. The federal government makes thousands of grant awards annually to many types of organizations, and even to some individuals. Don’t write off this important funding source until you’ve examined the possibilities.  Here are a few thoughts to consider.

Beginning in 2015, organizations that expend more than $750,000 in federal funding in any fiscal year will be required to retain an independent auditor to perform a Single Audit. Previously, $500,000 in federal expenditures triggered the Single Audit requirement. While the new threshold is a bit higher, federal funds in the form of grants, pass-through dollars, contracts, and loans add up quickly so be sure you’re ready. This brief primer explains how to select a qualified auditor and provides a simple check-list to guide your selection process.