The following article, while lengthy, provides tremendous insights into the who, what, why, and when of hiring a grant writing service and a grant writer.  The entire article can be found in The Fund Raising Forum. 

Positioning Grant Writers For Success
with permission from
Tony Poderis
The Fund Raising Forum

Unrealistic Expectations, Pay Practices That Grantors Often See As Tainting The Funding Process, And Poor Planning And Follow Through, Can Doom The Best To Failure

Some of the most heated discussion in the nonprofit world centers on grant writing. Why? Because so much is riding on it. It is the rare organization that could continue to carry out its mission anywhere near as effectively if its grants dried up, and for many, such an occurrence would sound the death knell.

Of the three basic sources of money for non-profits -- earned income, donations from individuals, and grants -- the process of getting a grant is the most puzzling. All but the smallest organizations are likely to have people on staff or use outside counsel who specialize in grant writing. The demand for skilled grant writers, coupled with the mystery that seems to surround successful grant writing, leads to some troubled areas for development professionals and non-profit organizations.

Two questions are central: How do you evaluate the performance of grant writers and how do you pay them?

How Do You Evaluate
The Performance Of Grant Writers?
I have seen many resumes with statements like the following, "The grants I write are awarded funds 80% of the time." A recent query to an Internet newsgroup by an executive director asked, "My grant writer has a grant success rate of 41%. How does that compare with the standard of other organizations?"

Grant writers touting a past high percentage of grant attainment to impress potential employers are in danger of setting themselves up for future failure. How many of us would want to go into a new work environment with the expectation that 80% of the grant applications we submit would be approved? Not me!

Executive directors who see the success or failure of grant-getting as residing in the hands of the grant writer are failing to take into account something even more important than the grant application -- the purpose of the funding. Poorly delineated projects, "soft" budgets, and a host of other weaknesses cannot be overcome by a well-crafted grant proposal. The awarding of grants has more to do with function than form, and grant writers are not usually the ones who make the policy and practice recommendations that lead to a search for funding.

When it comes to measuring performance, I believe grant writers should be evaluated on the quality of their work. What I expect of a grant writer as written into a job description might read something like the following.

The grant writer will:
  1. Through interviews and other means, gather information that will easily allow him/her to grasp the concept of a project or program for which funding is sought as defined by the person responsible for carrying it out.

  2. Acquire and maintain sound knowledge and understanding of the organization, and use that knowledge and understanding to better comprehend all projects and programs for which grants will be sought and to recommend the seeking of grants.

  3. Research grant-making organizations and analyze them to identify likely funding sources for specific projects and programs.

  4. Compile, write, and edit all grant applications exhibiting strong expository writing skills and a high-level command of grammar and spelling.

  5. Review the budget of a project or program for which funding is sought and make recommendations to better present it to grant-making organizations.

  6. Develop individual grant proposals in accordance with each grant-making organization's preferences and follow exactly each grant-making organization's guidelines.

  7. Keep in contact with grant-making organizations during their review of a submitted grant application in order to be able to supply additional supportive material.

  8. Manage the process of supplying progress reports when required by a grant-making organization that has funded a project or program.

Any grant writer I hired was expected to carry out the above duties well. Doing so left me satisfied with his or her performance. Grant award or no grant award, the grant writer was successful. It was never my grant writer's job to get the grant, rather the job was to make the best case possible to appropriate funding organizations.

How Do You Pay A Grant Writer?
Few topics generate more heated discussion in non-profit organizations than whether professional grant writers should be paid a percentage of the money raised, receive commission-based compensation, or be paid a performance bonus. Perhaps because it is a practice of giving financial rewards to grant writing professionals contingent upon the achievement of fixed money goals, we can simply refer to it as "contingent-pay." Whatever you want to call it, two things are becoming more and more apparent.
  1. The practice is increasing.
  2. The practice is troubling the grant writing profession.
I recognize the difficulties that cash-strapped non-profit organizations have in providing upfront, fair compensation to consultant (or staff) grant writers for the legitimate and important work they perform. In many instances, it has become a common practice to make compensation contingent on the award of a grant. Nevertheless, there are concerns this practice raises which need to be addressed.

Often, the professional ethics of those seeking such contingent-pay for grant writing are brought into question. While I see problems with giving grant writers a percentage of the funds awarded by grantors, I do not think that the willingness, or even the preference, to write grants on a percentage, commission, or bonus basis automatically indicates a lack of ethics.

To me, the answer to the question of why contingent-pay is so troublesome---and often incites highly-charged emotions---seems obvious. It is one thing for grant writing professionals to discuss grant writing techniques and philosophies and to strenuously air disagreements. It is quite another to tell people that the way or amount they are paid is unethical.

Rather than preach against contingent pay as unethical behavior, I prefer to share with contingent-pay seekers (and providers) some real-life consequences of such arrangements which mainly puts the livelihood of the grant writer at risk. I believe grant writers should never agree to contingency pay. It is simply not fair for hard working grant writers to receive little or no pay for their efforts due to many reasons beyond their control. I'll list several of those reasons which I have seen crop up time and time again, resulting in rejected proposals. In those instances, a grant writer's time and effort were wasted and she or he received no compensation for their good faith professional services:
  • Say an organization wants someone to write a grant proposal for a project costing $118,000 and that the grant writer was to be paid a 5% commission if the grant is approved. It is almost always a requirement by funders that every dollar to be raised for and spent on projects be accounted for on a line-item basis. For many funders, the line item in the budget showing $5,900 for grant-acquisition services, would be reason enough to deny the grant. It would make no difference what the commission size or even if the contingency-pay were a flat fee.
  • Grant-writing expenses are seen as part of an organizations operating budget. Few if any foundations, corporations, or governmental organizations are willing to make a grant when a portion of the money granted is to be used to pay a grantwriting fee. Remember, the grant is being requested for a specific project, not to offset operating expenses nor to disguise a professional fee. A non-profit or a grant writer that fails to take the possibility of such a caveat into consideration may be facing a rude awakening.
  • Discerning and experienced program officers can readily see right through, and will reject, poorly delineated projects, "soft" and questionable budgets, and a host of other weaknesses which cannot be overcome by well-crafted grant proposals.
  • An ineffective and failing "selling" job might be made during a presentation meeting by an organization's officials.
  • You do not know in advance the foundations which are over committed to funding other organizations, have limited resources, thus they will not have funds available for you at the time, nor possibly for some time to come.
  • What if the grant was to be paid out over a number of months---or even years? Would an organization be willing to pay the grant writer for the services rendered in full at the moment of grant approval? Should the grant writer be willing to accept a compensation payment schedule in sync with that of the grant award which could be spread out over several years?
  • The grant writer should be ready to accept the fact that she or he will receive little pay for a major work, should a much lesser amount be granted than was originally requested.
  • A grant writer could conduct the best possible research, make the most helpful recommendations, and even voice strong protests and caution when called for--- but project directors and executive directors will prevail should they insist that the grant request be written in spite of flaws and concerns. They will say to the grant writer: "We'll send it anyway, what have we got to lose?" They should ask the grant writer that question who stands to lose a great deal.
  • Most grantors have greater vision than grant-proposal-submitting organizations. Grantors routinely look for assurance from the organizations that what they fund will be reasonably evaluated and measured in the longer term for effective and efficient use of their money, and that the organizations have future financial sustainability plans in place, or pending---especially that there are well developed long-range, strategic plans in place or being planned. A grant writer's best efforts expended in the writing of a given proposal simply cannot be extended or expected to meet such governance and policy-making requirements and expectations.
  • Grant proposals, even the best of them, are all too often prepared and presented to potential grantors when the organizations have no, or few, other important sources of contributions to show, especially from their boards of trustees. Chances are slim to none for grant awards when there are no other visible and viable sources of support available to the organization.
  • The hope for grants to be awarded to ensure payment for the grant writer's efforts is even more uncertain, and most unlikely, when proposals are stretched beyond practical and common sense limits, and they are presented to new, potentially uninterested, prospects---some even to distant, uncaring potential benefactors---as is often the case.
In the end, grant writers should be paid for their time and efforts by the hour or project, whether or not the grant is received. I question whether an organization unable to pay a fair fee for work done is likely to survive. Few non-profits forced to operate in ways not fully in accord with accepted professional standards flourish and grow.

I believe in the standards that have resulted from thousands of grant writing professionals working to help raise billions of dollars over decades of time. For me, not everything should be a matter of personal opinion; codes of ethics are established through collective wisdom because we do need absolutes by which to work and live. When I see all the wrong that can befall an organization or a grant writer in contingent-pay schemes, I cannot imagine for the life of me why either would want to go that route.

What Should You Do
Before Engaging An Outside Grant Writer?
Accomplished, experienced grant writing consultants are in demand and they are not cheap. Therefore, you should do as much of the preparation work as possible yourself. This will allow you to spend your consulting dollars where they are really needed -- the actual grant writing. Also, the better prepared you are, the more likely you will be to attract the best grant writers. Before you engage a grant writer, you should already have:
  1. Defined the project or program you want to get funded.
  2. Developed the essence of your "Case for Support."
  3. Identified prospective grant sources for the project or program.
  4. Determined who will actually solicit the funds and how they will do it.
Begin the definition process by first setting your grant-seeking priorities as they fit within your organization's long-range strategic plan and mission. The three basic areas for which you are likely to be seeking grants are:
  1. To create new programs and services.
  2. To support ongoing programs and services.
  3. To provide annual operating funds.
Then clearly and precisely define each project or program for which you will seek grants in terms that grant-making organizations will recognize and respond to. Make sure that while you're doing this you also plan for life after the grant. How will you support the project or program in the future if it is to last longer than the timeframe covered by the grant? It's a question every grant making organization will want answered.

Be certain that you have reasonably determined in advance the scope, intent, and "case" value to the community of the project or program you wish to have funded before you engage a grant writer. If you ask the grant writer to do this, he or she will have to learn your organization's capabilities and community's needs in the specific areas. It makes no sense to pay someone on the outside to do this. Those who run your organization already have this knowledge. Also, when you meet with grant makers you will be better able to respond to questions if you have developed the case.

Identifying the sources most likely to make a grant to an organization such as yours for the purpose you have defined is crucial to the process of grant application. The public library, the Foundation Center, your trustees, and others in your community are excellent sources of this information. Check your state Attorney General's office to see if it publishes a list of foundations. Go through other non-profit organizations' annual reports to look for funders. Then be sure to contact as many foundations and other grant making organizations as possible to get their grant seekers' guidelines and grant awarding calendar.

While most experienced grant writers, particularly if they operate in your geographic and "services" areas will know such information, doing your own research will let you better direct the grant writer's efforts. It is not hard to do and will establish a process and routine you can follow in future grant- seeking opportunities. Plus the information and expertise stays in your organization.

Never ask a grant writer to be the actual solicitor of funds. You and others within your organization are the best people to present your case. Why would you want a grant writer with whom you have a temporary relationship to represent you to grant makers? Why let the outside grant writer build a personal relationship you or your trustees could be nurturing? Besides, foundations want to meet the people who operate and are committed to an organization --- not an outsider on a temporary hire.

Prepare well before you engage a grant writing consultant and you will save money while putting your organization in a better position to attain the grants for which you apply.

Okay, we've covered a lot of material here. Everything from paying and evaluating grant writers to using consultants. But by no means have we exhausted the topic of grant writers and grant writing. Neither I nor anyone else has all the answers on this subject. My goal here is to encourage you to look at grant writers, how you use them, and how you pay them within the context of:
  1. Your organization's mission.
  2. Your organization's fund-raising agenda.
  3. Grant making organizations and what they are likely to expect of you.

Addendum
From time to time, consultant grant writers and organizations, seeking to engage a grant writer on a temporary or project basis, want to know what amount of fee is fair and reasonable. And non-profits want to know where they might find such accomplished professional grant writers. Here are my personal observations on both those inquiries.

General Grant Writing Pay Rates
Fees charged by grant writers will range far and wide. But from what I have seen, experienced and capable grant writers charge about $60 per hour. I've seen some fees in the area of $100 per hour and more, and then I have seen some very low fees --- well under $50. I believe that the $60 to $70 per-hour range is usual, and with the right person, it is fair and reasonable. Naturally, the hourly rate and the resultant total fee wll be significantly impacted by the relative efficiency of each grant writer. As well, grantwriters could charge by the project once they assess the full range and scope of the job, but the flat fee for time expended would probably closely factor out to the hourly rate I cited.

However, as I strongly encourage in my article, neither party should in any way arrange compensation to be paid on a "contingent-pay" basis. That is, do not enter into a contract which would have a grant writer paid a commission, bonus, or percentage of a grant award --- or from any other available funds. And especially do not arrange payment upon award of the grant in the first place.

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