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Home My WebLink About10/21/2024 - CULTURAL RESOURCES BOARD - AGENDA - Special MeetingCULTURAL RESOURCES BOARD Grant Writing Workshop October 21 2024, - 4:00 pm Golden Aspen Room, Center for Creativity 10/21/2024 Grant Writing Workshop 1.NEW BUSINESS a.Grant Writing Workshop “Mastering the Art of Writing Grants: Strategies for Nonprofit Arts Organizations" 2.ADJOURNMENT 10/15/2024 1 Mastering the Art of Writing Grants: Strategies for Nonprofit Arts Organizations Presented by: Maggie Dennis, Grant Strategist, GPC Carrie Care, Grant Specialist, GPC Welcome & Introduction City of Fort Collins Land Acknowledgement We acknowledge and honor the lands situated within the City of Fort Collins as the original homelands of the Hinono’eiteen (Arapaho), Tsétsėhéstȧhese (Cheyenne), Nʉmʉnʉʉ (Comanche), Caiugu (Kiowa), Čariks i Čariks (Pawnee), Sosonih (Shoshone), Oc'eti S'akowin (Lakota) and Núuchiu (Ute) Peoples. This area is an important site of trade, gathering, and healing for these Native Nations. These lands are home to a diverse urban Native community representing multiple Native Nations and Indigenous Peoples. Despite forced removal and land dispossession, they continue to thrive as resilient members of our community. We are grateful for Native community members and honor the rich cultural heritage they bring to our collective community. We further recognize and value their social, intellectual, economic, and cultural contributions. The City of Fort Collins is committed to supporting, partnering, and working with the Native and Indigenous 1 2 3 10/15/2024 2 ❖WELCOME & INTRODUCTION ❖OPENING DISCUSSION•Grant Funding Challenges •Arts Funding Landscape ❖BEST PRACTICES IN GRANTS•Trends in Arts Funding•Grant Readiness•Prospect Research •Crafting a Winning Proposal ❖CLOSING DISCUSSION•Action Items•Future Workshop Topics? Maggie Dennis, MA, GPC •Born and raised in Denver •Bachelor’s degree in Psychology •Master’s degree in History •Museum professional (20 years) •Grant professional (14 years) •Cultural Resources Board (2012-2015) •StoryForge – serving clients in Northern Colorado Carrie Care, GPC (she/her) Grant Specialist 🠶Originally from Pennsylvania 🠶Bachelor’s Degrees in English & Music 🠶Nonprofit arts sector for 10+ years 🠶Grant Professional Certified 🠶Fundraising Certificate, Support Center for Nonprofit Management 🠶Love travel, international soccer, and music (Beethoven to Bluegrass… and everything in between!) 4 5 6 10/15/2024 3 Opening Discussion ● Grant Funding Challenges ● Arts Funding Landscape Discussion Question: What are the challenges you face in securing grant funding for your arts organization? OVERVIEW OF THE CURRENT ARTS FUNDING LANDSCAPE WHAT MAKES THE ARTS SECTOR UNIQUE WHEN IT COMES TO FUNDRAISING? •Subjective Value: The value of art is often subjective and can be difficult to quantify in traditional terms. •Emotional and Cultural Appeals: Arts organizations often rely on emotional and cultural appeals to connect with donors. •Limited Resources and Growing Demand: Arts sector funding is somewhat limited compared to other sectors. There is growing demand for demonstrating social and economic benefits. •Partnerships with Public and Private Sectors: Arts organizations must navigate partnerships with both public and private sectors. •Balancing Artistic Integrity and Donor Expectations: Arts fundraisers must balance artistic integrity with donor expectations and broader societal goals. •GOS vs. Program Support: While dedicated arts funders are a good source for GOS, program support can be obtained from a broader range of funders. •State Arts Support & Advocacy Opportunity for Growth: Colorado’s state funding for arts is up but still low, ranked 46th in the nation and lowest among Western states. 7 8 9 10/15/2024 4 OVERVIEW OF THE CURRENT ARTS FUNDING LANDSCAPE National National Endowment for the Arts (NEA) Americans for the Arts Arts Action Fund Stage Act* State Colorado Creative Industries (CCI) Scientific & Cultural Facilities District (SCFD) Colorado Business Committee for the Arts (CBCA) Think 360 Local Public Resources •Fort Fund/Art in Public Places •CuRB •Creative District •Visit Fort Collins Foundations/Corporations •Private Foundations (e.g., Bohemian) •Community Foundation •Corporate Foundations (e.g., OtterCares) What resources are available for Northern Colorado Arts Organizations? Funders, Creative Partners, Advocacy FUNDING TRENDS 2023 Giving USA Annual Report: ▪Overall giving and # of donors are down when adjusted for inflation. ▪Foundations accounted for 19% of overall giving. ▪Donor-advised funds are among the fastest-growing forms of giving. FUNDING TRENDS ▪Arts, Culture, and Humanities comprised 4% of philanthropic giving (doesn’t count federal) – up 11% - $25.26B. ▪Donor-advised funds are among the fastest-growing forms of giving. 10 11 12 10/15/2024 5 Colorado Spotlight Fort Collins Spotlight Economic and Social Impact of Nonprofit Arts and Culture Organizations and Their Audiences Fort Collins, CO Source: Americans for the Arts, Arts & Economic Prosperity 6 Equity in Funding Practices Percent of Americans ● 2.6% are Native American ● 42% are BIPOC ● 13.4% have disabilities Percent of Philanthropic Dollars ● Receive 0.005% of funding ● Receive 8.5% of funding ● Receive 2% of funding 13 14 15 10/15/2024 6 Trends in Grant Funding Understanding the Latest in the Field Priorities, Funding Models & Strategies: Grant Opportunities Recent Shifts in Support for the ArtsFUNDING TRENDS •Diversity, Equity, and Inclusion (DEI) Focus •Creative Placemaking and Community Engagement •Arts and Technology Integration •Multi-Year Funding and General Operating Support •Focus on Mental Health and Well-being •Focus on Youth and Education •Donor-Advised Funds and Crowdfunding Priorities, Funding Models & Strategies: Questions from Funders Questions Found in Grant ApplicationsFUNDING TRENDS •Diversity, Equity, and Inclusion (DEI) Focus •Artistic vs. Situational Merit •Sustainability and Resilience in the Arts •Data-Driven Decision Making •Collaboration and Collective Impact 16 17 18 10/15/2024 7 Grant Readiness Assess Your Organization’s Capacity to Apply for and Manage Grants Grant Readiness: What is it & Why should I care? •Assessing all aspects of the organization as well as the external funding landscape. •Creating a proactive framework that prioritizes appropriate grant revenue goals and research targets. •Building relationships with grant funders by articulating the organization's strengths and capacity. Grant Lifecycle: Why do I need to be grant-ready, anyway? • Define Project/Needs • Research Opportunities • Follow NOFO/RFP Instructions to the Letter • Submit Proposal on Time • Wait 3-10 Months • When Funded: Complete All Objectives, Spend All the Money According to Your Approved Budget • Lather, Rinse, Repeat! 19 20 21 10/15/2024 8 Key Factors Organizational Documentation Grant Writing Capacity Evaluation and Reporting Community and Stakeholder Engagement Sustainability and Scalability A little context Grants CANNOT… BE FREE MONEY FOR THE ORGANIZATION HAVE A QUICK TURN- AROUND TIME (TYPICALLY) BE SUCCESSFUL WITHOUT FULL TEAM SUPPORT LAST FOREVER/IN PERPETUITY BE OBTAINED WITHOUT COMPETITION (TYPICALLY) Grants CAN… INCREASE CAPACITY TO SERVE MORE HELP MOVE THE ORGANIZATION TO THE NEXT LEVEL ADD CHECKS & BALANCES TO THE ORGANIZATION LAUNCH NEW PROGRAMS/PROJEC TS LEVERAGE FUNDING FROM OTHER SOURCES BUILD CREDIBILITY IN THE COMMUNITY 12 Tips Have a Current Strategic Plan Centralize Grant Registrations Create a Grant Team Engage Partners in Pre‐Planning Create Grant Seeking & Management Policies & Procedures Create a Grant Calendar Evaluate Your Impact Know Your Numbers Build a Strong Relationship with Your Elected Officials Do Your Homework Be Proactive Revisit Your Grant Readiness Annually Credit: DH Leonard 22 23 24 10/15/2024 9 Where to Start? •Update your GuideStar profile to Gold… or more! •This is where funders will look for you. •Great template for a lot of the info listed on your Grant Readiness checklist. •Not just Mission, Programs, Goals & Financials. •What We Aim to Solve, How We Listen, Board & Staff Practices and Demographics, Equity Strategies. 25 26 27 10/15/2024 10 Grant Prospecting • Grantseeking Databases (free and subscription) • Reverse Grant Prospecting • Grant Prospecting Assessment • Building Funder Relationships Colorado Grants Guide https://guide.crcamerica.org/ •Available for free at the Poudre Libraries (ask Amanda Simental for a tutorial) •Hundreds of profiles of funders that support Colorado nonprofit organizations. •Targets Colorado funders but funders are not necessarily located in Colorado. •Can limit search to funders to support organizations in your county. •Subscription:Nonprofit $250/yr; Business/Individual $350/yr; Higher Ed $500/yr 28 29 30 10/15/2024 11 Foundation Directory Online (FDO) https://fconline.foundationcenter.org •Available for free at the Poudre Libraries (ask Amanda Simental for a tutorial: Nonprofit & Business Librarian) •Free access to Essential version with a GuideStar 2024 Gold Seal of Transparency https://www.guidestar.org/UpdateNonprofitProfile •154,000+U.S. foundations and corporate donors, and over 500,000 key decision makers (essential version). Pro version includes more grantmaker profiles, key decision makers, and federal grants. ●Subscription:Essential $450/year. $55/month. Professional $1600/annual. $220/month. Enterprise Access for 10+ users (e.g., colleagues/academic libraries). National Banks (trustees) ● Free to search ● Serves as trustees for a variety of discretionary charitable foundations ● J.P. Morgan: https://www.jpmorgan.com/solutions/private- bank/foundations/online-applications/search ● Bank of America: https://www.bankofamerica.com/philanthropic/search-for-grants ● Wells Fargo: https://www.wellsfargo.com/private-foundations ● Caution – Usually, no way to speak with the trustee; these are blind applications GrantStation https://grantstation.com ●Free access with GPA membership. ●Usually $699, but can often get a steep discount on TechSoup (under $200): https://www.techsoup.org/ ●US, Canadian, and International opportunities. ●More corporate funders. ●Free weekly funding newsletter with grant opportunities https://grantstation.com/public-resources/GrantStation- Insider 31 32 33 10/15/2024 12 State Government Grants •GPA CO Chapter maintains a list of state grant resources (and is advocating for a centralized database): https://www.coloradogpa.org/resources/colorado-state-grants •Each state department has funding opportunities listed on its website - e.g. CO OEDIT https://oedit.colorado.gov/colorado-creative-industries •GrantStation has a list of state departments with links, by subject area - e.g. Arts, Culture, Humanities Grants.gov https://www.grants.gov ●Federal grants are very different, and we’re not going to cover them today. ●Clearing house for information about government grants. ●If applying for any federal government grant, you must register and file through Grants.gov ●Explore opportunities directly on dept./agency sites e.g., NEA (National Endowment for the Arts), etc. Reverse Grant Prospecting Consider Top 5 “Competitor Organizations”(Similar to your nonprofit) ●Use grantseeking databases (e.g. FDO professional) to search nonprofit organizations and the grants they’ve received. ●Evaluate if these funders could also fund your nonprofit. ●Review a similar nonprofit’s 990s to see what funding they received. https://apps.irs.gov/app/eos/ 34 35 36 10/15/2024 13 Assessing Grant Opportunities Does your nonprofit/program align with the funder’s mission, values, and focus areas? Are you eligible to apply? Do you meet the criteria? Is the grant timeframe suitable ‐ deadlines, review period, funding start/end date? Is the funding amount sufficient? What are the reporting requirements? Is there a connection to the funder? Building Funder Relationships •Don’t call the program officer and ask what types of projects they fund or what their deadlines are. •Aim to connect over the phone or in-person as well as email communications. •It’s an ongoing process; not just centered around a grant cycle. •Know who is responsible for cultivating relationships in your organization. •Funders are 80%+ more likely to fund an organization with whom they have a relationship. Crafting a Winning Proposal Storytelling for Grantseekers 37 38 39 10/15/2024 14 Why is storytelling important? • We are already storytellers! And story listeners. • Stories inform, instruct, and persuade. • A good story is highly readable. • Stories let us share our passion and creativity. • Stories inspire others to take action. The Story Arc What is a “story arc”? • Stories have a beginning, and middle, and an end • They have characters, a setting, and a plot • A good story builds tension and offers a satisfying solution • Good storytelling compels the reader to keep reading Dig Deeper What are some common mistakes found in grant proposals that storytelling can address? •Lack of continuity throughout the entire proposal package •Presentation of facts that don’t inform and inspire •The people you serve don’t come to life – or speak for themselves •Your “practice wisdom” doesn’t shine (because it’s stuck in your head!) 40 41 42 10/15/2024 15 •Use the application questions to create an outline – connect the dots •Gather all attachments first – how do they help you tell your story? •Illustrate your artistic excellence using images, audio, video, etc. •Use resources to build your skills (see handout) •Grant writing is a team sport! •Ask for feedback from grantors •Sit in on review sessions, where possible •Become a grant reviewer How do I learn to use storytelling effectively? Pain Points Three common “pain points” in storytelling for arts organizations: • Sharing your impact - how what you’re doing makes a difference in our community (culturally, economically) - and how you know it’s working • Marketing - plan, materials, data tracking, budget • Budgets and financials (hint: they tell stories, too!) Sharing Your Impact Challenges: ● Intangible benefits of the arts ● Audience feedback ● Measuring economic impact ● Data collection/analysis Strategies: ● ?? ● ?? ● ?? ● ?? 43 44 45 10/15/2024 16 Marketing Challenges: ● What is your strategy to reach audiences? ● Quality and variety of marketing materials ● How do you know if it’s working? ● Does your marketing budget make sense? Strategies: ● ?? ● ?? ● ?? ● ?? Budgets and Financials Challenges: ● Budget doesn’t align with the narrative ● Financials are inaccurate or confusing ● Budget/financial narrative doesn’t explain “red flags” ● Budget to actual shows significant variances Strategies: ● ?? ● ?? ● ?? ● ?? Final questions? How will you apply what you learned today? What other grant-related topics interest you? Final Discussion: 46 47 48 10/15/2024 17 Thank you Maggie Dennis maggiedennis@storyforgeonline.com Carrie Care carrie.e.care@gmail.com 49 Mastering the Art of Writing Grants: Strategies for Nonprofit Arts Organizations October 21st, 4:00 to 6:00 p.m. Carnegie Center for Creativity This two-hour introductory-level presentation and discussion will focus on grant readiness, grant seeking, and preparing winning grant proposals, with a specific focus on funders in the arts. Participants will leave this workshop with a better understanding of best practices in grant seeking specifically tailored to arts organizations, along with materials to take their grant writing to the next level. WELCOME & INTRODUCTION OPENING DISCUSSION • Grant Funding Challenges • Arts Funding Landscape BEST PRACTICES IN GRANTS • Trends in Arts Funding • Grant Readiness • Prospect Research • Crafting a Winning Proposal CLOSING DISCUSSION • Action Items • Future Workshop Topics? Carrie Care, GPC (she/her), Grant Specialist. Carrie's background in English and Music inspired her to begin her career as a fundraiser in the arts, where she has won funding from government institutions, private foundations, and corporations, and worked with individual donors. In addition, she has worked at Colorado State University, supporting alumni and marketing efforts. She holds the Certified Grant Professional credential (GPC) from the Grant Professionals Certification Institute and serves as chair of the Outreach Committee for the Colorado Chapter of the Grant Professionals Association. https://www.linkedin.com/in/carriecare; carrie.e.care@gmail.com Maggie Dennis, GPC (she/her), has been a professional grant writer and consultant for 14 years earned her Certified Grant Professional credential (GPC) from the Grant Professionals Certification Institute in 2014. Prior to starting StoryForge in 2010, she had a career as a historian and museum professional at UCLA and the Smithsonian Institution. She was a member of the City of Fort Collins Cultural Resources Board from 2012 to 2015. Since moving to Fort Collins in 2010, she has helped local nonprofits raise more than $12.5M to address needs in the community. https://www.storyforgeonline.com; maggiedennis@storyforgeonline.com RESOURCES FOR NORTHERN COLORADO ARTS ORGANIZATIONS: Funders, Creative Partners, Advocacy LOCAL PUBLIC RESOURCES: Fort Fund Funding Funded by a lodging tax, the Fund promotes Fort Collins as a creative hub and tourist destination, supporting the well-being of residents and visitors. Art in Public Places Funding Provide funding to artists and arts organizations producing works of art using visual art as their primary source of expression. Cultural Resources Board (CuRB) Resources Support and insight for cultural programs, services and facilities constructed or operated by the City of Fort Collins. Creative District Advocacy & Resources A state-certified area in downtown Fort Collins, Colorado that celebrates the city's arts, culture, and history. Visit Fort Collins Marketing/Partnership FOUNDATIONS/CORPORATIONS: Private Foundations (e.g., Bohemian) Community Foundations Corporate Foundations (e.g., OtterCares) STATE Colorado Creative Industries (CCI) Funding & Resources Promotes, supports and expands the creative industries to drive Colorado’s economy, grow jobs and enhance our quality of life. Scientific & Cultural Facilities District (SCFD) Funding A tax district in Colorado that funds arts and culture organizations in the Denver metro area. Think 360 Funding Serves K-12 schools and communities through direct services and creative experiences. Colorado Business Committee for the Arts (CBCA) Advocacy Advances Colorado’s creative economy by connecting business and the arts. NATIONAL National Endowment for the Arts (NEA) Funding & Research The largest funder of arts and arts education in the country. It provides grants to nonprofit arts organizations, colleges and universities, and individual artists. Also work with state arts agencies, local leaders, and other federal agencies to promote arts access. Americans for the Arts Advocacy & Research Supports the arts and arts education. They offer resources for community involvement and support, and have an advisory group of artists from various disciplines. Arts Action Fund Advocacy Affiliate nonprofit membership organization created by Americans for the Arts to mobilize citizens to advocate for the arts and arts education, and to ensure that public policies support the arts, including a political action committee (PAC) that supports pro-arts candidates at the federal level. W H Y T H E A R T S M A T T E R I N C O L O R A D O 4/2024 N A T I O N A L A R T S F A C T S COLORADO ARTS FACTS $1.102 TRILLIION $457.4 B $920.5 B The Colorado arts and culture sector was a $18 billionindustry in 2022 (3.68% of the state's GDP), representing104,163 jobs (3.47% of Colorado's workforce), and totalcompensation of $10.1 billion. 3.68%104,163State's GDP Jobs $18 BILLION Arts & Culture $13.5 B Mining $18.1 B Transportation Source: U.S. Bureau of Economic Analysis & National Assembly of State ArtsAgencies (2024). Data collected for 2022. FEDERAL FUNDING FOR THE NATIONAL ENDOWMENT FOR THE ARTS Congress allocated $207 million to the National Endowment for the Arts (NEA) in FY24. This amounts to just 62 cents per capita. Ideally, Congress should index $1per capita funding to the NEA. PUBLIC FUNDING RECEIVED FORCOLORADO ARTS & CULTURE SECTOR Source: NEA, SBA, NASAA, 2024Source: Americans for the Arts Action Fund, 2024. State Appropriation $2,023,000 NEA Federal Appropriationto State Arts Agency $943,331 Federal Appropriation $207 Million Regional Snapshot: Pikes Peak Region Arts & Culture Mining Transportation FY24 FY24 FY24 50 NEA Direct Grants to Organizations $4,764,273 FY23 ECONOMIC IMPACT OF NON-PROFIT ARTS & CULTURE INDUSTRY AND AUDIENCES Nation's GDP Jobs FOR-PROFIT & NON-PROFIT ARTS & CULTURE SECTORS REPRESENT FOR-PROFIT & NON-PROFIT ARTS & CULT URE SECTORS REPRESENT 4.31%5.2 M The national arts and culture sector was a $1.102 trillionindustry in 2022 (4.31% of the nation's GDP), representing5.2 million jobs (3.28% of nation's workforce), and totalcompensation of $540.9 billion. Source: U.S. Bureau of Economic Analysis & National Endowment for theArts (2024). Data collected for 2022. ECONOMIC IMPACT OF NON-PROFIT ARTS & CULTURE INDUSTRY AND AUDIENCES Source: Americans for the Arts (2023). Arts & Economic Prosperity 6. $151.7 B 2.6 M Economic activity annually Jobs supported by economic activity In 2022, the impact of this economic activity generated $29.1 billion in total tax revenue to federal, state, and local governments. National $184 M 2,869 Economic activity annually Jobs supported by economic activity In 2022, the impact of this economic activity generated $29.3 million in total tax revenue to federal, state, and local governments. Source: Americans for the Arts, 2023. Arts & Economic Prosperity 6, Pikes PeakRegion, CO See the Colorado Arts Relief Fund Impact Report 2022 86% 88.5% of audiences agreed with the statement“I would feel a great sense of loss if this activity orvenue were no longer available.” of audiences agreed with the statement“This activity or venue is inspiring a sense of pridein this neighborhood or community.” 81.9% 87.2% of audiences agreed with the statement“I would feel a great sense of loss if this activity orvenue were no longer available.” of audiences agreed with the statement“This activity or venue is inspiring a sense ofpride in this neighborhood or community.” E-MAIL US: ArtsActionFund@artsusa.org VISIT US: ArtsActionFund.org FOLLOW US: COLORADO ARTS HIGHLIGHTS JOIN THE ARTS ACTION FUND FOR FREE TODAY! BY THE NUMBERS THE ARTS ARE EVERYWHERE 4/2024 IN THE CENTENNIAL STATE, THE ARTS UNITE US COLORADO CREATIVE INDUSTRIES (CCI) promotes, supports and expands the creative industries to drive Colorado’s economy, grow jobs and enhance our quality of life. We accomplish our mission through funding, recognition and resources to support the creative ecosystem in Colorado. Director: Josh Blanchard Chair: Mizraim Cordero Learn more here. COLORADO BUSINESS COMMITTEE FOR THE ARTS (CBCA) advances Colorado’s creative economy by connecting business and the arts. We accomplish our mission through year- round advocacy, research, training and arts engagement efforts. Executive Director: Christin Crampton Day Chair: Dustin Whistler Learn more here. Join here. Scientific & Cultural Facilities District (SCFD) scfd.org Think 360 Arts for Learning think360arts.org Colorado is distinguished for having significantly higher rates of attendance at music and theater performances than the nation as a whole. Colorado has three of the top artistically vibrant small and medium communities in the nation . Explore Colorado’s 30 state-certified creative districts from the Western Slope to the Eastern Plains and along the Front Range. Spanning 331 miles, five Colorado destinations form a “Creative Corridor” with wide-ranging arts and cultural offerings, which are situated in some of the state’s most beautiful landscapes. Nestled in the mountains of western Colorado, the communities in the corridor, Carbondale, Paonia, Crested Butte, Ridgway and Salida, offer endless itineraries for artistic exploration. Take an art walk! Check out the Rio Grande ARTway in Carbondale, a hiking and biking trail, that has been beautified with a Latino Folk Art Garden and a Youth Art Park, with interactive sculptures, a woven teepee and gardens. Or, follow the painted green line along the 40 West ArtLine, a four-mile walking and biking art route located in 40 West Arts Creative District in Lakewood’s historic West Colfax neighborhood, connecting three parks, light rail transit, local businesses and dozens of public artworks. Enjoy a memorable live performance at one of Colorado’s iconic outdoor venues scattered throughout the state. Catch the best of local music at The Mishiwaka in Bellvue (outside Fort Collins), a touring sensation at Red Rocks in Morrison, an international dance or jazz festival at the Ford Amphitheater in Vail, or one of many summer music festivals in Telluride Town Park. With over 300 days of sunshine, Colorado is covered in murals and unique street art. On the Eastern Plains, keep an eye out for Some Girls and Mural, who hope to paint a large-scale mural on every grain silo. Learn out the Pueblo Levee Mural Project, which runs along a levee of the Arkansas River for three miles and was certified by the Guinness Book of Records as the longest painting in the world. If you happen to be in the Denver metro area during the summer, visit the Colfax Canvas festival in Aurora, Street Wise in Boulder, Babe Walls in Arvada, or numerous ever-changing murals in the RiNo Arts District. Colorado is brimming with history! Museums and cultural sites tell the story of Colorado’s indigenous heritage, frontier days and current context. Don’t miss the Black American West Museum & Heritage Center in Denver’s historic Five Points neighborhood (considered the Harlem of the West), the Ute Indian Museum in Montrose, Southern Ute Museum & Cultural Center in Ignacio, and Museo de las Americas in Denver’s Art District on Santa Fe, one of only a dozen Latino art museums in the country. What else can you find in Colorado but nowhere else? How about the Clyfford Still Museum and Kirkland Museum of Fine & Decorative Arts in Denver, Artocade (art car parade) in Trinidad, the Tank in Rangely, and the U.S. Olympic and Paralympic Museum in Colorado Springs. See the Economic Activity Study of Metro Denver culture & 2020 Colorado Creative Economy report P a g e 1 o f 2 The Economic and Social Impact of Nonprofit Arts and Culture Organizations and Their Audiences in City of Fort Collins, CO Direct Economic Activity Organizations Audiences Total Expenditures Total Industry Expenditures (FY2022) $12,542,750 $13,495,790 $26,038,540 Economic Impact of Spending by Arts and Culture Organizations and Their Audiences Total Economic Impacts (includes direct, indirect, and induced impacts) Organizations Audiences Total Impacts Employment (Jobs) 390 192 582 Personal Income Paid to Residents $11,630,569 $6,073,437 $17,704,006 Local Tax Revenue (city and county) $408,799 $612,153 $1,020,952 State Tax Revenue $386,171 $408,307 $794,478 Federal Tax Revenue $2,564,129 $1,119,683 $3,683,812 Event-Related Spending by Arts and Culture Audiences Totaled $13.5 million Attendance to Arts and Culture Events Local1 Attendees Nonlocal1 Attendees All Attendees Total Attendance to In-Person Events 337,738 96,372 434,110 Percentage of Total Attendance 77.8% 22.2% 100.0% Average Per Person, Per Event Expenditure $25.09 $52.11 $31.08 Total Event-Related Expenditures $8,473,846 $5,021,944 $13,495,790 Nonprofit Arts and Culture Audiences Spend an Average of $31.08 Per Person, Per Event Category of Event-Related Expenditure Local1 Attendees Nonlocal1 Attendees All Attendees Food and Drink $14.68 $17.48 $15.30 Retail Shopping $2.01 $6.58 $3.02 Overnight Lodging (one night only) $0.60 $12.84 $3.31 Local Transportation $2.06 $6.38 $3.02 Clothing and Accessories $1.56 $3.24 $1.93 Groceries and Supplies $2.26 $3.52 $2.54 Childcare $0.69 $0.64 $0.68 Other/Miscellaneous $1.23 $1.43 $1.28 Overall Average Per Person, Per Event $25.09 $52.11 $31.08 Source: Arts & Economic Prosperity 6: The Economic and Social Impact Study of Nonprofit Arts and Culture Organizations and Their Audiences in the City of Fort Collins. For more information about this study or about other cultural initiatives in the City of Fort Collins, contact the City of Fort Collins Department of Cultural Services. Copyright 2023 by Americans for the Arts. To learn more, visit www.AEP6.AmericansForTheArts.org. P a g e 2 o f 2 Past studies have focused primarily on the financial, economic, and tourism contributions of the nonprofit arts and culture industry. AEP6 expands beyond those topics to include measures of social impact. Surveys completed by individual attendees in the the City of Fort Collins demonstrate an appreciation for how the arts and culture impacts the development and well-being of the community and its residents. Audiences Demonstrate Appreciation for the Impact of Arts and Culture Level of Agreement with Social Impact Statements Audiences “This venue or facility is an important pillar for me within my community.” 80.9% “I would feel a great sense of loss if this activity or venue were no longer available.” 85.8% “This activity or venue is inspiring a sense of pride in this neighborhood or community.” 85.9% “My attendance is my way of ensuring that this activity or venue is preserved for future generations” 82.2% About This Study Americans for the Arts conducted AEP6 to document the economic and social benefits of the nation’s nonprofit arts and culture industry. The study was conducted in 373 diverse communities and regions across the country, representing all 50 states and Puerto Rico. The City of Fort Collins Department of Cultural Services joined the study on behalf of the City of Fort Collins. For additional information including the national report, summaries for the 373 communities, an online calculator, and a description of the project methodology, visit www.AEP6.AmericansForTheArts.org. Surveys of Nonprofit Arts and Culture Organizations Nationally, detailed information was collected from 16,399 nonprofit arts and culture organizations about their FY2022 expenditures (e.g., labor, local and non-local artists, operations, materials, facilities, and asset acquisition), as well as their event attendance, in-kind contributions, and volunteerism. Surveys were collected from February through July 2023. Some organizations only provided total expenditures and attendance (they are included in the study). Responding organizations had budgets ranging from a low of $0 to a high of $375 million. Response rates for the 373 communities averaged 43.9% and ranged from 5% to 100%. In the City of Fort Collins, 37 of the 59 total eligible nonprofit arts and culture organizations identified by the City of Fort Collins Department of Cultural Services provided the financial and attendance information required for the study analysis—an overall participation rate of 62.7%. It is important to note that each study region’s results are based solely on the survey data collected. No estimates have been made to account for non-respondents. Therefore, the less-than-100 percent response rates suggest an understatement of the economic impact findings. Surveys of Nonprofit Arts and Culture Audiences Audience-intercept surveying, a common and accepted research method, was conducted to measure event-related spending by audiences. Attendees were asked to complete a short survey while attending an event. Nationally, a total of 224,677 attendees completed the survey. The randomly selected respondents provided itemized expenditure data on attendance-related activities such as meals, souvenirs, transportation, and lodging, as well as socioeconomic information, ZIP code of primary residence, and four social impact questions. Data was collected from May 2022 through June 2023 at a broad range of both paid and free events. In the City of Fort Collins, a total of 1,688 valid audience-intercept surveys were collected from attendees to nonprofit arts and culture performances, events, exhibits, and special events during the period from May 2022 through June 2023. Studying Economic Impact Using Input-Output Analysis Americans for the Arts uses the IMPLAN platform to create the customized models for each of the 373 study regions. Input-output models calculate the interdependencies between various sectors or industries within a region. This analysis traces how many times a dollar is respent within the local economy before it leaks out, and it quantifies the economic impact of each round of spending. This form of economic analysis is well suited for AEP studies because it can be customized specifically to each participating community, region, or state. To complete this analysis for the City of Fort Collins, the researchers used the IMPLAN platform to build a customized input-output model based on the unique economic and industrial characteristics of Larimer County. Research Notes: 1 For the purpose of this study, local attendees live within Larimer County; nonlocals live elsewhere. 1. Organizational Overview  Mission Statement: Clearly articulated mission and vision.  History: Brief organizational background, including milestones and achievements.  Programs/Services: Detailed description of current programs, services, and their impact.  Key Staff & Board Members: List of leadership, staff qualifications, and Board of Directors with bios.  Strategic Plan: Current strategic plan outlining long-term goals and objectives (preferably 3-5 years). 2. Financial Readiness  Operating Budget: Detailed annual budget with projected income and expenses.  Financial Statements: Most recent audited financials (if applicable) or year-end financial statements.  Funding Sources: List of current funding streams (grants, donors, earned income, etc.).  Cash Flow: Evidence of positive cash flow or plans to maintain financial health.  IRS 501(c)(3) Status: Proof of tax-exempt status (if applicable).  Fundraising Plan: Strategy for diversifying funding sources, including grants, donors, sponsorships, and events. 3. Governance & Leadership  Board Governance: Active, diverse, and engaged board of directors.  Bylaws: Updated organizational bylaws.  Policies & Procedures: Written policies on conflict of interest, ethics, DEI, governance, and decision-making.  Executive Leadership: Skilled and experienced leadership with a clear decision-making process. 4. Program & Impact Readiness  Program Descriptions: Detailed descriptions of each program or service, including target audience, activities, and goals.  Logic Model: Clear logic model outlining inputs, outputs, outcomes, and impact.  Evaluation Methods: Systems to measure outcomes, success metrics, and overall impact (e.g., surveys, assessments).  Success Stories: Case studies, testimonials, or impact stories demonstrating program effectiveness.  Collaborations & Partnerships: Existing partnerships with other organizations, businesses, or community groups. 5. Grant Prospect Research  Funder Research: Regular research and updates on potential grant funders aligned with mission and programs.  Funder Priorities: Knowledge of specific interests, giving patterns, and priorities of prospective grantmakers.  Previous Grant Experience: List of successful grant applications and amounts awarded.  Funder Relationships: Established connections or communications with potential grant funders. 6. Documentation & Support Materials  IRS Determination Letter: A copy of your organization’s 501 (c)(3) determination letter.  Board Approval: Documentation of board approval for major programs or projects to be funded.  Annual Reports: Up-to-date annual reports summarizing financial health, program impact, and donor recognition.  Brochures/Marketing Materials: Professional, updated materials that reflect the organization’s image and message.  Press & Media Coverage: Samples of positive media coverage or recognition relevant to your work.  Letters of Support: Testimonials, partnership agreements, or endorsements from community leaders or stakeholders.  Organizational Charts: Clear, updated organizational charts showing staff roles and responsibilities. GRANT READINESS CHECKLIST 7. Project-Specific Information (program/project funding)  Project Description: Clear and concise project narrative, including objectives and rationale.  Project Timeline: Detailed project timeline with key milestones and deadlines.  Project Budget: Itemized project budget, including cost breakdown and funding sources.  Sustainability Plan: Explanation of how the project will continue after the grant period ends.  Need Statement: Data-driven description of the problem or need the project will address.  Community Impact: Description of the project's anticipated impact on the target community or population.  Evaluation Plan: Defined methods for measuring project success and impact. 8. Compliance & Risk Management  Legal Compliance: Current on all legal, regulatory, and tax filings.  Insurance Coverage: Adequate insurance coverage for operations, staff, and volunteers.  Risk Management: Policies for addressing potential risks related to program delivery or governance. 9. Organizational Capacity  Staff Capacity: Sufficient staff and volunteer support to carry out programs and manage grants.  Technology & Infrastructure: Adequate systems for managing finances, data, and program evaluation.  Grant Management System: Established procedures for tracking grant applications, reporting requirements, and deadlines.  Data Collection Systems: Reliable systems in place for collecting data to support grant outcomes and reporting. 10. Narrative & Proposal Writing Skills  Clear Mission Alignment: Ability to communicate how the project aligns with the funder’s priorities.  Compelling Storytelling: Capacity to craft a persuasive narrative that engages the reader.  Data-Driven Impact: Use of relevant data and statistics to support the case for funding.  Grant Writing Expertise: Proven experience in crafting winning proposals with a clear and concise style.  Budget Justification: Clear explanation of how requested funds will be used and their importance to the project’s success. 15 GuideStar common results catalog Sources DataArts, Philanthropedia, GuideStar User Community Arts and culture Access to resources Hours arts space has been rented Hours arts equipment has been rented Hours of expertise provided Number of entities served by expertise Dollar price per hour of expertise Total number of awarded residencies Broadcasting Number of broadcast audience members Number of hours of live broadcast Number of pre-recorded hours of broadcast Total number of filmmakers supported Number of professional artists employed Total dollars paid to artists Creation and circulation Total number of works developed Total number of works commissioned Total number of works restored or preserved Total number of works loaned Number of favorable critic reviews/awards of art produced given by media or peers Number of unique podcast audience members Education Total number of classes offered Number of paid registrants to classes Number of free registrants to classes Average dollar price for classes 16 GuideStar common results catalog Total number of students participating in private lessons Events Total number of screenings held Average dollar price of tickets to screenings Total number of paid seats filled for screenings Total number of free seats filled for screenings Total number of guided tours given Average dollar price of tickets for guided tours Number of paid participants of guided tours Number of free participants of guided tours Total number of competitions held Number of competition entrants Average dollar price of entry to competitions Number of competition winners declared Total number of conferences held Maximum number of participants allowed to attend conferences Number of paid participants in conferences Number of free participants in conferences Total number of fields trips Average price of field trip tickets Maximum number of participants allowed on field trips Number of paid participants on field trips Number of free participants on field trips Total number of audience members Exhibiting Total number of works exhibited Total number of works in collection Total number of works acquired this year Average price for admission to exhibits (in dollars) Number of works exhibited permanently Arts and culture 17 GuideStar common results catalog Number of works exhibited temporarily Number of works on loan from others Number of works on loan to others Total cost of work acquired this year (in dollars) Total number of free admissions Total number of paid admissions Total number of exhibitions Performances Total number of performances Average dollar price for performance tickets Total number of paid seats filled for performances Total number of free seats filled for performances Total number of open rehearsals Total paid seats filled for open rehearsals Total free seats filled for open rehearsals Total number of free performances given Total number of off-site performances held Publishing Number of books published for previously published writers Number of works published from new writers Number of books distributed Total dollars paid to writers Number of different periodicals published Total number of periodical subscribers Number of periodicals distributed Arts and culture Compiled by the Temple Hoyne Buell Foundation Summer 2004 1 WHAT GRANTMAKERS LOOK FOR IN FINANCIAL INFORMATION As can be expected, the level of expertise in interpreting financial reporting varies widely among funders. What may be true for one funder may not be true for another. For some funders, numbers alone tell the story. For others, charts and graphs make it easier to unravel the financial picture. Still others want to sit down and get to know the nonprofit personnel and have a discussion about the financial situation. No matter what the style of the funder, it is important to recognize that all want to have a broad understanding of the entire nonprofit organization including their financial condition. Financial Information Includes: Financial Statements (Statement of Position & Statement of Activities) Budgets (including budget notes) Cash Flow Statements Audits or Reviews IRS 990s Accurate, timely, and consistent financial information serves many purposes: Support for internal management Status report for the board to help them make informed decisions Information for potential funders Information for potential sponsors For use by bankers and financial institutions (loans, credit cards, etc.) Red Flags: • Grant requests that are unreasonably large (sometimes it does hurt to ask!) • Requested financial information not included • Inaccurate math • An organization that seems to have bad or sloppy accounting practices • Financial information that is old and out-of-date (especially internal reports) • Numbers that are shown differently on financial statements, budgets, 990s, common grant application cover sheet • Financial information in improper accounting format • Inability of staff (executive, financial, or program) to answer questions on financial reports • Budgets that show greater expense than income with no explanation • Incomplete program budget (only detail is for items requested in the grant) • Numbers that appear to be “fudged” – dropped in to make things balance • No explanation for a large variation in the budget or a particular program area • Program/projects that do not accurately reflect or capture overhead costs • Buried or extremely skewed administrative costs • Administrative and fundraising costs in excess of 25% • Budgets that are not formally approved by the board – generally prior to the new fiscal year • Start-up organizations without “anticipated” budget information • Negative cash balances • An organization that is building rich but cash poor Compiled by the Temple Hoyne Buell Foundation Summer 2004 2 • Undefined debt • Current liabilities in excess of current assets • Unreasonable payroll liabilities (perhaps indicating taxes have not been paid) • Uncommitted reserves in excess of 9 – 12 months operating costs • An organization has received funding for future activities but there is not a corresponding dollar amount in cash assets and/or receivables • Monthly Statement of Activities without a budget comparison • Too much support from one source • Net “Loss” at the end of the year (without an explanation) • Excess “Profit” at the end of the year (without an explanation) • Unclear information on “net” proceeds from a special event • Assuming grant income from a funder before it has been approved • Incomplete audit reports (Notes in the back are integral part of report) • Any audit that does not have an “unqualified” opinion • Large organizations that do not have audits done annually Final Recommendations: Be accurate and honest; your organization’s reputation is on the line. If there is bad news, don’t hide it. Pay attention to guidelines; they can vary greatly. Know the financial requirements of the funders, both for requests and for final reports. Remember that a funder’s purpose is to give money away. Make the funder’s job easy, and your organization will reap the benefit! Grant Writing/Projects Resources RESOURCES FOR ARTS ORGANIZATIONS The Wallace Foundation Arts Initiatives: https://wallacefoundation.org/focus-areas-and- initiatives/arts#current_initiatives Arts & Economic Prosperity 6 Report & Calculator: https://aep6.americansforthearts.org/ https://aep6.americansforthearts.org/calculator?partner_slug=the-city-of-sacramento-office-of-arts-and- culture-326 PROSPECT RESEARCH Colorado Grants Guide: subscription-based, comprehensive database of funders that support Colorado- based organizations. Produced and maintained by Community Resource Center. Video tutorial available on YouTube. Available to use for free at Old Town Library and Harmony Library. Allows you to email your search results to yourself and others. https://crcamerica.org/resources/colorado-grants-guide/ Foundation Directory Online (FDO): extensive, subscription-based searchable database to help nonprofits find the grantmakers most likely to fund their projects. Available to use for free at Old Town Library and Harmony Library. Allows you to email your search results to yourself and others. https://fconline.foundationcenter.org GrantStation: membership-based searchable database containing over 9,000 active funders, including a wide variety of state, federal, foundation, and corporate giving programs, as well as a broad selection of areas of interest categories. Also provides online trainings and other resources for grant seekers. https://grantstation.com Instrumentl: membership-based searchable database containing over 18,700 active grants and over 284, 600 private foundations. Also provides free educational webinars and resources. Offers a 14-day free trial. https://www.instrumentl.com Poudre Libraries Nonprofit Resources: Provides links to research databases, classes, and community workshops. Coordinates monthly meetings of the Nonprofit Networking Group, a pilot program that supports nonprofit organizations. https://read.poudrelibraries.org/nonprofits/z619.html Guidestar Seal of Transparency: Claim your free Candid profile to boost your online presence. Showcase your programs and your impact. Send fresh information to 200+ charitable sites, including Facebook, and Network for Good. https://www.guidestar.org/UpdateNonprofitProfile GRANT WRITING CLASSES, TOOLS, WORKSHOPS Colorado Common Grant and Report: ● Forms: https://crcamerica.org/resources/common-grant-forms/common-grant-application ● Guide: https://crcamerica.org/wp-content/uploads/CGA_Users_Guide_Revised_6-2010.pdf ● Report Guide: https://crcamerica.org/wp-content/uploads/CGR-Users-Guide-Revised-2009.pdf Colorado Nonprofit Association: Free to members: unlimited professional development trainings, Help Desk, regional Grant Bootcamps, and other resources. https://www.coloradononprofits.org Community Resource Center: Provides tools, information, training, and networking opportunities for nonprofits. E-newsletter shares information about upcoming grant deadlines, trainings, and development roundtables. https://crcamerica.org Grant Professionals Association. Offers numerous resources to members, including regional chapters, an annual conference, a consultant directory, credentialing, an e-newsletter, free webinars, and discounts on other trainings and grant software. https://www.grantprofessionals.org/, ● GPA Colorado Chapter: https://www.coloradogpa.org/ Association of Fundraising Professionals: Member based organization with regional chapters. Over 31,000 members and 240 chapters supporting all areas of fundraising. https://afpglobal.org ● AFP Colorado chapter: https://community.afpglobal.org/afpcocoloradochapter/home BOOKS AND OTHER RESOURCES Browning, Beverly (2008). Perfect Phrases for Writing Grant Proposals. Carpenter, Morgan (2023). Prepare for Impact: Everything You Need to Know to Win Grants and Super- Charge Your Nonprofit. Clarke, Cheryl A. (2009). Storytelling for Grantseekers: A Guide to Creating Nonprofit Fundraising, Second Edition. Jossey-Bass. Karsh, Ellen and Fox, Arlen Sue (2019). The Only Grant-Writing Book You’ll Ever Need, Fifth Edition. Basic Books. Kester, Cheryl L. and Cassidy, Karen L. (2015). Writing to Win Federal Grants: A Must-Have for Your Fundraising Toolbox, First Edition. CharityChannel Press. Smith, Chari (2021). Nonprofit Program Evaluation Made Simple. Author Brick Road, CharityChannel Press. Strong Nonprofits Toolkit: Financial Management for Nonprofits: https://wallacefoundation.org/toolkit/strongnonprofits-toolkit Foundant Blog on Technology and Philanthropy: https://resources.foundant.com/blog OPPORTUNITIES TO SERVE AS A GRANT REVIEWER ● The Unfunded List: The Unfunded List accepts unfunded grant proposals from organizations all over the world to provide feedback and suggestions for improvement to strengthen their chances of being funded in the future. https://www.unfundedlist.com/join-the-committee/ ● Colorado Creative Industries: https://oedit.colorado.gov/become-a-colorado-creates-grant- panelist EXAMPLES OF WINNING GRANT PROPOSALS ● https://www.instrumentl.com/blog/successful-grant-proposal-examples ● https://grantstation.com/writing-proposals/samples-of-award-winning-grant-proposals The Grant Professionals Code of Ethics The Grant Professionals Association (GPA), a nonprofit membership association, is committed to serving the greater public good by practicing the highest ethical and professional standards. Ethics refers to the rules or standards governing the conduct of a person or members of a profession. The GPA Code of Ethics is based on the premise that we regard all individuals regardless of age, gender, gender identity, race, culture, disability or ability, professional status, religion, sexual orientation, geographic location, or any other characteristic integral to a diverse and inclusive membership. The Code of Ethics affirms an atmosphere of encouragement and mutual respect within all aspects of the grants profession. We are committed to being an organization where our members demonstrate diversity, equity, and inclusion in all they do. Members have joined forces to be the leading authority and resource for the practice of the grants profession in all sectors of the field. Membership in this association promotes positive relationships between grant professionals and any stakeholders, provides a vehicle for grant professionals to gain professional growth and development, and enhances the public image and recognition of the profession within the greater philanthropic, public, and private funding communities. Members, among others, are to: • Practice one’s profession with the highest sense of integrity, honesty, and truthfulness to maintain and broaden public confidence • Adhere to all applicable laws and regulations in all aspects of the grants profession • Continually improve one’s professional knowledge and skills • Promote positive relationships between grant professionals and all stakeholders • Value the privacy, freedom, choice, and interests of all those affected by one’s actions • Ensure that funds are solicited according to funder’s program guidelines • Adhere to acceptable means of compensation for services performed; pro bono work is encouraged • Become leaders and role models in the field of the grants profession • Encourage colleagues to embrace and practice GPA’s Code of Ethics and Standards of Professional Practice Standards of Professional Practice: As members respect and honor the above principles and guidelines established by the GPA Code of Ethics, any infringement or breach of standards outlined in the Code are subject to disciplinary sanctions, including expulsion, to be determined by a committee confirmed by the GPA Board of Directors. Professional Obligations: 1. Members shall act according to the highest ethical standards of one’s institution, profession, and conscience. 2. Members shall obey all applicable local, state, provincial, and federal civil and criminal laws and regulations. 3. Members shall avoid the appearance of any criminal offense or professional misconduct. 4. Members shall disclose all relationships that might constitute, or appear to constitute, conflicts of interest. 5. Members shall not be associated directly or indirectly with any service, product, individuals, or organizations in a way that they know is misleading. 6. Members shall not abuse any relationship with a donor, prospect, volunteer, or employee to the benefit of the member or the member’s organization. 7. Members shall recognize one’s individual boundaries of competence and be forthcoming and truthful about one’s professional experience, timely and accurate business practices, knowledge, and expertise. This includes not presenting misleading credentials. 8. Members shall continually strive to improve one’s personal competence. 9. Members shall engage professionally with peers, colleagues, participants, and the public at large in a manner that is consistent with GPA’s professional standards regarding diversity, equity, and inclusion, and is respectful of all individuals. Solicitation and Use of Funds: 10. Members shall take care to ensure that all solicitation materials are accurate and correctly reflect the organization’s mission and use of solicited funds. 11. Members shall, if applicable, take care to ensure that grants are used in accordance with the grant’s intent and that timely reports accurately describe the management of such funds. 12. Members shall obtain explicit consent from the grantor before altering the conditions of grant agreements. Presentation of Information: 13. Members shall not disclose privileged information to unauthorized parties. Information acquired from an organizations’ participants is confidential. This includes verbal and written disclosures, records, social media, and video or audio recordings of an activity or presentation without appropriate releases. 14. Members shall not plagiarize in any professional work, including, but not limited to: grant proposals, journal articles/magazines, scholarly works, advertising/marketing materials, social media, websites, and, scientific articles. 15. Members are responsible for knowing and adhering to the confidentiality regulations applicable to one’s specific work environment. 16. Members shall use accurate and consistent accounting methods that conform with generally accepted accounting principles for one’s specific work environment. Compensation: 17. Members shall work for a salary/wage or fee. Pro bono work is also allowable. 18. Members may accept performance-based compensation, such as bonuses, provided such bonuses are in accordance with prevailing practices within the members’ own organizations and are not based on a percentage of grant monies. 19. Members shall not accept or pay a finder’s fee, commission, or percentage compensation based on grants and shall take care to discourage organizations from making such payments. 20. Compensation should not be written into grants unless allowed by the funder. bb bb bb bb ff ff Revised June 10, 2023 10540 Marty Street,Suite 240,Overland Park,KS 66212-2596 (913)788-3000 •www.grantprofessionals.org •staff@grantprofessionals.org GPA Ethical Decision-Making Best Practices for Grant Professionals This Grant Professionals Association (GPA)Ethical Decision-Making Best Practices document has been created for grant professionals to have a clear and distinct path to make ethical decisions that reduce the risk for ourselves,our organizations,and our clients.To understand ethics,it is first important that a grant professional differentiate ethics from morals. Morals are the principles on which one’s judgments of right and wrong are based. Ethics are principles of right conduct.The main difference is that morals are more abstract,subjective,and often personal or religion-based,while ethics are more practical,conceived as shared principles promoting fairness in social and business interactions.1 This GPA document is based on the latest research,best practices,and evidence-based theories currently available pertaining to ethical decision-making.Identifying and evaluating an ethical dilemma is the most critical aspect of ethical decision-making.Understanding the ethical dilemma provides the framework and justification for the application of [best practice decision-making](Barnett &Johnson,2010;Carson,2013;Remley &Herlihy,2016).The identification and evaluation of an ethical dilemma draw from the application of the GPA Code of Ethics to a dilemma.Remember to consider your own organization’s or personal framework for ethical decision-making,if one exists.If you do not have a decision-making plan,consider spending time on creating a plan that can be utilized for grant ethics.As Dwight Eisenhower said,“Plans are nothing,planning is everything.” I.IDENTIFY the Ethical Dilemma Do you have all the relevant facts about this dilemma?Write down what is known,what is not known,what needs to be learned,and if you have enough information to make a decision.If you’ve gathered all the information,proceed to II -Evaluate.If not,do more research to gather the missing facts.Consider that ethical dilemmas often arise from competing needs.What needs are competing in this situation?Who are the individuals/groups with a stake in the decision?…Is the decision going to be damaging or negatively impact someone or some group?What are the options for acting?2 2 A Framework for Ethical Decision Making;Markkula Center for Applied Ethics at Santa Clara University.Primary contributors include Manuel Velasquez,Dennis Moberg,Michael J.Meyer,Thomas Shanks,Margaret R.McLean, David DeCosse,Claire André,Kirk O.Hanson,Irina Raicu,and Jonathan Kwan. It was last revised on November 5, 2021. 1 The ETHICS Model:Comprehensive,Ethical Decision Making;Thomson J.Ling and Jessica M.Hauck,2016, https://grammarist.com/usage/ethics-morals/ page 1 Approved by the GPA Board of Directors November 2022 10540 Marty Street,Suite 240,Overland Park,KS 66212-2596 (913)788-3000 •www.grantprofessionals.org •staff@grantprofessionals.org Ask the appropriate questions of the involved stakeholders for the missing information.Once all the facts are known,ask questions such as: A.Does this dilemma violate any state,federal,or local regulations or laws? B.Does this dilemma violate the GPA Code of Ethics? C.Does this dilemma put the organization/client at risk in any way? II.EVALUATE the options by asking the following questions2: ●Which option best respects the rights of all who have a stake?(The Rights Lens) ●Which option treats people fairly,giving them each what they are due?(The Justice Lens) ●Which option will produce the most good and do the least harm for as many stakeholders as possible?(The Utilitarian Lens) ●Which option best serves the community as a whole,not just some members?(The Common Good Lens) ●Which option leads me to act as the sort of person I want to be?(The Virtue Lens) ●Which option appropriately takes into account the relationships,concerns,and feelings of all stakeholders?(The Care Ethics Lens) This step involves considering literature,regulations,and law that pertains to the dilemma and combining them with analysis from the other steps.1 III.Think Ahead After identifying an ethical dilemma,think ahead to the various outcomes of each possible course of action.This involves evaluating each option independently to determine all foreseeable repercussions,both positive and negative.By doing so and analyzing all repercussions,[the grant professional]can weigh the support or lack of support for each option.1 Review the options and their consequences,in relation to your values (honesty, courage,good judgment,self-discipline,responsibility,respect for self and others)3 Consultation is recommended due to the sensitive nature of ethical dilemmas.Reach out to a peer,mentor or post a question to the peer community of grant professionals on GPAs’ GrantZone with the possibility of posting anonymously,which can be found here: https://grantzone.grantprofessionals.org/home 3 Six Steps of Health Decision Making,Mentoring for Success page 2 Approved by the GPA Board of Directors November 2022 10540 Marty Street,Suite 240,Overland Park,KS 66212-2596 (913)788-3000 •www.grantprofessionals.org •staff@grantprofessionals.org Ask yourself:“If someone came to me with this dilemma,what would I say?” IV.Implement your Decision Once you have completed due diligence for the resolution of the ethical dilemma,effectively communicate the ethical course of action.This decision should be in alignment with evidence gathered during all previous steps1 and demonstrate that a decision-making process was utilized.Best practices recommend putting your action in writing in order to solidify your decision and have a record;this could be done with a quick email or notation in your grant files. V.Measure your Outcome Review the outcomes of your decision-making process;debrief with a peer,colleague,or mentor to assess the full impact of each step,not just the result. What if you cannot resolve the ethical dilemma?Please refer to the GPA website for the Inquiry Regarding the GPA Code of Ethics process.Remember,as one of our GPA Members,Dave Tinker says,“Just because it is legal,doesn’t mean it is ethical” page 3 Approved by the GPA Board of Directors November 2022 10540 Marty Street,Suite 240,Overland Park,KS 66212-2596 (913)788-3000 •www.grantprofessionals.org •staff@grantprofessionals.org GPA Ethical Decision-Making Best Practices IDENTIFY EVALUATE THINK AHEAD IMPLEMENT DECISION MEASURE OUTCOME A.Does this dilemma violate any state,federal, or local regulations or laws? B.Does this dilemma violate the GPA Code of Ethics? C.Does this dilemma put the organization/client at risk in any way? A.Which option best respects the rights of all who have a stake?(The Rights Lens) B.Which option treats people fairly,giving them each what they are due? (The Justice Lens) C.Which option will produce the most good and do the least harm for as many stakeholders as possible?(The Utilitarian Lens) D.Which option best serves the community as a whole,not just some members?(The Common Good Lens) E.Which option leads me to act as the sort of person I want to be?(The Virtue Lens) F.Which option appropriately takes into account the relationships, concerns,and feelings of all stakeholders?(The Care Ethics Lens) A.Evaluate each option independently to determine all foreseeable repercussions, both positive and negative. B.Analyze all repercussions to weigh the support or lack of support for each option. C.Review the options and their consequences, in relation to your values (honesty, courage,good judgment, self-discipline, responsibility, respect for self and others) Effectively communicate the ethical course of action Review the outcomes of your decision process; debrief with a peer,colleague,or mentor to assess the full impact of each step,not just the result. ◻Yes ◻No ◻Yes ◻No ◻Yes ◻No ◻Yes ◻No ◻Yes ◻No page 4 Approved by the GPA Board of Directors November 2022