But it’s not Easter, it’s The Holiday Season: Christmas, Chanukah, Solstice, Kwanza, and New Years! This article was inspired by a recent holiday-season wrestling match with eGrants, the online submission software used by the Corporation for National Community Service for their AmeriCorps grant opportunity (fabulous opportunity, decidedly un-fabulous online system). It would be an understatement to say that eGrants is not my friend. In fact, eGrants is my own personal Scrooge. Or, Grinch. Or, mean Santa that replaces my lovely presents with lumps of coal.

In my estimation (and mixed metaphor), eGrants takes the proverbial cake for Easter Eggs. Between the completely cumbersome screen set up, the lack of a budget template (formulas, anyone???), the way the system magically generates its own budget narrative—unbeknownst to applicants, and the hidden pop-up performance measures screens, eGrants is a true test of will-power, patience, and sanity. Bah humbug? Yes! But seriously, eGrants makes Black Friday at WalMart look like a stroll in a peaceful, calm meadow of goodwill and caring.

Sure, sure, grant writing can be stressful—kind of like the holidays. We all have our own preferred stress-reduction techniques. Along with cheap red wine (and eggnog!), I like to write songs—or, as in this case, repurpose existing songs to suit my whims. Since the winter holiday season is upon us, I have repurposed a Christmas classic, The Twelve Days of Christmas, ala eGrants. You’re invited to sing along; it’s super fun and easy! And you can learn something (my favorite!). Do you know which of the 12 days of Christmas is actually Christmas? I had to look it up. Turns out it’s day one…the celebration starts on Christmas day and continues for 11 consecutive days. So, the best present comes on day one; the present that you get to repeat in this song 12 (!) times! For me, “Planting” an application and getting that submission confirmation is the best present, topped only by the award announcement (that often comes months later).

Obviously, this article works best when sung aloud, accompanied by piano or guitar (and quite possibly, eggnog…). So relax, unwind, and enjoy “The 12 Days of Grantmas:”

On the first day of Grantmas, eGrants gave to me:

Confirmation— It’s Planted, we’re free!

On the second day of Grantmas, eGrants gave to me:

Two panic attacks, and confirmation—It’s Planted, we’re free!

On the third day of Grantmas, eGrants gave to me:

Three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the fourth day of Grantmas, eGrants gave to me:

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the fifth day of Grantmas, eGrants gave to me:

Five Easter Eggs!!!! (ba-dum-dum-dum)

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the sixth day of Grantmas, eGrants gave to me:

Six help desk phone calls

Five Easter Eggs (ba-dum-dum-dum)

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the seventh day of Grantmas, eGrants gave to me:

Seven eGrants glitches

Six help desk phone calls

Five Easter Eggs (ba-dum-dum-dum)

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the eighth day of Grantmas, eGrants gave to me:

Eight pots of coffee

Seven eGrants glitches

Six help desk phone calls

Five Easter Eggs (ba-dum-dum-dum)

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the ninth day of Grantmas, eGrants gave to me:

Nine late-night work shifts

Eight pots of coffee

Seven eGrants glitches

Six help desk phone calls

Five Easter Eggs (ba-dum-dum-dum)

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the tenth day of Grantmas, eGrants gave to me:

Ten days remaining

Nine late-night work shifts

Eight pots of coffee

Seven eGrants glitches

Six help desk phone calls

Five Easter Eggs (ba-dum-dum-dum)

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the eleventh day of Grantmas, eGrants gave to me:

Eleven hidden windows

Ten days remaining

Nine late-night work shifts

Eight pots of coffee

Seven eGrants glitches

Six help desk phone calls

Five Easter Eggs (ba-dum-dum-dum)

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

On the twelfth day of Grantmas, eGrants gave to me:

Twelve required signatures

Eleven hidden windows

Ten days remaining

Nine late-night work shifts

Eight pots of coffee

Seven eGrants glitches

Six help desk phone calls

Five Easter Eggs (ba-dum-dum-dum)

Four verification errors, three software crashes, two panic attacks, and confirmation—It’s Planted, we’re free!

(Big finale, all together now:)

And confirmation—It’s Planted, we’re free-ee-ee-ee!

Happy Holidays!

And, if you need to get the flavor of this version out of your brain, try this, my favorite version of all time (warning, it features The Muppets AND John Denver…):

http://www.youtube.com/watch?v=EDBMzGq1vhs&feature=share

Contact: Suzanne Dillon, Senior Resource Development Officer suzanne@thegrantplantNM.com

This short model combines three approaches to strategic planning – goals, issues, and organic methods. Once you create the most basic pieces in the list, the others begin to come together more easily and with greater coherence to the plan as a whole. For instance, your Summary of Activities can form the basis for your marketing and case statement brochures as you move forward.

This means that as you move from the planning phases into the funding and implementation phases, your groundwork will provide you with a firm footing for your funding documents and even better footing for your daily operations and capacity building activities.

• Summary of Activities – An executive summary with brief organizational history, goals, and programs. That should be two pages or less and preferably has some color and design with salient photos. In two pages, you should be able to summarize your goals, objectives, and benchmarks. You might start with a simple pile of index cards (physical or electronic) and make notes on each topic until you have enough to build an organized document.
• Organizational Chart – Be as organic or linear as you like. This is the beginning of your Logic Model process diagram that funders love to see.
• Logic Model – If you can show it in one picture, you are getting a good handle on your organization’s requirements and mechanics. Lots of samples exist that you can edit and shape to your own needs.
• Business Plan & Feasibility Study – This incorporates organization-wide Strategic Plan, Project Design, Target Populations and relevant resources, Operations Plan, Market Analysis, Key Personnel, Budgets, Financial Plan (short and long term), Risk Assessment, Quality Control, Evaluation, and Capacity Building Plan. The complete Business Plan document emerges over time through your preparation of each of its constituent parts. Give yourself a decent outline and build from it. Otherwise this document is almost always overwhelming even for seasoned business professionals.
• Policy & Procedures Handbook – This is comprised of Board Policy Statements that include Non-Discrimination, Ethics, Conflict of Interest, Staff Compensation, Service Provision Philosophy, Privacy Protection, Document Review Guidelines, Data Security, Fund Raising, Vetting Procedures, and Board Development.
• Financial Procedures Manual – Seems a bit premature, right up until you should already have it on hand. Good, free, non-profit oriented templates are available.
• Employee Manual –Just like the Financial Procedures Manual, you will not need one until that instant where it is imperative to have it on hand. So, start a small one right from the beginning and then add what you need as you go along. Board Policy Statements can be referenced to give it weight.
• Job Descriptions – These can be sparse at first and be fleshed out as you go along. Start with a title, basic duties, expected hours of service, and required training.

Templates and guidelines on how to build serviceable documents such as these are widely available. You can easily find them tailored to your industry. You can use what is valuable in your situation, and discard the rest. Utilizing template resources can help you find ideas that you would not have otherwise included in part of your plan. They can also help you find information quickly, which will assist you in determining solutions specific to the services your organization will provide, rather than just for your industry as a whole. For instance, determining solid estimates of dollar figures for volunteer time in your financial assessments can be valuable information to provide to funders. Two organizations that offer this information in user-friendly formats are found at Independent Sector and Hands On Network. Calculating the Social Return on Investment (SROI) is also a valuable piece of information that helps wow your funder prospects. This is another topic on which lots of information is available in both hard copy print and online.

Once you have your Summary of Activities, Organizational Chart, and Logic Model you are well on your way. Pull together as much of the Business Plan as you can based on these three items, so that you can reference language from it that your organization’s staff and board have agreed upon whenever you need it. You can flesh out the Business Plan by adding market analysis information from your community planning inquiries. Look for documented best practices to cite in your plan for related program practices, quality control, and evaluation, and determine what works best in your setting. Build Case Statements that you can return to and tailor to specific audiences whenever you need them. Determine your vetting protocol for sponsors and partners to ensure that your organization maintains a socially responsible path. Your funders always ask who else contributes to your projects. Be able to say so with confidence.

All of the documents listed are living works. If your organization is already underway and you have these documents on hand, revisit your documentation annually and update anything that has become antiquated. Compile letters of endorsement and support for future use. Keep your publications and awards listings up to date.

Then you can get on with your work, which has you passionately engaged, with greater confidence and success.

Contact: Marya Roddis, Resource Development Officer, Marya@thegrantplantNM.com

The result is that most organizations have reached a solid consensus that lets them state their goals clearly in good ‘elevator speeches.’ But the details are not fleshed out yet. Organization leaders have the vision to bring people together, but your board, staff, community partners, and funders need goals, budgets, and policies to be presented in concrete ways to achieve that vision.

This isn’t to say that if you write a plan that you can count on it working flawlessly. There will always be unforeseen obstacles and unpredicted circumstances you will be called upon to deal with effectively. But when you have put in valuable forethought and add a good dose of daily flexibility, you can bring yourself back to your direct path when you wander. You can see ways to work with shifts in circumstance, funding, and policy and personnel changes that might otherwise evade you. A few recommendations to get you off on the right foot:

Include at least one linear person on your planning team. You can be an organic thinker or a linear one, but by having one linear person on your team, they can function as the ‘idea secretary and treasurer.’ You need someone who thrives on detail and organization. They should be someone who intimately understands financial data and budgets and can research organizational requirements. They are going to be the glue that ensures all your efforts come to fruition instead of being just fragmented ideas. If you do not have access to such a person on your own program staff, consider finding one external to your organization with whom you can work.

Use available resources. There are many online resources for document templates, budget formats, business plans, and so on. Two of my favorites are NorthSky and United Way of Central New Mexico. The Panel on the Non-Profit Sector has downloadable reports available on its site that give good board practices guidance. Your state’s Attorney General’s office may also have succinct publications with guidelines and legal requirements applicable to your type of organization.

Establish working community partnerships. People are resources too. Again, surprisingly, this may not be immediately obvious in the planning stages. Not only do funders demand multiple partnerships to maximize the use of resources, but involving community partners in your process from the beginning will yield exponential results compared to involving them only at later stages of your work. You will get a good feel for what the community needs, in what form it will be most effective, and how you can build on existing resources by making early connections.

Be frugal but effective. Don’t hire an accountant when you need a bookkeeper, or a lawyer when you need a good secretary, and visa versa. Commission studies if necessary.

Keep your primary goal in focus throughout your planning and building process. In Part 2, we will provide information on the business documents needed to improve your organization’s planning, implementation, and success, so that you can realize your vision effectively.

Contact: Marya Roddis, Resource Development Officer, Marya@thegrantplantNM.com

I assume most of our clients feel the same way. They have sent us as much information as they can, they answer our questions, and they review, review, review – they also must breathe a sigh of hope and relief as they too watch the proposal being planted. For some, this may not be the last step. For some of our clients, the relief may soon turn to nervous excitement when they receive the call that the funder would like to schedule a site visit.

Clients often associate a site visit with a white-glove inspection. At TGP, we try to encourage our clients to think of the visit as an opportunity to showcase their talents and programs. Site visits provide funders with a feeling and understanding about an organization that a grant application cannot. It is one thing for the funder to receive a well-written, carefully crafted proposal that describes a meaningful program with perfectly planned measurable outcomes. It is a totally different matter for them to visit the potential grantee and to see those impacted by the funding, see the planning, structure, and potential outcomes for themselves, and to know if the program is a good fit for their support.

What can you expect from a site visit?

For many, a site visit might be as simple as a visit from a local foundation program officer. The program officer may stay an hour or two meeting staff, speaking with the organization’s executive director, asking questions, observing the programs, and possibly visiting with program clients.

For others, a site visit may be made by a program officer from the federal government or a large national foundation. The visit might be from one or more representatives who have a specific agenda, a specific list of people to talk to, and a specific list of questions that must be addressed. They may also require a formal presentation or meeting.

Regardless of the type of funder or the amount of the request, the visits are likely to have similar agenda items. It is part of the funder’s due diligence to see what your physical space is like, meet your program’s leadership, see the program in operation, and meet any program partners. If they have visited you before, they will want to see what has changed since their last visit.

How can you prepare for the visit?

It is important to find out what the funder’s expectations are for the visit. When the program officer calls to schedule the visit, ask the caller what they want to see, who they would like to visit with, and how long they plan to stay. Part of the visit will be the discussion about the agency, the proposal, and questions the program officer has about these things. But he or she may also expect to be shown around your place and have an opportunity to observe what is going on. Find out exactly what would be of interest, and schedule accordingly.

Set the visit for a day in which you know your program activities will be in progress. Be sure to schedule the visit during optimal program times to showcase the program highlights that will most interest the funder. It is also ideal for the program officer to see and/or meet with those whom the program is impacting.

Make sure the individuals that the program officer wishes to meet will be available. The funder will certainly want to meet with the executive director, key managers, and the program director. Their availability will demonstrate the team’s commitment to this potential funder.

If the proposal is for a collaborative effort, ask the funder if they would like to meet some of your partners. Invite a few key players who are available to a portion of the visit to help demonstrate the relationship and the partner’s involvement.

Be prepared to act as an expert on your organization and on the program. Be prepared to answer any and all questions about your organization. Make sure you have a full understanding of your organization’s programs and finances. Make sure to re-read the proposal again before the visit. Be sure you know exactly how the program will work, who is involved, what the budget will support, what the expected outcomes are, and how the outcomes will be measured. Allow for necessary project members to be available during the visit for additional information in the event you feel someone else may be able to discuss a topic more clearly or in greater depth, such as the budget.

Be yourself and communicate honestly about your program. Don’t cloud the information about the program with an elaborate presentation, entertainment, or a hard sales pitch. Your funder is there to get to know your program firsthand. Share honest and clear information on the program and use your common sense. Be sure to share your challenges as well as successes.

Show your enthusiasm and passion for your organization and program. By demonstrating your commitment to the project and your capacity to successfully carry it out, the program officer will have a sense of confidence in knowing you are going to follow through on your proposed measures listed in your submission.

Take a moment at the end of the site visit for follow-up. Make a checklist of any issues the funder asked you to follow up on. If a funder requests additional items, make sure to ask when the deadline for the items will be. Finally, jot a thank you note to the people who conducted the site visit that expresses appreciation for their interest in your program.

Final Thought

The phone call for a site visit is an exciting one. Although a site visit is not a guarantee of a grant, it does mean the funder is thinking seriously about supporting your program. It provides your organization with an additional opportunity to give the funder a clear picture of your organization and programs and to establish that your program is a good fit for their support. As the saying goes, “You never get a second chance to make a first impression,” so the best you can do is to know what to expect, be prepared, and convey your passion about your program. Although I get that great sense of relief when one of my proposals is “planted,” it is even more relieving to receive a call telling me we’re not done yet… due to a site visit!

Contact: Holly Smith, Resource Development Officer, holly@thegrantplantnm.com

For example, mine was Erin is to TGP as a table is to family dinners. She makes everything more meaningful, brings people together (in fun ways, as a team-builder, and when we need serious talks), and lends an air of refinement.

Marya agreed with the table analogy: We can all come together as friends and equals, we bring our best to the table and it is accepted and nurtured into something bigger and better than what we could each do on our own.

But because I’m talking to a bunch of creative brains, locking them into the confines of a metaphor without character limits just wasn’t going to work (except for Holly – now here is a gal you want to review your proposal to make sure you’ve followed the directions in the RFP!) So, in their own words, here is what Erin means to Team TGP:

Holly:

Erin is to (me at) TGP as a Lifeguard is to a sinking child. She keeps me afloat when I am drowning.

Suzanne:

Soothing and caring, like aloe vera gel

Open, concerned, and supportive, like a good friend

Appreciative and generous, like Santa

And the perfect balance between calm/grounded and stressed out, like the person I want to be.

She makes my experience at TGP better than it would be without her (it would still be good, but just not as good). Kinda like sprinkles on a cupcake.

Wendy:

Erin to me is:

1. The complete package – she is able to do it all quite well (write, research, budgets, interface with clients, etc.)
2. Thorough – she has a that rare dedication to detail and enough concentration to stick to the hard (or really boring) stuff
3. Open, but also conclusive – she is always approachable, but even more, she is great to work with on a project because she will look at context with an open mind but then will just “know” if its right (mostly referring to matching clients with funders here, but also can be applied in other areas)
4. Caring and genuine – she wears her heart on her sleeve, which shows us all how much she cares about TGP

I value her greatly as my greatest research collaborator

Paula:

I was sitting today and thought about Erin and I decided she is like chocolate is to milk. I love milk and milk is sooooo good, but add some chocolate and make chocolate milk and… yummy!!! (Or maybe an orange to Blue Moon, or lime to Corona.)

TGP is good but Erin makes it soooo much better.

Marya:

Forgive me if I gush, but she’s a good soul from the word go, so it all bears saying.

Erin is naturally

A guiding light

Inspiring

Creative

Joyful

Fun

Peaceful

Respectful

(and therefore a great mediator and mentor)

Brilliant (in both ways, as the English use it)

Always appreciative (a wonderful character trait! that indicates much harmony with life)

Aly:

My experience is that oftentimes Erin is like that critical player for a sports team. The one that the camera isn’t on but once the dust settles, you realize they were the engine. So many times, Erin is quietly chugging along and you realize she’s been burning the candle at both ends on some monster project.

And the lifeguard/life preserver metaphor [Holly used]. We yell “help” and she is bound to toss it. And queen of the Census and other complex research bits. And well-rounded; she can do it all with skill.

It was really fun for us to toast Erin, but even more important to acknowledge the role that Erin plays. She plays it quietly. She plays it humbly. She expects no recognition even though she is very deserving of it… and like all of our sentiments above, she has a knack for making everything so much better!

So, don’t let her article fool you: Erin is the tick and tock behind the TGP clock.

Contact: Tara Gohr, Pres/CEO, tara@thegrantplantNM.com

• Topic 1: Red-Letter Day at TGP! (Red-Letter Day officially declared to be July 14, 2011, by TGP team)
• Topic 2: Throw in the Towel!

In the heat of a federal grant application (and despite my own calming influence in “The Federal Grant Application Process: Not Such a Nail-Biter After All”), I first chose Topic 2, and wrote a scathing article about the Administration for Children and Families (ACF), the ACF Grant Reviewers panel (a third-party group, Lux Consulting), and the cumbersome process in general.[1] But, despite that gloomy start, I realized that: (1) I shouldn’t conduct therapy in such a public setting; so (2) I should focus on the positive. And there is a lot to be positive about at TGP.

For starters, I get to work with the smartest bunch of people I know, and I learn something new everyday. Let me tell you a bit about our team, and you will see why I am so thrilled to be a part of this group:

• Tara Gohr, President/CEO: Tara is the visionary and the engine behind TGP. If it wasn’t for Tara, honestly, I think TGP would have ground to a halt several years ago, as the going got tough. Tara is the embodiment of the “tough get going.” She proudly introduces TGP as her “third child,” and it really is true. I think TGP gets at least that much love and attention from Tara. She first acted on the idea that nonprofit executives and administrators needed assistance seeking and writing grants, and she still moves forward today with the best interest of nonprofits in mind. She takes grant notices so personally that one of our clients, when he tells her of an award prefaces it with, “It’s nothing to cry about, but…” (She cries both tears of joy and sorrow!)
• Aly Sanchez, Director of Projects: Aly is probably the best conceptual thinker I have met, if not of our era! She takes something that is half-baked, and brings it to a point that not only makes sense, but also is graphically beautiful. She also makes us question ourselves, in ways we wouldn’t have done – or thought of! – without her. She constantly surprises us with her knowledge about a variety of topics, whether it’s beekeeping, architecture, organic gardening, obscure board games, environmental conservation, politics, cooking, healthcare…the list goes on. Tara and I count ourselves unbelievably lucky that Aly took a chance on TGP a few years ago. Someone really ought to elect her to office (“Vote for Aly for Any Office!” Whatever it is, she will improve it!).
• Suzanne Dillon, Senior Resource Development Officer: Suzanne is the absolute best person I know at being funny in a professional way. Think about those two words (funny and professional) and how often they go together – not often, and she is a master at it!  Suzanne is very passionate about our clients’ causes, and is able to think analytically at both a conceptual and detail level at the same time – another very rare combination. Another thing I love about Suzanne is that she, in many ways, taught herself the grant writing profession, which is testament to her perseverance, intelligence, and energy. Completely unrelated to grant writing but still a very attractive quality, Suzanne has an enviable shoe collection. You cannot help but tell her that her shoes are wonderful upon meeting her.
• Wendy McCoy, Resource Development Officer: Wendy is the best researcher. Often, in situations when the rest of us would get frustrated, Wendy is the one who sticks out the Google search until she finds that golden nugget of information that has eluded the rest of us. One of the best descriptors I have for her is determined (both in research and in grant writing). She is also eternally positive – it takes a lot to ruffle her. Her laugh is infectious. She has been with us as long as Aly has, and there was something about Wendy that drew Tara and me to her. It could have been that laugh; it could have been the fact she was glowingly pregnant (really, we were also both very-new moms at the time); it could have been her go-getter attitude. But whatever it was, we are so glad we found her! We miss her presence in New Mexico (Wendy now works remotely from Virginia) and we loved the fact that she came all the way back for the TGP holiday party in December last year.
• Marya Roddis, Resource Development Officer: Marya came to us with the statement that she had heard such good things about TGP, and with her stellar record of grant seeking, we were thrilled to welcome her! Marya adds a grounding presence to TGP. She reminds us to breathe, which is a surprisingly fabulous thing to do, especially when those deadlines are looming. She balances the ever-constant presence of work and deadlines with the sense of the natural beauty of Chama, where she lives and writes from. With this inspired setting, Marya brings to life many of our clients’ programs, and describes them in a detail that makes you wonder how she has not yet had the opportunity to see them in action.
• Holly Smith, Resource Development Officer: Holly is the newest addition to TGP, and her enthusiasm not only for grant writing, but the prospects inherent in the business itself is contagious! Her thirst for knowledge and excellence was reminiscent of hiring Suzanne, and working with her brings back a new excitement to TGP.
• Paula Azua, Business Manager: Without Paula’s dedication to ensuring the business aspect of TGP is in order, we would all be lost. Paula recently earned the coveted Linus the Leprechaun, who is TGP’s internal good luck charm and traveling mascot for a job-well-done. While Linus is awarded at will by the previous recipient, Paula’s commitment to excellence in billing and records-keeping made her the natural recipient most recently. Plus, she is a lot of fun at happy hour, and that is a major bonus for any bookkeeper!

Along with working with these wonderful and super-smart people, TGP had Red-Letter Day on July 14, 2011! And how can that go un-announced? While we are always excited about any grant announcement that comes in, Red-Letter Day was especially exceptional. First, one of our clients got the news of a large federal grant award. Following on the heels of that was a slew of award notifications to another client, all on the same day, and finally, a third client was given an award that represented the entire funding amount distributed by a foundation because the proposal was so compelling (obviously the proposal was based on a stellar program!). Frankly, I’m sure that all proposals that were submitted by TGP during the week of July 14 also had a certain magic touch to them. If the string of award notices wasn’t enough, Tara’s son, age 9, shared this the morning before we got all these notices: He said he had a “funny dream about The Grant Plant. We were at the bank [Tara’s kids often join in the family business] and the ‘money machine’ wouldn’t stop spitting money out!” – a funny dream…or eerily on target?

So…maybe this newsletter is therapy too, like my original. But it is better therapy. It is positive, and I leave the article with a renewed love for TGP and our mission. Helping nonprofits obtain the funding they need for their missions truly is WHY we do what we do every day (and lots of evenings, and some weekends…!). Thank you for the opportunity.

Contact: Erin Hielkema, Vice President, erin@thegrantplantNM.com

Remember in The Wizard of Oz when Dorothy says to Toto, “We’re not in Kansas anymore…?” Well, organizations that are trying to keep pace with networking, marketing, and communication can find themselves in similarly unfamiliar territory when trying to tap into the power of social media. The fact is, social networking is akin to a new world order for many (myself included!). Comprehensive marketing and fundraising strategies that worked earlier in this decade are no longer “comprehensive.” Direct mail, writing checks, even printed newsletters seem to be going the way of the dinosaurs. There is no way to avoid it: staying relevant means integrating social media into your nonprofit. But, what is social media? How can a nonprofit use it effectively? And, maybe most importantly, is it worth the effort? The learning curve can seem intimidating and steep, especially for organizations that are overworked and stretched for resources. This article provides a primer and a few, quick tips for embarking on the yellow brick road of social media.

What is social media?

Social media is a term that encompasses a bevy of mechanisms that link technology and social interactions in a way that grows connections exponentially. At its core, social media is interactive. This means it is a dialogue, not a monologue. To get an idea of how this works, think of the old game of telephone, where one person passes a message onto the next person who then passes it onto a third and so on. Now imagine that every time the message is passed on, it is shared with that person’s entire address book, and each recipient has a chance to share her thoughts on the content. Then each of those people spread the message to her entire address book, again with a chance to give feedback along the way. And so on and so forth. In only a few communication “transactions” the message spreads literally exponentially, sparking conversations along the way. Through social media, you can share your message once and benefit from the recipient’s entire social network as they pass the message on…and on…and on…

What is the point of social media for nonprofits?

Social media opens conversations between your organization and the community. The point is to create opportunities for dialogue between you and your supporters, and between your supporters and other, potential supporters. Social media:

• Is less formal that other networking avenues, with a more personal, more transparent communication style;
• Is a great venue to express and build enthusiasm, both from within your organization and from supporters;
• Is a low cost, high touch endeavor (in terms of numbers of people reached);
• Builds word-of-mouth marketing, a powerful (and free) marketing tool;
• Elicits feedback from users such as testimonials, comments, and reflections;
• Utilizes real-time updates that help your constituents feel involved in your work which, in turn, garners more community support and buy-in;
• Makes it easy for followers to support you through donations, volunteering, and feedback;
• Makes it easy to track community engagement through fans, website viewing statistics, blog subscribers, and giving;
• Gives you an opportunity to “take the pulse” of your audience and measure the success of your social media campaign.

Social media offers a unique opportunity to reflect on feedback from constituents. Guiding questions might include:

• Did we learn something about our audience that we didn’t know before?
• Did our audience learn something about us that they didn’t know before?
• Did we start new conversations about issues of importance to our work?
• Is our organization benefitting from new feedback tools?
• Are we changing and adapting to reflect the interest of our audience?

Is there a downside?

Well, that depends on how you define “downside!” Here are some things to consider.

First, thoughtful social networking takes time. Your followers want to know what is going on (otherwise they wouldn’t follow your organization), but empty updates and posts are considered spam and can drive supporters away. It takes time and dedication to keep content updated, relevant, and interesting. Scheduling daily or weekly time to update content can help keep you on track. Good posts and updates balance creativity and content to keep audiences informed, engaged, and excited about your organization. Quality of content is more important than quantity of content.

Second, there is an inherent lack of control built into to social networking: you send your message out into cyberspace in the hope that your network will share the message. When you do that, you lose control of how the message is conveyed. This reveals the shadowy side of “transparency,” which is “exposure.” Social media content is, by its very design, meant to be shared. In order for this to be a positive, an organization needs to be philosophically aligned with sharing, and in agreement about how much to share. Consider who in your organization will update social media content and what they will share. Be sure they are trained to represent your cause and organization in this venue. As recent scandals have demonstrated, tweets, texts, posts, and blogs have a long half-life in the online world, so be clear about what and how you are willing to share.

Organizations need to stay current in order to post relevant and interesting content. One way to do that is to stay informed of what is going on in your field of interest. A newsreader tool can help you with this task. Newsreaders are tools that compile blogs, news stories, and search feeds for a certain topic. You can create one for your own use through free services such as Google Reader, Alltop, or Bloglines Reader. Keeping abreast of other blogs and newsfeeds will help you get a feel for what is happening in your field, and how people are reacting in comments and feedback. You might also get design and content inspiration for your own blog posts or content updates.

How do we get started?

So, you’re ready to dip your foot into the social media water, but don’t know where and how to start? In a nutshell: Start small, start now, and do it well.

First, identify someone within your organization who is enthusiastic about the project. You want that excitement and energy to come through in all of your social media endeavors. Choose someone who has the time, interest, and technical savvy needed to lead your organization’s social networking efforts. Make sure your entire organization understands and agrees to the goals, vision, and approach.

Second, create a strong, realistic social media policy that outlines your focus areas, milestones, success measures, and “rules for engagement” for employees.

Third, pick one or two outlets to start with and see how you do. Easy places to start include:

• Facebook: Create a page for your organization if you don’t already have one. Post photos and testimonials (be sure to get permission), “find friends” using your organizations current contacts, “like” other like-minded organizations to tap into their network of fans, create a discussion board, post links to community events and other organizations, and create a calendar. If you already have a page, make sure it’s current and fresh.
• Twitter: Consider Twitter like a mini-blog. You can post and receive messages from a community of “followers,” or you can keep your Tweets public, so that anyone can read them on your Twitter profile page. If you want to Tweet to your supporters, however, they need to sign up, too. Posts are limited to 140 characters.
• Create a blog: There are lots of sites that make starting a blog easy and painless (at The Grant Plant, we use www.wordpress.com) Other sites include Google’s service www.blogger.com and www.blog.com. Be sure to include a comment feature (otherwise your blog is really just an e-newsletter, not a conversation) and a RSS (“Really Simple Syndication”) newsfeed option. RSS allows readers to subscribe to your blog so they are notified when you post new content. Blog hosting sites also often include widget features that allow readers to access your Facebook and Twitter pages with a click of the mouse.
• Your website: Add a link to your blog, Facebook, and Twitter pages, add a contact us button on each page to encourage feedback. Include information about your plan to expand your internet presence.
• Email blast: Let your current contacts know of your social network expansion. Invite them to follow you on Twitter, and become a fan on Facebook. Add Facebook Fan and Twitter follow us links in your email signature line.

Finally, take it slow and learn as you go. With an open mind and adventurous spirit—guided, of course, by good judgment—you’ll be riding the social media wave like an expert in no time.

The future of social media

There is an exciting and growing trend to use social media for social good. Major sites like Facebook have added features that make raising funds (and awareness) easier than ever. Other sites like Kickstarter allow people to pledge money to a project without charging them until the fundraising goal has been met. Some giving campaigns, like Pepsi Refresh, make grant awards based on fans’ votes on their favorite social projects. My next newsletter article will shed light on how nonprofits can tap into social networking trends to raise funds for programs, projects, and causes.

Contact: Suzanne Dillon, Senior Resource Development Officer

suzanne@thegrantplantNM.com

When I started this article, I was planning to solely target New Mexico nonprofits. As I became immersed in research, I realized that the available comprehensive data was published prior to the recent economic downturn. To accommodate, I expanded the topic to include the impact of the recession on foundations at a national level. As such, this article explores the historical philanthropic background of New Mexico and the current standing of philanthropy and nonprofits on a national-level.

The Philanthropic Background of New Mexico

New Mexico has historically been in the bottom 20% of states overall in terms of philanthropic investment. According to the National Committee for Responsible Philanthropy (NCRP), the gap between foundation assets in these ten lowest states has increased dramatically in the last decade, from $9.2 billion in 1998 to more than $36 billion in 2005.[1] Specifically, in 2006 New Mexico foundation assets totaled just under $1.3 billion, representing a mere 0.2% of total foundation assets nationally.[2] Most recent data reveals a total of 245 foundations in New Mexico in 2008.[3] Independent foundations were the primary asset holders at 84% and had the largest total giving at 79%.

What do foundation assets indicate for nonprofits? Foundation assets per state have proved to be an indicator of nonprofit revenue (nonprofits in states with higher foundation assets typically fare better). Greater assets per state means that there is more money and generally more sources to tap into for funding. As a state with small foundation assets, New Mexico receives less foundation support per capita than most states. The NCRP reports that the average per capita grantmaking for the bottom ten states, which include New Mexico, was $34, compared to an average of $171 for the top ten states and $117 nationally.

How do New Mexico nonprofits compensate? In 2009, there were 10,608 nonprofits on record in New Mexico.[4] With limited state foundations, these New Mexico nonprofits have responded by seeking funds from external sources. In fact, New Mexico has earned the unwanted distinction as a “philanthropic divide” state, or a state with few internal private funding resources in comparison to out-of-state resources. For example, in 2005 three out of every four philanthropic dollars awarded to nonprofits in New Mexico came from national or out-of-state funders.[5]

What do nonprofits contribute to New Mexico? New Mexico nonprofits have proved resourceful and their beneficial impacts to the state cannot be denied. The nonprofit sector is a major economic force in New Mexico, employing more than 1 out of every 20 paid workers, attracting out of state funds that create 16,984 jobs and $468 million in wages and salary payments annually that would otherwise not exist in New Mexico.[6] Further, the least documented fact about these nonprofits is that they are channeling volunteer work, or uncompensated labor that benefits our communities. The economic impact of this additional volunteer labor is not included in the job, wage, and salary figures summarized above.

How have New Mexico nonprofits fared since the recession? This is a good question. No data was found to assess the current nonprofit landscape in New Mexico. National data was reviewed to determine where we are at as a nation. This data is provided below.

Philanthropy After the Recession

The foundation angle: The Great Recession officially ended in June of 2009, but its effects continue to impact millions of nonprofits with reduced income and few new prospects for support. The recession caused more than 75 thousand grantmaking foundations to cut their 2009 giving by an estimated 8.4%, by far the largest decline ever tracked by Foundation Center.[7] In 2009 foundation assets fell by 8%, an improvement over the 2008 drop of 17%.

Today, indicators suggest a return to modest growth in foundation giving in 2011, although it will probably be several years before giving matches the peak levels recorded in 2008.[8] According to a Foundation Center 2010 survey of leading funders, the following trends have emerged:

• Foundations surveyed have identified longer-term changes in grantmaking strategies: A large number citing increased grantmaking for operational support, and/or providing either more grants in smaller amounts or making fewer grants in larger amounts.
• The majority of foundations surveyed (57%) have made operational changes due to economic crisis: A motivation for reducing expenses to preserve their endowments. Cuts include fewer site visits, reduced printing of publications, and increased efficiency through technology (e.g. online applications).
• Many (41%) foundations surveyed responded to the crisis: Providing support specifically to address issues related to the economic crisis.
• Foundations generally survived the economic crisis: There was minimal impact on foundations’ decisions to close operations.

The nonprofit angle: Nonprofits nationwide have been put to the test for the past three years, as they try to cope with increased service demands and decreased sources of funding. They have done so by developing strategic collaborations in their communities, cutting costs, or recruiting and utilizing more volunteers. Many have been forced to take more drastic measures, including laying off employees or decreasing their services.

The Nonprofit Research Collaborative’s 2010 survey of 2,500 nonprofits indicates:[9]

• Giving was variable: 36% of organizations reported increases, 37% reported drops, and 26% reported no change in giving.
• Size matters: The larger the annual expenditures, the more likely the organization was to report an increase in charitable receipts.
• Volunteer usage was increased: Approximately 22% used volunteers that were formerly paid positions in 2010.
• Demand for services was increased: Of respondents, 68% reported increased demand for services, compared with 62% in 2009.
• More applications were received: Of all grantmakers, not just foundations, 52% reported an increase in applications in 2010 compared to the same period in 2009.
• Organizations were hopeful about 2011: About 47% planned budget increases, 33% expected to maintain current grantmaking, and 20% expected a lower budget.

Conclusive data analyses, conducted after the economic recession, targeting New Mexico foundations and/or nonprofits was not found. When foundation giving across the country was booming, in New Mexico it was increasing only modestly. Further, New Mexico’s rank in comparison to other states was consistently declining before the economic downturn. The challenging “philanthropic divide” status of New Mexico indicates that our nonprofit organizations were likely one of the hardest hit, as out-of-state funds are more difficult to secure and in-state funding is more limited than the years before the economic turmoil. It is expected that these reports will become available in due time. I think those results will be an interesting read.

Contacts: Wendy McCoy, Resource Development Officer / wendy@thegrantplantNM.com

First, because I adore philanthropy as a profession. Every so often I think, what would I do if I had money to give away? How would I do it? Would there be strings attached? How would I know if it’s being put to good use? Who are the good souls out there worthy of my money? How would I choose? Being a grant reviewer is as close as I can get to answering these questions. All of a sudden, I had access to a pot of money that, while not mine to give away, was mine to make recommendations on how to give it away. (As it turns out, I would pore over grant applications and financial statements. I would analyze, dissect, and re-analyze. I would make sure that where there are weaknesses, they are brought to light, and preferably by the applicant recognizing that they have some work to do – not by me playing ‘gotcha.’ I would look for past examples of responsible stewardship. I would compare job descriptions with resumes and weigh the role of the board and the expertise of the staff.)

Second, because I wanted to make it worth it. It = the leave from TGP. I adore TGP. It’s been my third child since before I had my second child. If I didn’t give the experience my all, I would have felt like I was letting TGP down. Already, I had to wrestle with knowing that people were doing my job in my absence, and not only that, but it could impact their abilities to do their own jobs most effectively. So by me doing my best at this other job, it made me feel like I could share the experience and knowledge gained with TGP to help make up for my absence.

Third, because I enjoy the satisfaction of a job well done. With any luck, this federal review job will lead to others across different agencies. This can be good news for New Mexico since I am committed to sharing what I learn, and TGP has the distinction of working with some of the most progressive, largest, coolest, and most fun organizations in the state. So, before I wrote this article, I applied for more federal review jobs.

Here’s what I learned.

Being a reviewer is work for many people. The others on the review team were largely independent consultants. There were about 100 of us. They split us into teams of 7 or so, and each team had a leader. My team leader was a staff member within the specific federal agency. His role was to look at all of the reviews I completed and let me know whether or not they passed muster, and then to submit all of our reviews to the federal agency.

I got my first two reviews kicked back to me by my team leader. In my defense, I had not yet received the orientation binder, although I had gone through the orientation. As it turns out, the binder has the RFP guidance and a sample ‘reviewer’s workbook’ so that an errant reviewer like myself has something to grasp onto. After receiving the binder, having a ‘calibration’ session with my team leader, and redoing my first two reviews, I was off and running.

Here’s an example from one of my first reviews and how it was corrected in the next go-round:

Question: Does the applicant provide [required services]? What is the likelihood that the services will make a significant impact in the circumstances of the target market?

My first answer said this:

Answer: (1) The applicant provides sufficient detail that through its management agreement with [its parent company] that the target market is provided with [required services]. The applicant provides an array of services but the impact on the target market is not addressed.

My second answer said this:

Answer, Take Two: (1) The applicant provides sufficient detail that through its management agreement with [its parent company], the target market is provided with [required services]. The services seem comprehensive and are provided both in person and online. Despite providing an array of [services], the impact on the target market is not effectively addressed. Providing additional information such as which types of [organizations] access the [services], the feedback from the target market in terms of which services have affected its [operations], and an example of how its [services] have positively affected [it] would have strengthened this section.

Notably, and my understanding is that this is different than from in years past, reviewers were specifically asked to start low and work their way up. The scale I was working on was a 1-4 scale, with 4 being the highest score an applicant could achieve in a sub-question (each question within the RFP was scored on a sub-scale, so reviewers’ scores could only be altered by responding to each of the scoring criteria sub-questions rather than the question at large). So rather than starting from ‘neutral’ and working my way up or down on the scale regarding each sub-question, and certainly a departure from how Michelle Pfieffer graded her students in Dangerous Minds as earning themselves away from an A, I had to essentially start at an F and see if applicants redeemed themselves. Most did. Since I was making recommendations as to whether an applicant be considered further, I felt like a teacher who had to decide if a student could advance to the next grade level.

Another major reviewer fundamental I learned was that the questions that reviewers answer are not yes/no – even if they are phrased like that. For example, one of the questions I had to answer was: “Does the Applicant offer an effective strategy for [XYZ]?’ If I answered that ‘As a matter of fact, yes, the Applicant seems to have an effective strategy,’ then that was not enough. Even for yes/no questions, reviewers are expected to be able to back up their yes/no answer with a how/why statement. A tip for all of us: use details and examples! It is so much easier for a reviewer to back up support of an application by saying that the applicant used compelling examples to illustrate how it does X, Y, and Z.

During my ‘get calibrated’ session with my team leader, he also said something to the effect that, ‘Sure, I answered the question but how did I feel about that?’ For example, an applicant’s financial situation may have worsened over the past few years and I would note that in my review of their financial statements. But how did I feel about that? Did the applicant justify it, and reasonably? In relation to grants, TGP often provides some guidance to program direction or impacts/outcomes, but for the most part, we interview our clients, listen, and distill what they say into a proposal. To review grants, I had to shift away from this bandwagon approach in order to determine whether I would recommend an applicant receive further consideration. And this is impactful for me not just professionally, but personally. When I did my interview for Leadership Albuquerque, one of the questions was ‘What’s my greatest strength?’ or something to that effect. My answer was that I believe in what I’m doing with all my heart. I think all of our clients are the greatest and their programs are phenomenal. Then, they ask, ‘What’s your greatest weakness?’ and my answer was the same thing – that I jump in and believe in something with all my heart, which isn’t always the best move. So you can see why this was a stretch for me as a grant reviewer.

Overall, I expected to learn a lot and I did. One of the things it did for me was solidify my confidence in TGP. We have a great team who are working with great clients, and in a bout of shameless self-promotion, I would say that every proposal we funnel out is more well-written than the majority of what I reviewed, and if not better-written then at least on par. There were some that were submitted with changes still tracked. One had notes to self highlighted in red. Some were obviously written by multiple people with varying levels of communication skills. Some read like they were written in a hurry. Some were riddled with misspellings. Does this make the score go down? It’s hard to say because if I could find information within the proposal to support the how/why of a reviewer question then I could use it (my direction was that I could use any information within the ‘four walls’ of the application; even if it was found in a different question, then it was fair game). However, I didn’t dig for information and I didn’t make inferences. This is where I think TGP has an excellent leg up on the proposals that I reviewed. Since we always have our proposals reviewed in light of the RFP by at least one set of separate eyes before they are submitted, at worst there might be a minor typo in the final copy. Not a completely missing section. Not poorly articulated thoughts. Not notes to self. Not bad grammar or spelling.

For grant writers out there, here are the writing tips:

1. Be specific when addressing “how.” Use details, even if they seem like a given or are monotonous.
2. Use headers. This makes it easier to find the answers reviewers must specifically obtain. Ideally, use the same headers that are shown in the RFP, as well as any sub-headers.
3. Address answers within appropriate sections, not elsewhere in the proposal without cross-referencing.
4. Examples are GOOD. I routinely used a statement such as, “The Applicant provided three compelling examples of how it has used its [new software/financial policies/etc] to deliver its services. These examples provide evidence that…”
5. Attach all like items in a single file. For example, don’t attach 10 resumes in varying formats and file names. Print them all to PDF and attach them as a single file. It’s just easier on the reviewer.
6. Brevity is appreciated, but not at the expense of details. If the space is there and you can fill it with details or examples, do so.

Finally, thank you to TGP and our clients for this opportunity! I feel like I got a lot out of it and it will translate into great things for New Mexico. You are welcome to email me with any questions.

Tara Gohr, President/CEO                 

tara@thegrantplantNM.com

For the past several days, the world has watched in shock and heartbreak as Japan was hit with a 9.0-magnitude earthquake, followed by devastating tsunami and a continuing series of aftershocks. While the group of islands forming Japan have a combined area roughly the size of our own state (145,000 versus 121,000 square miles), the population is 62 times greater, amplifying the human toll that natural disasters take.

Beyond offering well wishes and prayers, individuals around the world have begun helping Japan via disaster relief donations. One of the more noticeable methods for helping has been smaller donations made via text messaging. Within three days, the American Red Cross alone had collected more than $1 million via text message giving.[1] This type of support will be key in efforts to assist Japan and will play an increasingly important role as a giving channel for non-profit agencies.

For many, the first time we heard of mobile phone donations was during the 2005 Southeast Asia tsunami or the 2010 Haiti earthquake. According to a press release from the American Red Cross, the Haiti campaign raised more than $32 million in $10 donations. While large-scale efforts like this rely on text message campaigns, the medium can be suitable for local and regional giving as well.

Process of Mobile Giving

For those of you who haven’t donated via text, the process is pretty simple. You text a campaign code, like HAITI or REDCROSS, to a five- or six-digit number, like 90999. Once you send the text, you receive a text message confirming your donation of $5 or $10, to which you reply YES or OK to confirm. The donation is then automatically added to your next cell phone bill. You can later collect a receipt for tax purposes through the donation management company’s website.

Advantages of Mobile Giving

For donors, mobile giving is an easy way to get involved; the donation amounts are relatively modest, giving is very convenient, personal information is not required, and the channel for donating is integrated with systems most of us use frequently. In short, they fit perfectly with impulse-driven action. After all, if you just spent $2.99 on an “app” to play Scrabble, it’s not a big deal to send $10 for people in real need and crisis. Donations by text are relatively safe and private: no credit card information is collected, a confirmation text requires the donor to double-check before donating, and there are monthly limits on total donation requests to protect against high false charges.

For agencies seeking donations, the advantages are generally the ability to reach more people and new contributors, lower out-of-pocket expenses compared to traditional mail and phone fundraising, the likelihood that your supporters will spread the word themselves, and the ability to integrate campaign messaging with other fast and cheap communication methods like websites, Facebook profiles, Twitter, email blasts, etc.

Disadvantages of Mobile Giving

There are a few potential drawbacks for mobile giving, namely:

• Despite the feeling that donations are zipped through cyberspace right to where they are needed, mobile donations actually have to be secured through customer bill payment and processed before the charities ever see a dime. This means donations typically take 60 to 90 days to get to the agency.
• The donation amount for a given campaign is pre-determined ($5 or $10). Donors can text a donation more than once, in order to increase their contribution, but monthly donations are usually capped. Increasingly, charities are setting up systems that allow donors to have automatic, repeating donations added to their cell phone bills.
• Getting a charity set-up to receive donations via mobile giving takes some time (see next section) so an organization would be hard pressed to start a campaign at the point of a crisis.
• Mobile users with pre-paid wireless plans typically can’t donate via text message.
• Mobile donors must opt-in in order to receive future communications from the charity. This may be a roadblock for agencies looking to establish or strengthen relationships with donors.
• Organizations can only collect donations from states in which your charity is registered. This limits the reach of mobile giving campaigns for small or regional organizations.

How Mobile Giving Works for Charities

Setting up mobile giving campaigns, and converting text messages into donations is—as one might imagine—a little complex. Luckily, the process is automated and there are companies that manage the flow. Basically, the funds flow through one of two non-profit “trusted third party” organizations. These entities, the mGive Foundation and the Mobile Giving Foundation, establish and maintain contract agreements with mobile device companies, vet charities (example requirement documents are here and here), set up general contracts with charities, collect donations from each cell phone carrier, then use their own tax-status to hold and re-grant funds. Both of these mobile giving foundations have an approved list of Application Service Providers (ASPs), another type of company with whom charities contract to manage the campaigns and serve as the point of contact for non-profits. ASPs own and manage the text phone codes and keywords, offer campaign management web platforms and messaging tools, and supply donor and campaign data to charities.

What Mobile Giving Costs

There are set-up costs for each of the companies engaged. There is usually a contract commitment with monthly fees for the ASP. In some cases, additional fees to the charity may apply based on provider and service selections. Finally, a modest fixed and/or percentage of each donation is taken by the ASP as a transaction fee—for example, Red Cross donations of $10 for Japan have a $0.25 or 2.5% transaction fee.

Agencies that raised less than $500,000 in the previous year are not able to set up a mobile giving agreement on their own and must pay for an outside company (Causecast.org) to serve as the designated mobile agency. However, the rates and set-up for Causecast are lower than the engagements detailed above. At just $69 per month and no set-up fees, this option may be the best for most local charities—plus it allows you to collect donations nationwide, regardless of which states you are registered.

Closing Thoughts

Our nation (especially the younger generations) is increasingly moving toward internet and mobile platforms for interacting with the world and supporting causes. The question may not be whether to start taking mobile donations but when. For agencies that are able to engage large numbers of potential supporters—whether via the internet, media coverage, or traditional means like an announcement at a major event—mobile giving is especially attractive. Like more traditional fundraising methods, the process requires planning to set-up and to maximize utilization. Mobile giving will never replace conventional methods for gathering larger, more thoughtful donations, however the aggregate payoff can be tremendous, especially for critical needs or volume-based campaigns. I encourage all of our readers to spend a bit of time exploring the resources below. As a final note, this article was inspired by the massive human, environmental, economic, and infrastructure crises going on in Japan. If you would like to help, I have included several mobile giving numbers at the end of the article.

Resources and References

• Trusted Third Parties: Mobile Giving Foundation, mGive Foundation, and Causecast.org
• Handy Articles: Texting for Charitable Dollars: The Definitive Guide to Mobile Fundraising, 5 Challenges for Mobile Giving Campaigns, How does mobile giving work?, How Mobile Giving is Powering Charity, Charitable Giving Via Your Cell Phone: Is the Convenience Worth It?, Online vs. mobile giving: Which is better?, and Text To Give: The pros and cons of donating money to Haiti via cell phone.
• Industry Resources: The Mobile Marketing Association,  MobileActive.org