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How Can Hollywood Help You Write a Winning Proposal?

June 6, 2018

Nearly everyone has a favorite movie with lines and moments they can recall years later. What makes movies so memorable? The viewer understands the problems and obstacles the hero faces, his or her desires, how achieving that goal or goals will change the world– and it’s clear when the problem is resolved.

This scenario kind of sounds like a grant proposal, doesn’t it? As a grantseeker, you want your reviewer to understand the issues your “world” (the community or population you are serving) faces, what the “hero” (your organization or program) hopes to achieve, the obstacles the hero and world face, and a clear idea of what the world looks like when the problem is solved.The good news is, there is a solid formula that most movies follow that you can use for your next proposal. Here is a graphic of what almost every story ever told looks like:

This structure is used in almost every Hollywood movie, setting up a story that is engaging from the opening sentence, cohesive throughout, and that grips the viewer until the very end. While the exact structure of every grant proposal is different, here is a basic breakdown of how to organize the story of your organization or program in a Hollywood-worthy way:

  • Inciting Incident: The opening moment is designed to hook the audience. The best movies make you think, “Wow, this is going to be good! What happens next!?” No matter what structure the application requires, try to tell the reviewer right away who you are, what your program is, what you’re asking for, and how it will change the world. Movies have a few moments meant to hook the audience, while the grant writer has one or two sentences. You want reviewers to think, “That’s a worthy goal, now how will they accomplish it?”
  • Exposition: Why should the audience care about the story they’re about to watch? A good movie makes you care about the characters, understand their circumstances quickly, and root for them to overcome their problems. In a grant proposal, this is typically your needs statement and/or community description. You need to make the reviewer picture your target population and community, and the issues they are facing. Where movies have visuals, you have statistics. Movies pick only the most compelling and high-quality images to convey a message (and, importantly, they relate directly to the problem that will be solved). You should be picky too. Use just enough compelling and reliable data to prove there is a problem, but don’t overload your reviewer with pages of numbers.
  • Point of Attack: This is the moment in the story when the problem has a chance to be solved – when the hero gets their super powers. It makes the audience think, “That’s exactly what this world needs! We’re ready to tackle this problem!” In grant proposals, this is the organization description and background. Your super powers are your staff, history, evidence-base, or other proof that you’re good at what you do. It’s important that you tie this section directly to the problem. If the hero is fighting a giant underwater monster, the solution won’t be a high school football coach who can inspire their team. If the problem you present is low graduation rates, the reviewer wants to know how well you will tackle that problem specifically. Focus this section on your organization’s super powers (capacity) to solve the problem presented in the exposition.
  • Rising Action: This is the meat of the story – the journey that the hero goes on to solve the problem. You learn of the hero’s allies and the strategies they use when unexpected issues arise, and you can easily follow the actions they take to resolve the problem at hand. In your proposal, this will typically be split among several sections, including your program description, partners, lessons learned from past experiences, and systems used to deal with unanticipated issues. It is important that everything you put here relates back to your exposition and inciting incident. A football coach who creates a great team and seeks advice from their mentor may solve problem, but that won’t defeat a giant underwater monster.
  • Climax: The entire movie has been building to this moment. It is when the question, “Will this problem get solved?” is answered. It is clear that the giant underwater monster has been defeated. For your proposal, this is your outcomes section. These outcomes should directly tie back to the exposition/needs statement. If the hero has been fighting a giant underwater monster, the movie doesn’t switch at the end to show you a high school football team that overcame all odds to win the state championship. While that may sound silly, it’s a trap that many grant writers fall into. They set up a strong problem but, in the end, their outcomes don’t actually solve or even relate to that problem. For every issue you describe in your needs statement, there needs to be a measurable outcome you can deliver on. If you can’t deliver an outcome to solve the problem, don’t bring up that problem (no matter how compelling it may be).
  • Denouement/Falling Action: This is the proof that the story you just watched actually made a difference. You are reminded of the journey the hero took, and you see what the world looks like as a better place. In grant proposals, this proof is your budget and required attachments. Your budget, letters of commitment, 501(c)3 determination letter, and whatever else the proposal asks for are all proof you can do what you promise. Imagine the hero defeats the underwater monster and then, instantly, the movie cuts to the credits without any further resolution. How unsatisfying would that be? Could you trust that the hero actually defeated the monster? Is the world going to be OK? This approach could make a great movie unwatchable. The same is true for your proposal. Don’t leave the reviewer questioning your ability to pull off your amazing work; instead, make sure they have the proof needed to eliminate any questions that the solution you laid out will actually happen. As always, it must relate to the rest of your proposal.

Now that you know how Hollywood writes gripping stories, use the above six sections to outline a proposal. The next time you write a grant, pull it out and you’ll already have done most of the work for yourself! This approach will help ensure that your proposal is strong, connected, and grips the reviewer from beginning to end.


Contact: Jeff Andersen, Resource Development Officer,

Now’s the Time to Join the Cooperative Network of Nonprofits!

January 3, 2018

From our nonprofit education arm…

The Grants Collective is celebrating one year of launching the Cooperative Network for New Mexico’s Nonprofits in January 2018. It has been a wonderful year of supporting, innovating, and connecting our state’s nonprofit organizations, educational institutions, public agencies, and funder networks.

We invite you to join the Cooperative Network and contribute to the vibrancy of the state’s nonprofit community, especially as it comes to collaborating and successfully competing for large grants from out of state.

To celebrate its one-year anniversary and the plans we have for 2018, we are offering an 18% discount on an annual membership – a $90 savings!

The Cooperative Network is an online platform plus in-person events that better connect our nonprofit community.

The Cooperative Network is organized into three sections:

Find FundingThe Cooperative Network offers three grant calendars, all of which are curated for New Mexico to cut through the static and get you the most relevant opportunities: (1) Deadline-driven calendar, so you know what’s time-sensitive when it comes to your grant seeking, (2) Open opportunities, so you know what’s available to apply to year-round, and (3) Forecasted opportunities, so you can plan ahead.

ConnectThe Cooperative Network is designed to make collaboration easier and more efficient. You have the opportunity to connect via: (1) In-person events that include Brownbag Lunches, Curbside Consulting, Coffee & Conversations, Thirsty Thursdays, and Reading Circles. (2) Forums that include open discussions, closed permission circles, and special interest groups. (3) Social network capabilities that allow members to post to each other’s walls, tag members in conversations, and share with each other.


The Cooperative Network is a place for New Mexico nonprofits to up their games when it comes to grant seeking. The Learn section provides: (1) Resources such as templates, tips, and articles, (2) The Grants Collective updates about our network, and (3) Other philanthropy and grant seeking blogs that are relevant, locally or nationally.

These resources help subscribers pursue the best-aligned opportunities, improve capability and effectiveness in securing national dollars, and provide a formal avenue for collaboration and partnership in grant seeking. Your subscription gets you and a coworker access to the online members-only platform and in-person events.

If grants are – or should be – part of your fundraising strategy and you are a New Mexico based tax-exempt agency, consider joining the Cooperative Network by pressing the button below. Our standard subscription rate is $50 per month or $500 per year. This month, save $90 – or 18% – to $410 for an annual subscription!

The Politics of Charity: Philanthropy and the New Tax Law

January 2, 2018

Part II. The Johnson Amendment and Implications for Fundraisers

One of the most controversial provisions in the House version of the recent tax bill was the repeal of the Johnson Amendment. The proposed repeal was not included in the final version of the bill and the Johnson Amendment remains in place. However, a Presidential Executive Order was signed in May of 2017, restricting its enforcement, and the amendment continues to be a subject of fierce debate.

The Johnson Amendment is part of a long history of tax laws that regulate the political activities that charitable organizations, including religious institutions, can pursue while maintaining their tax-exempt status. Key legal milestones in that process include a famous 1930 case Slee v. Commissioner of Internal Revenue. In this case, the petitioner, D.G. Slee, had donated to the American Birth Control League, which he later claimed as tax deductions. The Internal Revenue Board disallowed these deductions and the court upheld their finding. In his ruling, Judge Hand determined that the purpose of the lobbying efforts of the League (repealing laws preventing birth control) was not directly related to the provision of its charitable services (education and free health care) and therefore did not qualify for tax exemption. A 1934 ruling shifted the focus from the purpose of lobbying activities to their extent. Since that ruling, allowable lobbying activities have been more clearly defined, and limits on acceptable lobbying expenditures were established (generally 20% of tax exempt expenditures, with some variance according to the total organizational budget).

Twenty years later, the Johnson Amendment, introduced by then Senator Lyndon B. Johnson of Texas and adopted on July 2, 1954, extended nonprofit restrictions to include endorsing political candidates. In 1987, congress further expanded this prohibition to include opposing political candidates. Today, under the current IRS code, 501(c)(3) organizations and institutions are “absolutely prohibited from directly or indirectly participating in, or intervening in, any political campaign on behalf of (or in opposition to) any candidate for elective public office. Contributions to political campaign funds or public statements of position (verbal or written) made on behalf of the organization in favor of or in opposition to any candidate for public office clearly violate the prohibition against political campaign activity. Violating this prohibition may result in denial or revocation of tax-exempt status and the imposition of certain excise taxes.”

As decisive as this language is, the Johnson Amendment has rarely been enforced. But where it has been applied, it is often legally contested as conflicting with the right to free speech. One famous case involved revocation of the tax-exempt status of Christian Echoes National Ministry, for encouraging its member base to lobby their representatives for specific outcomes on legislation and endorsing then candidate Barry Goldwater for President. Christian Echoes challenged the revocation on the basis of the First Amendment but in 1973 the Christian Echoes National Ministry, Inc., v. United States of America decision upheld the IRS determination: “In light of the fact that tax exemption is a privilege, a matter of grace rather than right, we hold that the limitations contained in section 501(c)(3) withholding exemption from nonprofit corporations do not deprive Christian Echoes of its constitutionally guaranteed right of freedom of speech” and upheld “the principle that the government shall not subsidize, directly or indirectly, those organizations whose substantial activities are directed toward the accomplishment of legislative goals or the election or defeat of particular candidates.”

The Johnson Amendment recently became a matter for accelerated public debate during the 2016 presidential election and following the May 2017 Executive Order. Critics of the amendment continue to assert that it conflicts with constitutional guarantees of free speech, most notably for some faith leaders who consider sharing political convictions and endorsing candidates that reflect their values to be a meaningful part of ministering to their communities. But supporters of the amendment fear that a repeal would transform places of worship and charitable organizations into tools of political campaigns, turning charitable donations into a tax-deductible campaign finance loophole, and ultimately diverting resources from the spiritual comforts, or services and supports that so many nonprofits provide to people in need.

If charitable donations were to become essentially tax-deductible support for political campaigns, this would have an enormous impact on professional nonprofit fundraisers. Nonprofit development or fundraising is very much mission driven work, so it is not uncommon to find strong political or faith-based convictions among development professionals. But, unlike individual and crowd-sourced fundraising efforts, which are often very much about the personal beliefs and values of the fundraiser, professional fundraisers typically maintain a stance of neutrality in their work.

Grant writers for instance, are generally committed to serving nonprofits by helping them clarify their messaging, build their capacity, assemble stakeholder consortiums and other collaborations. This often includes partnering, as a neutral party, in designing programs and evaluation plans related to the grants they write and submit on the organization’s behalf. The primary purpose of the job is to facilitate funding for the services provided by nonprofits from the donors and grantors throughout the philanthropic community who want to help make that good work happen. Fundraising is a critical intermediary service, aligning the professional skills and expertise of the fundraiser with the missions of charitable organizations and the commitments and standards of dedicated philanthropists, always with the end goal of meeting urgent community needs.

Successful fundraisers must be collaborative at their core, and collaboration requires the ability to listen to, understand, and integrate diverse and often conflicting perspectives. There is something unique about this aspect of the nonprofit and philanthropic community circle, especially today when divisive, partisan electoral politics seem to penetrate all aspects of civil society. A statement by the Association of Fundraising Professionals in February of this year noted that the foundation of philanthropy is to “bring people together to advance causes and create change. People who believe in an issue—regardless of their creed, background, nationality, political leanings, or any other factor—unite to support a cause through giving, volunteering and other types of engagement. It doesn’t matter who you are as long as you support the issue and the cause.”

The tax code as it relates to nonprofits is complex and always evolving and there are still important issues to consider on all sides in the debate concerning the Johnson Amendment and where and how we separate charitable and political activity. But, it is important to acknowledge that political campaigns are about winning elections, not performing a social or spiritual service, which is the common existential basis of nonprofit entities. If the Johnson Amendment is repealed and charitable organizations and institutions direct their activities towards the competitive endorsement or opposition of political candidates it would alter the service-based end goal of nonprofit fundraising and erode its collaborative core, diminishing public trust in fundraiser’s integrity and a vital communal space where inclusive solutions can be invented, supported, and implemented.

In the conflict resolution and formal mediation fields, one strategy for reaching an effective and lasting agreement is to focus on problem solving techniques that are designed to encourage a focus on the real needs and interests of conflicting parties, instead of arguing, defending, and reinforcing positions. Similarly, partisan positions may be a political inevitability today, but those positions in and of themselves cannot solve problems or help people in need. Only listening to each other and working together can.


Contact: Myshel Prasad, Resource Development Officer,

The Politics of Charity: Philanthropy and the New Tax Law

January 2, 2018

The newly-passed federal tax legislation could have dramatic impacts on philanthropic giving, charitable organizations, and the work of nonprofit fundraising professionals. Nonprofits have long benefitted from itemized tax deductions for charitable giving, which have been a part of the U.S. tax code since 1917, and any changes in this area of tax law may have significant effects on donation levels. But, the potential impacts go beyond revenues. The allowable activities that nonprofits can pursue while maintaining 501(c)(3) status are also regulated by the tax code. In the hundred years since the individual donation deduction was established, the Internal Revenue Code regulations pertaining to charitable organizations have evolved to increasingly define and regulate legislative and grassroots lobbying while prohibiting charitable organizations from engaging partisan political activities, most notably through the 1954 Johnson Amendment. While the new law does not repeal the Johnson Amendment, changes to allowable activities under this area of the tax code could completely alter the social purpose and function of charitable organizations- and of those who work to support them. Part I of this article, The “Tax Cuts and Jobs Act” and Impacts on Giving explores the new tax law, its potential impacts on charitable giving, and possible strategies for moving forward. Part II, The Johnson Amendment and Implications for Fundraisers, reviews the history and intent of Johnson Amendment, the movement to repeal it, and the implications for nonprofits and especially nonprofit fundraisers.


Part I. The “Tax Cuts and Jobs Act” and Impacts on Giving

The final version of the new tax bill was officially passed on December 20th and signed into law by the President on December 22nd, 2017. The new law increases the standard deduction for individuals, couples, and heads of households to $12,000, $24,000, and $18,000 respectively, until 2025. Charitable gifts have traditionally been one of the most popular itemized tax deductions but under the new law, most middle and lower-income individuals will typically not have enough qualified deductions to exceed the higher standard levels, making itemization superfluous. The National Council of Nonprofits estimates that these higher standard deductions will decrease the number of those who itemize from 30% of taxpayers to less than 10% of taxpayers. Individual donors contribute over 70% of all funding to nonprofit organizations and according to Brian Gallagher of United Way Worldwide, 82% of all individual charitable gifts come from donors who itemize their tax return. Estimates of the potential reduction in charitable giving range from $13 to as much as $24 billion. However, the bill will also raise the limit on cash donation deductions for those in higher income brackets, who will continue to itemize deductions, from 50% to 60% of their adjusted gross income. This could help to balance projected losses, but may also widen the charitable giving divide by disincentivizing giving in middle and lower income tax brackets. This could potentially result in a less diverse philanthropic community, while giving the priorities of a smaller base of donors a disproportionate impact on nonprofit programming.

As it proceeded through congress, the new bill raised alarms for a wide range of charitable organizations, from The United Way, to the Salvation Army, and the U.S. Conference of Catholic Bishops. These organizations rely heavily on a large base of middle-income donors, who are more likely than their higher income counterparts to give to social-service agencies and religious organizations. But the greatest anticipated reductions in individual giving as a result of the new tax law are expected to occur for donors in the $50,000-$99,999 annual income range. In other words, at a time when government investment in the social safety net is diminishing and future cuts are likely, the organizations dedicated to serving the neediest in our communities, the homeless, the disabled, hungry children and families, may see the biggest drop in donations. Steve Taylor, Vice President of United Way Worldwide, worries the tax bill will force the organization to reevaluate its fundraising strategies to prioritize higher-end donors. “We don’t have any choice but to look to those higher-end donors more. We have to,” Taylor told The Washington Post. “But it’s not really what we want to do, and it’s not really healthy for the charitable sector in America.”

Other provisions in the new tax law that may indirectly impact nonprofit giving include a reduction in estate taxes and a $10,000 federal deduction limit on state and local income and property taxes. This reduction will have the most impact on high-tax states where state and local tax bills can far exceed this new limit, leaving donors with less to give. The new law also raises the estate tax exemption to over $11.2 million for an individual, which may lead to a decrease in charitable bequests, which traditionally have served the dual function of creating a lasting legacy for dedicated donors while reducing the future tax burden on heirs.

The full impacts of the new changes to the tax code have yet to unfold. But nonprofits, fundraisers, and individual donors can begin working together now to find creative ways to ensure that those who depend on their charitable support continue to receive it. Strategies to explore include:

Support the Universal Charitable Giving Act:

Since only taxpayers who itemize their deductions are able to withhold charitable donations, the new tax law is potentially calamitous by eliminating itemization for lower and middle-income tax payers. The Universal Charitable Giving Act (UCGA), was introduced in the Senate by Senator James Lankford (R-OK) but failed to be adopted. The UCGA would create an above-the-line charitable giving deduction for individuals who are not itemizing. As it proposed, individuals could not claim donations amounting to more than 1/3 of the standard deduction; raising that ceiling is important to ensure that the legislation does not actually have the effect of depressing larger donations. But reintroducing the UCGA could go a long way towards counteracting the anticipated giving reductions resulting from the new tax law.

Collaborate with Donor Advised Funds:

Donor Advised Funds allow donors to grow their philanthropic dollars over time. Donors make investments in the fund, typically starting at around $5,000, growing their charitable account until they choose to direct funds to a chosen charity. Donor Advised Funds have been controversial in the nonprofit world, primarily because unlike foundations, which are legally required to distribute 5% of their investment assets annually, Donor Advised Funds are under no such obligation. Additionally, donors receive their tax deduction the year the they contribute to the fund, not when the funds are disbursed to a specified organization. But under the new law, this could be an advantage. Donors could potentially combine the gifts that they would normally have given on a monthly or annual basis, invest those dollars into a fund, and stipulate monthly or annual disbursements to their chosen charities. This could allow midlevel donors to make a donation above the higher standard deduction and itemize for the tax credit, while still distributing smaller donations to multiple organizations.

Offer Options to Year End Giving:

The itemized tax deduction has been traditionally associated with a massive of influx of donations for nonprofits at the year’s end, and charitable organizations usually budget accordingly. In 2018, there may be a radical change in this established pattern and fundraising professionals will be working with their organizations, Board Members, and donor communities to plan accordingly and develop new giving options that allow them to continue receiving tax credits for their donations. For instance, without using a Donor Advised Fund as an intermediary, some midlevel donors may elect to plan their giving by “bunching” their gifts bi-annually, combining their annual donations to exceed the standard deduction threshold so that they can still itemize the gift, potentially incentivizing even larger cumulative donations from donors to the organizations they care about the most.

Make Your Case:

As United Way’s Sarah Caruso, President of the United Way Twin Cities told The Washington Post, “I’m not going to plan a retreat right now,” Caruso said. “I plan to go out and make the case for the need. And the need in the community is not changing.” As organizations enter the new year, it is important to remember that while the deduction for charitable gifts is been a powerful incentive, donors donate because they want to make a positive difference for their communities and the issues they care most about. The tax law has changed. But the good work that charitable organizations are doing and the good people who support that work have not.


Contact: Myshel Prasad, Resource Development Officer,


In Grant Writing, Getting Ready is (More Than) Half the Struggle

November 9, 2017

As the end of the year looms closer, it is a good time to take stock of where your organization stands and think about how to make next year’s grant writing better and more successful. A big part of that is getting organized. If you’re reading this, you probably work for an organization interested in pursuing grants and may have already suffered from a headache or two related to getting a submission together. It’s likely you know about the crazy rush to assemble documents and the stress of last-minute reviews to make sure your submission is competitive and complete. While some deadlines are stressful no matter what, in most cases, there are ways to avoid the scramble and set yourself up for fewer headaches. At The Grant Plant, we strongly advocate doing some prep ahead of time to streamline your work after an RFP comes out. Following the guidance below will make submissions smoother, easier, and reduces the risk of missing a key component of the proposal.

First, get your registrations in order:

  • Check on your Attorney General and Secretary of State status. Many RFPs will require proof that these are up-to-date.
  • Register as a New Mexico-owned or veteran-owned business (if applicable). This can get you extra points on state and county RFPs (usually a 5-10% scoring bump). The process is not hard, but it does take a while, so it’s best to do it when you aren’t facing an imminent deadline. There is a $35 fee, but it puts your organization in more competitive standing for grants and contracts.
  • Make sure you are registered and up to date in, in the federal government’s System for Awards Management (SAM), and with the Data Universal Numbering System (DUNS) (if applying for federal assistance). Make sure that you designate someone as Authorized Representative when you register—this is an extra layer of work, but is required for you to submit via And, very importantly, write this information down and store it somewhere you and other staff will not forget it. For instance, it can be tricky to get back into the system if the person who registered as the Authorized Representative leaves your organization and no one else knows how to log into the system.
  • Are your Guidestar and Share New Mexico profiles up to date? Locally, more and more funders are looking at ShareNM profiles as part of grant submissions, and many funders nationally review Guidestar information. Take the time to make sure both of these are currently reflective of your organization.

Then, get your organizational documents in order:

  • Do organizational and program budgets exist? Are they up-to-date and board approved?
  • Organization’s most recent audit (if applicable) or financial statements. Do you have the most recent year copies of these? If you are submitting part-way through the year, do you have year-to-date financials by the most recent quarter?
  • Do you have the most recent year’s tax forms? If your organization filed for an extension, when will the most recent year be available?
  • Make sure the board list is up-to-date. Has anyone joined or left your organization’s board recently? Also, be as complete as possible in your board list—note contact information and professional affiliations, who sits on which committees, and each member’s term dates.
  • Are key staff résumés up-to-date? Is the last time your staff updated their résumés when they were hired by your organization? Make sure each person’s résumé shows his or her current role. If any staff person recently received a promotion, accolade, or credential, are those reflected in his or her résumé? (Better yet, it can be nice to format everyone’s résumés the same so they are the same length and look alike—this is an aesthetic suggestion though, and not critical.)
  • Is the organizational chart up to date? Not every organization keeps an organizational chart, but funders frequently want to see this. If you do have one, have you added programs, gained or lost staff people, or promoted anyone recently? If you don’t have one, consider making one because it may come in handy.
  • Do you know where an electronic copy of your IRS 501(c)(3) letter is?
  • Do you have a listing of the race/ethnicity and gender for your staff and board? This important inventory has been coming up with more frequency.

(Note: it is general best practice to place the above public information on your website—then you can simply link to it in cases where you are not required to provide the full documents.)

Other things you can do to help get prepared:

  • Nail down your program description. This is as helpful in general conversation as it is in grant writing. You need to get people who have never heard of your work to understand quickly the value of your program. If you can’t describe what you do in a couple of paragraphs or a 20-30 second pitch, you’re probably not ready for prime time.
  • Create S(pecific) M(easurable) A(ttainable) R(ealistic) T(ime-bound) objectives. You do not need to wait for an RFP to be SMART on whether your program is a success. No matter what, being able to measure and track accomplishments is a good thing. It can help you track progress over time and make a stronger case about your programs—to funders, your board, and community partners.
  • Consider a Logic Model or other visual representation of your program. “A picture is worth a thousand words.” Using visuals to show how a program functions can be a good tool when designing your program, and can be a concise and effective means of portraying how your program works. The act of creating a logic model or other visual representation of your program can also be a useful exercise when project planning out a program too—visuals can help you identify gaps and weak areas more easily. These can also come in handy when marketing the program because people tend to respond well to visuals.

This may seem like a long to-do list, and you can take it one step at a time. Knowing what to expect and ensuring that you are prepared before you get hit with a short deadline will make proposal writing much less stressful and chaotic. Having your documents in order and handy can help with other tasks too, like marketing, individual donor fundraising, and reporting—there’s no downside to keeping records complete and up-to-date!

Contact: Jenny Jackson, Senior Resource Development Officer,

Now Hiring

October 25, 2017

The Grant Plant, Inc. (TGP) is seeking experienced grant proposal writers. We are a small business located in Albuquerque, NM that performs grant seeking, grant writing, and other fundraising projects for non-profit agencies in New Mexico. The company is seeking a FT Resource Development Officer to join its team of ten. TGP hires great writers with a strong work ethic, big hearts, and a commitment to excellence. People successful in this position love the written word, don’t mind being “behind the scenes,” and possess qualities like resourcefulness, ingenuity, curiosity, a sense of humor, and a desire to win. Minimum qualifications include three years’ related experience in grant writing and research and a bachelor’s degree (master’s degree preferred). Candidates must reside in central New Mexico. Starting salary is $50,000 for a FT position + benefits such as an HRA, 401k, and PTO. Interested? Please see the job description at our website (


How the Congressional Delegation Can Support Your Federal Grant Seeking

October 16, 2017

From our nonprofit arm, The Grants Collective…

Last Chance! Get your tickets today!

October 17, 2017

12:30 PM – 1:30 PM MDT

@ The Grants Collective 901 Rio Grande Blvd. NW Suite D-220 ABQ NM 87104

The Grants Collective Welcomes Representative from New Mexico Congressional Delegation

Albuquerque, NM — On Tuesday, October 17 at 12:30PM, The Grants Collective welcomes special guest, Stephen Jochem from the New Mexico Congressional Delegation office.  Jochem will be speaking about how the delegation supports nonprofits in New Mexico, particularly as it relates to seeking federal funding. He will have a short presentation and the rest of the time will be available for Q&A, conversations about current work happening in NM, and how he can help.


The event is expected to draw many local nonprofits interested in federal funding.  Admission is free for members of The Grants Collective’s Cooperative Network.  For nonmembers, tickets are $10.  To get tickets for the event, visit the organization’s Facebook page:  


“The Grants Collective is proud to bring Mr. Jochem to visit with our community,” say Program Manager, Robert Nelson.  “We know that attracting federal and national investment is key in helping New Mexico nonprofits access the resources needed to fulfill their missions.  And we look forward to bringing more of these types of events to our community.”


About the Presenter:

Stephen Jochem is the New Mexico Congressional Delegation Office Coordinator. He has been in this current position for just over a year now. He was raised in Gallup, NM where he attended Gallup Catholic High School. He left the Land of Enchantment to attend Manhattan College in the Bronx, NY. After college, Stephen worked as an English teacher, Special Education Substitute Teacher, and High School Track Coach before attending law school in Vermont. He graduated from Vermont Law School in May 2016 and is a member of the State Bar of New Mexico. His work in the Delegation Office consists of performing grant searches for New Mexicans, writing and editing letters of support, and working with New Mexicans on larger long-term funding issues dealing with Federal grants.


About The Grants Collective:

The Grants Collective addresses the philanthropic divide that New Mexico faces by building nonprofit capacity for grant seeking through professional development, shared resources, and access to expertise. Programming includes: (1) Talent Academy, a 6-month intensive, project-based professional development experience to build the skills of grants professionals, specifically around seeking large scale grant opportunities; and (2) Cooperative Network, an online and in-person forum for grants professionals to find resources, ask questions and share advice, foster collaboration, and share efficiencies. The Collective also fiscally sponsors Grow New Mexico, a program developed to identify funding sources for transformative community projects. Board of Directors: Robin Brule, T.J. Cook, Tina Garcia-Shams, Eric Griego, Erin Hagenow, Debi Randall, Anna Sanchez, and Justin Zoladz.

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