The process of PR is a new one for me. I have never worked for a company that chose to have my picture taken, write my bio and hire a PR professional to advertise me across the city. I must admit, it is a nice feeling. Little did I know the impact the press release would have in only a matter of days.
I received a message from my high school principal, stating that he received my press release and would like to speak with me. After returning the call, we arranged a day to meet at my high school. Even though I drive past my high school on a regular basis, there is a definite nostalgic feeling about setting foot on those grounds and meeting with the principal. Fortunately for me, I was not a “trouble-maker” in school, so this was an easy reunion.
After forty years of serving as high school principal, this great man is now acting as Director of Alumni Relations. So, it was fitting we should reconnect in this manner. Our meeting also included the Director of Institutional Advancement, who expressed a need for the school to pursue additional funding through grant proposals.
Before I knew it I was selling the wonderful resources of Parmelee Consulting to my high school. I am a little surprised by my own new sales skills. When you truly believe in the product and couple those beliefs with a desire to help an organization achieve their goals, the selling part can be pretty easy. This also is a new phenomenon for me. (Although my dad might say he always knew I could “sell”, coming from the salesman himself.) And I plan on continuing these efforts of connecting a need with an appropriate service and connecting people with people. I am learning that the process of consultancy is more relational than I realized. This works well for me.
Finally, being the willing soul I am, I agreed to plan my class’ 10-year reunion in 2009! Come on, who argues with the principal? I figure I’m either a glutton for punishment or truly willing to help people connect.
Thursday, March 20, 2008
Wednesday, March 12, 2008
From Past to Present
My experience in the non-profit world could be described as working in the trenches of social services. These were years I highly regard, as I feel it best prepared me to do the work I’m doing today. And as I transition to a new career and a new way of life, I remember those experiences and use them to the best of my abilities.
Finding your niche in any place of employment is incredibly important. I’m just fine with being the social worker turned consultant. The abilities I can provide are unique. During a recent interview with a non-profit client my educational and professional background was greatly appreciated, I consider this progress. The Executive Director, who also has a Master of Social Work degree, appeared pleased and relaxed by our similarities. By having the chance to explain my non-profit background, I believe I gained more credibility as the “new consultant”. I am now a consultant who can truly relate to the direct service providers.
Instead of moving away from my past professional experiences, I am combining my past and my present. I believe this combination will help me better serve our non-profit clients. For example, my ability to “tell your story and fund your mission” comes from a very hands-on opinion. I understand the challenges the clients and the staff face in social services. Because I understand these challenges, I consider it a responsibility to first-handedly describe the need.
Networking and selling has never been one of my strengths or even my desires. But now I’m finding myself moving through those opportunities with more ease and assurance. I credit this to my confidence in Parmelee and finally combining my education and experience.
While my consultant skills continue to be honed, I will always rely on my social service background to guide my processes.
Finding your niche in any place of employment is incredibly important. I’m just fine with being the social worker turned consultant. The abilities I can provide are unique. During a recent interview with a non-profit client my educational and professional background was greatly appreciated, I consider this progress. The Executive Director, who also has a Master of Social Work degree, appeared pleased and relaxed by our similarities. By having the chance to explain my non-profit background, I believe I gained more credibility as the “new consultant”. I am now a consultant who can truly relate to the direct service providers.
Instead of moving away from my past professional experiences, I am combining my past and my present. I believe this combination will help me better serve our non-profit clients. For example, my ability to “tell your story and fund your mission” comes from a very hands-on opinion. I understand the challenges the clients and the staff face in social services. Because I understand these challenges, I consider it a responsibility to first-handedly describe the need.
Networking and selling has never been one of my strengths or even my desires. But now I’m finding myself moving through those opportunities with more ease and assurance. I credit this to my confidence in Parmelee and finally combining my education and experience.
While my consultant skills continue to be honed, I will always rely on my social service background to guide my processes.
Wednesday, February 27, 2008
A Consultant’s First Year: The Blog
Note: This blog has been transformed into a platform for journaling one previous nonprofit practitioner's journey into the world of consulting. In January 2008, Parmelee Consulting Group, Inc. welcomed our newest team member, Heidi Kelly. We have asked her to chronicle her first year in this blog. We are confident we will all learn something from her experiences!
Welcome to my first blog entry, my first blog experience, and the beginning of my journey as a consultant. Then the true journey will begin – I hope you will join me. I promise it will be a mixture of entertainment, insight, education, motivation, and maybe we’ll all form some connections along the way.
I am the newest member of Parmelee Consulting Group, Inc. Ah, I hear the “guinea pig” comments beginning already. But actually I welcome the challenge and the assignment. Writing grant proposals is a highly stylized form of writing, but this blog will give me the opportunity to “free flow” a bit (within reason). It will also allow me the opportunity to share my experience of transitioning from direct practice in non-profits to consultancy. And believe me, the first four weeks on the job have already been a true learning and growing experience, which I highly value.
In the film Finding Forrester, Sean Connery’s character told his young pupil, to write well you must write the first draft with your heart and the second draft with your head. “The first key to writing is to write, not to think”, he stated. Oddly enough, I saw this movie the week I started working at Parmelee. Full-time writing requires fierce determination – to simply write. My first hurdle in switching to the “consultancy world” and writing full-time, is finding that balance between head and heart, now from the position of the consultant and not the practitioner. While I have written grant proposals for the non-profits I’ve previously worked for, sitting on the other side of the table gives the process a brand new meaning.
In my second week, I observed a program audit for a local social service agency. As the individual interviews were performed, I reminded myself of the unique situation I am now in. I have been on both sides of the interview – answering the questions in my previous position, and now, sharing the responsibility of asking the questions. I felt a bond with the clients. I understood their anxiety and desire to clearly answer the questions.
As the consultant, I learned the importance of clearly stating the goals or purpose of the interview, in order to lessen any anxiety and encourage confidentiality. I also recognized the importance of closely listening to an individual’s response to their question, as it might lead you to ask other questions. I was encouraged by the similarities this process of asking questions and actively listening shared with my previous role of counseling.
Now, if I pay close attention to this experience and others that will surely occur in the future, I will learn my own unique art of consultancy - to balance experience from “both worlds” and combine them for a profitable end result.
I want to grow as a writer and a professional consultant. I want to write with the right combination of head and heart. I want to remember my experiences in the non-profit world in order to apply them to my future as a consultant. So, stay tuned… each Monday a new blog will be posted. Follow along the journey with me – maybe we’ll all learn something!
Welcome to my first blog entry, my first blog experience, and the beginning of my journey as a consultant. Then the true journey will begin – I hope you will join me. I promise it will be a mixture of entertainment, insight, education, motivation, and maybe we’ll all form some connections along the way.
I am the newest member of Parmelee Consulting Group, Inc. Ah, I hear the “guinea pig” comments beginning already. But actually I welcome the challenge and the assignment. Writing grant proposals is a highly stylized form of writing, but this blog will give me the opportunity to “free flow” a bit (within reason). It will also allow me the opportunity to share my experience of transitioning from direct practice in non-profits to consultancy. And believe me, the first four weeks on the job have already been a true learning and growing experience, which I highly value.
In the film Finding Forrester, Sean Connery’s character told his young pupil, to write well you must write the first draft with your heart and the second draft with your head. “The first key to writing is to write, not to think”, he stated. Oddly enough, I saw this movie the week I started working at Parmelee. Full-time writing requires fierce determination – to simply write. My first hurdle in switching to the “consultancy world” and writing full-time, is finding that balance between head and heart, now from the position of the consultant and not the practitioner. While I have written grant proposals for the non-profits I’ve previously worked for, sitting on the other side of the table gives the process a brand new meaning.
In my second week, I observed a program audit for a local social service agency. As the individual interviews were performed, I reminded myself of the unique situation I am now in. I have been on both sides of the interview – answering the questions in my previous position, and now, sharing the responsibility of asking the questions. I felt a bond with the clients. I understood their anxiety and desire to clearly answer the questions.
As the consultant, I learned the importance of clearly stating the goals or purpose of the interview, in order to lessen any anxiety and encourage confidentiality. I also recognized the importance of closely listening to an individual’s response to their question, as it might lead you to ask other questions. I was encouraged by the similarities this process of asking questions and actively listening shared with my previous role of counseling.
Now, if I pay close attention to this experience and others that will surely occur in the future, I will learn my own unique art of consultancy - to balance experience from “both worlds” and combine them for a profitable end result.
I want to grow as a writer and a professional consultant. I want to write with the right combination of head and heart. I want to remember my experiences in the non-profit world in order to apply them to my future as a consultant. So, stay tuned… each Monday a new blog will be posted. Follow along the journey with me – maybe we’ll all learn something!
Monday, September 17, 2007
Is That a Conflict of Interest?
In a recent meeting with a potential client, the question came up, as it often does, about conflict of interest. "Now, you wouldn't work with (fill in the blank) while you were working with us, would you?"
For the sake of discussion, let's assume the agency in question is a domestic violence shelter. So, would it be a conflict of interest if Parmelee Consulting Group, Inc. wrote grants for two domestic violence shelters at the same time?
We say no.
Why? Because we are not the programs, we simply write about them. Our expertise provides the same opportunity to each nonprofit to tell their story in a clear, concise and compelling manner. The variable in that formula is always the programs themselves (or the organization itself).
We don't promise to raise money. We promise to tell the best story possible about your organization or program--given the information available. So, you want to be competitive and successful in the grant seeking process? Keep good records about who you serve, when, how often, what the outcomes are and who else funds it. The more accurate, up to date and organized your information is, the stronger proposal we can produce.
Let's take domestic violence provider A and provider B. We write for both, we allocate the same amount of time for both and they are both applying to the same funder. Provider A gives us a clear outline of the program goals and objectives. They have demographic information on the clients served and detailed information on outcomes. They have an existing relationship with the funder and a member of their board is friends with someone on the foundation's board.
Provider B lack demographic information on clients served. They once wrote goals and objectives for the program, but they have since been retired to a binder on the shelf. Now, the program just floats along meeting client needs as they come up. They have never approached this funder and their organization is not well-known in the community.
We tell the story for both. But as you can see, there are many factors in each scenario that are clearly outside of our control. Sure, in the long run we can help Provider B successfully address many of those issues and make their future proposals far more competitive, but this proposal is due in two weeks!
Each agency is different. You are only as good as you are, and we can just help make you better--but not something different.
One last thing to keep in mind, if you are working with a consultant and concerned about conflicts one of two things may be going on. First, you may find that you would truly be more comfortable having someone inside of your organization oversee the project (as most of us work with more than one client at a time).
Second, you may need a new consultant. Consultants should not be sharing information about other clients. While I wouldn't encourage operating in a cloak of secrecy, I will say that the last thing your consultant should be discussing with you is his or her other clients!
For the sake of discussion, let's assume the agency in question is a domestic violence shelter. So, would it be a conflict of interest if Parmelee Consulting Group, Inc. wrote grants for two domestic violence shelters at the same time?
We say no.
Why? Because we are not the programs, we simply write about them. Our expertise provides the same opportunity to each nonprofit to tell their story in a clear, concise and compelling manner. The variable in that formula is always the programs themselves (or the organization itself).
We don't promise to raise money. We promise to tell the best story possible about your organization or program--given the information available. So, you want to be competitive and successful in the grant seeking process? Keep good records about who you serve, when, how often, what the outcomes are and who else funds it. The more accurate, up to date and organized your information is, the stronger proposal we can produce.
Let's take domestic violence provider A and provider B. We write for both, we allocate the same amount of time for both and they are both applying to the same funder. Provider A gives us a clear outline of the program goals and objectives. They have demographic information on the clients served and detailed information on outcomes. They have an existing relationship with the funder and a member of their board is friends with someone on the foundation's board.
Provider B lack demographic information on clients served. They once wrote goals and objectives for the program, but they have since been retired to a binder on the shelf. Now, the program just floats along meeting client needs as they come up. They have never approached this funder and their organization is not well-known in the community.
We tell the story for both. But as you can see, there are many factors in each scenario that are clearly outside of our control. Sure, in the long run we can help Provider B successfully address many of those issues and make their future proposals far more competitive, but this proposal is due in two weeks!
Each agency is different. You are only as good as you are, and we can just help make you better--but not something different.
One last thing to keep in mind, if you are working with a consultant and concerned about conflicts one of two things may be going on. First, you may find that you would truly be more comfortable having someone inside of your organization oversee the project (as most of us work with more than one client at a time).
Second, you may need a new consultant. Consultants should not be sharing information about other clients. While I wouldn't encourage operating in a cloak of secrecy, I will say that the last thing your consultant should be discussing with you is his or her other clients!
Tuesday, August 28, 2007
AmeriCorps
Could you use an extra staff person...or two...or three...in your organization?
The AmeriCorps state grant is open! An article in a recent newsletter published by Indiana's Office of Faith-based and Community Initiatives describes the program as this:
"AmeriCorp grants are generally awarded to eligible organizations to recruit, train and manage AmeriCorp members who address unmet community needs. AmeriCorp members are individuals who engage in community service. Members may receive a living allowance during their term of service. Upon successful completion of their service members receive an education aware from the National Service Trust."
One of our clients was recently notified they would benefit from the support of three AmeriCorp members over the next year. Using the talents that each AmeriCorp member brings to the table, the organization has expanded its plans for 2007-08, including increased fund raising efforts!
For more information about how your organization could benefit from the efforts of an AmeriCorp member, contact:
Office of Faith-Based and Community Initiatives
Indiana Government Center South
302 West Washington Street, Rm. E012
Indianapolis, IN 46204
T: 317-232-2503
F: 317-233-5660
The AmeriCorps state grant is open! An article in a recent newsletter published by Indiana's Office of Faith-based and Community Initiatives describes the program as this:
"AmeriCorp grants are generally awarded to eligible organizations to recruit, train and manage AmeriCorp members who address unmet community needs. AmeriCorp members are individuals who engage in community service. Members may receive a living allowance during their term of service. Upon successful completion of their service members receive an education aware from the National Service Trust."
One of our clients was recently notified they would benefit from the support of three AmeriCorp members over the next year. Using the talents that each AmeriCorp member brings to the table, the organization has expanded its plans for 2007-08, including increased fund raising efforts!
For more information about how your organization could benefit from the efforts of an AmeriCorp member, contact:
Office of Faith-Based and Community Initiatives
Indiana Government Center South
302 West Washington Street, Rm. E012
Indianapolis, IN 46204
T: 317-232-2503
F: 317-233-5660
Tuesday, August 7, 2007
The Complex World of NIH
Monday (8/6) marked yet another NIH deadline. The National Institutes of Health (NIH) is one of the most complex organizations in the federal government. Each year, NIH receives over 80,000 applications--80,000! That number is up from less than half of that just five years ago.
Until recently, those applications would pour in from FedEx, UPS and the USPS. I have heard NIH officials tell stories of stacks of mail crates full of proposals two stories high in their mail warehouse. But now, everything is electronic (or almost everything).
NIH led the way in the conversion to electronic submission and still has one of the most sophisticated, or complex, submission system in the federal government (Department of Defense has a slight advantage over NIH). While a few grant or contract programs are still making the transition to electronic submission (required by all federal agencies by 2008), the vast majority use the electronic submission system.
On submission days, within 30 minutes of the deadline, NIH estimates it receives an average of 3,000 proposal. Amazingly enough, 80 percent of NIH applicants for any one deadline wait until the last 30 minutes to submit. Rest assured, if you submit during these last 30 minutes--you will have technical difficulties. Plan on it, because I can almost guarantee it.
I heard the head of the Scientific Review Committee (the body that receives and reviews all NIH, CDC and FDA proposals) tell a story of when they were designing their system, they looked for best practices on other sites that pushed and pulled large amounts of information. Amazon was one of their favorites. But when they met with Amazon and told them the volume of information they were designing their system for, even Amazon was speechless.
Beyond volume, NIH is also unique because it has linked two systems together: the federally mandated and operated grants.gov and its own site, eRA Commons. Anyone who receives NIH funding must also have an eRA Commons username. Applications and activities are all linked to an individuals eRA Commons account. It is the virtual post office, and sometimes trading post, of the NIH world.
While incredibly sophisticated, both NIH's submission process and the eRA Commons site are not necessarily the most user-friendly systems. Despite the fact that they think they are being perfectly clear, most people struggle through the language and requirements the first go-around.
However, NIH, grants.gov and eRA Commons have all restored my faith and hope in government call centers (of course, most are run on contract--but in this country). When you call, these people will actually help you! So, have no fear--despite the complex world of NIH, it can be navigated and conquered by all--even the newest of investigators.
Until recently, those applications would pour in from FedEx, UPS and the USPS. I have heard NIH officials tell stories of stacks of mail crates full of proposals two stories high in their mail warehouse. But now, everything is electronic (or almost everything).
NIH led the way in the conversion to electronic submission and still has one of the most sophisticated, or complex, submission system in the federal government (Department of Defense has a slight advantage over NIH). While a few grant or contract programs are still making the transition to electronic submission (required by all federal agencies by 2008), the vast majority use the electronic submission system.
On submission days, within 30 minutes of the deadline, NIH estimates it receives an average of 3,000 proposal. Amazingly enough, 80 percent of NIH applicants for any one deadline wait until the last 30 minutes to submit. Rest assured, if you submit during these last 30 minutes--you will have technical difficulties. Plan on it, because I can almost guarantee it.
I heard the head of the Scientific Review Committee (the body that receives and reviews all NIH, CDC and FDA proposals) tell a story of when they were designing their system, they looked for best practices on other sites that pushed and pulled large amounts of information. Amazon was one of their favorites. But when they met with Amazon and told them the volume of information they were designing their system for, even Amazon was speechless.
Beyond volume, NIH is also unique because it has linked two systems together: the federally mandated and operated grants.gov and its own site, eRA Commons. Anyone who receives NIH funding must also have an eRA Commons username. Applications and activities are all linked to an individuals eRA Commons account. It is the virtual post office, and sometimes trading post, of the NIH world.
While incredibly sophisticated, both NIH's submission process and the eRA Commons site are not necessarily the most user-friendly systems. Despite the fact that they think they are being perfectly clear, most people struggle through the language and requirements the first go-around.
However, NIH, grants.gov and eRA Commons have all restored my faith and hope in government call centers (of course, most are run on contract--but in this country). When you call, these people will actually help you! So, have no fear--despite the complex world of NIH, it can be navigated and conquered by all--even the newest of investigators.
Wednesday, July 11, 2007
How Much Do You Charge Final Installment
In this third and final installment, I want to talk about what a nonprofit can do to address those points of readiness. Keep in mind that any good consultant will come in and evaluate your organization on some level or another before they prepare a proposal. In other words, be weary of consultants who don't ask a lot of questions about your organization!
But, a lack of readiness certainly does not mean we cannot help. Often, it simply means you need us even more than you think you did. Some of my favorite success stories focus on taking an organization for a very low state to a high state of readiness. In the end, we were extremely successful with our grant proposals--but trust me, it didn't come without considerable up front effort to get organized.
In response to the six points of readiness listed in the previous installment, here are some things you can do along the way to keep your organization at a level of readiness. Tackling these six items will no doubt make working with consultants easier and more effective--and sometimes cheaper!
1) Budget: Do I even need to address this one? Every organization should operate on a budget, period. And, ideally it should be broken out by program (fund accounting) but that is a whole'nother subject.
2) Keep a record of your thoughts, plans and current projects/programs--and keep it organized so when a consultant requests the most recent copy of your strategic plan, you can email it over instead of calling the board president to round up a coffee-stained paper copy (it's happened).
3) We all know relationships are tough. but work to keep them open and honest and make sure a consultant is aware of any rocky relationships or tense situations that may affect their work. A board and staff working against each other, or an executive director and staff working against each other prevents progress.
4) A limited grant history does not mean you should rule out getting a grant in the future. It just means grant seeking may be a bit tougher and may require "proving yourself" a little more than other organizations. Make sure you deliver the programs and services you promised in a grant proposal--if it is looking like you won't be able to (which happens, you won't be the first), contact the foundation immediately. Burned bridges with funders can take years and sometimes changes in leadership to rebuild.
5) Newsflash: the executive director cannot do it all. And, be aware that just because you hire a consultant doesn't mean you won't have to do any work. A consultant needs a single-point of contact for each project. This person should be someone who is available, involved in as many aspects of the program and or organization as possible and capable of meeting deadlines. It is less about the title of the contact and more about their availability and desire to see the project succeed and move forward.
6) Not planning ahead can cost you--big time. Assign a staff person to watch for grant opportunities and keep a spreadsheet with foundations organized by due date. Set internal deadlines that are as much as a week ahead of the funders. I had a client that used to shoot for two weeks ahead of the deadline. While it drove me crazy sometimes, they were right. Seemed like we always ran in to some snag at the last minute and having the extra time really helped keep the stress level down, which in turn keeps the error rate way down.
That does it for this series. What's next for the blog? I have no idea. We will see what unfolds in the next few weeks--seems like real life experiences provide plenty of material for blogging. Stay tuned!
p.s. email us at info@parmeleeconsulting.com if you have a topic you would like to see discussed on either the blog or in the newsletter.
But, a lack of readiness certainly does not mean we cannot help. Often, it simply means you need us even more than you think you did. Some of my favorite success stories focus on taking an organization for a very low state to a high state of readiness. In the end, we were extremely successful with our grant proposals--but trust me, it didn't come without considerable up front effort to get organized.
In response to the six points of readiness listed in the previous installment, here are some things you can do along the way to keep your organization at a level of readiness. Tackling these six items will no doubt make working with consultants easier and more effective--and sometimes cheaper!
1) Budget: Do I even need to address this one? Every organization should operate on a budget, period. And, ideally it should be broken out by program (fund accounting) but that is a whole'nother subject.
2) Keep a record of your thoughts, plans and current projects/programs--and keep it organized so when a consultant requests the most recent copy of your strategic plan, you can email it over instead of calling the board president to round up a coffee-stained paper copy (it's happened).
3) We all know relationships are tough. but work to keep them open and honest and make sure a consultant is aware of any rocky relationships or tense situations that may affect their work. A board and staff working against each other, or an executive director and staff working against each other prevents progress.
4) A limited grant history does not mean you should rule out getting a grant in the future. It just means grant seeking may be a bit tougher and may require "proving yourself" a little more than other organizations. Make sure you deliver the programs and services you promised in a grant proposal--if it is looking like you won't be able to (which happens, you won't be the first), contact the foundation immediately. Burned bridges with funders can take years and sometimes changes in leadership to rebuild.
5) Newsflash: the executive director cannot do it all. And, be aware that just because you hire a consultant doesn't mean you won't have to do any work. A consultant needs a single-point of contact for each project. This person should be someone who is available, involved in as many aspects of the program and or organization as possible and capable of meeting deadlines. It is less about the title of the contact and more about their availability and desire to see the project succeed and move forward.
6) Not planning ahead can cost you--big time. Assign a staff person to watch for grant opportunities and keep a spreadsheet with foundations organized by due date. Set internal deadlines that are as much as a week ahead of the funders. I had a client that used to shoot for two weeks ahead of the deadline. While it drove me crazy sometimes, they were right. Seemed like we always ran in to some snag at the last minute and having the extra time really helped keep the stress level down, which in turn keeps the error rate way down.
That does it for this series. What's next for the blog? I have no idea. We will see what unfolds in the next few weeks--seems like real life experiences provide plenty of material for blogging. Stay tuned!
p.s. email us at info@parmeleeconsulting.com if you have a topic you would like to see discussed on either the blog or in the newsletter.
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