Commonly Asked Questions

Starting a Nonprofit

  • Define your mission, file for 501(c)(3) status, form a board, draft bylaws, and develop an initial budget and strategic plan.

  • Assess if your goals can be met through collaboration with existing organizations or if a new entity is necessary.

  • Challenges include securing funding, building credibility, and navigating compliance and governance requirements

  • Ensure the board is diverse in skills, experiences, and connections. They should be passionate about your mission and actively engaged in governance, fundraising, and advocacy.

  • Collaborating with an established nonprofit can be a quicker way to address needs, especially if they already have infrastructure in place. Consider partnership over starting a new entity if your goals align.

 Grant Writing

  • Use grant databases, research foundations with similar priorities, and maintain relationships with funders. Consultants can help identify and match opportunities to your needs.

  • A clear, compelling narrative, strong evidence of need, detailed budget, measurable goals, and alignment with the funder’s priorities are essential.

  • Depending on complexity and requirements, a quality proposal can take weeks or months. Starting early is critical.

  • Attend funder events, communicate regularly, provide updates on funded projects, and express appreciation for their support.

  • Common reasons include failing to meet eligibility requirements, unclear goals, poor alignment with funder priorities, and weak budgets. Most grants are highly competitive. Local and state funding are easier to compete for and are great places to start.

 Strategic Planning

  • Involve them early in the planning process, communicate transparently, and show how the plan benefits them and the organization.

  • Most organizations review their strategic plan annually and update it every 3-5 years, depending on significant changes in internal or external environments.

  • Metrics should be tied to your goals. Examples include program outcomes, fundraising growth, staff retention, and community impact data.

  • Start by conducting a thorough analysis of your current state through a SWOT (Strengths, Weaknesses, Opportunities, Threats) assessment. Engage stakeholders in discussions to ensure alignment, then develop actionable goals that directly support your mission and vision.

 Workshops & Training

  • Yes, workshops can be tailored to address your organization’s unique challenges and goals. Whether it's leadership development, strategic planning, or grant writing, the training can be made to fit your needs.

  • Investing in training enhances staff skills, boosts morale, and increases overall productivity. It also helps retain talent, making your organization more sustainable and successful in the long run.

  • Use interactive activities, real-life case studies, and offer opportunities for feedback. Training should be dynamic and practical, with clear takeaways that can be applied to daily operations.

  • Workshops provide hands-on learning, encourage collaboration, and help in skill-building. They can also address specific needs within your team, helping to move your organization forward more efficiently.

  • Focus on core skills like communication, leadership, diversity and inclusion, time management, and any technical training related to your field (e.g., grant writing or nonprofit management).

Visual Storytelling

  • Videos of beneficiary success stories, before-and-after project photos, or infographics explaining program outcomes and community impact can deeply resonate with donors and supporters.

  • Use free or affordable design tools, capture high-quality images using smartphones, and collaborate with volunteers or local photographers to produce visually powerful content.

  • A mix of both works best. Videos can show dynamic stories in real-time, while photos are great for showcasing moments of impact and engagement in still form.

  • Always get consent from individuals featured, especially when sharing sensitive stories. Use generalized data when specific personal information cannot be shared.

 Questions for Coppertop:

  • Typically, I meet with clients over video calls or phone to learn more about their organizational needs. From there, I propose options for my involvement. We agree on a best-fit option together.

  • It honestly depends. I’ve worked on projects that took anywhere from 3 hours to 100 hours to complete. Even small one-page applications can have pesky, time-consuming steps. “Writing a grant” involves far more than writing the proposal. Time depends on a couple of factors:

    1. Availability of accurate organizational language & relevant attachments

    2. Readiness of an organization to invest time in managing a program, developing a budget, or maintaining tracking systems of grant fund expenditures

    3. The complexity of application requirements like site visits, long-range financial plans, involved collaborations, or various endorsements

  • Bluntly, nope. Unlike competitors, I do not accept incentive pay, contingency fees, commission-based page, or finder’s fees. They are considered slipshod in the grants community, unethical in the eyes of funders, and generally a bad idea for organizations. I abide by the Grant Professionals Association code of ethics and recommend further reading on this topic here.

  • This varies based on the organization, types of grants I’m writing, and fundraising goals. Keep in mind that I do much more than write grants, so I stay busy helping you become more competitive for grants, finding new grants, and reporting on the grants you’ve already won.

  • I’ve found that organizations unable to work with a consultant are often unprepared to apply for or manage grant funds. And that’s okay. Take a look at my grants checklist for starters. Your responses will be a good indicator of your readiness to venture into the grants world. Check out this resource for more info. Also, let me encourage you that grants are not the end-all-be-all in many cases.

    A good grants consultant will dissuade you from “chasing dollars” and give you honest recommendations for the best use of your time.

  • CopperTop was a childhood nickname from the old Duracell battery slogan "going the distance, extra life, extra power." A combination of an outgoing personality, classic red hair, and being a long-distance runner who dreamed of going to the Olympics. Bee was the other childhood nickname my little brother gave me, and it caught on throughout the years for all the attributes of a bumblebee. It was also my grandmother's nickname, and she was smart, savvy, and feisty, so I came by the name honestly. The logo embraces, well, me!

  • I prefer to determine success less quantitively and more qualitatively. Although I have received several millions of dollars worth of funds, I’ve found that a numerical marker isn’t a helpful measurement of success and can be misleading. Every proposal is different. Funding is never guaranteed—even for the most qualified projects. And receiving funding is not synonymous with long-term organizational success.

    Success is getting clients in the best position possible for grants seeking and stewardship. Success is different for every organization depending on where they are on the grants “spectrum.”

    Often, I’ve found that grant awards follow organizations willing to learn & change. Other times, I consider a client relationship highly successful when we discover that grants maybe aren’t their funding sweet spot after all.

  • An organization’s likelihood of getting funding is usually determined by its overall readiness. Grant writing is a highly competitive process, and funders can see straight through even the most persuasive of proposals if the organization is not ready or a good fit. I help position you for success in the world of grants based on your readiness and fitness with the current grants landscape.

  • You will have to dedicate some time to work with me. I check in with my clients bi-weekly to keep you updated and to ensure clear communication while applying for funding. These meetings are customized for every client. On the front end of our relationship, you can expect to spend time sharing documents and information about your organization, securing MOAs/MOUs or letters of support from partners (if needed), and reviewing final drafts of all grant proposals. On the back end, we work as a team to meet deadlines and cultivate relationships with funders.

  • It's important to understand the nuances of federal funding. This includes having administrative staff to help accomplish the goals, managing cash flow for reimbursement grants, handling reporting, establishing internal controls, having the ability for data collection, and understanding audit thresholds. When it comes to meetings, the requirements can vary depending on the specific funding and programs you are involved in. As for administrative functions, it's crucial to allocate the necessary time and resources to ensure everything is managed effectively.

    When receiving federal funds, it's important to understand that it essentially involves signing a contract with the federal government. By accepting these funds, you are committing to perform specific tasks on behalf of the government and, as a result, you are obligated to abide by their standards, restrictions, and rules. This means adhering to the regulations and requirements set forth by the federal government in order to maintain compliance and accountability.

 Strategic Self-Assessment

  • Your mission is the "why" behind your organization’s existence, the vision is your long-term goal, and your values guide your decisions. These should be clear, compelling, and consistently communicated. If they are unclear or underdeveloped, it may be hard to make decisions or attract support.

  • Review your existing programs. Are there areas where you’re not meeting the needs of your target audience? Are there services that your community needs but you’re not currently offering? Identifying these gaps will ensure your programs remain relevant and effective.

  • Take a step back and think about what is hindering your organization’s success. Are there funding shortfalls? Is your program underperforming? Do you need more capacity or resources? Understanding the most pressing issues will help guide your next steps and align efforts for effective change.

  • Look at how your internal systems work—such as communication, financial management, or client services. Are these processes supporting or hindering your ability to meet your goals? Streamlining and aligning these systems can drastically improve efficiency and effectiveness.

  • Think about where your funding comes from—grants, donations, earned income, or others. Do you have a diversified funding strategy? Are you planning for future needs, or are you overly reliant on one source? Ensuring long-term financial sustainability is crucial for continued success.

  • To know if your programs are making an impact, you need clear metrics. Do you track outcomes, such as the number of people served, changes in behavior, or other measurable goals? If you aren’t tracking success, it may be harder to demonstrate value to funders or stakeholders.

  • Think about where you want your organization to be in 5, 10, or even 20 years. Do you have clear aspirations for growth or impact? This can help inform your strategies and the steps you take today to ensure sustainable success.

  • Stakeholders and the community are central to your success. Do you actively engage with them, listen to their needs, and incorporate their feedback into your strategies? A well-thought-out engagement plan will strengthen relationships and help build support for your mission.

No question is a dumb question.

No question is a dumb question.