Strategic Partnership | Grant Pitch
Museum of Contemporary Art San Diego
MCASD was interested in applying to the James Irvine Foundation for a large grant, but needed help developing the right pitch.
The Irvine Foundation provides large grants to organizations that are serving specific community needs. MCASD was challenged in developing the right project that would speak to the Irvine Foundation while remaining on-mission. After reviewing MCASD’s grant program, KC Nonprofits had multiple meetings with staff from curatorial, education and development departments.
During these robust discussions KCN learned about the types of programs MCASD excels in, the direction the museum was interested in pursuing, and the needs the organization wanted to fill. KCN shared information on the projects that are most interesting to the Irvine Foundation, and the ways to match MCASD’s goals with those of the Irvine Foundation. Through these conversations KCN helped shape a powerful pitch that was both representative of important work MCASD was interested in doing in the community, and relevant to the funder.
KC Nonprofits created the initial grant and MCASD was invited to submit a full grant which was awarded in the amount of $456,000
High-Profile Project Management
Balboa Park Cultural Partnership (BPCP)
BPCP had a solid committee structure, but no staff member to oversee the launch of a parkwide admission pass. BPCP needed a high-level manager who could interface with a variety of groups and keep a project on time and on budget.
KC Nonprofits was engaged for a period of 9 months to oversee the launch of the parkwide pass. KCN developed a Request for Proposal (RFP), oversaw the proposal evaluation process and selection of a firm, as well as the overall process to brand the pass. KCN worked with all 17 museums, an advisory committee, a marketing committee, a branding firm, and an advertising firm to launch the program to the public.
Public launch of the Balboa Park Explorer program with single-day, multi-day, and annual pass.
Analysis and Resource Management
A San Diego nonprofit organization
An organization approached KC Nonprofits with the concern that they were not making their contributed income goals even though they believed they had an excellent fundraising team.
KC Nonprofits analyzed the contributed income goals, surveyed the development team members, and interviewed a number of individuals at the organization. At the completion of this analysis KCN determined that the staff members were extremely capable, and individually budgeted line items for contributed income were appropriate.
The problem stemmed from a discrepancy in how budgets were prepared vs. how staff were allocated. KC Nonprofits found that one person on the development team was responsible for raising 40% of the revenue. Conversely one full-time position was allocated to a program that raised only 10% of the funds. Finally, no development staff members were allocated to a program budgeted to provide 50% of the funds as it was assumed they would be managed by other senior staff or board members.
KC Nonprofits recommended a reallocation of resources to both maximize the talents of the development team, and bring in other staff members who could support development efforts. This included a “portfolio process” which assigned a specific group of donors to each team member. A development staff member then became responsible for overseeing each team member who had a portfolio. This would ensure appropriate management of all donors. Additionally, KCN recommended changes in staff responsibilities so that programs with higher goals had greater resources allocated to them.