NDI Proven Systems That Get You Results Attachments * Show Me The Money Presentation * Federal Funds for Organizations that Help those in Need by: White House Faith-based and Community Initiatives * Federal Register Notice * Sample Budget with Narrative * Grant Proposal to Kennett Education Foundation to Claneil Foundation * A Simulated Proposal Narrative for: A Community-based Mothers and Infants Center * Nonprofit Development Institute Brochure A Proven System NDI Mission Statement To provide educational products and services which will empower nonprofit organizations and faith based organizations to quickly develop, fund and effectively implement community programs based on best practices. Who We Are * Founded in 1982 by Lulu Nix, Ed.D. * Local Team of experts with experience in fundraising & various service areas Rev. Dr. Sheldon Nix, CEO Theophilus R. Nix, Jr. Esq. Jacqueline Greenidge Nix, MBA Denise Nix Thompson, MBA Garnetta Brown, Admin. * National Team of Consultants The Teams Expertise Human Capital Development * Training--Seminars & Workshops * Coaching-- One-on-one and Group * Strategic Partnerships and Collaborations Financial Capital Development * Grants * Indirect Cost Rate NDIs Program Design and Development Experience > Founded & managed many local projects > Coordinated state-wide and national programs > Developed national models > Set & administered national policy > Developed many public-private partnerships > Raised tens of millions of dollars > Know what works & what gets funded NDIs Broad Experience NDI has secured grants for: > Educational Institutions > Hospitals > Churches / Faith Based Organizations > Community Based Agencies > Businesses > Volunteer Organizations NDIs Success Rate 85% success rate in grants weve submitted have been approved and funded. > Over 12 million in Camden, NJ > Over 10 million in Philadelphia, PA > Over 5.0 million in Wilmington, DE Exodus House for Youth and Young Adults $1,000,000 Track Record Hospital-Based Community Partnership Program for Substance Abuse Prevention $5,170,563 Track Record Hospital-Based Community Partnership Program for Pregnant Substance Abusing Women & Their Infants $3,013,500 Track Record Track Record Track Record * DAILY Tracking Abilities * The Experience of our CEO * Our Staff and Consultants * A very precise and sophisticated 8-step proposal development process (see handout) * Budget Preparation Experience * Evaluation Design * Use of Best Practices * Partnership Development Experience NDIs Business Model, Process & Results Model * Fee-for-service business * Contracted service * Program design * Grant writing * Training * Evaluation * Co-Branded Strategic Partner * NDI or Professional Counseling Resources Inc. a nonprofit, serves as grant participant or grantee to: * Design programs * Write proposals * Provide management of grant to federal government standards * Manage the partner collaborative * Build capacity of partners who may not have capability to implement all aspects of the project * Provide training * Conduct evaluations How America Gives 2005 Contributions $260.28 billion by type of recipient organization 2005 Contributions $260.28 billion by source of contributions 62.9% of U.S. Charities raised more money in 2005 than in 2004 Almost 25% of respondents raised less money in 2005 than in 2004 12.6% raised about the same amount of money in 2005 than in 2004 More than 66% of surveyed charities reached their fundraising goal. 61.2% set 2005 goals higher than in 2004 67.4% of respondents said Hurricane Katrina had no immediate impact on their fundraising goals. 85.1% believed no long term effects. Single biggest challenge U.S. fundraisers cited for 2005: Too many nonprofits and increased competition for the charitable dollar. (42.2%) In 2006, 7 in 10 (69.8%) believe their organizations will raise more funds in 2006 than in 2005: - 21.9% - about the same - 8.1% - less funds $17.44 billion of the total 2005 charitable giving charitable bequests $13.77 billion corporate donations 59% of organizations reported an increase in receipts for 2005. The highest percentage of growth since 2000 and lowest percentage reporting a drop in giving. Americans gave $260 billion in 2005 (6.1% growth) In 2004 - $245 billion About half of the $15 billion increase in total giving ($7.37 billion) was for 3 major national disasters. The Potential Federal Funds for Organizations that Help Those in Need White House Faith-based and Community Initiatives (Handout) Federal Funds Awarded Nationwide in 2005 Human Services o Runaway Youth Basic Center Program: $49 million o Mentoring Children of Prisoners: $50 million o Child Care: $2.1 billion Health o Healthy Start: $98 million o Ryan White HIV/AIDS Programs: $2.1 billion Federal Funds Awarded Nationwide in 2005 Substance Abuse o Substance Abuse Treatment: $447 million o Substance Abuse Prevention: $184 million Mental Health o Mental Health Demonstration Program: $210 million o Childrens Mental Health Demonstration Program: $105 million Federal Funds Awarded Nationwide in 2005 Housing and Urban Development o Public Housing Capital Fund: $2.3 billion o Senior Housing: $741 million o Youthbuild: $58.5 million o Prisoner Re-entry: $75 million o Home Investments Partnerships: $1.9 billion Federal Funds Awarded Nationwide in 2005 Labor o Job Training Block Grant: $ 4 billion o Services for Older Americans: $437 million o Workforce Investment Act Jobs & Services for Youth: $986 million Funding Sources Private Funding Sources Private Researching Funding Sources Foundation Funding Sources Foundation Funding Sources d. Giving By Industry Aspen Publishers www.aspenpublishers.com e. Directory of Pennsylvania Corporations send email to: pafoundations@aol.com Foundation Funding Sources 2. Annual Reports: Foundation Annual Reports can be obtained from individual funders; they are generally published yearly. 3. Contact Funding Representative: Funding representatives can give advice on funding to become available, share program funding in advance of RFP. Every RFP has a contact person. Foundation Funding Sources Additional Funding Resources Additional Funding Resources Additional Funding Resources Federal Funding Overview Grant Research Resources ~ The Catalog of Federal Domestic Assistance (CFDA): the Feds primary grants resource directory. Search topics by program, agency deadline or assistance type. Contacts for each federal agency. www.cfda.gov ~501(c) (3) Designation: IRS guidance www.irs.gov/charities/charitable/index/html ~ U.S. Census Bureau: used to obtain demographic data. www.census.gov See Federal Register Handout The Federal Register: www.gpoaccess.gov/frlindex.html Official Federal government publication showing all published federal program announcements, notices and regulations. Types of Proposals * Programs: Provide funding for organizations to create or continue programs for individuals or communities. 2. Technical Assistance: Affords organizations the opportunity to address deficiencies in certain areas. Funds can be obtained for the hiring of consultants or other professionals to help improve the organizationfs capabilities. 3. Research: Allows for the study of a particular issue. 4. Capital Improvement: Covers the cost of physical improvements to land and buildings 5. Planning / Coordinating: Funds are made available to coordinate programs among several agencies. Types of Grants Types of Grants Types of Grants The Ten Most Common Reasons Grants are Declined The Ten Most Common Reasons Grants are Declined (contd) 4. The proposal is poorly written and difficult to understand. Have friends and experienced people critique the grant before you submit it. 5. The proposed budget/grant request is not within our funding range. Look at average size of grants of the funder. 6. We dont know these people. Are they credible? Set up an interview before submitting the proposal and have board members and other funded organizations help you establish a relationship and give you credibility. The Ten Most Common Reasons Grants are Declined (contd) 7. The proposal doesnt seem urgent. Im not sure itll have an impact. Study the priorities and have a skilled writer do this section to make it grab the funder. Your aim is to sound urgent, but not in crisis. 8. The objectives and plan of action of the project greatly exceed the budget and timelines for implementation. Be realistic about the programs and budgets. Only promise what can realistically be delivered for the amount requested. The Ten Most Common Reasons Grants are Declined (contd) 9. Weve allocated all the money for this grant cycle. Dont take this personally. It is a fact of life. Try the next grant cycle. Next time, submit at least a month before the deadline to give ample opportunity for questions and a site visit. 10. There is not enough evidence that the program will become self-sufficient and sustain itself after the grant is completed. Add a section to the proposal on your plans for self-sufficiency and develop a long-term strategy. of Grant Writing Know your funder, establish a relationship Review any documentation published by the funder including annual reports, program information, funding guidelines Follow guidelines and proposal formats Give the funder all the information they request additional information can be placed in an appendix Ask, if you have any questions DO: Ensure the proposal is easy to read Use headings and point form where appropriate Use short sentences Avoid jargon and highly technical language wherever possible Be clear, concise, positive, creative, honest Present concrete ideas Invite the funder to be a partner in your success And DO: Ensure the budget is detailed and balanced Identify clear outcomes, phrased as outcome statements Appear well grounded in the issues; your proposal should be written to educate the reader on the issues Be realistic Ensure your references are able to speak knowingly and positively about your organization and your proposal Highlight any past mistakes while being prepared to discuss and defend them and the solutions in a meeting But DONT Annoy the funder Go even one line over the maximum number of pages allowed in a letter of intent or proposal nor use a microscopic font to make it all fit Be abstract Pad your budget Use personal pronouns I is much worse than we Regurgitate the funding guidelines Be too flashy Appear desperate Become discouraged Foundation DOs and DONTs DONT Send a generic, one size fits all request with no reference to the specific foundations funding guidelines or interests Send a list of possible project ideas and invite the foundation to select the one that most interests them Tell the foundation their funds are required to match a government grant Ask for 100% of the funds you need from a single source DONT Send a 20-page proposal with numerous attachments nor a one page letter with minimal information Use jargon or acronyms that are not spelled out Request a meeting (of feedback on an idea by telephone) in advance of sending anything in writing Approach a family member or board members directly to ask for their support Send a request to the wrong name at the right address DO: When submitting a full proposal, include an executive summary Come to the point. Near the beginning of your proposal, state in one or two sentences precisely what you want to do and what part of the project the foundations grant would be used for Advise the foundation of other potential or actual funders, any prior evaluations that have been conducted, or how you plan to evaluate the project over the course of the grant DO: Take the time to find out as much as you can about a foundation before approaching them Tailor your request to the interests of the particular foundation Send your request in the form specified by the foundation Make sure you send your letter of enquiry to the person who is identified as the contact person. Send brief letters of enquiry containing all of the pertinent information DO: Demonstrate that you are submitting the proposal as part of a longer-term strategy and that if the project is not slated to end, steps will be taken to ensure it is sustainable beyond the period of foundation funding Demonstrate community support (volunteer hours, financial contributions, etc.) Show, whenever possible, that you will be collaborating with other organizations in implementing your project Continue to approach a foundation from time to time even if you have been declined; foundations evolve and priorities change Square Peg in a Round Hole Should You Apply for A Grant? Should You Apply for a Grant? Should You Apply for a Grant? Grant Development Process > Read the Application CAREFULLY > Strip the Application > Create Check List > Create Timelines > Story Board > Create Mockups Mockups May Include > Headings > Introductions > Topic Areas > Graphics > Action Steps Steps to Develop Mockups > Determine number of pages per section > Place boxes where paragraphs, headings, theme statements and graphics will go > Add theme statements > Add graphics > Add bullets for key points and topic text Write to Reviewers > Write to Reviewers not your peers > Produce a Sales Document > Make scoring easy cover all the points in the RFP in the correct order > Use simple language > Support all claims Preparation A successful grant proposal is one that is: * Well-prepared * Thoughtfully planned * Concisely packaged Proposal Appearance Writing Tips: Bold Type Lists Ragged Right Margins Type Size Type Style Proposal Appearance Editing Tips: Headings Page Numbering Proofreading Content and Organization Clarity Mechanics Design Transitions White Space Writing Style Tips: Remember the reader. Begin with the main point and be concise. Use clear specific language. Write in a friendly, professional style. Prefer active voice. Move from known information to new information. Avoid complicated sentences. Use correct spelling, grammar, and punctuation. Use signal words. Writing the Proposal ? Questions Grant Reviewers Ask Grant Reviewers Ask Does the application provide complete responses to the criteria specifically listed in the RFP? Are the applicants intentions clear and specific rather than obscured by meaningless jargon? Are the activities outlined in different sections of the application consistent with each other? For example, does the budget match the programs approach? Grant Reviewers Ask Do the presented ideas flow logically? Are the described activities consistent with current, accepted knowledge and ideas in the field? To what extent does the application explain the selected populations need for assistance? Are the numbers of participants to be served identified? Are the projects objective measurable? If they are, how will success (or failure) be evaluated? Grant Reviewers Ask How will the skills, experience and education levels of the key staff help to achieve the programs objectives? To what extent does the applicant demonstrate a solid understanding of the costs of the project? Are the activities and corresponding budget reasonable, and are sufficient details provided to make that judgment? Is a persuasive, realistic case made to approve the proposal? Writing the Proposal ? The Funders Perspective by Christine Henry, Director William S. and Dorothy K. ONeill Foundation The Funders Perspective Does the organizations mission and the project match the interests of the Committee or Agency? Is the proposal written well? Is it clear, descriptive, logical, free of jargon, well organized? Is the project stated in terms of serving the clients? Was it developed with client input? The Funders Perspective Does it build on strengths and opportunities as opposed to focusing on problems and needs? Is the project reasonable and doable? Do the goals, methods, and evaluation flow from one to the next? Does the organization have the wherewithal to carry it out? The Funders Perspective What are your impressions regarding the management and reputation of the organization? Is there evidence of solid board and community support and involvement? Are there partnerships or collaborations involved? Does the budget tell the same story as the proposal narrative? The Funders Perspective Are there any unexplained amounts? Is it sufficient to perform the task? Is it clear what the Foundation is being asked to fund? Is future funding addressed? If site visit or phone call was conducted, describe it. Do you or any Committee member have personal experience or connections that can add insight? What do you recommend? Writing the Grant Proposal Basic Components: Writing the Grant Proposal Basic Components: * The Cover Letter * The Abstract / Summary * Introduction of Organization / Capacity & Qualifications * The Problem Statement / Needs Assessment * Program Goals and Objectives * Methodology / Plan of Operation Writing the Grant Proposal Basic Components (cont.): * Key Personnel * Project Evaluation * The Project Budget / Budget Justification * Future Funding / Sustainability * Appendices Initial Proposal Development * Developing ideas for the proposal * Identification of a funding source * Getting organized to write the proposal Elements of a Grant Proposal *Credits to The Center for Nonprofit Management A proposal must convince the prospective donor of two things: 1. That a problem need of significant magnitude exists, and 2. That the applicant agency has the means and the imagination to solve the problem or meet the need. When no specific format or guidance is given by the funding source, it is safe to generally assume that the proposal should be no more than 15 pages in length (single-spaced) and should include the following sections: Cover Letter A letter of inquiry should meet the following criteria: Abstract / Summary * Appears at the beginning of the proposal * Identifies the grant applicant * Includes at least two sentences on credibility * Includes at least two sentences on problem * Includes at least two sentences on objectives * Includes at least two sentences on methods * Includes total cost, funds already obtained and amount requested in this proposal * Is brief (one page at most) * Is clear * Is interesting Abstract / Summary Key Questions to Answer: Does my abstract effectively summarize the project? Does it place appropriate emphasis on the various proposal components? Does is enumerate project outcomes? Does it comply with length or word requirements of the sponsor? Does it use key headings and subheadings to highlight proposal sections? Qualifications of the Organization * Clearly establishes who is applying for funds * Briefly addresses the rationale for the founding of the organization * Describes applicant agencys purposes and long-range goals * Describes applicants current programs and activities * Describes applicants clients or constituents * Provides evidence of the applicants accomplishments * Offers statistical support of accomplishments The Problem Statement - Stating the Purpose at Hand Areas to document are: The purpose for developing the proposal. The beneficiaries who are they and how will they benefit. The social and economic costs to be affected. The nature of the problem (provide as much hard evidence as possible.) How the applicant organization came to realize the problem exists, and what is currently being done about the problem The remaining alternatives available when funding has been exhausted. Explain what will happen to the project and the impending implications. Most importantly, the specific manner through which problems might be solved. Review the resources needed, considering how they will be used and to what end. Problem Statement / Needs Assessment > Describes the target population to be served > Defines the community program to be addressed and the need in the geographical area where the organization operates > Is related to the purposes and goals of the applicant agency > Is of reasonable dimensions not trying to solve all of the problems of the world > Is supported by relevant statistical evidence Problem Statement / Needs Assessment (contd) > Is supported by relevant anecdotal evidence > Is supported by statements from authorities > Is stated in terms of clients needs and problems not the applicants > Is developed with input from client and beneficiaries > Is not the lack of a program unless the program always works Problem Statement / Needs Assessment (contd) > Makes no unsupported assumptions > Is as brief as possible > Is interesting to read > Is free of jargon > Makes a compelling case The Needs Extent of Problem Determining the need refers to the extent to which there is an urgent need for funding the proposed activities to address a documented problem in the community or target area where the activities will take place. Determine Need for Project > Typically sets the tone for the proposal > Must be demonstrated through facts > Avoid emotion and rhetoric > Use most recent statistics and data > Compare target area with region and nation > Access Census website Assessing the Need / Problem Gather all of your facts concerning the problem you have observed. Utilize Census Data from Census 2000, Census 1990, the 1997 Economic Census, etc. www.factfinder.census.gov Census Data Web Site > Site is free and user-friendly > American factfinder (Census Data) is primary tool for accessing statistics on: * Population * Income * Education * Housing * Tracking patterns by decade Approach to Solving the Problem The best approach is determined by quality and amount of research and the Use of Best Practices. > What do you intend to do with the funds? > Describe in detail your program components. > Is it ambitious but attainable? > Assess your target population and explain how you will reach them. Approachc (conft.) > Consider resources you will need (materials, space and people) > Significance Demonstrate that the project will: * Result in a change or improvement in the target population * Offer new strategies or build on existing proven strategies * Produce outcomes of great importance Best Practices > Do you know of other models? > Do you have evidence that similar programs have been effective? > Be familiar with different models for solving your problem > Give reasons for selecting the model you have chosen Resources > You must determine your ability to secure community resources which can be combined with other resources to achieve the programfs purposes. > Leveraging includes financial and in-kind resources. > Other committed resources must be reflected in your budget and must be well documented. Program Goals and Objectives * At least one objective for each problem or need committed to in the problem statement * Objectives are outcomes * Objectives are not methods * Describes the population that will benefit from the program * States the time by which objectives will be accomplished * Objectives are measurable and quantifiable (if at all possible) Rememberc Program Goals and Objectives Type of Objectives Type of Objectives A Few Good Objectives Should Include: Methodology * Flows naturally from problems and objectives * Clearly describes program activities * States reasons for the selection of activities * Describes sequence of activities * Describes staffing of program * Describes clients and client selection * Presents a reasonable scope of activities that can be accomplished within the time and resources of the program * Provides a timeline of activities (if possible) Program Methods and Program Design: A Plan of Action Sketch out the following: * The activities to occur along with the related resources and staff needed to operate the project. * A flow chart of the organizational features of the project. * Explain what will be achieved through 1 and 2 above. * Perhaps devise a diagram of the program design. * Justify in the narrative the course of action taken. * Highlight the innovative features of the proposal which could be considered distinct from other proposals under consideration. * Use appendices to provide details, supplementary data, references, and information requiring in-depth analysis. Personnel HOW MANY? WHAT WILL THEY DO? FOR HOW MANY HOURS? * Salaries Break down hourly versus salaried employees * Wages Hour, Day, Week, Etc. * Fringe Benefits Detail SIIS, FICA, Etc. * Consultants Resumes, costs per hour * Contract Services Copies of contract included * Volunteers How many hours, hourly wage donated Non-Personnel * Program Space (Rent) Square foot costs * Utilities Per Program * Rent/Lease/Purchase of Equipment * Supplies Categories Office, Play, Medical, Etc. * Travel Staff, Volunteers, Participants * Transportation What mode * Telephone/Cell Phone/Pager * Fax * Internet * Postage * Printing Evaluation * To judge the programfs value and usefulness * To assess changes or improvements to programs * To increase the effectiveness of program management and administration * To contribute to overall knowledge of social science methodology * To satisfy the accountability requirement of the program sponsor Evaluation * Talk with other agencies who are providing similar services (instruments, evaluator referrals) * Evaluator must sign a letter of commitment and should provide guidance (preferably should help or write the evaluation plan) * If evaluator writes plan make sure he or she is familiar with proposed program and its outcome objectives need to match Evaluation * Should be consistent with program intervention (your theory on what will work, why and how it will work with your clientele) * Should make sure that the expected results stated are the same as the program narrative * University or Consultant evaluators Evaluation * Validity: refers to the accuracy of the measure. Measurement is valid when it measures what is supposed to measure. > Reliability: the instrument measures something consistently & dependably time after time. Evaluation * Grantwriter / evaluator should do extensive research on different instruments already in use and how they were previously tested for validity and reliability. > Explain how the evaluator will test its own developed instruments for validity and reliability. Evaluation Evaluation * Who will be responsible for developing or selecting data and how will it be collected (Cultural issues) * How, when and who will collect data from the intervention & control groups? * What measures is the program making to make sure instruments are culturally appropriate? Evaluation * How will the program make sure the measurements are voluntary? Is the evaluation included in the parental consent form? * How will client confidentiality be addressed? Evaluation Where will your evaluation data come from? > Questionnaire surveys > Focus Groups > Individual Interviews > Client narratives or journals > Staff notes, documentation on role play Evaluation How will you analyze the data? > Describe statistical tests to be used > Be sure statistical techniques address what you want to communicate Evaluation * Describe how you will communicate the evaluation results * to the funder * to the community > Explain how you will disseminate midcourse findings to the program staff Evaluation * Presents a plan for evaluating accomplishment of objectives * Presents a plan for evaluating and modifying methods over the course of the program * Tells who will be doing the evaluation and how they were chosen * Clearly states evaluation criteria * Describes how data will be gathered Evaluation continued * Explains any test instruments or questionnaires to be used * Describes the process of data analysis * Shows how evaluation will be used for program improvements * Describes any evaluation reports to be produced Product and Process Analysis The evaluation component is two-fold: 1. Product evaluation 2. Process evaluation It is practical to submit an evaluation design at the start of a project for two reasons: 1. Convincing evaluations require the collection of appropriate data before and during program operations, and 2. If the evaluation design cannot be prepared at the outset then a critical review of the program design may be advisable. Budget * Tells the same story as the proposal narrative * Is detailed in all aspects * Includes project costs that will be incurred at the time of the programs implementation * Contains no unexplained amounts for miscellaneous or contingency * Includes all items asked of the funding source * Includes all items paid for by other sources * Includes all volunteers * Includes all consultants Budget (continued) * Details fringe benefits, separate from salaries * Separately details all non-personnel costs * Includes separate columns for listing all donated services * Includes indirect costs where appropriate * Is sufficient to perform the tasks described in the narrative Budget Funders (Federal or Private) generally require an applicant to follow a particular format and submit completed standard forms. Budgeting and Timelines > State timelines to allow reasonable time for implementation > Identify key personnel responsible for program / tasks > List each program area and activity that will be performed > Show by program area each significant activity and milestone throughout the grant period. The Budget should accurately reflect the direct costs of the project. Typical Budgets are divided into two partsc Personnel and Non-personnel. Personnel HOW MANY? WHAT WILL THEY DO? FOR HOW MANY HOURS? * Salaries Break down hourly versus salaried employees * Wages Hour, Day, Week, Etc. * Fringe Benefits Detail SIIS, FICA, Etc. * Consultants Resumes, costs per hour * Contract Services Copies of contract included * Volunteers How many hours, hourly wage donated Non-Personnel * Program Space (Rent) Square foot costs * Utilities Per Program * Rent/Lease/Purchase of Equipment * Supplies Categories Office, Play, Medical, Etc. * Travel Staff, Volunteers, Participants * Transportation What mode * Telephone/Cell Phone/Pager * Fax * Internet * Postage * Printing Indirect Costs A Well Kept Secret! * What are they? * Who gets them? Indirect Costs Indirect costs represent expenses of doing business that are not readily identified with a particular activity. They are necessary for the general operation of an organization. Indirect Costs They are not classified as Direct Costs. Direct Costs include: * Salaries * Fringe Benefits * Consultant Services * Travel * Materials, supplies, equipment, communication costs. Indirect Costs Indirect Costs can include: * Heat, lights, accounting, fundraising * Other items which cover the entire operation, but are not identified with a particular grant, contract, project, function or activity Indirect Cost What is an indirect cost rate? Simply, it is a mechanism for determining fairly and consistently the costs each program should bear. How do organizations get an Indirect Cost Rate? Organizations must fully prepare a proposal to be submitted to the relevant federal agency. Examples: > U.S. Department of Health and Human Services > U.S. Department of Labor Where do I get information? U.S. Department of Labor Guide for Indirect Cost Rate Determination, Cost Principles and Procedures for Nonprofit Organizations Required by OMB Circular A-122 Budget Justification Budget justification details every item requested in the budget. Budget Justification > Be sure you justify in detail the cost of each line item and why it is vital to the success of the program. For example: Rent (700 sq. ft. x $15/sq. ft.) $10,500 This rent will pay for space for the new homicide unit. No space is currently available in city-owned buildings. Budget Justification (cont..) Additional Example: 3 Computers w/CD-ROM ($2,000 x 3) = $6,000 1 - Video Camera $1,000 The computers will be used by the investiga-tors to analyze case and intelligence information. The camera will be used for investigative and crime scene work. Future Funding / Sustainability * Presents a specific plan to obtain funding if program is to be continued * Describes how other funds will be obtained, if necessary to implement the grant * Includes list of other funders approached on behalf of project * Has minimal reliance on future grant support * Is accompanied by letters of commitment (if necessary) * Does not indicate that the agency will approach the funder for additional money SUSTAINABILITY Planning for Sustainability > Why should you plan? > When should you plan? > How do you plan? Ask Yourself: What is the nature of our initiative (or organization)? What are the goals of our initiative? What has our initiative done? What publicity has our initiative received? How is our initiative structured and governed? Ask Yourself: (cont.) Does our initiative have sufficient staffing? Is our budget sufficient to cover expected costs now and in the future? What are some obstacles we may encounter?And how do we get around them? Sustainability A promise to continue looking for alternate sources of support is not sufficient. You must describe in detail where you will obtain additional funding. Sustainability Example: > Document requests to foundations, individuals and other federal agencies. > Fees for Services > Sale of Materials that have been developed (curricula, videos, audio, etc.) Objectives Define the concepts of institutionalization and sustainability Examine influences on program sustainability and sustainability planning Review implications on how to sustain community programs. Topics of Discussion * Review definitions * List reasons when failure to sustain can cause problems * Discuss indicators of sustainability * List steps for how to plan for sustainability * Summarize the implications for sustaining the organizations initiatives Definitions * Institutionalization refers to the long-term viability and integration within an organization (Goodman & Steckler, 1989). * Sustainability is a more global term that refers to the continuation of activities and benefits at least three years after the life of the project (Bossert, 1990). Three Reasons When Failure to Sustain Can Contribute to Problems The problem of interest remains or recurs. Activities are ceased too soon. Community trust and support is jeopardized. Indicator of Sustainability * Maintenance of improvements in a programs status * Continuation of the problem activities with an organization structure * (i.e., institutionalization) * Measure of capacity-building in the recipient community Level of Institutionalization of a Program in an Organization Institutionalization is a function of the extensiveness of a programs integration and the intensiveness or the depth of program integration. THE APPENDIX Attachments: Any necessary additional pieces of documentation to back up the proposal. Anticipate information you will be asked over and over. Dont waste time writing the same thing over and over. Create base documents that literally form the foundation of every grant proposal. C. Do not attach anything that hasnt been requested. D. Attachments may include: A one page resume on your organization Board list, with affiliations, title and phone numbers One-page bio of each key staff person and volunteer 501(c)(3) tax exempt letter from IRS Current organization-wide budget (operational budget) Current financial statement Last two audited financial statements Anti-discrimination policy Letters of support Organizational chart Newspaper clippings PA Charities Registration Statement IRS Form 990 Strategic Plan Annual Report Copy of Charter Job Descriptions Organizations By-laws Letters of Support Mayor President of City Counsel All Senators/Congressperson Other Agencies President of County Letters of Commitment Each Collaborating Pastor Faith-based Organization Reviewing the Proposal Initial * Narrow the document * Look at every component * Look for unsupported assumptions Grandma Review * Ask someone outside the organization to read the proposal * Do they understand it as you? Reviewing the Proposal (cont.) Teacher Review * Check for spelling, grammar, punctuation, dates, addresses, addition, order of the proposal and attachments. Final Review * A comprehensive reading by board member or program volunteer. * Does the idea come across? Does it flow? Does it make sense? Final Checklist for a Good Application * Clear and concise executive summary * Organizational charts appear in several places executive summary, the plan and the budget narrative * The plan relates findings of fact to the program goals and the implementation of the program Final Checklist for a Good Application (cont.) * The need is clearly defined and the plan responds to the need. * Inclusion of management and task charts that are appropriate and reasonable. * The application uses the specified organizational format of the RFP Final Checklist for a Good Application (cont.) * Use specified form, add supporting items were allowable / in the appendix * Use pictures, graphs, charts, etc. to tell your story * Use tabs that are labels correctly * Use a glossary of terms if many acronyms are used. * News clippings should be summarized. Final Checklist for a Good Application (cont.) * The proposal abstract should demonstrate the organizationfs ability. * Your application is as strong as its weakest link do not include paper just to increase size, the reviewers may think the entire application is weak and disorganized. Final Checklist for a Good Application (cont.) * Use visual aids such as bullets, headings, subheadings, bolded text and plenty of blank space to make your plan easy to review, rate and rank. * Summaries of each section precedes the narration. Weaknesses / Deficiencies in Applications * Plan focuses on a single issue, lack comprehensiveness * No connection of the plan to the needs assessment * Poorly document need assessments * No cost analysis * No leveraging of resources * Attempt to pay for services already provided Weaknesses / Deficiencies in Applications * Expenditure on program evaluation or management costs are too high. * Insufficient evaluation plan for program. * Lack of detail for program description. * No consideration given to the continuation of funding when grant funding ends. Weaknesses / Deficiencies in Applications * Application is incomplete or late * Requests for ineligible items * Poorly developed and / or single plan issues * Weak management plans * Little involvement of residents, community leaders or other organizations in plan / program implementation Weaknesses / Deficiencies in Applications * The application is disorganized and/or sloppy * Math errors, spelling and punctuation errors. Evaluating Your Proposal Evaluating Your Proposal * Does everything seem consistent and logical? * Does anything written raise questions which are not answered? * Does the application fulfill every requirement? * Do all mathematical calculations add up? * Are there any spelling or grammatical errors? Evaluating Your Proposal * Have several pairs of eyes review every page before submission? * Are all charts, tables and graphs clearly labeled and easy to interpret? * Are any proposed activities in conflict with policies or principles of the Funder? * Are all required sections included and are all certifications signed? Dealing with Denial * Contact the Funder and request information on why the proposal was not funded. * Use the information given to improve the next submission. Conclusion Five most important factors: Project purpose Feasibility Community need for the project Applicant accountability Competence Other important factors: Project logic Probable impact Language Money needed Community support Collaboration Process and Pitfalls Florence Green & Associates Collaboration: Process and Pitfalls Defining collaboration. What do you want to do that can only be done by collaboration? Collaboration working principles. Determining readiness. Deciding to collaborate. Formalizing the collaboration. What role will you play? Barriers to collaboration. Making collaboration work. Definition (1) Collaboration is a process through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited visions of what is possible. ~ Collaboration by Barbara Gray The object is to create a richer, more comprehensive appreciation of the problem and to develop more effective solutions than any individual or organization could develop alone. Definition (2) A voluntary, strategic association of public, private and nonprofit organizations joined together to enhance each others capacity to achieve a common purpose by sharing risks, responsibilities and rewards. ~ Art Himmelman Hubert Humphrey Institute for Public Policy The objective is that multi-sector collaboration must be more than an organizational strategy or technique; it must include philosophical and political transformation of the public, private and nonprofit sectors. Definition (3) Collaboration is a mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals. The relationship includes: a commitment to: mutual relationships and goals; a jointly developed structure and shared responsibility; mutual authority and accountability for success; and sharing of resources and rewards. ~ Michael Winer-Cyr Critical Dynamics of Collaboration Stakeholders are interdependent. Solutions emerge out of constructive resolutions of differences. Decisions are jointly owned. Stakeholders assume collective responsibility for future direction. All players are equal. Collaboration is an emerging process. (Stakeholders grow in their capacity to collaborate.) Essentials to Success Collaboration relies on maximum use of cooperation and assertiveness, and requires that all members feel satisfaction and value from their participation, and that all members participate voluntarily. Developing Partnerships Do NOT operate your program in isolation. Do link your organization to other organizations with related activities to improve your overall effectiveness. Developing Partnerships Obtain letters of commitment from your partners which are different from letters of support. > Letters of commitment must include the following: > Name of organization > Individual or organization providing services(s). > Specific services(s) to be rendered > Length of time service(s) will be provided > Specific days and times service(s) will be offered > Cost of services(s) (if any) > Follow-up procedures What Do You Want From Collaboration? Cheshire Puss, Alice began. Would you tell me, please, which way I ought to go from here? That depends a good deal on where you want to get to, said the cat. I dont much care where., said Alice. Then it doesnt matter which way you go, said the cat. ~ Alice in Wonderland Determining Your Agencys Readiness Decide: Why does the agency want to collaborate? What does the agency hope to achieve? What resources technical, personnel, time, money, etc. can you offer? What do you need from other? What is your collaboration ability? Who will represent you? Who are potential partners? What Can the Agency Offer? Resources Available What You Need From Others Similar concerns. (When in conflict, we lose sight of that need.) Common values and working principles. Leader who has time and commitment. Willingness to risk. Willingness to keep at it its a dynamic, not static process. Collaboration Prospects Who might be a good partner? Define Working Principles Why collaboration is best option. Mission and vision of collaboration. Mandates or requirements. Constituencies you will be answerable to. What will be the benefits and/or negative impacts of the collaboration? Values, working principles, etc. that participants cannot compromise. Values, working principles, etc. that participants can compromise. The Collaborative Process Phase I: Organizing Bring players together. Secure commitment. Develop common definition of the problem(s) and outcome(s). Reduce protectiveness. Discuss administrative and organizational structure. Determine who will contribute what. Establish ground rules. The Collaborative Process (contd) Phase II: Basic Organizational Decisions What are we here to do? Who is leader/convener? Who else should be here? How will we merge differing concepts? What commitments are we willing to make? What benefits do individuals and/or agencies need from this collaboration? How will we solve problems? Successful Collaborations Include: Readily available staff support Pooled funding not categorized Adequate resources Services brokered by one agency, or cross-agency case-managed Access to wide array of services delivered in a flexible manner Historical precedents that are incorporated into the collaboration Interplay within the Collaboration The interplay of the stakeholders is the challenging dilemma of successful collaboration. Using Your Power to Make the Collaboration Succeed Identify the vision/purpose of the collaboration Decide what is wanted and define it clearly Build in early, small successes Know yourself: What do you bring to the process? How will it help in reaching the goal? Explore all the possibilities for reaching the goal. Dont just lead you must also be a player. Using Your Power to Make the Collaboration Succeed (contd) Realize that people will evaluate issues in their own self-interest; therefore you must understand their issues Identify realms in which you will need to operate in order to make change happen Use win-win communication skills Use your power to enhance the collaboration and each individual Defining Conflict * Unavoidable * Occurs naturally * Inevitable in organizational life * Causes: Incompatibility Frustrated needs Differences Rivalry Dealing with Conflict Resolve you own conflict first. Focus on interests, not positions. Basic needs are most powerful. Be hard on problems, soft on people. Seek mutual gain. Responding to Conflict Analyze elements. Do you want to: Eliminate --> Confront; Issues Resolve. Minimize --> Control. Consequences Ineffective Collaborations Barriers to Collaboration > Different perceptions of risk > Technical complexity of problem > Government tradition of funding categorical grants > Organizational culture may work against collaboration > Collaborating for financial reasons only Collaboration Doesnt Work When.. Folks dont want to It is done to appease others Individuals cant see beyond their own interests Differences are turned into harmful conflicts Issues are ill defined Effective leadership is absent Making the Collaboration Work Collaboration Grid Collaboration relies on maximum use of cooperation and assertiveness, and requires that all members feel satisfaction and value from their participation. Collaboration Requires Communication: Ongoing, open communications, both internal and external Established communication channels Clear lines of responsibility Articulated outcome Sharing of all information Conflict a necessary ingredient Collaboration Requires Attitudes: Commitment to own role and support for roles of others Reinforcing trust Communicating with respect Creating understanding Spiritual commitment Willingness to build strength of others Commitment to positive relationships Solving of interpersonal problems Honest enjoyment of each other Making the Collaborative Work for Everyone by Art Himmelman Determine resources the community would like to see shared. Build support before you start. Representation must be broad-based and from all sectors. Reach consensus on priorities at the beginning. Publish a statement of purpose for everyone (internal, external). Making the Collaborative Work for Everyone (contd) Leadership must be shared. Build-in benefits to the community and on-going capacity building for stakeholders. Balance efficiency and participation. Have a highly-skilled facilitator. Meet regularly. Regularly implement action. Encourage participation. Acknowledgments Collaboration Process and Pitfalls ~ Florence Green & Associates 2005 Contributions Graphs by Giving USA 2006 Association of Fundraising Professional 2005 Final Report 7/10/06 The Funders Perspective by Christine Henry, Director of William S. and Dorothy K. ONeil Foundation Guide for Writing a Funding Proposal by Learner Associates Question and Answer Period If You Need Additional Assistancec Contact Us NDI Nonprofit Development Institute 2500 West 4th Street Wilmington, Delaware 19805 (302) 656-7737 www.nonprofitinstitute.com