Getting Funded in a Gates/Buffet World

Getting Funded in a Gates/Buffet World
Presented by: Partnership for Rural Improvement (a community development collaboration between WSU and select community colleges since 1976) Scott 5 minutes cover logistics workshop outline introduce presenters

Overview of Session #1 What is a grant?
Overview of Process/Organizational Development Requirements Grant Research Developing the Proposal Idea Developing Relationships with Funders Understanding RFP’s Writing the Grant Question/Answer Period Welcome to our two-part Grant Writing 101 course. As you view this program, you are joined today by others statewide who are also interested in strengthening the capacity of their nonprofit organization to more successfully compete for limited resources. This schedule is representative of Part-Two as well. Content will be interspersed with individual, organizational activities and exercises and question/answer periods. Our intent by the end of Part-One, is that you will have a solid knowledge and understanding of what a grant is, how to organize to write one, how to fine tune your proposal idea, how to research grants, how to read and interpret requests for proposals from funders, and finally how to begin the actual writing process.

Overview of Session #2 Review of Completed Components
Evaluating the Letter of Intent Completing the Grant Review of Completed Components Developing Sustainability Strategies Preparing the Program Budget Writing the Organization Background Component Writing the Proposal Summary Grant Implementation/Administration/Monitoring Evaluation and Close-Out Question/Answer Period In Part-Two you’ll learn how to write a compelling Letter of Intent, most often the first step in the process and your first opportunity to win over a potential funder with your knowledge and expertise. We’ll also help you better understand evaluation and sustainability components, prepare a program budget, describe your organizational assets/capacity, write your Proposal Summary and then pull together all components into a compelling package. This workshop will close with one of the very most important components to successful grant writing – the actual project implementation, monitoring and then tips on how to build strong and sustaining relationships with funders. You will find it invaluable to fully read and follow along through each section in our textbook “Winning Grants: Step by Step” by Mim Carlson, published by Jossey-Bass.

Introduction of Trainers
Laura Cailloux Northwest Program Associate Director, Business Resource Center & faculty member of Skagit Valley College former nonprofit manager and small business owner To help resource you, we have 3 program associates with the Partnership for Rural Improvement, a WSU Extension inspired community-university collaboration now celebrating 30-years.

Patrick Malone Inland Northwest Program Associate Former nonprofit executive director Nonprofit trainer for past 25 years SBDC/NxLevel instructor To help resource you, we have 3 program associates with the Partnership for Rural Improvement, a WSU Extension inspired community-university collaboration now celebrating 30-years.

Rich Monacelli Southeast Program Associate Director of the Walla Walla Area Small Business Center To help resource you, we have 3 program associates with the Partnership for Rural Improvement, a WSU Extension inspired community-university collaboration now celebrating 30-years.

does have strings attached
What is a Grant? A grant is: A gift of resources that does not need to be repaid but 5 Minutes Rich does have strings attached

Giving USA 2005 Data

What is a Grant? Resources may include: Cash Inventory Land Buildings
Equipment Furniture & Fixtures Intellectual Property Human Resources In Kind

What is a Grant? Conditions may include: The Golden Rule:
Those with the gold make the rules Proposal Presentation Goals and Objectives of Grantor Dates and Eligibility Matching Requirements Accountability Evaluation Reporting

What is a Grant? Grants from foundations & corporations represent only about 15% of American philanthropy The use of grants can either be restricted or open to operations, capacity-building, capital or equipment, special projects and sometimes endowments

What is a Grant Proposal?
A formal funding submission, typically to a unit of government, foundation or corporation Grants funding is rarely a primary source of agency funding The key thought to remember here, is that a grant or funding proposal is an expression of the NEEDS of your community coupled with identified funding priorities by a funder, typically a foundation, corporation or unit of government. Your grant is the written description and documentation which links your community NEED to the funders desired investment. For instance, your community needs after-school social and recreational programming for at-risk youth and funder ‘A’ has a priority of funding at-risk youth. Your NEED then becomes a good match to their organizational mission. Your success helps them satisfy their mission. It’s a WIN-WIN for both groups! Remember, grants can actually appear in several formats. One is a letter of intent (which we’ll use here). Another is a letter proposal. The final is the long proposal. Your local funders may call these something different, but the function is the same. A letter of intent, is just that, your inquiry to see if a funder is interested in a full or long proposal. A letter proposal is an actual proposal however. These are common among corporations and are generally only 4 or 5 pages long. They are the real deal however, so put hard and careful work into designing and sharing your project proposal. They count the same as a long or full proposal, which are most common among foundations, after inviting your proposal through the letter of intent process.

Emerging Paradigm A hand up, not a handout Outcomes, not output
Show sustainability Outcomes, not output Value measured in $ ROI Business model, not social services Grantors as customers Begin Overview of Process 5 minutes Rich Throughout this workshop we will map between the emerging business model and the traditional model so that you can see where they are similar and where they differ dramatically.

Business Plan Model 1. Market Analysis (Demand)
2. Products and Services (Supply) 3. Marketing Strategies 4. Financial Projections 5. Schedule of Events 6. Management

Is your cart before your horse?
Before thinking about grant funding, make sure you have: A thorough knowledge of NEEDS within your community A broad base of support within your community Mission and resource alignment to address need

Check Proposal Alignment
Is your organization aligned behind project? Organizational Mission & Project Outcomes aligned? Community/Collaborators aligned in support? Staff & Resource Capabilities aligned with scope of work? Is the external environment ripe? Also critical is assuring the fit between the mission and unique competencies of the organization proposing to perform the scope of work. A lot of organizational development needs to occur before hand including mission, strategic planning, board development. A network needs to be built between organization and clients, community supporters and collaborators. The organization will need to show that it is uniquely competent to provide the scope of work and has the resources to complete.

Proposal Development Process
Developing a clear program plan in response to community NEED Research funders thoroughly Build strong relationship with funders Target proposal carefully It is important to plan carefully. Good grant writing requires a certain discipline in the way you organize, think about and strategize your community NEED in relationship to the capacity of your organization and the funding priorities of prospective funders. Consider an hour-glass. Start with a wide and open approach to your community NEED and the possible approaches, solutions and outcomes you hope for. Then carefully conduct your research of possible funding partners. Next fine tune and narrow your search, looking for a couple of prospective funders that meet your most critical program criteria. Become as familiar as you can with these select funders via the internet, annual reports, previously funded projects or site visits as you can. Make contact if possible. Describe and discuss your project at a conceptual level. Explore possibilities. Allow the funders program officer to offer advice and refer you to similar projects. Then very specifically and tightly write your proposal to perfectly match the stated criteria of the funder. Now, stand back. Widen your perspective once again. Make sure that not only have you involved the necessary agency or organizational staff in the final design and development of your funding proposal, but that you’ve also involved appropriate community partners. Often times their support and participation gives you extra points and can be useful in substantiating community NEED.

Question/Answer Period
What is a grant? What is a grant proposal? What is the community need? What organizational development is required? What process is required? What questions do you have thus far? Let’s stop here and see if you have any questions. < Need to move on after 5 minutes! > Time to move on. If we did not get to your question, write it down and we’ll attempt to answer it later or by .

Market Analysis Identify Target Markets Determine Consumer Profile
Users and Payers Determine Consumer Profile Determine Consumer Demand Project “Sales” Identify Competitors and Partners Rich 30 minutes

Grant Research Catalogue of Federal Domestic Assistance
Grants.gov (federal alerts/ notices) IRS 990’s (annual tax reports) Foundation Directories (Philanthropy Northwest in Washington St.) Guidestar or GivingUSA (foundation research; fee for service) Foundation Center (training/technical assistance; fee for service) Statewide Nonprofit Coalitions (Evergreen Society in Washington State) Effective and successful grant maker research is tedious and very time consuming. It is a good task to assign to a volunteer, work-study student or committee member (with proper guidance and direction of course. Here are some primary resources you’ll want to become familiar with. As you work them, you might keep in mind and prioritize along the following line: first, geography (does the grantmaker fund in your area); second, program/constituent areas (does the grantmaker fund in issue/program/population areas you’re working in); third, timing (does the grantmaker make awards consistent with your project timelines); four, level of funding (does the grantmaker fund at a level that you need to succeed with your project). Remember, in many cases, grantmakers don’t fund endowments, non-project travel, conferences, debt retirement, fundraising expenses, religious content, replacement of government funding, or lobbying. Sample searches relevant to Meals Consortium

Case Study: Meals Consortium
Over 1,000 frail elderly 600 over the age of 75 500 living on less than $1,000/month No caseworkers or care provided beyond meal service Characteristics of the need in the Meals Consortium service area.

Mission – Develop and coordinate resources for support services to homebound persons, primarily those aged 60 and older Consortium of 5 “Meals on Wheels” programs Served 255,000 meals last year Organizational characteristics and capacity for the Meals Consortium

Products and Services Design and supply products and services to meet the specific demand of target markets Developing the Proposal Idea Laura 10 minutes including 3-4 minute activity

Meals Consortium Over 1,000 frail elderly 600 over the age of 75
500 living on less than $1,000/month No caseworkers or care provided beyond meal service Characteristics of the need in the Meals Consortium service area.

Developing the Proposal Idea
6 Questions: What community NEED does your plan address? What would an improved community situation look like? What can this organization do to improve the situation? How will it be determined that the project has succeeded? How much will the project cost? How will the project be funded in the future? Funders should see that your project is meeting a genuine community need and that it is doing so at a reasonable cost. One of the most common flaws grantmakers find in proposals is lack of clarity about what the nonprofit group is trying to achieve, the importance of the need, and the plan for meeting that need cost effectively. Here are 6 questions that can help you focus your efforts in developing your proposal idea. (Read list….) One very important consideration here is, which needs in your community or projects in your organization are most likely to be funded through a grant? Not all will either qualify or be highly competitive. Your best off funding some projects with non-grant funds, while focusing on new or expanded programs, taking current programs in new directions, adding technology or requesting technical assistance or capacity building when it comes to grant funds. Rarely can you fund general operations through grants. Before moving to our first worksheet, I’d like to emphasize the importance and value of a team approach. It is highly valuable to plan new projects with staff, clients, volunteers and other key community members. Funders want to see collaboration and a team approach is an excellent way to demonstrate your responsiveness to the needs of the community and its residents.

Mission – Develop and coordinate resources for support services to homebound persons, primarily those aged 60 and older Consortium of 5 “Meals on Wheels” programs Served 255,000 meals last year Organizational characteristics and capacity for the Meals Consortium

Developing the Proposal Idea: Worksheet 1.1 (page 9-10)
Worksheet 1.1 found on pages 9 and 10 of your workbook is our starting point. Please open your workbook to this section and begin to complete these 8 questions. We’ll pause about 5 minutes to give you a chance to start answering these questions. PAUSE (3 to 4 minutes) Well, while you might not be finished, we do need to move ahead to the next section “Developing Relationships with Funders.” Please continue to work on this and other worksheets between classes.

Strategic Alliance with Funder
Start Relationship with Funder Section 15 minutes Laura Who do you want to be in alliance with? Trust/integrity Performance/ability to deliver Well-managed Someone who makes it easy to achieve my goals Do your homework on funder (web sites, annual report, application form, grant guidelines Maintain regular communication (good or bad)

Developing Relationships w/ Funders
Think of program staff as friends, build a solid and trusting relationship Do your homework on the funder Send a letter of intent Place a follow-up telephone call Regularly meet or communicate with your program officer Think of ways to satisfy THEIR mission Ok, now that you have identified and selected a potentially “fundable” idea, it is time to match your idea with a narrow list of possible funders. In addition to any steps you might have already undertaken in our previous section on “Grant Research”, you want to make sure that you at least have a copy of the funders annual report, grant guidelines, application forms and deadlines for receiving proposals. With a clear and complete comprehension of all this information AND having decided that a strong fit exists between your community NEED and the funders priorities, its time to proceed with a strategy for building your relationship. At least 3 strategies exist: send a letter of intent, place a telephone call, and/or schedule a meeting or site visit with a program officer in your area of interest. How you make your first approach depends partially on the funder and partially on the contacts you have who can open doors for an initial meeting or phone conversation. The letter of intent is the most common and most used strategy.

Developing Relationships with Funders Worksheet 2.1 (page 15)
Worksheet 2.1 found on page 15 of your workbook will help you develop the core components of an effective letter of intent. Please open your workbook to this section and begin to complete these 11 questions. We’ll pause about 5 minutes to give you a chance to start answering these questions. PAUSE (4 to 5 minutes) Well, while you might not be finished, we do need to move ahead to the next section “Understanding Request for Proposals.” Please continue to work on this and other worksheets between classes. Now let me quickly highlight some of the more important points made on the sample letter of intent found on page 16.

Developing Relationships with Funders Worksheet 2
Developing Relationships with Funders Worksheet 2.1 continued (page 15) Worksheet 2.1 found on page 15 of your workbook will help you develop the core components of an effective letter of intent. Please open your workbook to this section and begin to complete these 11 questions. We’ll pause about 5 minutes to give you a chance to start answering these questions. PAUSE (4 to 5 minutes) Well, while you might not be finished, we do need to move ahead to the next section “Understanding Request for Proposals.” Please continue to work on this and other worksheets between classes. Now let me quickly highlight some of the more important points made on the sample letter of intent found on page 16.

Understanding RFP’s RFP equals Request for Proposals
A common practice by governmental funders (federally publicized through Federal Register as Notice of Funding Availability (NOFA)) RFP’s clearly state the program or project purposes, desired outcomes and eligibility for prospective funders RFP’s typically reflect policy changes by legislative bodies more quickly than most foundations or corporations guidelines Begin Understanding RFP Section 15 minutes Request for Proposals serve much the same role as published program guidelines do for foundations and corporations. They offer clear guidance on what program or project services and outcomes the grant making agency needs met. RFP’s are generally used by governmental agencies, are published in official publications – such as the Federal Register for all federal funds – and are definitive in terms of the submission and review criteria. These are always competitive funds. They are typically scored on a point basis, not the low cost/price wins. Effectiveness and efficiency are key to scoring high. Like all other foundation and corporate grants, governmental RFP’s stipulate the exact requirements for completing your application. Their requirements are not optional. NEVER try and fudge here! All requirements MUST be followed precisely! Whether that’s signed application by the Board chair, an authorized resolution by the Board of Directors, inclusion of signed assurances, a complete budget, appropriate attachments (such as a recent financial audit), list of staff and board members and their job function, years of service, demographic profile, length of response to questions, font type and size or whatever, YOU as the grant writer must pay special and particular attention to each and every single requirement asked of you by the funder. (Show class sample copies of RFP’s)

Develop a Customized Proposal Checklist Worksheet 11.1 (page 77)
Page 77 near the end of our Text, provides a very useful proposal checklist. My personal recommendation is that you develop some type of boilerplate that you can quickly customize for each and every grant you write. This checklist needs to not only identify each and every required component as requested by the funding source, but it should also include the deadline you need the work done by and the name of who is to complete it. This becomes your basic planning template for your grant proposal. If you’re managing the process, then make sure that everyone that is going to be involved has a copy of your checklist and very clearly understands what their assigned task is and when its due. The funders RFP or request for proposals will provide you will all the information you’ll need to customize your proposal checklist. The two should go together ‘hand and glove.’ (Refer to Pat’s sample in the Resource Materials)

Developing the Idea Proposal Developing Relationships with Funders Understanding RFP’s What questions do you have thus far? Let’s also take a 5 minute stretch break (so don’t go too far). OK. So what questions have come up as we’ve discussed developing your proposal idea, developing relationships with funders and now understanding requests for proposals? 10 minutes for Q&A We’re about half-through tonight, so let’s talk a 10 minute stretch break.

Writing a Compelling Need Statement
Need statements must establish a clear relationship between your organization’s mission and the project purpose Need statements must emphasize community, not organizational needs Need statements must document the problem/issue you’re proposing to address Your need must match the ability/capacity of your organization to meet it Start Need Statement Section 20 minutes Rich OK. Welcome back. Let’s continue on by talking about Need Statements. Your need statement is perhaps your single most important portion of the grant proposal. At least it sets a critical tone and all other sections should build out from it. Anyway, here are 8 important tips for writing your need statement: State the need using hard-core statistics, not assumptions or undocumented assertions parading as facts. Use statistics that are current and clear and that support your argument. Use comparative statistics and research when possible. Quote authorities who have either spoken or written on your topic. Build legitimacy. Make sure all data collection is well documented. Use touching stories of local people as examples. Focus your explanation of the need on the geographic area you can serve. Give a clear sense of the urgency of your request. Funders need to understand why the funding is important now. For instance, why didn’t you apply last year or wait until next year? Page 24 contains a sample need statement. Let me briefly highlight some important points it makes.

Compelling Need Statement - Cont
Critically important and often poorly written Provides a framework for the project’s goals, objectives, and methodology Basically a literature review Convince funder that you understand the issue that they have identified and that you can help them solve it Anatomy of a Needs Statement: Begin with a Problem Statement that defines the problem your project will address. Demonstrate a thorough understanding of problem with data Build your case with data, go from big picture to the local situation. 4. Show a link between the problem and your solution 5. End by emphasizing the significance of the project and why the proposed activities are the best solution, transition into the goals and objectives section

Incidence of problem Factors and causes Related problems Comparative data Consequences of no intervention & cost –analysis Data and results of similar activities Ok, my final points regarding Need Statements… Here are some various ways in which you can document or substantiate your need.

Evidence of demand for service Data from experts, publications, task force recommendations, research findings, surveys, local data, interviews Census and demographic data Comments from target group, providers Don’t overstate your case Ok, my final points regarding Need Statements… Here are some various ways in which you can document or substantiate your need.

Writing a Compelling Need Statement Worksheet 3.1A (page 22)
Ok. So now on page 23 we have a blank worksheet and on the facing page a sample for review/study.

Case Study: Who?Where?When?
Who is in need? Frail homebound seniors over 60 years, old living at home, usually alone. Where are they? Throughout Main County When is the need most evident? When illness or institutionalization occurs due to an absence of social services

Case Study: What? Why? What is the need? Why does this need occur?
No comprehensive assessment of nutritional and social service needs. The lack of need identification and referral for services results in deteriorating health for frail elders and frequently results in costly institutionalization. Why does this need occur? No social workers/nutritionists to assess the health and social service needs Funding is not available within each organization to hire a social worker

Case Study: Evidence of Problem
What evidence do you have to support your claim? More than 13,000 individuals in the county over age sixty live below the poverty line. Social workers are not available to visit the homebound elderly. Many Meals on Wheels recipients must leave their homes because of lack of coordinated care.

Case Study: Impact if Problem is Resolved
What are the consequences of meeting the need? Frail elders will be able to remain in their home longer. Frail elders will remain healthier with good coordination between social services and nutrition programs Expensive institutionalization will be avoided.

Case Study: Link to Organization?
How is the need linked to your organization? The Meals Consortium mission is to find cost-effective ways to serve the county’s frail elders. The social services program will provide a coordinated system of social services and nutritional care to serve the target population.

Products and Services Design and supply products and services to meet the specific demand of target markets

Propose Your Solution Solid goals and objectives lead to achievable outcomes (these are often a refinement from those contained within your Strategic Plan) Goals and objectives can be both “program” and “process” in nature Make your objectives S.M.A.R.T. This section “measures the impact” of your work and project Having clearly stated the need you’re addressing, now its time to focus on the specific goals and objectives you’ll utilize to meet that need. A goal is a broad-based statement of the ultimate (or long-term) result of the change being undertaken. For example: the homebound elderly in Your County will live with dignity and independence in their own homes. An objective is much more narrowly defined than a goal. An objective is measurable, time-specific and result oriented. Many people like using the SMART principle to help guide your objectives. SMART stands for Specific, Measurable, Achievable, Realistic and Timely. A sample outcome objective is: there will be a 5 percent decrease in the number of frail older adults going into convalescent homes during the first year of the social services referral program. (This identifies a specific impact or result). A sample process objective is: all agency staff will be trained in our new elderly social service referral procedures by January 1st. (This identifies a process to achieve the impact). Describing and writing clear, specific objectives is critical to your project proposal. Keep these 5 questions before you when you start: What is/are the key area(s) your organization is seeking to change? What segment of the population will be involved in the changes? What is the direction of the change (increase/decrease) you will be looking for? What is the degree or amount of change you will be looking for? What is the deadline for reaching that degree of change?

Effective Solutions Start With Clear Goals & Objectives Worksheet 4
Effective Solutions Start With Clear Goals & Objectives Worksheet 4.1A (page 30)

Case Study: Meals Consortium - Goal
Increase the quality of life for the elderly at risk of institutionalization

Case Study: Objective 1 Direction of Change Area of Change
Reduce Area of Change Individuals leaving the Consortium for Institutions Target Population Persons served by the Meals Consortium who are at risk of institutionalization Degree of change 5 percent Time frame 2 months

Expand Area of Change Individuals remaining in their homes Target Population Individuals served by the Meals Consortium Degree of change 80 percent Time frame 12 months

Increase Area of Change Social services referrals and follow-up services Target Population Individuals served by the Meals Consortium Degree of change 75 percent Time frame 12 months

Objective 4 Direction of Change Area of Change Target Population
Increase Area of Change Social services direct care Target Population Individuals served by the Meals Consortium who are most vulnerable Degree of change 90 percent Time frame 12 months

Marketing Strategies Position and Image Pricing Placement
Distribution of goods and services Promotion and Advertising Message and media

Developing Your Methods
Methods are also activities, strategies, actions Methods are detailed descriptions of the activities you’ll use to achieve your objectives Like with objectives there are often more than one way to meet your objective and achieve your goal. The methods, activities, strategies and actions you select should be chosen for their ability to best meet your stated objective. Start by asking yourself the following 5 questions: What are the givens that are inflexible (such as date or completion, dollars available or staff available)? What activities need to be carried out in order or sequence to meet your objectives? What are the starting and ending dates of these activities? Who has responsibility for completing each activity? How will participants, clients be selected? How was this methodology determined to be the correct one to solve the problem or address the issue presented? Does it build on models already in existence, or is it a different approach? If it is different, why is it different? One good planning tool, is to place your timeline on the horizontal axis and then state your goals, objectives and methods on the vertical axis. This way the funder can see the logical of your sequence and the movement of your project over its life.

Methods Break Down Objectives Into Measurable Tasks/Subtasks Worksheet 5.1A (page 36)

Case Study: Methods Exercise
Tasks Responsible Resources Needed Start/Finish Dates Hire staff Consortium members hire coordinator. Coordinator hires remaining staff. Funds for salary, benefits; pool of candidates; job descriptions. Within three months of program start-up.

Tasks Responsible Resources Needed Start/Finish Dates Develop detailed timeline Everyone. Within three months of program start-up.

Tasks Responsible Resources Needed Start/Finish Dates Identify elders with priority social service referral needs, and begin referrals Social workers Assessments of Meals on Wheels recipients; prioritization Within three months of program start up

Tasks Responsible Resources Needed Start/Finish Dates Design outreach strategies to acquaint targeted elders with the new program Program coordinator Funds for outreach Within five months of program start up

Tasks Responsible Resources Needed Start/Finish Dates Begin implementation with persons needing immediate assistance Coordinator and social workers Equipment and supplies to carry out activities. At six months

Tasks Responsible Resources Needed Start/Finish Dates Develop individual service plans Social workers Background data on elders in the program At six months and ongoing

Developing Your Methods – Cont
Publications in the area of the proposal or related areas Evidence of relevant training such as degree or certification Unpublished papers, conference presentation in the topic Experience on other successful projects It is very important, during this entire goals, objectives, methodology section to make your organizational case. Remember, you are competing against other providers both within your community and perhaps even nationally. So, it is critically important to state and document the quality and capacity of your organization. And, if possible, your longevity, history and depth of experience.

Case Study: Recap and Review
Need: Twenty percent of the population of Your County are seniors 65 and older who face challenges to staying in their homes. Goal 1: The homebound elderly in Your County will live with dignity and independence in their own homes. Objective 1a: Increase social service referrals and follow-up for 75% of the individuals served by the Meals Consortium by January 1st. Method 1a1: Consortium members will hire a qualified Program Coordinator by January 30th. Before we take some questions and assign homework, let me very quickly recap and review what we’ve developed thus far in our project proposal for this beginning “Writing the Grant” segment. We’ve covered Needs, Goals, Objectives and Methods. Utilizing the example from our Textbook, here then is what we have, in part, so far.

Final Question/Answer Period (end of Session #1)
Participant Questions Covering Writing the Grant section Miscellaneous Participant Questions on Session 1 Homework (due before Session #2) Worksheet 3.1 for need in your community by … OK. So what new questions are there for this final segment under Session #1 – Writing the Grant. Are there ANY remaining questions dealing with any of the topics we’ve discussed for Session #1? Well, now your ready and fully equipped to go back home and finish completing your worksheets and write a draft letter of intent. So, your homework assignment is to 1) complete worksheet 3.1 for need in your community; 2) research one foundation or corporate funder highly interested in your proposed project idea, Work hard and have a good break. We’ll see you on October ___ at ____ for Session #2! Divide worksheets among associates by geographical location back within two weeks Highlight 2 at beginning of next session

Getting Funded in a Gates/Buffet World
Presented by: Partnership for Rural Improvement (a community development collaboration between WSU and select community colleges since 1976) Scott Welcome and Logistics Good evening. Welcome back. Hope you had a great week.

Overview of Session #2: Review of Completed Components
Evaluating Needs Statements & Letter of Intent Completing the Grant Review of Completed Components Developing Sustainability Strategies Preparing the Program Budget Writing the Organization Background Component Writing the Proposal Summary Grant Implementation, Administration, Monitoring Evaluation and Close-Out Question/Answer Period So tonight, In Part-Two, we’ll review and discuss some compelling Needs Statements, most often the first step in the process and your first opportunity to win over a potential funder with your knowledge and expertise. We’ll also help you better understand evaluation and sustainability components, prepare a program budget, describe your organizational assets/capacity, write your Proposal Summary and then pull together all components into a compelling package. This workshop will close with one of the very most important components to successful grant writing – the actual project implementation, monitoring and then tips on how to build strong and sustaining relationships with funders. You will find it invaluable to follow along through each section in our textbook “Winning Grants: Step by Step” by Mim Carlson, published by Jossey-Bass. So, let’s get started!!

Evaluating the Letter of Intent
Class activity (only 2 or 3 examples) With all that hard work you’ve been doing since we were last together, let’s start by looking at a few of the sample “Letters of Intent” that we’ve received. The perspective we’ve taken as staff, is to look at and critique each letter through the eyes of a potential funder. All your work is appreciated. We hope our comments are helpful and constructive. 2 examples from the homework by Patrick, 5 min 2 examples from the homework by Rich, 5 min Patrick review Meals Consortium Letter of Intent, p. 16 (5 minutes) (Have 2 or 3 people share their Letters of Intent to class)

What remaining questions do you have regarding the Letter of Intent? What other questions do you have thus far? Patrick and Rich 10 minutes We’re certain you too have many other helpful thoughts and suggestions. Feel free to share them with our audience locally or statewide. Now, we’d like to take about 10 minutes to process any remaining questions you have regarding the purpose and scope of the Letter of Intent.

Some Day 1 Tips, Resources and Follow-Up:
Grant Alerts – Research Grant Guides ($89, print form) Chronicle of Philanthropy ($48 6-month subscription with web access) Foundation Center On-Line Directory (priced between $19.95 and $ per month)

Some Day 1 Tips, Resources and Follow-Up:
The following grant opportunity postings were made on the Grants.gov Find Opportunities service: DOD Department of Defense Office of Naval Research Force Health Protection Research Initiatives Modification 3 Defense Advanced Research Projects Agency DARPA - Defense Sciences Office DEFENSE SCIENCES RESEARCH AND TECHNOLOGY Modification 5

Review of Completed Components
So far, you should have prepared a draft of: A critical proposal idea A compelling need statement SMART goals and objectives A clear and logical presentation of your methods Patrick 10 minutes If you’ve had the opportunity to read our text and begin to complete the worksheets, you’ve begun to pull together your grant proposal. By following our proposed outline, you would have now drafted language expressing your critical proposal idea; a compelling need statement; SMART goals and objectives (remember – specific, measurable, achievable, realistic and timely); and a clear and logical presentation of your methods. I hope you can see the internal, rational planning and program development process taking place as you incrementally think through each component. With practice, you’ll actually begin to think from the perspective of “outcomes”, those final results you want to see and then work backwards identifying the outputs (or actions), methods (or inputs), and then policy basis (goals and objectives) for your programs. So let’s review the elderly social service proposal example from our text. Turn to page 38 to jog your memory.

Review of Completed Components – Cont
Need: Twenty percent of the population of Your County are seniors 65 and older who face challenges to staying in their homes. Goal 1: The homebound elderly in Your County will live with dignity and independence in their own homes. Objective 1a: Increase social service referrals and follow-up for 75% of the individuals served by the Meals Consortium by January 1st. Method 1a1: Consortium members will hire a qualified Program Coordinator by January 30th. So here’s what we’ve developed thus far in our project proposal for this beginning “Writing the Grant” segment. See the logical progression of moving from an identifiable and compelling need to very specific and tangible methods. From the macro to the micro. Utilizing the example from our Textbook, here then is what we have, in part, so far.

The Logic Model Refining your Program Development Efforts
Begin at the END: Your Desired OUTCOMES Clarifying and refining your Goals, Objectives and Methods Have we built a Logical progression from beginning to end? Now is the time to check your work against the real outcomes or results you wish to achieve. This will help you refine and fine tune your objectives and methods in particular. One of our best tools and techniques to accomplish this is The Logic Model. Developed by the United Way and popularized by the Kellogg Foundation, the Logic Model is now used by many national foundations and most federal agencies. Don’t be surprised if you’re required to utilize it too. The real strength and benefit of this model is that it forces us to simultaneously work between the end and the beginning of our project. That is, it requires us to consider the relationship between the “outcomes” we desire and the necessary “outputs”, “inputs or activities” and resources we’ll need to succeed.

Here, then is one example of a Logic Model.
Note the primary components: the situation defines the community or organizations needs; the priorities section speaks to your goals, objectives and desired outcomes; the inputs describes what you believe it will take to accomplish this action or project; the outputs section speaks to the activities or tasks you intend to accomplish; and then finally, after having done all this you come to the actual outcomes – or the desired results from all the previous steps. This is the basic and most popular and requested program development and evaluation process many foundations and most government agencies now require.

Preparing the Evaluation Component
This is the process by which you measure or otherwise determine the effectiveness and efficiency of your project (or more precisely your plans and methods) Some benefits from evaluation include: you gain a stronger proposal; you design stronger programs, and greater trust is built between your organization and the public Like the Logic Model, placing Evaluation here in your proposal development sequence is really a little misleading. I say that, obviously because you really need to begin thinking about how you’re going to measure, monitor and evaluate your project’s outcomes/results at the very beginning, when you first envision the project. The way in which you frame your need, select and write your goals and objectives and choose to implement your methods goes a long way in prescribing how you will evaluate your efforts. More and more with all corporate and community foundations, evaluation is becoming an increasingly critical and noticed component. The simple days of qualitative antidotes or quotes from satisfied participants are long gone. Though not uniform, many foundations are now beginning to prescribe the precise type of evaluation or outcome measurement tool you must follow. Note some of the benefits routine evaluation can bring your project and maybe, most importantly your organization…….

The Evaluation Component Cont
What do you hope to accomplish? Find out whether what was originally proposed did what was expected. Determine if the methods specified were used and the objectives met. Determine if an impact was made on the need identified. Obtain feedback from the target group and others. Maintain some control over the project. Make adjustments during a program to increase its success. Before we stop and allow you time to make some notes on Worksheet 6, let’s consider and keep three parts to the evaluation process in mind. First, you must keep the purposes of evaluation close to heart. Organizations typically conduct evaluations in order to do six things (beyond meeting a contractual commitment or obligation with your funder). They are: Second, when beginning to prepare the evaluation section, ask yourself the following questions to help you frame your approach. What is the purpose of your organization’s evaluation? How will the findings be used? What will you know after the evaluation that you do not know now? What will you do after the evaluation that you cannot do now for lack of information? And How will you know if the program or project has succeeded? Our third and final consideration regards methods or the approaches we might select to perform our evaluation. They are generally divided into two types: quantitative (where you can count, compare, and measure statistically) and qualitative (where you secure feelings, opinions or impressions of progress from participants, staff and perhaps community members). Often some combination of both approaches are utilized. By paying specific attention to the grant instructions of your funder and maybe reviewing previously funded proposals you’ll identify which approach your funder prefers. Remember, Its important for funders and yourself to look at the cause-effect relationship that exists between your methods and participant outcomes.

Preparing Your Eval. Component Worksheet 6.1A (page 43)
So, here’s another worksheet to guide this segment. The example on page 45 using a combined approach. Quantitative techniques will be used to measure the number of people leaving their Meals on Wheels program and where they go, along with the number and type of referrals that are made. Computer databases will track this quantitative information. Qualitative information will also measure the increase in perceived satisfaction of seniors living at home through interviews. The box on page 46 provides a narrative explanation of the approach our example uses. Just remember, what ever approach or approaches you use, they must be most compatible with the needs of the funder and your organization.

A Quick Review: Program Evaluation
What questions will your organization’s evaluation activities seek to answer? Are the objectives of the program being met? Is the program meeting seniors’ needs in a cost-effective way?

What are the specific evaluation plans and time frames? What kinds of data will be collected? The number of people leaving a Meals on Wheels program and where they went. The number of referrals made to each senior and the type of referral. Increase in satisfaction of seniors living at home.

What are the specific evaluation plans and time frames? What kinds of data will be collected? At what points? Daily for quantitative data Quarterly for qualitative data

What are the specific evaluation plans and time frames? What kinds of data will be collected? At what points? Using what strategies or instruments? Computer database tracking system interviews

What are the specific evaluation plans and time frames? What kinds of data will be collected? At what points? Using what strategies or instruments? Using what comparison group or baseline? Last year’s population of persons served

If you intend to study a sample of participants, how will this sample be constructed? And – how are you going to handle the issue of studying humans? (Make sure you obtain prior written permission).

What procedures will you use to determine whether the program was implemented as planned? A quarterly review of methods Who will conduct the evaluation? Program director Who will receive the reports? Funders, board members, executive director, other interested individuals or agencies

How are you defining success for this program or project? If we meet our objectives for the first year, we will consider the new social services program to be successful. Long-term success will be a decrease in the number of frail elders leaving their homes for institutions

Review of Completed Components – Cont
Need: Twenty percent of the population of Your County are seniors 65 and older who face challenges to staying in their homes. Goal 1: The homebound elderly in Your County will live with dignity and independence in their own homes. Objective 1a: Increase social service referrals and follow-up for 75% of the individuals served by the Meals Consortium by January 1, 2008. Method 1a1: Consortium members will hire a qualified Program Coordinator by January 30, 2007. Evaluation Q1: How many referrals were completed by the Program Coordinator by January 1, 2008? Ok, welcome back. So here’s what we’ve developed thus far in our project proposal for this “Homebound Elderly” proposal. Once again, note our logical progression of moving from an identifiable and compelling need, to a very SMART objective (our first desired outcome) and on to a specific measure of evaluating our progress. From the macro to the micro. Remember to think in terms of our Logic Model. Our referrals are identified as “outputs” and the hiring of our program coordinator in our necessary “input.” Ready or not, let’s now move on to for Sustainability??

Developing Sustainability Strategies
How will you sustain the program/project after the grant dollars are spent (assuming the need has not been completely met)?? Sustainability is typically focused on funding, but it might also include key staff or related program components essential to your success The most commonly asked question by funders is, how will you sustain the program/project after our money is spent and the grant is complete? In other words, what plans and provisions has your organization made to continue this work in the long-term after any one grant or foundation is long gone. Very few foundations will offer or allow continuation grants, without some fairly major new work component being undertaken. Governmental grants are less rigid here, but they still need some type of explanation regarding sustainability and you still need to reapply and re-compete for funding.

Sustainability Strategies – Cont
Funders want their investment to have a lasting impact They want to help you get started, but they don’t want to fund it forever How will you continue this project? Demonstrate continuation with program/budget construction So, where are you going to get the necessary new funding to off-set the reduction without your grant funds? The text suggests 3 possible sources: annual donor campaigns, fees for service, and/or sales of items or activities. Ok, these are worthy alternatives, but if your grant were for only 1 year, then what is likely to change in that 12 month period to where you can now fund a program you could not the year prior? Donor solicitation and earned income are important, in fact, critical and essential nonprofit funding strategies, but in the short-run are not likely to be that productive for most organizations – unless there is something very unique about his grant funded program. Placing these sources into the larger context of your agency budget is helpful. But, you still need to identify how you’re going to replace these funds. This is where an overall organizational resource development plan is critical.

Sustainability Strategies – Cont
Some key questions: Will it generate fees in the future? Will it become part of the institution’s budget? Is it an enhancement of an on-going endeavor? Thoughts of sustainability, much like evaluation, really begin with your initial program design discussions. In fact, the WAY a project or program is designed, can and has a lot to do with it’s likely long-term sustainability. So be creative, and design for self-sufficiency – if and when you can. Here then are a few key questions to help guide your deliberations……………..

Developing Sustainability Strategies Worksheet 7.1A (page 50)
Once again, we’re provided another worksheet to focus our thinking. Though we’ve not yet “officially” gotten into the budget segment, we’re really beginning to talk about and project the type of long-term resources we’ll need to sustain this project. For instance, Do we have start-up costs that won’t continue? Will sponsors and supporters be added in later years once we’re beyond start-up? Might we become eligible for existing “earmarked” funds and no longer have to compete for discretionary funding? And can greater efficiencies in staffing and equipment be found once the project is up and going? All these are considerations you must consider and factor in at this point.

Sustainability-Future Funding
Risks and Opportunities Do we intend to continue this project? Yes For how long? Until no longer needed What resources are needed? Staffing, Equipment, Social Services availability, Clients Again – you need to be very clear about the specific program design issues. Be flexible! Don’t live or die by doing business only one way. Be creative. Acknowledge the fact that even though you’ve designed and birthed this program, your agency or organization may not always be the only or best place to guarantee its sustainability. Always be thinking of partnerships and shared resources.

Sources of Future Financial Resources What sources can we use Governmental Unrestricted gifts from donors/direct mail/etc. Business contributions/sponsorships Earned income (product/service income, sales, etc.) Continuation grant (from some other foundation) Though sustainability should address much more than money, money is most often key! You may also need to address equipment, space, facilities, staff and a wide variety of loaned or contributed resources. This is especially true if you’ve built a broad collaboration and now need to figure out how to either sustain or supplant those resources provided to you from some partnering agency. An especially important opportunity here, is business support and sponsorship. If your program is really bringing a measurable and identifiable “return on investment” for your community, then securing private partners should not be difficult. Community-based or owned businesses and corporation like the identity from partnering with successful programs that are bringing about positive change.

Internal Requirements What internal plans relate to future funding? Collaborate with existing social services agencies to provide follow-up direct services to the homebound elderly Use funds from unrestricted monies raised through the ongoing Consortium development program. Obtain funds and in-kind gifts from businesses that provide products used by older individuals. Before rushing to investigate your best choice for a follow-up or continuation grant, fully consider all the various internal options you have. Internal to your organization and internal to your community. As a rule of thumb, just like how we started the process, don’t ask someone else to invest in your need before you’ve exhausted all possible options locally. All funders desire that you work toward institutionalization. And that means, that you look for creative ways to grow the necessary resources to maintain you project or you largely reallocate internal resources. Like I mentioned earlier, continued partnerships, sharing of resources and other creative options should always be pursued prior to writing another project proposal to a new external funder. So, in other words, don’t over design your project!

Sustainability To Self-Sufficiency
Program or Earned Income A hand-up, not a hand-out The final frontier?? Let me close this section by emphasizing the importance of self-generated revenue or income. Though not appropriate in every instance, most nonprofits need to seriously investigate and determine the feasibility of generating more and more of their annual revenue from fees for service, product sales or other innovative ways to capture an improved return on investment. Funders along with donors are demanding a more balanced approach to mission and money. A successful and proven earned income strategy might likely be your most competitive argument for sustainability.

Brief Break Period 10 minute stretch break
Well, let’s stop here for a moment and take a brief 10 minute stretch break. Roughly 3:10pm OR Roughly 7:30 to 7:40pm

Financial Projections
Revenue Forecast How many “customers” Frequency of purchase Average “sale” Cash Flow Statement Income Statement Balance Sheet Rich 20 minutes

Preparing the Program Budget
The best budgets” translate” the methods section of the proposal into dollars ($$$) Revenue = cash and in-kind (document both; identify all sources of income ) Expenses = direct and indirect (document both; secure firm cost estimates; document donations) Leverage means maximizing a relatively small investment by a funder into a larger community project (Page 54 identifies a 6-step budgeting process. This is a good framework). Restate all 6 steps: Establish the budget period, the length of time the budget covers. Estimate expenses, obtaining cost estimates as necessary. Decide whether and how to include overhead costs. Estimate the donated goods and services that will be used. Estimate anticipated revenues for the project. Check that the budget as a whole makes sense and conveys the right message to the funder. Remember to provide enough budget detail, especially in expense categories, that a funder can clearly trace and relate the cost of the methods you’re using to the budget. Program staff salaries and benefits, trainings, equipment, materials, supplies, travel, insurance, printing, postage, and any other related “input” for your methods should be easily identifiable in the expense section of your budget.

Program Budget: Match/Cost Share
Funders like to see that the institution is putting funds into the project as well Match – 50% match for a $100,000 of funding is $50,000 Cost Share – a 50% cost share for a $100,000 from the funder is $100,000 Can be cash, in-kind, and third party

Program Budget: Allowable Costs
Costs must be; Reasonable Allocable 100% to the project Consistently Treated Guidelines usually say what they won’t pay for Federal Grants – regulations that govern allowable costs No entertainment, no alcohol

Preparing the Program Budget Worksheet 8.1A (page 58)
Worksheet 8.1a is a minimum for most funders. When developing your balanced budget you want to be a complete and thorough as possible. Yes, you will have to make estimates and projections. Make them your very best calculated and informed guess with any documentation you have available. Use footnotes to help explain your data when necessary, but mostly for your own benefit so that you can retrieve and remember all sources for the projections you’ve developed. All revenues and costs directly associated with your agency or program must be included. Often a more detailed budget will identify the multiple funding sources you intend to utilize for your program or project. It’s very common that you will identify both the cash and in-kind provided by your agency and each funder.

Revenue & Expense Budget
CASH REQUIRED IN-KIND CONTRIBUTIONS TOTAL BUDGET EXPECTED REVENUE Grants Foundations Government Corporations Individual contributions Special events (net) In-kind donations Total revenue EXPECTED EXPENSES Salaries Program Coordinator Social Worker I Social Worker II Administrative Assistant Executive Director (part-time: $65,000 × 20%) Benefits (20% of salaries) Contract personnel Program services Total personnel $130,000 83,000 25,000 50,000 20,000 $308,000 45,000 40,000 30,000 13,000 33,600 $231,600 $22,000 5,000 9,000 $14,000 22,000 $330,000 35,000 $245,000

CASH REQUIRED IN-KIND CONTRIBUTIONS TOTAL BUDGET EXPECTED EXPENSES Office rent Insurance Printing Equipment Office supplies Utilities Telephone Copy services Postage Traveled 10,000 4,000 12,000 20,000 3,000 2,000 8,000 9,000 5,000 15,000 25,000

CASH REQUIRED IN-KIND CONTRIBUTIONS TOTAL BUDGET Membership dues Total Nonpersonnel Total Expenses 500 $76,500 $308,100 $8,000 $22,000 $84,500 $330,100

Schedule of Events Derived from the Cash Flow Projection
Activities will occur when there is enough cash to pay for them

Program Management Management Team Organization Chart
Resumes, experience Organization Chart Management Functions Planning Organizing Directing Controlling

Writing the Organizational Background Component
Question: Does your organization have the history, capacity, ability and reputation to success with this project? At a minimum this component must “sell” that your organization’s financial secure, well managed, provides quality services, and has the respect of the community This is your primary opportunity to argue your credibility with the funder Rich 10 minutes Regardless of whether the funder asks for this information, this is your chance to modestly brag about the strengths and capacity of your organization, and specifically as it relates to the program or project your proposal pitches. When deciding what information to include, ask yourself: will this information help build the case for my organization’s qualifications to undertake the proposed program? Be careful not to include too much or too little. Experience and familiarity with the funder will guide your enclosures. Statistics and testimonials can be particularly helpful. Yet, focus more on the core capacities of your organization: your board, committee structure, budget and financial health, staff capacity with resumes for all direct project staff, your facilities and most importantly, any and all direct work you are or have previously done in the specific area you are applying for; such as housing, homelessness, health care, whatever. Funders want to know your ability to deliver in this area and not just the success you’ve experienced in other areas. Typically, you will also have the appendix or attachments to include press clippings, stories, articles or other evidence of your health, capacity and respect in the community.

Organizational Background Worksheet 9.1A (page 65)
As you can see, this worksheet lists some pretty standard information. Yet, with a funder that is unfamiliar with you, you need to clearly and completely communicate who you are, where you’ve been, what you’ve accomplished and what gives you the unique ability to best perform on this proposal idea. Earlier, I mentioned this is your chance to “modestly brag”, well maybe boast a bit. Humility is an important attribute. Never put any other agency down, just tell your story and describe your capacity as factual as you can. This component is often referred to as your “Case Statement”. You’re making your organizational case as to how you are the best choice to achieve this result. Don’t get bogged down in explaining how you were founded or your philosophy on stuff, move quickly and make this section read well and interesting

Case Study: Organizational Background
The Meals Consortium Location – Main County, USA Legal Status – Private, nonprofit corp. 501(c)3 Date of Founding – 1989

Case Study: Organizational Background Cont
Mission Ensure frail seniors can maintain their independence and live with dignity in their own homes Target population Persons 55 and over who are homebound Programs Five consortium members provide home-delivered meals

Summary of need statement The strategic planning process identified that the area of greatest need among the frail individuals served is to be linked up with social services in the county to help them live in their homes.

Accomplishments Served more than 255,000 meals in 2000 to over 1,000 frail individuals. Increased the number of persons served in 2000 by more than 5 percent. First Meals on Wheels program consortium in the state. Strategic planning process completed in 2000

Personnel Governing board made up of Meals Consortium members and interested community members Part-time staff skilled in leadership and fundraising Volunteers provide help with office work and special events

Writing the Proposal Summary & Putting Package Together
Your project summary is almost, your most important component and needs to be written well and last It is typically a one-page abstract that literally summarizes/highlights the major features of your proposal Rich 10 minutes Most funders ask for some type of summary. It should generally contain the following elements: Identification of the applicant The specific purpose of the grant (the compelling need) Qualifications to carry out this purpose (or program – staff, facilities, etc) The anticipated end result The amount of money requested from the funder And the total project budget Each point should be clearly made in short paragraphs. Think of your key points in almost “bullet” form, though write it in sharp narrative style. It can also be important here to stress the critical timing of the project. Why are you undertaking this particular project at this particular time?

Putting The Package Together
Assemble each section in the order it is in the guidelines If there is a cover form, you do not need a cover letter unless they request a letter from the institution official Avoid fancy covers or a slick appearance You’ve worked hard. You’re nearly finished. Now, don’t blow it by not following each and every small detail and instruction the funder has asked for. Check, re-check and then double check every aspect before submitting the proposal.

Putting The Package Together Cont
Staple or clip, follow their directions Make sure you have the required number of copies Double check pages before you put in an envelope for things out of order.

Putting The Package Together – Other Enclosures
References Cited - bibliography Facilities Description Adequacy of Resources Appendices Resumes Letters of support, commitment Sample documents such as surveys Don’t waste trees— only put in what they ask for If you facility is essential and critical to your project’s success or its unique in any way, then you should make sure that you speak to that within the proposal. Otherwise, here are some other possible enclosures. Some of this can be included through Appendices.

Proposal Summary Worksheet 10.A (page 71)

Case Study: Summary Questionnaire
Who is your organization, and what is its mission? The Meals Consortium is a consortium of Meals on Wheels programs serving frail older adults in Main County. The mission of the Meals Consortium is to deliver a coordinated system of home-delivered meals to meet the nutritional needs of homebound seniors.

Case Study: Summary Questionnaire Cont
2. What is the proposed project (title, purpose, target population)? Recognizing that the target population of homebound older adults needs more than just a hot meal and friendly visit each day, the Meals Consortium is proposing to begin a social services referral program, with skilled social workers assessing the non nutritional needs of the individuals served and making appropriate referrals. The purpose of this new program is to ensure that homebound older adults receive the services they need to maintain their independence and remain in their own homes..

3. Why is the proposed project important? Costly institutionalization is about the only alternative to living at home for most of the individuals served by Meals Consortium members. Few individuals have a desire to move to a convalescent home, and most will struggle to maintain their independence and dignity in their own homes. With appropriate social services referrals in addition to a good, nutritionally sound diet, frail older adults are able to remain in their homes.

What will be accomplished by this project during the time period of the grant? The social services referral program has three objectives: (1) to increase social services referrals and follow-up for individuals served by the Meals Consortium, (2) to increase social services direct care for the most vulnerable older adults served by the Meals Consortium, and (3) to reduce the number of individuals being institutionalized.

Why should your organization do the project (credibility statement)? Meals Consortium members have served the target population for many years, providing frail older adults with nutritional meals. By forming a consortium six years ago, the Meals on Wheels programs have increased their cost effectiveness and efficiency. The social services referral program is another step in the Consortium’s efforts to help individuals maintain their independence.

6. How much will the project cost during the grant time period? How much is being requested from this funder? First-year program costs are expected to be $330,000. This proposal is for $30,000. Remaining funds for the new program will come from a grant from the County Area Agency on Aging, from other foundation sources, and from the Meals Consortium annual event.

Putting the Package Together Worksheet 11.A (page 77)
Now that you’ve successfully completed writing a final draft of your proposal, go back and very carefully reread the Request for Proposal or the notice and required proposal components from your prospective funder. Make sure that every single item that they’ve requested has been included and provided. In terms of timelines, you should now be about one week away from the actual submission. Recognizing that you, as the writer, have become too close to the project, now turn your final draft over to an outsider for final review and editing. Get fresh eyes and perspective on what your saying. Ask your reviewers to read for clarity, logic and style, not content. They simply need to be able to follow your arguments and the progression of program logic in the same way that you need an equally unfamiliar foundation program officer. NOTE: you may be required to secure Board approval to submit your grant, whether as a matter of agency policy or as a condition of the funder, make sure you’ve built in enough time for this step. Also, consider the challenges federal grants face in getting to Washington DC and through all the many security clearances before they arrive at your funding agency. Leave plenty of time and talk with them about expedited processes, where postal mail or electronic submission. (Reference Pat’s Proposal Checklist and Evaluation Form)

Evaluation Component Sustainability Component Program Budget Organizational Background Component Proposal Summary & Packaging What questions do you have thus far? 10 minutes

Grant Implementation, Administration, Monitoring
Got funded!!, now the work begins Hiring/assigning staff Financial controls Program/project oversight Rich 15 minutes

Grant Administration Cont: Project Dissemination
Important to funders that their funds have a broad impact How will you make the results available to others? Which results will you report?

Grant Administration Cont: Project Dissemination
To what audience? How will the results or products be disseminated? Web, video tapes, conferences, professional journals, books, chapters, or monographs?

Sustaining Relationships with Funders
Make sure your proposal has arrived Prepare for a site visit Keep all funders informed Responding to a funder’s decision Don’t assume your proposal has arrived and complete, especially if it a federal grant to a large agency in Washington DC. But, even if your proposal is to a local, community foundation, take 5 minutes and call your program officer to make sure. Contact is critical in sustaining relationships. Next, after your certain your proposal has arrived, immediately begin preparing for a site visit. Though not all foundations require or conduct them, plan accordingly, based upon their program guidelines. Many larger regional and national foundations utilize them as a way to become better informed about your community, organization and the program or project your proposing. When planning for such a visit, remember that it’s critical to have a solid team assembled. This should include those who wrote the grant, those who are responsible for your organizational governance and administration (such as the Executive Director, Board Chair and Treasurer or Chief Financial Officer), and any other community partners or consultants who are vital to your project. Sometimes, though it needs to be managed well, you should also involve direct beneficiaries, if you can, if your meeting is not where you provide services or offer programs. Another thing to remember, is that since you’ve completed numerous project proposals and sent them to different foundations, its important to keep all funders informed of the status of your project. Whether you’ve been partially funded by one and denied by others, keep the line of communication open with your program officers. If telephone calls don’t seem desired or warranted, simply forward a status report via mail. Assuming your funded, the first thing to do is acknowledge the decision through a telephone call and follow-up letter. Make sure that you and your agency are completely clear on what the next steps are for reporting and monitoring and if there’s anything else the foundation needs. After acknowledgement and once your project is fully funded you should plan some type of program/project “kick-off” and recognition event. Be sure to consult with your funder’s about what they feel would be appropriate and a good time. Recognition can vary from newsletter announcements, to press releases to local media and the media where the foundation is based, to a press conference , some type of on-site ceremony – especially important for capital campaigns – and maybe even some type of recognition at your annual meeting or a special event. The important point is to say “THANK YOU”! Acknowledging foundation decision’s is also important even if you’re not funded. Remember, its ultimately about relationship building! So, one of the first things to do is contact your program officer to learn how your scored. What did you present well and where could you have been stronger. Consider these questions: What information did the funder need to make the proposal more competitive? Where did the proposal lack clarity or raise questions for the funder? What were some of the questions the funder had while reviewing the proposal? If the proposal is going to be resubmitted in the future, what elements in the proposal should be given greater emphasis? One final point, make sure during your conversation – as you should have already – that you and the program officer and/or the foundation’s review committee have an identical interpretation of the foundation’s guidelines. Finally, it is critical to remember, that a denial by a funder is rarely a kiss of death for your proposal with this funder. Grants are a very competitive numbers game. Expect to be denied the very first time with a new foundation. Learn from the experience and move forward. Never burn bridges! Keep all lines of communication open with all these foundations and continue sending them organizational and/or program updates.

Evaluation and Close-Out
Seeking Outcomes, not only Outputs Importance of recordkeeping Independent review Now that your months and maybe year’s down the road from having written and funded your project proposal, its now time to measure and then share your project outcomes and findings. We generally refer to this as the project evaluation phase. This really wraps-up and concludes your project. Final pay out will typically also occur here. It is absolutely critical to remember that you, your funder and the public at-large are interested in knowing what outcomes came from your efforts. All too often, agencies simply report their outputs – or activities they performed. But what actual change came about from these activities. This is what we mean by outcomes. Outcomes measure behavioral change. Did someone secure housing, get a job, or stop a drug or alcohol addiction? Did your agency reduce homelessness, unemployment, domestic violence, or safe an endangered species? What did you really accomplish from this investment?? As you can see, looking back over many months means that you need a good recordkeeping process. Standardized sheets that staff and clients can easily complete and that you can easily record and tabulate in computer spreadsheets are ideal. Most importantly, remember that you’ve previously agreed to meet minimum evaluation standards from your grant proposal, which has become apart of your project contract.

Evaluation and Close-Out Cont
Seeking Outcomes, not only Outputs Importance of recordkeeping Independent review University faculty are often a good source for program evaluation. The degree of program and statistical measurement will vary by project and funder, but at a minimum you should have someone knowledge with standard statistical research create your evaluation component and then actually conduct your evaluation. Often, evaluation will comprise client focus groups, surveys and/or before and after surveys to measure change from both a qualitative and quantitative perspective. The Logic Model is quickly becoming an industry standard for program evaluation. If your funder requires this approach, then you will have had to submit your proposed outcomes and units of measure as part of your full application. Now you are simply reporting against what you proposed. Involving community partners and other outside experts can be another valuable exercise to gain further perspective on how your programs outcomes have improved the community. No grant or program is complete until all final program and financial audits are complete. Beyond the evaluation, your agency must decide what type of final closure is appropriate on the program side. Financially speaking, your accountant, treasurer or auditor should completely close-out all financial records and issue a final report – including to what happens to any unspent funds!

Final Question/Answer Period
Participant Questions Covering Completing the Grant section Miscellaneous Participant Questions on Session 2 10 minutes

Final Question/Answer Period
Follow-Up (PRI Associates are available for community consultations/coaching/training) THE END. THANKS and BEST OF LUCK! Scott administer workshop evaluation

Getting Funded in a Gates/Buffet World

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