A Typical Foundation?• More than 3/5 of active foundations were established after 1989*• 17% are staffed• 8% ARs 120 100• 17% have publications 100 1975 80• 11% have Web sites 68 1980 60 56 1985 1990 40 40 25.6 32 1995 21.8 22.09 2000 20 2006 2020* 0 Foundations
Working with Foundations 1) What are foundations? What are the different kinds? What do they do? 2) What is the relationship between grant proposals and foundation work? 3) What do foundations and other funders look for when determining who gets grant dollars? 4) What are some procedural do’s and donts in trying to get projects funded?
THE TEDIOUS AND TIME CONSUMINGMETHOD THAT IS, UNFORTUNATELY,OFTEN TIMES NECESSARYWhat are you trying to find out?1) Who they give to? (Eligibility)2) When? (Deadlines)3) Who they have given to? (Previous Recipients)4) How to apply? (Format)
SOME UNOFFICIAL TRUTHS ABOUT GRANTSEEKING1) You will have a much easier time getting funded for something new rather than something you have been doing already.2) Submitting joint proposals with collaborators increases your chances of success exponentially.3) No one can sit in a room by themselves and develop an effective grants project.
SOME UNOFFICIAL TRUTHS ABOUT GRANTSEEKING(continued)4) Your chances for success increase dramatically if you have had positive interaction with the funder before you submit your proposal.5) Much of the information required in grants can, and should be prepared ahead of time.6) The worst way to develop a grant seeking project is in response to a notice of fund availability.
4 DRAWBACKS OF GRANTS PURSUIT(AND REALIZATION)- IN NO PARTICULAR ORDER-1) THE MONEY RUNS OUT2) EFFORT DOES NOT EQUAL RETURN3) INTRAORGANIZATIONAL STRESS4) UNREALISTIC EXPECTATIONS
KEY COMPONENTS OF A SUCCESSFULGRANT PROPOSAL ESTABLISHMENT OF PROBLEM/NEED YOU WANT TO ADDRESS • Statistics • Anecdotal reports from within or outside • Community-wide needs vs. institutional • Surveys/Public Forums/Community Input YOUR PROPOSED SOLUTION • Logic • Within your capacity and experience • Considers other providers • Reasonable within the timeframe you have suggested
DO• Read all the materials that the foundation or other funder has published.• Start talking to the foundation representatives well before their deadlines and before your proposed project start dates.• Develop a system within your organization that identifies potential projects early on and is prepared when opportunities present themselves. Have a system whereby people involved in accounting, finance and other areas of operations can respond quickly and knowledgably to the needs of the funders.
DO(continued)• Commit time and work to participation in community or regional networks relevant to health and human service issues.• Enhance your knowledge of the people you currently serve and those who you are not currently serving.• Demonstrate an in depth knowledge of what other services are being offered in the community.
• Realistic goals• Leadership—management/board• Financial viability• Collaboration• Sustainability• Local commitment, including organization putting in some of their own money
DO NOT• Call a foundation saying that you need money for XYZ.• Use the names of elected officials of other prominent persons unless you are absolutely sure of the relationships in the community.• Try to shame the foundation person into acknowledging the need for your project.• Request funding for items or program areas that the foundation does not fund.• Criticize the efforts of others.• Get consultants involved as spokespersons.
Outcomes-Focused Grantmaking• Focus Shift (Compliance – Outcomes)• Use of Language is Important• Budget – not interested in money, but money in motion• Measuring gain• Milestones/Results• Resources: Outcome Funding, Hal Williams
Resources• Grant Proposal Makeover by Cheryl A. Clarke and Susan P. Fox• Center for Effective Philanthropy• The Rensselvaerville Institute/Center for What Works• NC Center for Nonprofits• QENO @ UNCW