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TRIBAL YOUTH PROGRAM

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1. Imagine & Inspire: Idea Phase 'The Magnificent Obsession' ... MAINTAINED by obtaining the one big gift, but is obtained by obtaining a series ... – PowerPoint PPT presentation

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Title: TRIBAL YOUTH PROGRAM


1
TRIBAL YOUTH PROGRAM
2
UNDERSTANDING THE PROGRAM LIFECYCLE
3
The Sustainability Wheel
4
The Program Life-Cycle
The Program Lifecycle outlines the stages that
exist in the continual life of a program.
5
1. Imagine Inspire Idea Phase The Magnificent
Obsession
  • Staff Leadership Entrepreneurial and visionary
    founder(s)
  • Obstacles Lack of support (financial and
    public), structural processes being developed or
    revisited.
  • Opportunities Compelling and charismatic
    visionary leader(s)
  • Duration of Stage 0-5 Years

This phase, the programs are in the concept stage
and are more informal
6
1. Found Frame Start-Up PhaseThe Labor of
Love
This phase, the programs drive the mission, one
focused activity
  • Staff Leadership Autonomous leader, vision
    driven
  • Obstacles Programs have more breadth than
    depth. Spark-plug leader is most experienced
    staff member. Collaboration members almost always
    have personal connection to founder or mission.
    Usually low-budget, bootstrap effort, with budget
    as sole financial document.
  • Opportunities Excitement and enthusiasm of
    supporters, charismatic visionary leaders.

7
2. Ground and Grow Growth Phase Becoming Who
You Are
  • Staff Leadership Autonomous leader, vision
    driven
  • Obstacles Program opportunity and service
    demand exceed current systems and structural
    capabilities. Too much to do, too little time.
    Developing collaboration ownership. Creating
    strategic focus that doesnt trap
    creativity/vision. Identifying distinctive
    competence. Beginning to formalize organizational
    structure. Becoming comfortable with change.
    Diversifying revenues and managing cash flow
  • Opportunities New ideas and energy produce
    enthusiasm and sense of accomplishment

This phase, the programs and services become more
refined.
8
3. Produce and Sustain Maturity Phase
Maintaining Your Edge
This phase, the programs are efficient and
effective, there is an expansion of services and
programs
  • Staff Leadership A number of managers added to
    the staff, PD must possess good management and
    communication skills
  • Obstacles Remaining client centered rather than
    policy bound. Keeping staff motivated around the
    program mission. Building financial footings for
    financial stability. Maintaining a programmatic
    edge, cycling programs in and out based on
    continued relevancy. Becoming position rather
    than person dependent.
  • Opportunities Sense of security, new staff and
    collaboration members introduce ideas,
    organization is known in the community, adequate
    resources enable risk-taking

9
1. Found Frame Start-Up PhaseThe Labor of
Love
This phase, the programs are reviewed, renewed,
or relinquished, experiments with new outputs,
encourages collaborative approaches to service
delivery
  • Staff Leadership PD is a change agent,
    experienced and knowledgeable about finances.
  • Obstacles Resistance to change,
    micro-management exists, staff turnover,
    isolation and control
  • Opportunities New partners and allies, renew
    organization, collective wisdom from the past,
    core group of committed staff and board drive the
    new vision

10
4. Terminal Merge or Close Gracefully
This phase, the programs are deemed by funders as
stale, participation is low, chance for revival
is low due to competition.
  • Staff Leadership Leadership is frayed, burnout
    and disconnected from various internal and
    external points in organization.
  • Obstacles Varied views on how to approach
    terminal stage, Hail Mary approaches, future
    cash flow dismal, negative funder movement
  • Opportunities Merging or sun-setting, creative
    partnerships

11
The Sustainability Wheel
12
UNDERSTANDING THE SECTOR AND WHERE YOU EXIST IN
THIS ENVIRONMENT
13
Understanding the Sector
  • Understanding both the philanthropic sector and
    both sides of the grant process is key in
    determining how you will secure your financial
    future.

14
Six Information Areas of Philanthropy
  • Know the field (philanthropy in general)
  • Know the process (who does what, when and how)
  • Know yourself (your program, your positioning
    strengths, and your power)
  • Know your competitors allies (who gives to
    them)
  • Know the individual funder (people, priorities
    procedures)
  • Decide how YOU want to interact with funders

15
Knowing the Field The s
  • Number of Foundations 61,810
  • Total Giving 30,502,000,000
  • Total Assets 476,789,000,000
  • Top 1,000 Funders Distribute 55 of
  • Doesnt include public charities or
    non-foundation corporate giving

16
Know the Field Types of Funders
  • Generic Descriptions
  • Independent family foundations (aka private)
  • Community foundations and public charities
  • Corporate giving programs and foundations
  • Useful for Today
  • Big Concept Funders
  • Just Plain Foundations
  • Corporate giving programs and foundations

17
Know The Field Interest Areas
  • Education 27
  • (Higher Education 11)
  • Health 20
  • Human Services 18
  • Arts Culture 12
  • Public Benefit 11
  • Environment 6
  • Science/Tech 3
  • International 2
  • Soc. Science 2
  • Religion 2

18
Know The Field The Odds of Getting A Grant
  • Local Independent/Family Foundation 1 in 12
  • Community Foundation 1 in 23
  • Regional/State Foundation 1 in 28
  • Natl. Independent/Family Foundation 1 in 76
  • Local Corporation ( only) 1 in 22
  • Local Corporation (/Goods) 1 in 17
  • National Corporation 1 in 32

19
Know The Field The Role of Foundation Staff
  • Role of staff depends on Foundation, but
    generally
  • They say
  • Help applicants to communicate
  • Communicate TO applicants
  • Prepare proposals for management
  • Track community needs and trends
  • We say
  • Say no to proposals they cant/wont sell to
    mgt.
  • Sell a few acceptable proposals to management

20
Know The Field The Importance of Location
  • Applicants location is a factor
  • In 2001 each U.S. citizen received 107.61 per
    capita from foundations (divide total grant
    dollars received by total pop.)
  • In the 5 states (NY, CA, TX, WA and IL) which
    received the most grant dollars (54 of all
    foundation dollars), the per capita receipts from
    foundations was 162.35
  • The 10 states with fewest grant (ND, SD, MT,
    NH, VT, WY, AK, WV, MT, ID) have a per capita
    average of 20.51

21
Where to look for potential funding and how you
want to interact
22
To Find the Right Funder, Focus Your Request!
  • What do you want to fund?
  • What kind of project?
  • What other entities are involved? Does anyone
    else (partner, sponsor, institution) have an
    interest in your success?

23
Exercise Determine Your Research Criteria
  • Geographic Focus (Town, County, State, Region,
    National, International)
  • Fields of Interest
  • Types of Support
  • Amount

24
Methods of Research
  • Network
  • Libraries
  • Similar Programs
  • Old Files
  • Online

25
Foundation Center - Foundation Finder
26
Foundation CenterSample - Foundation Finder
Results
27
Foundation Center Sample Searching
28
Foundation Center Sample Results / Profile
29
Foundation Center - 990 Finder
30
Sample 990
31
Sample - Past Grants in 990
32
The Corporate 990
33
Sample Foundation (MacArthur) Website
34
Sample Board of Directors
35
Questions to Consider When Conducting Research
Areas of Interest Does my program/project fall
within the funders Areas of Interest? Geograph
y Where will my program have an impact? My
Town, My State, My Region, National? Amount Doe
s the average grant size fit my need? Is the
amount sufficient to carry out my scope of
work? Will we be required to match the grant?
By what ? Are we confident we can get
additional funds for the match? Deadlines Gra
nts take 6-9 months to acquire. Will the
funding come in time for this
project? Limitations Are there restrictions,
i.e. faith-based
36
Know how YOU want to interact with Funders
  • Follow the money, not the rhetoric (the grants
    lists)
  • Build the connection (15 seconds)
  • Look creatively for an access portal
  • Half of the connection is in your POSITIONING
  • Who are you?
  • What is your case statement
  • What is unique about you
  • What do you do that has affects more than your
    clients?
  • What are you doing that fits what the funder
    wants?
  • How do you say what you do
  • What other connections can you use?
  • What are your most productive THEMES?

37
Why Invest So Much Time in Research/Analysis of
Funding Sources
  • To select funders whose mission, values and
    activities most closely match those of your
    organization.
  • To be in an informed position to explore the
    networks available to you through your
    organization that will lead to direct interaction
    with key funder personnel.

38
Relationship-Building
  • Be Proactive
  • Address funders priorities, concerns values
  • Show Deference
  • Have Realistic Expectations

39
Getting to the Funder
  • How accessible is your potential funder?
  • Developing Access
  • - Direct
  • - Indirect
  • - Paid

40
Developing Access to Funders
  • Compile a list
  • Review it in a group meeting
  • Be exhaustive in distributing the list
  • Be thorough in retrieving feedback

41
Fact Sheet
  • How will you introduce yourself? Your
    organization?
  • What are you going to do?
  • Why does it need to be done?
  • Who is going to benefit?
  • How are you going to do it?
  • How much money will it cost?
  • Where will the program/project take place?
  • When will the program/project take place?
  • Who is going to do the work? Credentials?

42
PART TWO UNDERSTANDING YOUR ASSETS AND HOW TO
PRIORITIZE THEM
43
Not a 50 Dollar Bill But 50 Singles!
Resource Development cannot be MAINTAINED by
obtaining the one big gift, but is obtained by
obtaining a series of smaller gifts. This
involves an effort based on strategy and
relationships.
44
Tree Branch Philosophy
45
In-House Assets
46
Ranking the Priorities
47
Filling In The Pie
48
Is Your Idea Fundable?
  • Organizational Question
  • Is the idea something that your effort is
    currently invested in?
  • Questions re your idea
  • Is there clarity on what the effort will be?
  • Is the idea significant?

49
SWOT Analysis
  • Strengths
  • Weaknesses
  • Opportunities
  • Threats

50
Statement of Need
  • What is the need/problem?
  • Who has the need/problem?
  • Why is this a need/problem?
  • What will happen if this need/problem is not
    addressed?
  • How do you know?

51
Understanding Where You Fit Program Clarity
  • Fully understand your effort and motivations
  • Be able to tell the back story history
  • Be able to outline the efforts structure
  • Describe the effort in a way that will peak
    interest
  • Be prepared to sell the heart of the program
  • Why should anyone else care?
  • What impact do you want to make?

52
USING YOUR COLLABORATION TO RE-WORK YOUR
FINANCIAL LINE ITEMS.
53
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54
CREATING A RESOURCE DEVELOPMENT INFRASTRUCTURE
THAT WILL SUPPORT YOU FOR THE LONG HAUL
55
Tracking
56
Tracking Template
57
CONCLUSION BRINGING IT ALL TOGETHER
58
Fund Development Preparation
  • 50 of fundraising time is spent on research.
  • 20 should be spent on developing new prospects.
  • 30 is on actual proposal writing and submission

59
Common Mistakes
  • Skip relationship-building
  • Chase funding
  • Start the grant-writing process too late
  • Overlook guidelines
  • Lack clarity
  • Have misspellings and/or typos
  • Budget doesnt add up
  • After youve received the grant, not reporting
    back according to the terms of the grant

60
Top Ten Rules of Thumb for Resource Development
  • People give to people! What sets winning
    proposals apart is relationship-building.
  • Do your homework before making your initial
    contact with a potential funder.
  • Be Proactive not reactive.
  • Respond to your audience.
  • Follow grant funder process guidelines exactly.
  • Be authentic demonstrate your passion.
  • Make certain that all project elements are
    connected.
  • Ask for what you need to accomplish your goals.
  • Have a second set of eyes review your work before
    submitting it.
  • After funders, keep your funder(s) informed.
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