Title: TRIBAL YOUTH PROGRAM
1TRIBAL YOUTH PROGRAM
2UNDERSTANDING THE PROGRAM LIFECYCLE
3The Sustainability Wheel
4The Program Life-Cycle
The Program Lifecycle outlines the stages that
exist in the continual life of a program.
51. 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
61. 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.
72. 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
91. 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
104. 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
11The Sustainability Wheel
12UNDERSTANDING THE SECTOR AND WHERE YOU EXIST IN
THIS ENVIRONMENT
13Understanding 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
15Knowing 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
16Know 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
17Know 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
18Know 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
19Know 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
21Where to look for potential funding and how you
want to interact
22To 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
24Methods of Research
- Network
- Libraries
- Similar Programs
- Old Files
- Online
25Foundation Center - Foundation Finder
26Foundation CenterSample - Foundation Finder
Results
27Foundation Center Sample Searching
28Foundation Center Sample Results / Profile
29Foundation Center - 990 Finder
30Sample 990
31Sample - Past Grants in 990
32The Corporate 990
33Sample Foundation (MacArthur) Website
34Sample 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
36Know 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?
37Why 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.
38Relationship-Building
- Be Proactive
- Address funders priorities, concerns values
- Show Deference
- Have Realistic Expectations
-
39Getting to the Funder
- How accessible is your potential funder?
- Developing Access
- - Direct
- - Indirect
- - Paid
40Developing Access to Funders
- Compile a list
- Review it in a group meeting
- Be exhaustive in distributing the list
- Be thorough in retrieving feedback
41Fact 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?
42PART TWO UNDERSTANDING YOUR ASSETS AND HOW TO
PRIORITIZE THEM
43Not 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
45In-House Assets
46Ranking the Priorities
47Filling In The Pie
48Is 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?
49SWOT Analysis
- Strengths
- Weaknesses
- Opportunities
- Threats
50Statement 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?
51Understanding 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?
52USING YOUR COLLABORATION TO RE-WORK YOUR
FINANCIAL LINE ITEMS.
53(No Transcript)
54CREATING A RESOURCE DEVELOPMENT INFRASTRUCTURE
THAT WILL SUPPORT YOU FOR THE LONG HAUL
55Tracking
56Tracking Template
57CONCLUSION BRINGING IT ALL TOGETHER
58Fund 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
59Common 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
60Top 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.