TRIBAL YOUTH PROGRAM

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TRIBAL YOUTH PROGRAM
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UNDERSTANDING THE PROGRAM LIFECYCLE
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The Sustainability Wheel
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The Program Life-Cycle
The Program Lifecycle outlines the stages that
exist in the continual life of a program.
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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
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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.

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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.
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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

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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

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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

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The Sustainability Wheel
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UNDERSTANDING THE SECTOR AND WHERE YOU EXIST IN
THIS ENVIRONMENT
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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.

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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

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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

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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

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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

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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

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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

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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

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Where to look for potential funding and how you
want to interact
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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?

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Exercise Determine Your Research Criteria

• Geographic Focus (Town, County, State, Region,
  National, International)
• Fields of Interest
• Types of Support
• Amount

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Methods of Research

• Network
• Libraries
• Similar Programs
• Old Files
• Online

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Foundation Center - Foundation Finder
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Foundation CenterSample - Foundation Finder
Results
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Foundation Center Sample Searching
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Foundation Center Sample Results / Profile
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Foundation Center - 990 Finder
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Sample 990
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Sample - Past Grants in 990
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The Corporate 990
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Sample Foundation (MacArthur) Website
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Sample Board of Directors
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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
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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?

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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.

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Relationship-Building

• Be Proactive
• Address funders priorities, concerns values
• Show Deference
• Have Realistic Expectations

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Getting to the Funder

• How accessible is your potential funder?
• Developing Access
• - Direct
• - Indirect
• - Paid

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Developing Access to Funders

• Compile a list
• Review it in a group meeting
• Be exhaustive in distributing the list
• Be thorough in retrieving feedback

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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?

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PART TWO UNDERSTANDING YOUR ASSETS AND HOW TO
PRIORITIZE THEM
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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.
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Tree Branch Philosophy
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In-House Assets
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Ranking the Priorities
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Filling In The Pie
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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?

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SWOT Analysis

• Strengths
• Weaknesses
• Opportunities
• Threats

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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?

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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?

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USING YOUR COLLABORATION TO RE-WORK YOUR
FINANCIAL LINE ITEMS.
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CREATING A RESOURCE DEVELOPMENT INFRASTRUCTURE
THAT WILL SUPPORT YOU FOR THE LONG HAUL
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Tracking
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Tracking Template
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CONCLUSION BRINGING IT ALL TOGETHER
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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

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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

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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.