SOUTH AFRICA FAITH AND COMMUNITY DEVELOPMENT CONFERENCE

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SOUTH AFRICA FAITH AND COMMUNITY DEVELOPMENT
CONFERENCE
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COLLABORATION

• AN EFFECTIVE WAY TO WORK

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Why Collaboration?

• Collaboration is a mutually beneficial and
  well-defined relationship entered into by two or
  more organizations to achieve common goals
• The relationship includes a commitment to a
  definition of mutual relationships and goals a
  jointly developed structured and shared
  responsibility mutual authority and
  accountability for success and sharing of
  resources and rewards

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Factors influencing the success of collaboration
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Environmental

• History of collaboration or cooperation in the
  community
• Collaborative group seen as a leader in the
  community
• Political / social climate favorable

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Membership Characteristics

• Mutual respect, understanding, trust
• Appropriate cross-section of members
• Members see collaboration as in their
  self-interest
• Ability to compromise

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Process Structure

• Members share a stake in both process and outcome
• Multiple layers of decision making
• Flexibility
• Development of clear roles and policy guidelines
• Adaptability

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Communication

• Open and frequent communication
• Established informal and formal communication
  links

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Purpose

• Concrete, attainable goals and objectives
• Shared vision
• Unique purpose

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Resources

• Sufficient funds
• Skilled convener

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• Cooperation
• vs.
• Coordination
• vs.
• Collaboration

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Cooperation

• Cooperation is characterized by informal
  relationships that exist without any commonly
  defined mission, structure, or planning effort.
  Information is shared as needed, and authority is
  retained by each organization so there is
  virtually no risk. Resources are separate as
  are rewards

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Coordination

• Coordination is characterized by more formal
  relationships and understanding of compatible
  missions. Some planning and division of roles
  are required, and communication channels are
  established. Authority still rests with the
  individual organizations, but there is some
  increased risk to all participants. Resources
  are available to participants and rewards are
  mutually acknowledged

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Collaboration

• Collaboration connotes a more durable and
  pervasive relationship. Collaborations bring
  previously separated organizations into a new
  structure with full commitment to a common
  mission. Such relationships require
  comprehensive planning and well defined
  communication channels operating on many levels.
  Authority is determined by the collaborative
  structure. Risk is much greater because each
  member of the collaboration contributes its own
  resources and reputation. Resources are pooled
  or jointly secured, and the products are shared

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DEVELOPING MAINTAINING COALITIONS
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Characteristics of Coalitions
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Characteristics of Coalitions
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Three important questions

• Should coalitions have only one mission at a time
  or can (and should) they be multi-mission in
  focus?
• Should coalitions remain short term and ad hoc in
  nature or should they adapt and strive for
  permanence?
• What should the group base of the coalition be?
  Should it be professionally based, agency based,
  community based, or have a mixed base with some
  combination of all three?

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Three general guidelines

• Coalitions will be more successful if they have
  some type of formal organizational structure and
  method of governance in order to formulate and
  implement their goals and objectives successfully
• The leadership of a coalition should be aware of
  and use a range of incentives to sustain
  participation in a coalition
• Symbolic activity on the part of coalitions may
  not be enough tangible successes may be needed
  periodically

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The first meeting

• Select timely and dramatic issue
• Establish an organizational framework that builds
  ownership control
• Establish governance system (start with temporary
  committee)
• Determine capacity to obtain resources for a
  variety of sources 
• Establish the political purpose of the coalition 
• Agree on membership base (even if tentatively)

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Consider work groups / committees

• Advocacy strategy committee
• Long range planning forecasting
• Talent recruitment
• Communications
• Special events
• Monitoring oversight
• Media / public relations

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Maintaining the coalition

• Assess educate coalition members
• Manage conflict
• Find a place for everyone
• Avoid elitism in governance
• Keep issues in front of the members no hidden
  agendas
• Avoid organizational rigidity do not become
  formalized
•  Rotate leadership positions or use steering
  committee
•  Use periodic retreats other self assessment
  techniques

• Do not waste members time stress tasks with
  clear payoffs
• Stress organizational and professional
  credibility above all else downplay individual
  personalities
• Design political strategies that allow maximum
  participation among members encourage multiple
  rather than single strategies
•  Openly discuss covert political action in which
  members may be asked to participate, but that
  they may find objectionable

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Asking for money !!!
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DEALING WITH FEAR

• Why are we afraid to ask?
• What happens when actually rejected?

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ASK THE RIGHT PEOPLE

• Target prospects
• What types of people are most likely to give to
  us?
• Who are the people a little less likely to give
  to us?
• Who are the people least likely to give to us?

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GET INSIDE YOUR PROSPECTS HEADS
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GET INSIDE YOUR PROSPECTS HEADS

• Evaluate each donor for giving potential
• Create donor profile cards
• Form a screening committee

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Donor Profile Card
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Set up screening committee meeting

• How much can the prospects reasonably be expected
  to give?
• What has been their past giving pattern, to us
  and others?
• How do their concerns relate to the work of our
  organization?
• In what causes have they shown an interest?
• Who should solicit each prospect?
• When should the prospects be solicited?

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Categorize prospects

• Benefits they seek from your organization
• Sizes and conditions of their potential gifts

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All prospects must be cultivated regardless of
giving potential

• Provide opportunities for prospects and donors to
  become aware of your organizations work

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Provide opportunities for prospects to develop a
sense ofownership in your organization

• What does your organization have to offer people?
• How can your organization provide opportunities
  for involvement?
• How can your organization help prospects satisfy
  their own needs and concerns?

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GO FOR IT !!

• Ask yourself why people give ?

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Common reason prospects do not give is because no
one asked them!!

• Close the sale - ask directly for a specific
  amount of money
• Being prepared makes asking process less
  difficult positive results more likely
• More homework less surprises
• If response is negative, find out why

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PREPARING AN EFFECTIVE GRANT PROPOSAL
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Conduct a preliminary assessment

• Is the idea for the project desirable and
  feasible?
• Is your organization able to carry the project
  forward? 
• Would some funding sources be interested in the
  idea?
• What are the potential financial consequences of
  obtaining funding?

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Search for funding sources

• Identify sources of funding in the private sector
  (Corporations and foundations)
• Identify sources of government funding

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Writing the proposal
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Summary statement

• One page
• Prepared after proposal is written
• What the need is
• What will be accomplished,
• Who you are and why you are qualified
• What activities you will perform
• What the project will cost
• How long it will take

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Statement of need

• Define precisely what condition your organization
  wants to change
• Specify target population, specific problem that
  will be addressed, where the problem is located,
  what its origin is, and why it continues to exist
• Provide background and sources of support for the
  issue

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Goals and objectives

• Goals general direction for commitment, global
  descriptions, ideals

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Objectives

• Relevant
• Attainable
• Measurable
• Time limited ends to be achieved
• Operating objectives
• Activity objectives
• Product objectives
• Impact objectives

Provide funders clear cut outcomes to expect from
the project
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Components of the program

• Activities and Tasks
• Work plan for how the organization intends to
  accomplish its objectives
• Timeline chart shows results of detailed planning
  process

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Implementation Plan
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Action Plans
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Evaluation

• Process of examining the extent to which the
  organization has been effective in achieving its
  objectives 
• Impact (outcome) evaluation vs. process
  evaluation (monitoring)

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Monitoring and Evaluation
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Capability of the organization

• Funders want to know the organization is capable
  of implementing the project 
• Staff competency and credibility must be
  demonstrated 
• Describe how why organization was formed, past
  current activities, support received from other
  organizations, and significant accomplishments

• Provide evidence of involvement competence in
  the area in which funds are being requested 
• Indicate what financial or other resources are
  available 
• Letters of support especially commitment of
  resources are impressive
• Provide details on key staff and board
  credentials involvement 
• Provide information on advisory board and key
  community figures involved in organization

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Continuation of the program

• Indicate feasibility of organization continuing
  the program beyond the grant period
  sustainability

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Budget

• Important, but unless reveals major weakness or
  is obviously overinflated will not be primary
  reason for rejection or acceptance of a proposal.

• Usually negotiable if program idea is sound
• Different funders require various degrees of
  detail
•  A good budget related directly to the objectives
  activities
• Direct costs vs. indirect costs
• Do not accept less money than is needed for a
  successful effort just to get the grant

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Appendixes

• Adds reliability and understanding, bolsters
  proposal

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Summary
Donors are looking for a proposal that reflects
the following

• A clear, measurable set of objectives
• A capacity to continue beyond the grant period
• The potential for the funded activity being
  replicated or expanded upon
• A clearly written document that is free of
  professional jargon
• An appropriate evaluation

• A match between the donors priorities and the
  grantee organizations purpose
• A competent staff and a good track record
• A committed board of trustees
• A compelling need that will be met in a creative
  and resourceful manner
• A program that is neither too grandiose nor too
  limited

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Thank You