Title: SOUTH AFRICA FAITH AND COMMUNITY DEVELOPMENT CONFERENCE
1SOUTH AFRICA FAITH AND COMMUNITY DEVELOPMENT
CONFERENCE
2COLLABORATION
3Why 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
4Factors influencing the success of collaboration
5Environmental
- History of collaboration or cooperation in the
community - Collaborative group seen as a leader in the
community - Political / social climate favorable
-
6Membership Characteristics
- Mutual respect, understanding, trust
- Appropriate cross-section of members
- Members see collaboration as in their
self-interest - Ability to compromise
7Process Structure
- Members share a stake in both process and outcome
- Multiple layers of decision making
- Flexibility
- Development of clear roles and policy guidelines
- Adaptability
8Communication
- Open and frequent communication
- Established informal and formal communication
links
9Purpose
- Concrete, attainable goals and objectives
- Shared vision
- Unique purpose
10Resources
- Sufficient funds
- Skilled convener
11- Cooperation
- vs.
- Coordination
- vs.
- Collaboration
12Cooperation
- 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
13Coordination
- 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
14Collaboration
- 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
15DEVELOPING MAINTAINING COALITIONS
16Characteristics of Coalitions
17Characteristics of Coalitions
18Three 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?
19Three 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
20The 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)
21Consider work groups / committees
- Advocacy strategy committee
- Long range planning forecasting
- Talent recruitment
- Communications
- Special events
- Monitoring oversight
- Media / public relations
22Maintaining 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
23Asking for money !!!
24DEALING WITH FEAR
- Why are we afraid to ask?
- What happens when actually rejected?
25ASK 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?
26GET INSIDE YOUR PROSPECTS HEADS
27GET INSIDE YOUR PROSPECTS HEADS
- Evaluate each donor for giving potential
- Create donor profile cards
- Form a screening committee
28Donor Profile Card
29Set 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?
30Categorize prospects
- Benefits they seek from your organization
- Sizes and conditions of their potential gifts
31All prospects must be cultivated regardless of
giving potential
- Provide opportunities for prospects and donors to
become aware of your organizations work
32Provide 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?
33GO FOR IT !!
- Ask yourself why people give ?
34Common 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
35PREPARING AN EFFECTIVE GRANT PROPOSAL
36Conduct 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?
37Search for funding sources
- Identify sources of funding in the private sector
(Corporations and foundations) - Identify sources of government funding
38Writing the proposal
39Summary 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
40Statement 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
41Goals and objectives
- Goals general direction for commitment, global
descriptions, ideals
42Objectives
- 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
43Components 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
44Implementation Plan
45Action Plans
46Evaluation
- Process of examining the extent to which the
organization has been effective in achieving its
objectives - Impact (outcome) evaluation vs. process
evaluation (monitoring)
47Monitoring and Evaluation
48Capability 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
49Continuation of the program
- Indicate feasibility of organization continuing
the program beyond the grant period
sustainability
50Budget
- 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
51Appendixes
- Adds reliability and understanding, bolsters
proposal
52Summary
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
53Thank You