SOUTH AFRICA FAITH AND COMMUNITY DEVELOPMENT CONFERENCE - PowerPoint PPT Presentation

1 / 53
About This Presentation
Title:

SOUTH AFRICA FAITH AND COMMUNITY DEVELOPMENT CONFERENCE

Description:

Keep issues in front of the members no hidden agendas ... not waste members' time; stress tasks with ... Is the idea for the project desirable and feasible? ... – PowerPoint PPT presentation

Number of Views:21
Avg rating:3.0/5.0
Slides: 54
Provided by: loriann
Category:

less

Transcript and Presenter's Notes

Title: SOUTH AFRICA FAITH AND COMMUNITY DEVELOPMENT CONFERENCE


1
SOUTH AFRICA FAITH AND COMMUNITY DEVELOPMENT
CONFERENCE
2
COLLABORATION
  • AN EFFECTIVE WAY TO WORK

3
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

4
Factors influencing the success of collaboration
5
Environmental
  • History of collaboration or cooperation in the
    community
  • Collaborative group seen as a leader in the
    community
  • Political / social climate favorable

6
Membership Characteristics
  • Mutual respect, understanding, trust
  • Appropriate cross-section of members
  • Members see collaboration as in their
    self-interest
  • Ability to compromise

7
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

8
Communication
  • Open and frequent communication
  • Established informal and formal communication
    links

9
Purpose
  • Concrete, attainable goals and objectives
  • Shared vision
  • Unique purpose

10
Resources
  • Sufficient funds
  • Skilled convener

11
  • Cooperation
  • vs.
  • Coordination
  • vs.
  • Collaboration

12
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

13
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

14
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

15
DEVELOPING MAINTAINING COALITIONS
16
Characteristics of Coalitions
17
Characteristics of Coalitions
18
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?

19
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

20
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)

21
Consider work groups / committees
  • Advocacy strategy committee
  • Long range planning forecasting
  • Talent recruitment
  • Communications
  • Special events
  • Monitoring oversight
  • Media / public relations

22
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

23
Asking for money !!!
24
DEALING WITH FEAR
  • Why are we afraid to ask?
  • What happens when actually rejected?

25
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?

26
GET INSIDE YOUR PROSPECTS HEADS
27
GET INSIDE YOUR PROSPECTS HEADS
  • Evaluate each donor for giving potential
  • Create donor profile cards
  • Form a screening committee

28
Donor Profile Card
29
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?

30
Categorize prospects
  • Benefits they seek from your organization
  • Sizes and conditions of their potential gifts

31
All prospects must be cultivated regardless of
giving potential
  • Provide opportunities for prospects and donors to
    become aware of your organizations work

32
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?

33
GO FOR IT !!
  • Ask yourself why people give ?

34
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

35
PREPARING AN EFFECTIVE GRANT PROPOSAL
36
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?

37
Search for funding sources
  • Identify sources of funding in the private sector
    (Corporations and foundations)
  • Identify sources of government funding

38
Writing the proposal
39
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

40
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

41
Goals and objectives
  • Goals general direction for commitment, global
    descriptions, ideals

42
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
43
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

44
Implementation Plan
45
Action Plans
46
Evaluation
  • Process of examining the extent to which the
    organization has been effective in achieving its
    objectives 
  • Impact (outcome) evaluation vs. process
    evaluation (monitoring)

47
Monitoring and Evaluation
48
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

49
Continuation of the program
  • Indicate feasibility of organization continuing
    the program beyond the grant period
    sustainability

50
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

51
Appendixes
  • Adds reliability and understanding, bolsters
    proposal

52
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

53
Thank You
Write a Comment
User Comments (0)
About PowerShow.com