Community Development Grant Workshop

Community Development Grant Workshop2 0 1 5 C O L L A B O R AT I V E G R A N T O R I E N TAT I O NO C T O B E R 1 , 2 0 1 4

RISE’S MISSIONWork in partnership with community-based and other organizations to redevelop and strengthen neighborhoods and communities.

A G E N DA

CDC Capacity Building and Collaborative Grant Program Overview

Applicant Eligibility

Setting the Stage: Fund Development Best Practices

Key Themes for Effective Grant-Seeking

Program Timeline and Process

Question/Answer Session

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PURPOSE

Provide an overview of the 2014 Collaborative Grant Program and offer technical assistance that fosters organizational capacity-building and effective grant-seeking strategies.

WO R K S H O P O B J EC T I V E S

• Providing insight into Rise’s CDC Capacity Building and Collaborative Grant Program ---- (Understanding the 2014 Collaborative Grant application and process)

• Best Practices -

• Making sure your organization is ready to accept grant funds

• Informing on what it takes to be a successful grantee

• Identifying and linking outputs as well as projecting and measuring outcomes for grant performance and effectiveness

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COLLABORATIVE GRANT PROGRAM OVERVIEW

Brian HurdTechnical Assistance Program Manager

C D C C A PA C I T Y B U I L D I N G A N D C O L L A B O R AT I V E G R A N T P R O G R A M

• CDC CAPACITY BUILDING PROGRAM

• With the support of local banks and foundations, and local and federal government agencies, Rise provides capacity building technical assistance to St. Louis area community development corporations (CDCs).

• Rise’s capacity building programs help CDCs successfully undertake the revitalization of neighborhoods. Capacity building includes individualized technical assistance as well as group training classes for CDCs.

• Individualized technical assistance focuses on six core areas of organizational capacity development: 1) Aspirations; 2) Strategies; 3) Organizational Skills; 4) Human Resources; 5) Systems and Infrastructure; and 6) Organizational Structure

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• Partial list of individualized organizational capacity services –

• Organizational Strategic Planning• Mapping, Data and Demographic Services• Board Development Planning• Project and Feasibility Analysis and Planning• Financial Management Services• Outcome Measurement and Performance Analysis• Community Engagement Planning• Marketing and Fund Development Advisory Services• Human Resource Advisory Services

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• COLLABORATIVE GRANT PROGRAM

• Focuses on providing financial resources coupled with technical assistance to build the capacity and sustainability of local CDCs.

• Since 1998, the program has awarded approximately $2.8 million in grants to nearly 20 CDCs.

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• To date, 14 funders have contributed financial resources to the program

• Participating funders become members of the CDC Capacity Building and Collaborative Grant Program Oversight Committee and work closely on grant awards and related capacity building activities conducted by Rise staff in working with grant recipients

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• For members of the Oversight Committee that represent banks and financial institutions, the program helps them establish partnerships, such as those with CDCs, that can help meet the three Community Reinvestment Acts (CRA) tests: Lending Test, Investment Test, and Service Test

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CDC CAPACITY BUILDING PROGRAMProvides technical assistance and organizational training to local CDCs.

COLLABORATIVE GRANT PROGRAM Provides financial support for place-based community projects and partnerships.

P R O G R A M S U M M A RY

Rise seeks to partner with local Community Development Corporations to identify those neighborhoods that could benefit from our work.

A P P L I C A N T E LG I B I L I T Y

Community Development Corporations (CDCs) with a place-based mission, serving St. Louis County, the City of St. Louis, Madison County, IL and St. Clair County, IL.

The Collaborative Grant Program is designed to support place-based projects and collaborations, not general operating costs.

E L I G I B I L I T Y

• Critique of eligibility relative to:

• Compatibility of your organization’s mission and organizational strategic plan

• Place-based community need/population served

• Organizational leadership and participation

• Collaboration (Networking or referrals is not collaboration)

• Track record

• Financial accountability (accurate budgeting is a factor)

• Potential place-based impact and outcomes

• Firm and committed leveraging14

C O M M U N I T Y D E V E LO P M E N T C O R P O R AT I O N

Broadly used and defined term but Rise and its current funders of the program identify it being consistent as a nonprofit corporation with 501(c)(3) status that serves and has a place-based strategy for a defined target area.

The primary purpose is to encourage and promote the industrial, economic, entrepreneurial, commercial and civic development or redevelopment of a community or area, including the provision of housing and community economic development projects that benefit low-income individuals and communities.

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P L AC E- B A S E D A P P R OAC H

Place-based initiatives take a comprehensive approach to community development and aim to revitalize multiple aspects of an entire neighborhood to create lasting change for its residents

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• Previously funded place-based initiatives under the Collaborative Grant Program

• Example 1 – Grantee’s summer youth employment and neighborhood beautification program (targeted geographic area where there was a need to address several issues – physical appearance, seniors, service delivery, public safety, costs, community engagement, jobs and employment training skills)

• Rise’s technical assistance and capacity building activities included – customer satisfaction surveys and analysis, data management system for tracking and auditing (human resource management), youth pre – and post test self-esteem assessment tool to help determine job readiness and skill development

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• Example 2 – Property management software and conversion.

• Grantee has a portfolio of market rate and affordable rental housing in specific neighborhoods. The software is able to help the organization with its accounting systems and reporting, process maintenance orders faster and electronically reducing response and turnaround time for repairs.

• Rise technical assistance capacity building was provided to the Grantee on integrating the software, development of data management systems, producing better property management reports. The increase capacity is allowing the Grantee to be more competitive as a property management firm, specifically with its market rate units because of a better operating performance.

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• Example 3 – LIHTC to Homeownership Conversion

• The Grantee used Collaborative Grant funds that helped leverage a larger source of funds in collaboration with a local credit union. The combined funds are helping the Grantee with capital improvements to its Low Income Housing Tax Credit homes that have gone through the 15 year compliance period in addition to providing mortgage and closing cost assistance allowing the homes to be sold to the currents residents that are in good standing.

• Rise technical assistance capacity building was provided to assist the Grantee with its LIHTC to homeownership conversion program ensuring compliance with the state’s housing finance agency.

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C D C C A PA C I T Y B U I L D I N G A N D C O L L A B OA R T I V E G R A N T P R O G R A M

Rise

Oversight Committee

Grantees

COLLABORATIVE PLACE-BASED COMMUNITY IMPACT

SETTING THE STAGE: FUND DEVELOPMENT BEST PRACTICESLarry Perlmutter Communications and Development Manager

S u s t a i n a b i l i t y a n d C a p a c i t y

Fund Development as defined by NSC/Nonprofit Services Center :

Fund development is the process by which organizations use fundraising to build capacity and sustainability. Fund development is a part of the strategic marketing of a nonprofit organization. It is concerned not only with raising money, but doing so in a way that develops reliable sources of income that will sustain the organization through the realization of its long term mission and vision.

T h e F u n d i n g P i e – N a ti o n a l D a t a F r o m 2 0 1 2L o u i s i a n a A s s o c i a ti o n s o f N o n p r o fi t O r g a n i z a ti o n s

“ E s t a b l i s h i n g a d i v e r s e a n d w e l l - r o u n d e d r e v e n u e s t r a t e g y f o r y o u r n o n p r o fi t o r g a n i z a ti o n . ”

Corporations 5%

Foundations 14%

Bequests 8%

Individual Giving 73%

H o w A r e N o n p r o fi t s F u n d e d ?S o u r c e s o f R e v e n u e f o r R e p o r ti n g P u b l i c C h a r i ti e s 2 0 0 9

T h e N o n p r o fi t S e c t o r i n B r i e f , 2 0 1 1N a ti o n a l C e n t e r f o r C h a r i t a b l e S t a ti s ti c s , T h e U r b a n I n s ti t u t e

F r o m G r a n t S p a c e , a s e r v i c e o f t h e F o u n d a ti o n C e n t e r

Other 2.10%Government Grants 8.9%Private Contributions 13.6%Fees for Services & Goods from Government 23.2%Fees for Services & Goods from Private Sources 52.4%

T h e C o m p e ti ti v e C l i m a t e – B e s t P ra c ti c e s

There are many local grantors that are competitive locally and nationally.Learn best practices. Once you have a strong proposal you can use the information for many other grants.

Excerpt from United Way’s Quality Standards:

• The agency’s revenue streams are sufficiently diverse to assure continuance of operations.

• The agency takes proactive action in the event of a disruption of planned revenue or unusual expenses.

Excerpt from Community Development Block Grant Application:

• If you plan to seek other funding to supplement CDBG funding, describe the sources to which you will apply, the amounts you intend to seek, anticipated date of award and the proposed use of the funds. Please also list any funding already secured for the proposed activity (by source and amount).

• Due to federal budget cuts, the total amount of CDBG funds awarded by the City for 2014 may be reduced. Describe, in detail, what changes the organization would make in the proposed activity if awarded only 70% of the requested amount.

Resources :• www.grants.gov

• M. Brad Smith – Nonprofit Resource Manager/St. Charles City-County Library District - Fundraising and Prospecting Resources

636-441-0794, ext. 1445 [email protected]

• The Grants & Foundation Center of the St. Louis Public Library,314-539-0357, e-mail: [email protected] on the 2nd floor of Central Library, Social Sciences Room (directly east of the Great Hall) 1301 Olive, St. Louis, MO 63103

mailto:[email protected]

T h e P r o c e s s W i l l B u i l d C a p a c i t y -O u r G o a l a t R i s e

Start by writing strong proposals and giving funders what they ask for.Funders want to see diverse funding streams. They want to know you are supported by other sources or see planning to seek funding elsewhere (I.E. other applications submitted or plans to do so).

You need to build credibility for your organization and build a group of supporters who will vouch for your success.

Be prepared to demonstrate how you will run your program if not fully funded. Especially important being funded for the first time.

Evaluation counts. Keep what you want to learn and evaluate in mind, as well the assessment tools you will use to evaluate your project (e.g., records, surveys, interviews, pre- and post-tests).

OrganizationalCapacity

KEY THEMES FOR EFFECTIVE GRANT-SEEKINGRick BonaschDirector of Technical AssistanceEleanor TuttData Management Coordinator

T H R E E K E Y T H E M E S

While Rise will be scoring all responses based on the point system detailed in the application, there are three key themes that are critical to success in this application process.

1) Partnerships & Collaboration

2) Leveraged & Realistic Budget

3) Measurable Outcomes

Note that these are areas many other funders are interested in as well.

PARTNERSHIP & COLLABORATION

A P P L I C AT I O N L A N G UA G E

Applications from two or more organizations are encouraged. If you are proposing a collaboration or partnership initiative with this application, please describe the roles of each partner in completing the project.

Required for consideration:

Commitment Letter(s) from any partnering or collaborating organizations referenced in this application

F O R M I N G S T R O N G PA R T N E R S H I P S

• Ensure partnership is mutually beneficial and aligns with each organization’s strategic plan and/or objectives

• Come to an agreement on shared goals and how to measure progress

• Seek out partners who bring unique strengths to the collaboration

• Consider a formal Memorandum of Understanding (MOU) to solidify the partnership and clarify expectations. (This is not required.)

F I S C A L A G E N T S

• If an applicant is partnering with another organization, the lead applicant organization will serve as fiscal agent for the grant.

C O -A P P L I C A N T E L I G I B I L I T Y

• Co-applicants may be, but are not required to be, other CDCs and/or community-based non-profit organizations

• If your organization does not meet the eligibility requirements to be a lead applicant, we encourage you to partner with an eligible CDC with complementary goals

LEVERAGED & REALISTIC BUDGET


Please provide an itemized budget including all funding leveraging the proposed Collaborative grant. Describe how you will leverage Rise Collaborative Grant funds to increase the scope of the activity being funded. Be specific about the amounts and sources of other funds to be used.

Please indicate whether proposed leveraging funds are approved or pending applications. Budgeted expenses must equal budgeted revenues. Co-applicants may be, but are not required to be, other CDCs and/or community-based non-profit organizations

A P P L I C AT I O N SA M P L E B U D G E T F O R M AT

SOURCE COMMITTED(yes or no) AMOUNT

Collaborative Grant Request (should equal amount of application)

Secured Funds

Pending Funds

Total Sources

EXPENSE AMOUNT

Salaries and Benefits

Supplies

Printing and Publication

Other

Other

Total Expenses

MEASURABLE OUTCOMES


Collaborative grants will be awarded to organizations for activities that address a specific community need. In this section, please describe the critical community need(s) your organization is currently facing, the specific community need you are addressing, the grant funded activity and the associated outcomes your organization will seek to accomplish in 2014.

R E S O U R C E S F O R N E E D I D E N T I F I C AT I O N

Neighborhood Data Gateway

http://www.datagateway.org


Missouri Census Data Center

http://mcdc.missouri.edu/acs/profiles/menu.php


Mining Your Own Data!

Does your organization have:

• Program reports from prior grants that demonstrate continued or additional needs?

• Documentation tracking community issues?

• Qualitative data such as interviews with neighborhood stakeholders or notes from a community-wide planning process?

• Interns who can walk the neighborhood and collect baseline information on physical needs/built environment or conduct a resident survey?

OUTCOMES: ACTIVITIES VS RESULTS

• Conducting an activity is NOT the same as achieving desired results – although both are important

• Studying (activity) for ten hours (output) is NOT the same as understanding a subject (outcome) well enough to pass a test (measure)

• Outcomes should be related to the initial needs identified

A BASIC LOGIC MODEL

Activities Outputs Outcomes

Did you implement your planned activities? How many persons, households, or housing units did you serve? Were you efficient?

What was the result of your activities being implemented? Were you effective?NOTE: Should tie back into needs identified

What are you planning to do?

Inputs

What resources do you have to bring to an activity? Financial resources? Staff skill sets? Community strengths?

A BASIC LOGIC MODEL

Activities Outputs Outcomes

25 buildings Decreasedpropertycrime

Neighborhoodcleanups

Inputs

Volunteers,Grant forsupplies

OUTCOMES MUST BE MEASURABLE

You must have systems in place to measure outcomes. Keep in mind:

• What data is available (or can be created via surveys, pre/post tests, etc.)

• How often that data will be updated

• How you will track it and how much time/money that will cost

APPLICATION PROCESS AND TIMELINE

Velvet E. BryantRise Intern

A P P L I C AT I O N P R O C E S S A N D T I M E L I N E

September 23 Program Announcement and Request for Proposals

October 8 Grant Workshop

October 9-15 Rise staff will respond to written follow up questions through the Rise website: www.risestl.org

*October 18 Letters of Intent Proposal Due

November 1 Receive written feedback from Rise staff

November 22 Full Applications of approved Letter of Intent proposals due

December 11 Oversight Committee will meet to decide on staff recommendations

December 18 Grant Awards Announced

http://www.risestl.org/

P R O C E S S O F C O L L A B O R AT I O N

Oversight Committee works with Rise to develop program

objectives

Rise provides technical assistance to community-

based organizations during the application process

Oversight Committee approves grant

recommendations

Grantees implement proposed place-based

project/partnership

Rise provides ongoing technical assistance

and capacity-building training to Grantees

Grantees present project outcomes to

the Oversight Committee

Collective feedback is shared between

Grantee, Oversight Committee, and Rise

Efforts to sustain project/partnership

and community impact are implemented

QUESTION/ANSWER SESSION

Documents

Community Development Grant Workshop