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Published on February 16, 2008

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Leveraging Your Hidden Assets The Midas Touch :  Leveraging Your Hidden Assets The Midas Touch Carey W. Kaltenbach Grants Administrator/Assistant Chief Bureau of Grants and Contracts Division of Administration Missouri Department of Health and Senior Services 573-751-6418 kaltec@dhss.state.mo.us 7-24-03 Leveraging:  Leveraging Using one circumstance to create another. Partnering with other entities to reduce costs, share resources, facilities, equipment, training, etc. Using funds to create other funds or funding opportunities. Sharing activities. Dual Use: A double effect:  Dual Use: A double effect Using one grant-funded project to serve two groups of clients to train or improve two groups or in two ways to fund two activities to serve two goals, etc. CHART Walk Parents Fair Share COPS Hidden Assets:  Hidden Assets Aggregate Service Measures In-kind donations Quality Improvement Human Resources Planning Aggregate Service Measures – Board, Staff, Volunteers:  Aggregate Service Measures – Board, Staff, Volunteers Cumulative years of service by your Board/Staff/Volunteers: a. On your board b. With your organization c. In this field of work Aggregate Service Measure Example:  Aggregate Service Measure Example Photo of staff with the following caption: “The 15 members of the ‘xyz’ team collectively have worked for ‘xyz’ agency for 300 years.” Aggregate Service Measure Example 2:  Aggregate Service Measure Example 2 From a quarterly newsletter produced by Interfaith Care Team, St. Joseph, MO “In the past year, our volunteers spent 2,086 hours of service helping our clients including driving a total of 14,900 miles, or the distance from St. Joseph to New Delhi, India and back.” In-Kind Donations - Performance Indicators of Return on Investment (ROI):  In-Kind Donations - Performance Indicators of Return on Investment (ROI) In-kind donations reveal the strength of an organization’s fundraising and, thus relationship-building. In-kind donations reveal the support for and commitment of a community to an organization and its customers. In-Kind Contributions -track in an In-Kind journal::  In-Kind Contributions -track in an In-Kind journal: Donations of office/meeting space printing/copying bookkeeping equipment refreshments use of professional’s skills board/staff members’ time use of borrowed equipment Slide10:  FUNDING TEAM Special Events Grants Endowed Funds Annual Giving In-Kind Donations In-Kind Donations: Hidden Assets for Your Organization – A Resource Guide:  In-Kind Donations: Hidden Assets for Your Organization – A Resource Guide This 14 page publication created by MO Dept. of Health and Senior Services staff, is downloadable at: www.dhss.state.mo.us/CHART Click on the “In-Kind Donations” icon In-Kind Donations are Critical for your Organization’s Sustainability:  In-Kind Donations are Critical for your Organization’s Sustainability Substituting in-kind donations for cash adds to your resource pie - your cash can be used to pay for services/goods that you haven’t been able to get donated. In-kind contributions expand your resource capacity - which can then help you leverage additional resources. Risky Behavior - Taking the In-Kind Donations for Granted:  Risky Behavior - Taking the In-Kind Donations for Granted You get so use to receiving the donation you forget to acknowledge it. You get so use to receiving the donation, you forget to include it in your budget planning estimates. Risky Behavior - Taking “any and every” Donation Offered:  Risky Behavior - Taking “any and every” Donation Offered You don’t need to accept every in-kind donation - just because it is offered. If it isn’t something your organization can use - gracefully decline the offer. In-Kind Donations - Building Relationships - Building Sustainability:  In-Kind Donations - Building Relationships - Building Sustainability An in-kind donation can be the beginning step of a substantial relationship. In-Kind Donations - Building Relationships & Sustainability:  In-Kind Donations - Building Relationships & Sustainability “Non-cash gifts represented a growing share of contributions made by companies to American charities. Businesses reported that 28 percent of 1999’s domestic donations were in forms other than cash, including products, equipment, real estate and intellectual property rights.” Debra E. Blum in Chronicle of Philanthropy, Jan. 1, 2001 The Benefits of an In-Kind Journal:  The Benefits of an In-Kind Journal provides a central collection point provides a reminder for your organization to acknowledge the volunteers/donors for their contributions The Benefits of an In-Kind Journal:  The Benefits of an In-Kind Journal Will assist your organization in assembling the information necessary to provide the appropriate documentation required by the Internal Revenue Service. Slide19:  A helpful resource for the volunteer treasurer setting up a basic accounting system for a not-for-profit organization: “Self-Help Accounting: A Guide for the Volunteer Treasurer.” available from: Energize, 5450 Wissahickon Ave., Box C13, Philadelphia, PA 19144 (215) 438-8342 www.energizeinc.com In-Kind Journal - Creating the Books Slide20:  Government (local, state, federal) OUR ORGANIZATION Foundations Local Business’ Corporate Philanthropies Funders Universe Local Individuals Alumni who no longer live in the community Subgrantee/ Subcontractor Trade Associations Faith-based groups Donors Public-Sector Funding Trends:  Public-Sector Funding Trends Funding Trends:  Funding Trends Funding will be directed toward measurable changes in systems (removing barriers and capacity-building) capacity-building in customers agency community Public Funding Trends:  Public Funding Trends Targeted grants to faith-based and grassroots organizations. Organizations with capacity in outcomes-based programming Multi-year performance data demonstrating ability to move indicators More systems development grants Funding Trends (cont.):  Funding Trends (cont.) long-term behavioral changes in customers; Networked entities over larger geographical areas Addressing gaps Disparities Value-added contributions as a way of “making your case.” Funding Trends (cont.):  Funding Trends (cont.) Cost-effectiveness formulae/cost-utility analysis Already used in immunization, cancer screening, tobacco cessation, health education Public Funding Trends:  Public Funding Trends Funding based on a reasoned, feasible sustainability plan More scrutiny of applicants, especially in terms of benchmarking Block grants Outsourcing federal functions Benchmarking:  Benchmarking “An ongoing, systematic process that seeks to identify and understand the best practices of others and customize such practices to one’s own setting” Wilson & Beynon, 1998, p. 183. Benchmarking can be a method for demonstrating progress through growth points. Benchmarking:  Benchmarking Started in industry – still in its early stages. Quality improvement has customarily focused on the internal. Benchmarking focuses on the external. It is future oriented and concerned with efficiency and effectiveness. Benchmarking:  Benchmarking “ . . . benchmarking takes performance measurement to a higher level of identifying best practices, which in turn lead to better outcomes and enhanced performance.” Benchmarking:  Benchmarking Defining features – Establishing a strategic direction Setting goals Measuring performance Sharing best practices Benchmarking Web Sites:  Benchmarking Web Sites The Benchmarking Exchange http://www.benchnet.com  Best Practices for Development of a Volunteer Program http://www.gosv.state.md.us/pubs/bestprac/sec00.htm  Best Practices for Directors and Boards of Nonprofit Organizations http://www.wchwebsite.org/docs/practice.pdf  Best Practices/Successful Practices Sites http://www.nist.gov/success/links.html  Best Practices Web Sites http://newark.rutgers.edu/~ncpp.bestpractices/links.html Not-for-Profit Board Governance: Best Practices http://www.cqc.state.ny.us/bestboard.htm     Private-Sector Funding Trends:  Private-Sector Funding Trends Slide33:  Trends in Foundation Giving “In order to evaluate current projects and find good candidates for future funding, foundations are looking for quantifiable results. As foundations evaluate the return on investments and become more outcome-oriented, nonprofits must anticipate that trend and find ways to demonstrate – in concrete terms – the difference they make.” “From the Funders’ Perspective,” Board Member, January 1997. New RFP Dynamics:  New RFP Dynamics More demands for documentation of involvement of all parties in planning and proposal writing. Strictures against turning one kind of grant into another (turning a program development grant into an equipment grant). Stress on clearly defining roles and responsibilities of coalition or consortium members or partners. Budgets and budget justifications for all years of a grant cycle. New RFP Dynamics:  New RFP Dynamics Preference for multiple sources of funding Now letters of commitment as opposed to letters of support Required statement requesting a funding priority or preference Required explanation of why certain decisions were not made. New RFP Dynamics:  New RFP Dynamics Demographic data Identification of barriers Evaluations feeding back into project to make it stronger, make it produce more results Management plan for collaborative grants (lines of authority, communication, etc.) New RFP Dynamics:  New RFP Dynamics Evidence of experience/capacity to manage projects, administer funds, and deliver services Sustainability plan New Competitive Dynamic:  New Competitive Dynamic Leveraging in the new funding paradigm Pre-1990s Fund-Seeking Behavior:  Pre-1990s Fund-Seeking Behavior Fund seekers ignored the principles and dynamics of the capitalist economy that created the disposable wealth they were seeking; talked to funders as though they were social missionaries, not capitalists; pitched noble needs (after 1990, this approach became the Noble Need Fallacy). The Noble Need Fallacy:  The Noble Need Fallacy If your need is great enough, you will get the money. Little concern in proposal for highly productive interventions, evaluation, performance measures, benchmarks, goals/objectives, growth points. Differing Perspectives:  Differing Perspectives Pre-1990s Paradigm Our Perspective It’s about money to deliver services! “Here’s how much I need from you.” Post-1990 Paradigm Funder’s Perspective It’s about what you accomplish with the money, about ROI! “Here’s what I have to offer you.” Causes of the Paradigm Shift:  Causes of the Paradigm Shift Outcomes-Based Programming Government Performance and Results Act (GPRA) Investment Mindset Demonstration of Progress Multiple years of performance data Customers Organization Community Constrained Funding New Competitive Dynamic:  New Competitive Dynamic investment mindset Investment Mindset:  Investment Mindset Returning more than just the “principal” Return on Investment (ROI) Indicator of return per dollar Indicator of customer/organizational/community development Capacity-Building/Risk-Reduction Diversification of key tasks Pattern of Growth Sustainability Value-added Benefits/Contributions New Competitive Dynamic:  New Competitive Dynamic return on investment Return on Investment (ROI):  Return on Investment (ROI) ROI is an indicator of the return per dollar. ROI is a measure of customer/organizational/community development. Slide47:  Risk reduction Capacity-building Diversification of responsibility and function Integration of groups, funders, and resources in a community An observable growth pattern Quality Improvement Return on Investment (ROI) Quality Improvement:  Quality Improvement An investment in customers Focus on building capacity Focus on building relationships and, thus, sustainability Hidden discriminator among grant reviewers Slide49:  Replicability of interventions Documentation of outcomes through data Sustainability Relationship-building Return on Investment (ROI) New Competitive Dynamic:  New Competitive Dynamic diversification of key tasks & functions Diversifying Function and Responsibility:  Diversifying Function and Responsibility When key tasks are diversified (investment), they can be engaged in more frequently at a higher degree of intensity. To build capacity and lower corresponding risk, groups must diversify fundraising roles, tasks, and streams. Leveraging Human Resources:  Leveraging Human Resources To bring in more funds, collaborations and agencies can create a Funding Team to diversify key tasks in fundraising, eventually moving to a “development” stance. A funding team is a sustainability factor. Slide53:  Team Leader R Slide54:  Teamwork: Analytical Approach to Fundraising Identifies trends in donor numbers and gift levels Evaluates past fundraising successes Makes case for support Establishes quality of services and programs Gauges public’s perception of services/programs Slide55:  Analytical Approach (cont.) Identifies potential donors and their focus Evaluates strength of volunteers in fundraising Assesses staff’s fundraising capacity Sarah Coviello, Coviello & Associates, Board Member, January 1997 Slide56:  GRANT WRITING TEAM I:CHART/1John/Diagram 2 Grantwriting Team for Nonprofits/Coalitions Support Letter Coord. Grant Writer State/Local Initiatives:  State/Local Initiatives Move into collaborations or partnerships to CREATE new funding streams instead of waiting for governments to create them. Less visible areas of the Funding Universe Related industries Trade associations Categories of customers (vendors of institutions) Extended families of customers Endowed funding Applicant Initiatives:  Applicant Initiatives Study funding streams for leveraging opportunities To leverage, one must have in place A think-tank (funding team/grantwriting team) A multi-year project plan A multi-year funding plan A method for tracking trends over the short and long term Applicant Initiatives:  Applicant Initiatives Create a multi-year project plan with funding tied to the projects Create future growth points, ideally linked to past growth points (organizational resume). Set up a list of Web sites to visit every week. Two funding researchers on the Funding Team work these and other Web sites. Basic Web Research Sites:  Basic Web Research Sites GrantsNet http://www.hhs.gov/progorg/grantsnet Catalog of Federal Domestic Assistance www.gsa.gov/fdac Community Toolbox http://ctb.lsi.ukans.edu Federal Commons www.cfda.gov/federalcommons Slide61:  Creative Partnerships for Prevention http://www.cpprev.org/ Federal Register (Easy path) http://www.access.gpo.gov/su_docs/aces/aces140.html NonProfit Gateway www.nonprofit.gov GovExec.com Single web site for information on all available government grants, to be activated in October, 2003 http://www.govexec.com/dailyfed/0403/042903td2.htm New Competitive Dynamics:  New Competitive Dynamics Positioning An approach or application New Competitive Dynamics:  New Competitive Dynamics Positioning an application or project involves situating one’s approach and organization to encompass several present and future trends significant to funders. Like moves in a chess game, it requires the long view – looking several years down the road. It also requires a knowledge of funders’ programming steps and shifts in their funding. Public (CDC) Program Development Levels:  Public (CDC) Program Development Levels Create an information center Create a research information center Surveillance Interventions to individual funders Comprehensive programming (including statewide plan drawn up with collaborators) Transitioning funding (merging funding streams/programs) Positioning: Private Funding Trends:  Positioning: Private Funding Trends Grant researchers study patterns of grant awards by a foundation over five years, grant award amounts, issues favored, interventions favored, grant recipients, shifts in focus. Revised Funding Levels:  Revised Funding Levels As a result of PL 106-107, the National Center for Chronic Disease Prevention has adopted new common terms for funding levels. Capacity Building (Tier 1, formerly core and planning grants) Basic Implementation (Tier 2, formerly comprehensive and implementation grants) The NCCDP has announced that it is developing performance measures for each grant type. New Competitive Dynamics:  New Competitive Dynamics Multi-year Project Plan New Competitive Dynamics:  New Competitive Dynamics Multi-year Project Plan Maps out future growth Documents progress Can be linked to funding to create a multi-year funding plan Can assist in benchmarking Slide69:  Allows applicant to speak articulately to funders Resolves linkage issues grant reviewers use to take away points. Documents capacity-building Combats the Bountiful Well Fallacy Bountiful Well Fallacy:  Bountiful Well Fallacy Any time a funder makes a grant, we can just keep on going back year after year for more money. Proposal lacks direction and plans for development--growth points, implying long-term dependency on a funder. Sustainability is ignored and capacity-building is minimal. No risk reduction. Linkage Issues Cited by Reviewers:  Linkage Issues Cited by Reviewers These variables should be linked, but no such discussion occurs in the proposal (reviewer assumes to the risk, subtracting points) The proposal indicates a linkage, but it is not explained The proposal indicates a linkage, explains how it works, but the capacity to make the linkage work appears lacking. New Competitive Dynamics:  New Competitive Dynamics Reducing Risk by building capacity Low-risk, High-capacity Organization:  Low-risk, High-capacity Organization Low Risk High Capacity Capacity = Capability:  Capacity = Capability Potentially, any increase in knowledge, skills, experience, infrastructure, collaboration or partnership donations, grant awards audits, performance evaluations In the areas of structure, staff, board, planning, goals, customers, & community. New Competitive Tool:  New Competitive Tool Organizational Resume Slide76:  The response converts the problems, threats and challenges to achievements. All things being equal, an organization does not regress after having achieved a growth point. The conversion to achievement builds capacity. Initial problems, threats, challenges to an organization that require a response. Organizational Resume:  Organizational Resume How can you use an Organization Resume that highlights your Growth Points? Add to appendix of grant application Include in media packets Distribute to prospective donors Distribute during an Organization celebration Check against your mission statement - are you moving in the correct direction? New Competitive Dynamics:  New Competitive Dynamics Partnering Public/Private Partnering:  Public/Private Partnering Goldman-Sachs Foundation & Yale School of Management Robert Wood Johnson Foundation & Agency for Healthcare Research and Quality New Competitive Dynamics:  New Competitive Dynamics Managing Change loops Comprehensive dynamics Change Loops:  Change Loops Every new variable sets up a change loop. Savvy organizations identify and direct changes. New funding New program New infrastructure New capacity Comprehensive Dynamics:  Comprehensive Dynamics 2 or 3 essential influences/causes Training + 2 barriers Immediate cause + 2 key contributory causes Multiple conditions 2 or 3 promising/best practices 2 or 3 variables in systems development Comprehensive Approach – RWJF & AHRQ:  Comprehensive Approach – RWJF & AHRQ Two or three essential influences addressed in intervention Prescription for Health Physical inactivity conditional factor Poor diet conditional factor Tobacco use substance factor Alcohol use substance factor Health behavior counseling Everyday health care Community network resources Bush Homelessness Plan:  Bush Homelessness Plan Chronic issue with address to comprehensive sub-issues with attached funding streams from HUD, SAMHSA, VA Housing Mental health Substance abuse Primary care Veterans’ services Strategic Funding-CHAMPS Mentoring Project, Perry County, MO:  Strategic Funding-CHAMPS Mentoring Project, Perry County, MO Mentoring Project-grant from CHART/MHA Community Interventions Competition 66 at-risk youth in weekly mentoring with 38 more on waiting list Life skills training: anger management, setting goals, communication skills Hard data 57% improved grades 42 % improved attendance problems 70% improved behavior problems Slide86:  Soft Data One 9th-grade youth wanted to drop out of school but decided to stay. Dropping out would mean he could no longer enjoy mentoring after school. He has been on the honor roll for the last two quarters. He has a very supportive mentor. CHAMPS Adult Program Low-income, high-risk youth, 16-21 in age, who dropped out of high school. Funded by grant from Workforce Investment Board Served 50 youth Strategic Funding-CHAMPS Mentoring Project, Perry County (cont.):  Strategic Funding-CHAMPS Mentoring Project, Perry County (cont.) Summer Service Projects-grant from local Teen Council Pen/House for pig at diabetes camp Raised flower planters Strategic Funding-CHAMPS Mentoring Project, Perry County (cont.):  Strategic Funding-CHAMPS Mentoring Project, Perry County (cont.) SA Support Group (16-21) Expanded mentoring population to include youth challenged with substance-abuse issues-Funding from substance-abuse funders Served 35 youth New program for 12-15 year olds with substance abuse problems. 31 youth entered the justice system in 2002 with substance abuse problems. CHAMPS – Change Loops :  CHAMPS – Change Loops Comprehensive approach to constituencies reflecting change loops School youth at risk - public/private funding Summer involvement – public funding School dropouts (16-21) – public funding Drop outs on drugs - private funding Younger youth on drugs – private funding St. Louis Partnership for Children & Youth (SLPCY):  St. Louis Partnership for Children & Youth (SLPCY) Comprehensive programming with change loops SLPCY Lifeline:  SLPCY Lifeline In 1996, David Hilliard, President of the Wyman Center, proposed a model for youth services to the St. Louis Housing Authority (overseen by HUD) Hilliard contacted Fonda Fantroy of Guardian Angel Settlement Association and Rev. Eugene Morse of Kingdom House. SLPCY:  SLPCY Initial structuring grant Grant-funded rigorous assessment Assessment leveraged for program funding Coca-Cola six-figure grant Ralston Purina tripled annual grant Justice Department/Incarnate Word grants Technical assistance grant SLPCY:  SLPCY Comprehensive interventions for youth at risk Character education Academic enrichment High expectations for success in school SLPCY Outcomes:  SLPCY Outcomes Significant reductions in drug abuse Youth’s perceptions of positives in school, community, and family environment have declined – the next level of challenges Tracking grades and attendance revealed improvement in social studies, science/health, math, handwriting, spelling, language and reading New Competitive Dynamics:  New Competitive Dynamics sustainability model Drug Prevention Resources Irving, TX:  Drug Prevention Resources Irving, TX Wise Use: Seniors & Prescriptions Need:  Need 9 million people, age 12 and up, used prescription drugs for non-medical reasons in 1999. More than 25 % of this group misused for the first time. Seniors (65+) represent 14% of the population but consume more than 1/3 of prescription medications. An estimated 17% of older adults are affected by prescription drug misuse. Need:  Need Older population consumes about 30% of all prescription drugs and 70% of non-prescription drugs. Over 50% of seniors do not take their medication as prescribed. Overmedication Undermedication (National Institute on Drug Abuse) Impact Variables:  Impact Variables Trip to physician: $50-$75 Emergency room treatment: $300-$2,000 Day in hospital: $2700 (average) Admission to nursing home: $35,000/yr. Annual cost for treating medication misuse is a stunning $177 billion. More than 100,000 Americans die each year from adverse drug reactions. Impact Variables:  Impact Variables It is anticipated that 1,7000 seniors in the 10,000 projected contacts would misuse medications. If S&P is successful, with 10% of the 1,700 seniors, it could result in a savings of approximately $325,000 annually. Annual rate of return on investment for $129,049 prevention program is 150% Wise Use: Seniors & Prescriptions:  Wise Use: Seniors & Prescriptions Stakeholders providing information for planning: Texas Commission on Alcohol and Drug Abuse Meals on Wheels Agencies on Aging University of North Texas School of Gerontology Pharmacists substance abuse treatment professionals faith community senior citizens. Potential Funders:  Potential Funders Foundations: Public Welfare Foundation, Retirement Research Foundation, Robert Wood Johnson Foundation, Union Camp Charitable Trust, The Commonwealth Fund, John A. Hartford Foundation, RGK Foundation, Drug manufacturers: Abbot Labs, Bristol-Meyers Squibb, Eli Lilly, GlaxoSmithKline, Merck, Novatis, Pfizer Drug retailers: CVS, Eckerds, Walgreens, Albertsons, Walmart Trade Associations: Northeast Pharmaceutical Association, local pharmaceutical associations Potential Local Funders:  Potential Local Funders Senior centers Retirement/assisted living centers, rest homes Hospitals Primary care providers Managed care organizations Federal and state drug abuse prevention programs Faith communities Sustainability: Housing Trust Funds:  Sustainability: Housing Trust Funds “Housing trusts are another way of raising government money outside the usual appropriations process.” Sheila Crowley, President National Low Income Housing Coalition, DC The Butler Family Foundation in Washington made $45K out of $1.4 million total grant awards available in 2002 for local housing trust funds to form and begin operating. Chronicle of Philanthropy 4/17/03 Housing Trust Funds (cont.):  Housing Trust Funds (cont.) More than 200 of the 280 trust funds in the USA were started in the past decade Foundation grants assisted in the advocacy and formation of trust funds on the local and state level. Special sales taxes, document-recording fees, and real-estate transfer taxes have been used to raise money for trusts. Chronicle of Philanthropy 4/17/03 Nebraska Development Network:  Nebraska Development Network Connects business and community leaders in an economic development corporation Enterprise- and resource-focused, community- and region-based, with support from local, regional, state, and federal public and private resources. Slide107:  Includes businesses, educational institutions, elected officials, governmental agencies, chambers of commerce, statewide associations, commissions, tribal governments, and utilities. Slide108:  Provides technical assistance in strategic planning, resource/leadership/economic development Generates and focuses public and private resources on effective actions Encourages public/private partnerships, thereby leveraging limited public resources through private investment Grantseeker’s Script:  Grantseeker’s Script Funding/Grantwriting Team Inventory your issues Create a multi-year project plan Systems and/or customer approach? Comprehensive programming Collaborate/partner to create funding? Choose or find a model Create a sustainability plan Script for Approaching Funder:  Script for Approaching Funder Identify and present the issue Explain your planned response to the issue Present the cost, remembering that it’s the principal to be invested. Identify and explain the ROI = Dividend/Benefits to Customer Community Organization Funder

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