partnering with municipalities to get grants
DESCRIPTION
To win a grant, one must often demonstrate community commitment to solving the problem. Especially for federal grants, public-private partnerships are often essential to a winning application. This webinar will examine the various approaches to such partnerships and what a typical city is looking for a in a project partner. In addition, it will provide non-profits some information the best approaches to take in working with a municipal partner, what to expect during the relationship and potential pitfalls to avoid.TRANSCRIPT
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Partnering with Municipalities to Get
Grants: Things to Know
John Izzo & Cheryn Wojcik
Sponsored by:A Service
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Affordable collaborative data
management in the cloud.
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Today’s Speakers
John IzzoCo-Founder,
Community Grants Associates, Inc.
Hosting:
Sam Frank, Synthesis PartnershipAssisting with chat questions:
April Hunt, Nonprofit Webinars
Cheryn WojcikGrants Director,
City of Springfield, MA
Partnering with Municipalities to Get Grants:
Things to Know
Offered by
Community Grants Associates,
& The City of Springfield, Massachusetts
Office of Grants Management
August 17, 2011
Topics Today
Why partner
Background: Determining the Desirability of a Grant
Why would a city and non-profit want to partner together
What do Cities look for in a Grant Partner
What your Mother told you is True: It is Important to Play Nice with
Others
What to Expect in Working with a Municipality
Common Misconceptions on Both Sides
Why Partner?
• Cities have large administrative capacity
• Non-profits can do things cheaper & faster
(often) without the need for lawyers
• Non-profits can do things that cities find
hard to do well
Determining the Desirability of a Grant:
Eligibility
• Defined
• Eligible does
NOT always
means
desirable
• Mission
Consistent
Determining the Desirability of a Grant:
Funding & Matching
Funding
• Number of Awards
• Time and Effort vs. Award (i.e. time can actually
equal money)
• Match with City & Non-Profit Priorities
Matching
Matching Requirements
• Cash Matches (who provides it)
• In-Kind Matches– Cities are usually good with providing things &
administrative services
– Non-profits usually good with volunteer hours
Determining the Desirability of a Grant:
Partnering
• Collaboration/Partnering requirements
• How many partners– Previous relationships count
– Non-profit as honest broker
• Time Frame Considerations– Sign off procedures for cities can sometimes
require council approval
– If city is the lead applicant, then council usually must approve the award
Determining the Desirability of a Grant:
Lead Time
Lead time
• Six weeks is good, three weeks is almost essential. Two
weeks or less will likely not work.
• The development of grant applications can take
anywhere from 20 – 80 hours. If there is a partnership,
this timeframe almost always should be 3 weeks or 80
hours depending on the complexity of the application the
familiarity of the relationships;
Examples
• Negative News Travels Faster than
Positive News– E.g. it is all on the Internet or in the rumor mill.
– Social media is a positive and negative tool
• Can you keep a secret and work to solve
problems professionally– A former municipal client worked with a non-profit (once) that
consistently went to media and city council behind the back of
the city agency
Determining the Desirability of a Grant:
Experience
Track Record
With the Funder AND the Municipality
Past Practice Matters!
Clarity of Expectations
• Do all parties understand what is expected
– Be clear who is doing what up-front
– Understand the process
– Understand the obligations
Administrative Burden: Pre-Award
Administrative Burden
• Drafting the application
• Winning - reporting requirements
Make sure that you and/or your partner(s) have
the resources to effectively manage the grant if
you are the lead applicant(s).
Administrative Burdens: Post Award
The Paperwork Monster
• #1 complaint of city agencies is that non-profits
have tremendous disdain for paperwork.
• #1 complaint of non-profits is that cities require
too much paperwork and time to move on an
issue
E.g. City may know an of issue but regulatory
process may prevent immediate action
Paperwork Problems
• Why an issue for
cities
– Jeopardize
relationships with
agencies
– Could lose out on
millions of dollars if
reputation tarnished
– New Federal Rules
Scenario
• Non-profit does not file paperwork as required
• Grant is audited
• Audit Results Negative – Published in Paper
– Headline: Auditors find problem with <City name>
grant.
What do Cities look for in a Grant Partner
• Mission Alignment
• Geographic or Population Focus
• Reputation and Results
• Ability to Perform All Tasks in a Timely Manner
• Ability to Break Down Silos & Be an Honest Broker– E.g. ability to talk to different groups (e.g. often school districts
and cities have difficult relationships)
Geographic Location
If the grant requires a partnership with a public
housing authority, school, community-based
agency, etc. does the entity fulfill one of those
requirements?
Areas of Need
-An increasing strategy for cities is to target
neighborhoods or defined areas
History with the Municipality & Funder
– Does the entity have experience working with the
municipality?
• If not, does some relationship exist?
– If not – why?
– Does the entity have measurable experience and
outcomes associated with other businesses and
organizations that have impacted their targeted
neighborhoods
– Does the entity have relationships with all partners?
Capacity
To deliver programming - evidence-based practices are
becoming more sought after
• start tracking your data credibly!
• Once tracked – use it!
Exceptional leadership at an executive and board level
– But not totally driven by one person
To follow-through with reporting back to the funder
To accept and perform role assigned in collaborative
Sustainability
• What happens after the $$ is spent
• It is OK to talk about fundraising
– Nobody likes to pay for everything
• City should not be automatically expected
to pick up future cost at the end!
Evaluation
A well- written proposal should generate data
Qualitative vs. Quantitative Measurement
Hiring and Outside Evaluator
Credentials = Data/Statistical Expertise
The evaluator should be involved in writing the proposal
You cannot your be own evaluator
Costs
Evaluator can cost up to 10-15% of project budget
Negotiate up front
Evidence-Based Models
• Almost all larger grants now require
evidence-based models – Approach is sometimes directly identified in application
• E.g. Ceasefire model
• Also a good litmus test for an organization– Both in terms of professionalism and capacity
Best Practices
• Best practices- either defined by
government agency or show your own
data – Some agencies: E.g. HHS SAMHSA have identified
best practices
– There is a growing rating and measurement of
practices in academia and by funders
– Using your own data supported model is hard but
often more interesting to funder, especially if it builds
off an existing model
Is the Project a Good Fit for all Parties?
• Project Staff
• Appropriate people doing appropriate things
• Percentage of time dedicated to the project
• Cultural Competency (includes geographic
competency)
What your Mother told you is True: It is
Important to Play Nice with Others
• This is a business relationship – treat
it as such.
• Mutual Benefit is Necessary
• It is about the people served!
What to Expect in Working with a
Municipality
• Slower Timetable
– Process Driven
– Contracts & Liability Issues
– Often Involves Legal Review
• Procurement Process: Some states & municipalities
have rigid procurement rules
• Political Dimensions to Decisions
– That is not necessarily a bad thing
Culture Clash
“The reasonable man adapts himself to
the world; the unreasonable one
persists in trying to adapt the world to
himself. Therefore all progress
depends on the unreasonable man.”
-George Bernard Shaw, Man and Superman (1903) "Maxims for
Revolutionists“ Irish dramatist & socialist (1856 - 1950)
Culture Clash- Part II
Cities
• Slow moving
• Formal & Legalistic
• Bureaucratic (for a
reason)
Non Profits
• Quick on their feet
• In-formal
• An aversion to
bureaucracy and very
little regulation
Common Misconceptions
City
• Non-profits are
dangerous
• Non-profits understand
the bureaucracy
• Non-profits are not
sophisticated
Non-Profit
• Doing good means never
to having to say you are
sorry
• Cities are looking to
dominate relationships
with non-profits
• City agencies have tons
of $$ available
Solving the Clash
City
• Highlight effective ways to
work with the city (workshops
etc.)
• Have a means in place to
move beyond the usual
suspects (do not work with
same non-profits all the time)
• Help non-profits navigate the
bureaucracy
Non-Profit
• Positive Dialogue (do not just
show up when you need
something)
• Provide information to city
agencies on what you do and
the results
• Share the success
Solving the Clash
• Cities are now standardizing the
collaborative process– Many have meetings (often poorly attended) on how
to work with the city
– There are forms (cities love forms)
http://www.springfieldcityhall.com/finance/grants.0.html
– There are community meetings
– Creating of an ombudsman type position both
officially and unofficially
Best Ways to Partner
• City Agencies– Always looking for partners
– Recognize non-profits partners are
vital; especially in current economy
– Wary of always being asked to pay
for things
– But have lots of non-cash resources
to offer
Best Ways to Partner
• Non Profits• Match mission with city priorities and
agencies
• Meet with appropriate department
early and often
• Share information with the city
regularly
• Be available at city sponsored events
• Respond to requests for help/aid
Takeaways
• Cities and non-profits need one another
• Non-profits must do better highlighting
themselves as a better partner
• Cities must do a better job cutting red tape
• Credibility Cycle
Contact Info
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