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Five Keys to Successful Government-Faith Collaboration

Handshake II (oooh.oooh, Flickr)Amy Sherman provides 5 principles for successful collaboration between government granting agencies and faith-based organizations (FBOs): ground-floor-up involvement, discerning teachability, sympathetic respect, connected autonomy, and strategic internal organization.

FBO - GOVERNMENT COLLABORATION RESOURCE  


Five Keys to Successful Government-Faith Collaboration

(Amy L. Sherman, Hudson Institute, 2004)

Partnerships between government entities and faith-based organizations (FBOs) delivering social services are becoming more common. Many of the collaborations involve FBOs with no previous history of formal, financial relationships with public agencies. For example, a 2002 study of nearly 400 faith-based contractors in 15 states by the Hudson Institute’s Faith in Communities project found that 56 percent of these leaders had only begun contracting with government since the passage of the charitable choice guidelines.[1] Nonetheless, a remarkable 92 percent reported that their experience with government was “positive” or “very positive” and that they would be willing to hold a government contract again in the future.[2]

Many FBOs, in short, have learned how to craft healthy partnerships with government agencies.

The effective collaborations I have witnessed are marked by several common characteristics. Not every collaboration may include every one of these elements, but the five listed below appear to be key stepping stones for workable, positive cooperation.

(1) Ground-floor-up involvement: This first is “ground-floor-up-involvement.” This describes a collaboration that is mutually designed by the government agency and the FBO. Together they craft the contours of their partnership, rather than that government agency imposing a pre-designed program upon the faith community.

(2) Discerning teachability: Second, it is important for the faith partner to display a respectful and teachable attitude toward the government partner. FBO leaders may well be critical of the ways of the “old welfare system.” And, agreement exists across the board that the old system was deficient in numerous respects; hence the fundamental reforms of 1996. But the FBO must avoid a smug attitude that secretly thinks: “Government has certainly made a lot of mistakes in the past. It’s a good thing they are finally looking to the faith community to supply them with some better answers.” The plain reality that many of the government’s ways under the old welfare system did not work does not mean that government officials and case managers are bereft of good ideas, compassion, or wisdom. Many public officials and caseworkers have a wealth of experience and keen insights about working with low-income families—wisdom and experience from which faith community leaders can learn. FBOs should be humble and teachable.

But this posture needs to be one of discerning teachability. This is because, in some instances, the worldviews of the government officials and the faith leaders will be different. Specific case managers may or may not hold the same presuppositions or values as do the staff or leaders of the FBO. These differences should be acknowledged and talked through candidly.

(3) Sympathetic respect: For their part, government officials must eschew an elitist perspective that holds that only highly educated professionals are equipped to help poor people. Instead, agency staff should acknowledge that lay volunteers can provide crucial emotional support and moral guidance to needy families—things that government, by its nature, does not offer well. The government partner should allow FBO service deliverers the flexibility and creativity to meet the needs of the families they are serving under the government contract, even when ministries rely on strategies remarkably different from those employed by government agencies.

(4) Connected Autonomy: In most current FBO-government relationships, the FBO is willing to do a lot, but does not want full responsibility for the disadvantaged families it is assisting. FBOs want assurances that the individuals they serve will also be linked to government-sponsored programs that address needs the FBOs themselves cannot meet. At the same time, FBOs want to help poor people without excessive governmental interference that would totally squelch the spiritual character of their outreach. FBOs want, in short, “connected autonomy.” That is, they want to be a part of a team that surrounds the family in need—a team on which they play a significant, largely unfettered, and unique role—but a team nonetheless. I call this “connected autonomy.”

(5) Strategic Internal Organization:Government is looking to the faith community for help in part because FBOs are often marked by a flexibility and informality that enables them to interact with families in a way that feels more personal and individually-tailored than “dealing with government bureaucracy.” And that is good. But the faith organizations must also maintain a sufficient level of organization and administrative sophistication that permits them to interact effectively with government. FBOs need to be excellent record-keepers; they must have financial accounting systems and procedures that are well-organized and above reproach; and they need to be able to document what they have done with the public funds--how staff has been spent, what goals have been achieved with the families served, and so forth.

 


 

[1] Amy L. Sherman and John Green, Fruitful Collaborations: A Survey of Government-Funded Faith-Based Programs in 15 States (Hudson Institute, 2002).

[2] Ibid.

 

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Equipping the Saints: A Guide for Giving to Faith-based Organizations

RECOMMENDED BOOKS

Equipping the Saints:  A Guide for Giving to Faith-based Organizations

 

by Barbara J. Elliott (Templeton Foundation Press, 2005)

 

Resource Type:  A guidebook for donors on giving to faith-based organizations that includes philosophical and practical help.

 

Main Audience: The primary audience for this resource is foundations that want to fund faith-based organizations or ministries. Ministry leaders can also benefit from this resource by learning what potential donors look for in a “fundable” project. 

 

Purchase Now

 

Summary:

 

Elliott provides encouragement, advice, and helpful resources in this quick and accessible guidebook for foundations that want to support faith-based groups or organizations.  She explains the benefits of such groups as well as how to evaluate a group to determine its health and effectiveness. One section guides donors through capacity building in which donors can find out how to get involved in an organization beyond merely funding it.  The appendices include many helpful resources, including the legal ramifications of giving to faith-based organizations, how to analyze nonprofit financial statements, and a checklist for site visits. 

 

The book will be helpful for a wide range of donors with differing interests and philosophies.  It walks readers through the basics of giving, offers some unique ideas for donors who are trying to give in a new way, and provides the tools to start the process.




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Raising Resources: A More-Than-Fund Raising Workshop Handbook

RECOMMENDED BOOKS

Raising Resources: A More-Than-Fund Raising Workshop Handbook

by Theresa Rudacille, Empowerment Resource Network, 2000 (revised 2005)

 


Summary:

 

This fundraising workbook is intended to help non-profit organizations develop a comprehensive financial plan.  More than simply a grant-writing guide, this workbook seeks to help nonprofits develop a complete strategy of fundraising that involves personal giving, in-kind donations, private grants, and corporate sponsorship. 

The structure and tone of the workbook are easily accessible. It is written as an interactive tutorial, with the reader completing various exercises and worksheets that eventually produce a fundraising plan.  The workbook consists of seven main chapters plus a section of FAQ and Resources for Further Study.  Topics covered include:

 

Where Do We Start?:  An introduction to 501c3 status and organizational structure


Fundraising Basics: How do we create a budget, identify potential sources of funding, and build relationships with major donors?  Where is most of our money going to come from?


The Art of Asking: How should we interact with potential donors?  Should we write letters or call?  How do we get a meeting with major donors?  What do we do to present ourselves well in that meeting?  What is the best way to ask for money?


Relating to the Answer: When does No mean Never?  How do we find out what we did wrong?  Is it worth it to ask again?


Alternative Resources:  What sorts of in-kind donations do non-profits solicit?  How can we maximize our use of volunteers?  What about strategic partnerships with other organizations?


Cultivating Donors:  How do we promote the mission of our organization?  How do we write and distribute a press release?


Standards and Accountability:  How do we make sure that all our fundraising practices are ethical?

 

 

Why does FASTEN recommend this resource?

 

This workbook is especially an effective tool for small to mid-sized nonprofits without a lot of fundraising experience that are interested in refining or creating a comprehensive strategy for fundraising. 




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Winning Grants to Strengthen Your Ministry

RECOMMENDED BOOKS  

Winning Grants to Strengthen Your Ministry

by Joy Skjegstad (Alban Institute, 2007)

 

Resource Type: Book

 

Main Audience: Church and para-church ministry leaders who need the basics on fundraising

 

Purchase Now

 

Summary:

 

This detailed and readable manual is the essential tool for all ministry leaders at the beginning of their fundraising efforts. It begins by tackling the issue of how biblical fundraising is and moves on from there to assessing your ministry’s readiness to compete for grants. Skjegstad brings a wealth of personal experience as a grant writer and nonprofit ministry director and consultant to this project. She defines different types of grants and walks readers through assessing secular funders. The book is chock-full of useful tips about proposal writing, researching potential donors, and figuring out how to make project timelines and budgets.

 

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Faithworks Indiana

RELATED LINK - DETAIL

Faithworks Indiana             

Visit this site!

Summary:

Faithworks Indiana provides assistance to FBOs in the state in applying for government grants and contracts. It also sponsors workshops around the state on a variety of topics: grant-writing, obtaining non-profit status, financial management, and others. Many of these workshop transcripts are downloadable for free from the site.   It also operates a toll-free telephone line to provide technical assistance.

Why does FASTEN recommend this resource?

In addition to the helpful information this website offers to FBOs, public administrators will also find tools here to assist them in reaching out to FBOs in their localities, as well as providing technical assistance to those FBOs.

 




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Federal Funds for Organizations that Help Those in Need

 

      RECOMMENDED BOOKS  

Federal Funds for Organizations that Help Those in Need

Obtain Now!

Summary:

This 70-page reference tool lists a wide variety of funding programs operated by federal agencies. The table of contents organizes these programs into broad areas of service (e.g., Abstinence Education, At-Risk Youth, Crime Prevention & Treatment, etc…).

Why does FASTEN recommend this resource?

This is a comprehensive list of funding programs operated by federal agencies. Organizations pursuing federal funding in particular program sectors will find this to be a valuable resource.

 

 

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The Grant Proposal's Statement of Need

 

      GRANT WRITING RESOURCE

The Grant Proposal's Statement of Need

(Excerpted from Proposal Writing Part 1, From the Foundation Center Learning Lab (The Foundation Center, 1995-2001). Used with permission.)

If [your organization's prospective] funder reads beyond the executive summary [of your grant proposal], you have successfully piqued his or her interest.
Your next task is to build on this initial interest in your project by enabling the funder to understand the problem that the project will remedy.

The statement of need will enable the reader to learn more about the issues.  It presents the facts and evidence that support the need for the project and establishes that your nonprofit understands the problems and therefore can reasonably address them.  The information used to support the case can come from authorities in the field, as well as from your agency's own experience.

You want the need section to be succinct, yet persuasive.  Like a good debater, you must assemble all the arguments. Then present them in a logical sequence that will readily convince the reader of their importance.  As you marshal your arguments, consider the following six points.

1. Decide which facts or statistics best support the project.
Be sure the data you present are accurate.  There are few things more embarrassing than to have the funder tell you that your information is out of date or incorrect.  Information that is too generic or broad will not help you develop a winning argument for your project.  Information that does not relate to your organization or the project you are presenting will cause the funder to question the entire proposal.  There also should be a balance between the information presented and the scale of the program.

2. Give the reader hope.  The picture you paint should not be so grim that the solution appears hopeless.  The funder will wonder whether an investment in a solution will be worthwhile.  Here's an example of a solid statement of need:  "Breast cancer kills. But statistics prove that regular check-ups catch most breast cancer in the early stages, reducing the likelihood of death.  Hence, a program to encourage preventive check-ups will
reduce the risk of death due to breast cancer. "Avoid overstatement and overly emotional appeals.

3. Decide if you want to put your project forward as a model. This could expand the base of potential funders, but serving as a model works only for certain types of projects.  Don't try to make this argument if it doesn't really fit.  Funders may well expect your agency to follow through with a replication plan if you present your project as a model.

If the decision about a model is affirmative, you should document how the problem you are addressing occurs in other communities.  Be sure to explain how your solution could be a solution for others as well.

4. Determine whether it is reasonable to portray the need as acute. You are asking the funder to pay more attention to your proposal because either the problem you address is worse than others or the solution you propose makes more sense than others.  Here is an example of a balanced but weighty statement: "Drug abuse is a national problem.  Each day, children all over
the country die from drug overdose.  In the South Bronx the problem is worse.  More children die here than any place else.  It is an epidemic. Hence, our drug prevention program is needed more in the South Bronx than in any other part of the city."

5. Decide whether you can demonstrate that your program addresses the need differently or better than other projects that preceded it. It is often difficult to describe the need for your project without being critical of the competition.  But you must be careful not to do so.  Being critical of other nonprofits will not be well received by the funder.  It may cause the funder to look more carefully at your own project to see why you felt you had to build your case by demeaning others.  The funder may have invested in these other projects or may begin to consider them, now that you have brought them to their attention.

If possible, you should make it clear that you are cognizant of, and on good terms with, others doing work in your field.  Keep in mind that today's funders are very interested in collaboration.  They may even ask why you are not collaborating with those you view as key competitors.  So at the least you need to describe how your work complements, but does not duplicate, the works of
others.

6. Avoid circular reasoning. In circular reasoning, you present
the absence of your solution as the actual problem.  Then your solution is offered as the way to solve the problem.  For example, the circular reasoning for building a community swimming pool might go like this:  "The problem is that we have no pool in our community.  Building a pool will solve the problem."  A more persuasive case would cite what a pool has meant to a
neighboring community, permitting it to offer recreation, exercise, and physical therapy programs.  The statement might refer to a survey that underscores the target audience's planned usage of the facility and conclude with the connection between the proposed usage and potential benefits to enhance life in the community.

The statement of need does not have to be long and involved.  Short, concise information captures the reader's attention.


Copyright(c) 1995-2001, the Foundation Center. All rights reserved.  Permission to use, copy, and/or distribute this document in whole or in part for
non-commercial purposes without fee is hereby granted provided that this notice and appropriate credit to the Foundation Center is included in all copies.  Commercial use of this document requires prior written consent for the
Foundation Center.




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10 Tips for Writing Appeals in Direct Mail

 

      FUNDRAISING BASICS RESOURCE

10 Tips for Writing Appeals in Direct Mail


(Excerpted from "What Every Person Raising Their Own Support Needs to Know" (Alston-Kline, Inc. 2003), p. 87. Used with permission.)


1. Zero in on your "offer."
Don't write a word until you know why you are asking your readers to help, how they can make a difference and what they should do next. The answers to these questions are your "offer" - what you are offering your audience the opportunity to accomplish.

The very best offers are specific, e.g. "Your gift of $22 will provide food, blankets and medicine for a homeless family in Kosovo." The worst offers are generic, e.g. "Your gift will help the DoGood Foundation continue its wonderful work." The offer can single-handedly make your mailing a success or failure, so pay attention to it!

2. Know your audience.
Are you writing to people who have never heard of your organization and asking them to give a first gift? Or are you speaking to faithful current donors? Make sure you know who will be receiving your letter and speak to them appropriately. Segment your mailing list and make appropriate offers to each segment.

3. Write to a person.
However, once you know your audience, don't write to all of them as a big, impersonal group. Instead, pick one imaginary person in your audience - perhaps someone like your mother or a crotchety old uncle, and write a personal, persuasive letter to that individual.

4. Capture attention immediately.
"You can't bore people into buying something," commented David Ogilvy, the founder of one of New York's largest ad agencies. Nor can you bore them into giving you a gift. The average person will decide within just a few seconds whether or not he is going to trash your letter, so make sure you capture his attention and give him reasons to keep on reading ... and reading ... and reading.

5. Understand what motivates people.
People want to give to basic needs that resonate with their emotions and perceptions of what is important, like feeding a hungry child or bringing renewal to a church community. And they want to provide simple, immediate solutions - like shipping a box of food right now. More advanced causes - such as providing agricultural training in a poor community so that children don't get hungry in the future - are much harder to sell by mail.

So whenever possible, try to position your cause in basic, immediate terms that a donor can understand at an emotional level. And describe the solution in a way that the average donor on the street can visualize in her mind.

6. Focus on your envelope.
Your envelope has one job - to get opened.  Whether you decide to make a bold splash (neon orange paper with the teaser headline in 20 point type) or go the subtle route ("Personal Invitation Enclosed"), put time and effort into developing a carrier envelope that your specific audience will find intriguing and open. Be sensitive to your current donors with transition pieces during organizational change. Don't move to 4-color brochures from plain bond narratives. Take a simple step in creating a changed communication that will cause them to wonder what is happening and to measure if it is good.

7. Lead with purpose and punch.
Open your letter with your most compelling ammunition. Don't waste your time on "warm up" copy - explanations, platitudes, how your organization was founded, etc. Instead, jump right in.

For example,
"Dear Mrs. Smith:  Have you ever held a dying child in your arms? I have - and it broke my heart ..." Or you can also
begin in a simple, businesslike fashion, e.g.
"Dear Mr. Jones:  I'm
writing today because little children are dying in Africa, and I need your immediate help to provide nutritious meals and medicine to save their lives."
...Or you can begin with a simple statement regarding change or renewal during change, e.g.
"Dear Ms. Clark:  We're still here doing what we've always done. We are learning to do it even more loving." Whatever tack you choose, get right to the point.

8. Write like a real person.
Do your friends compliment you on your expansive vocabulary and perfect grammar?
Those are habits you'll need to break for direct mail. Instead, write like people talk. That means you use sentence fragments. Break rules of grammar.
Start sentences with "and" and "but." You also need to
purge big words. Don't say, "his responsibilities included"; instead
say, "his job." A simple word like "tool" will always work
better than a fancy word like "implement." Write everything at an
eighth grade level, and use a personal, friendly tone of voice.

9. Cut the fat.
Fred Astaire had this advice about composing dance routines: "Get it until it's perfect, then cut two minutes." The same holds true for direct mail.
You'll need to ruthlessly edit your first draft. Are you telling a
heartbreaking story of a family in need? Then include only the essential details - not all the background information. Keep snipping until every remaining word is critical to the success of your letter.
 
10. Ask for money.
This is tough. You absolutely must do this - multiple times if possible. Ask for money at the beginning of the letter. Ask for it several times throughout the letter. And focus on a gift at the close of your letter and probably in the P.S. (which every fundraising letter should have). This is important because people scan letters instead of reading them from beginning to end. This is a difficult transition and part of your marketing strategy to determine. If you have had years of not asking for support directly then you ask it will seem awkward. Practice this skill to keep it authentic and soft. But, if you need help, ask. And, always connect the request for a gift to something of concrete substance that is needed.

Remember, all of this asking and strategizing is for a good cause, your cause for meaningful work. Follow these rules to raise more money and you'll help make this world better for us all.

"Reach for the stars. You won't catch them, but you won't end up with a handful of mud either." Leo Burnett



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Common Questions Grant Reviewers Ask About Proposals

GRANT WRITING RESOURCE

Common Questions Grant Reviewers Ask About Proposals

(Adapted from Getting the Most Out of Your Project and Proposal: A Guide From Beginning to End,  by Jamie Levy (J.D. Levy and Associates, 1998). Used with permission.)

    • Does this project fit funding guidelines and funding areas?
    • What is the importance of this project?
    • Who is affected by this project?
    • Is this project realistic?
    • Are the project goals and objectives realistic?
    • Can the timeline be met?
    • Is the submitting organization capable committed to the project?
    • Is the submitting organization capable of carrying out the project?
    • Does this project duplicate others in the field?
    • If there is duplication, why is this project stronger?
    • Is the staff of the organization capable and accountable?
    • Is the cost of this project justified and realistic?
    • What is the history of the organization; has it shown success?
    • Will this project be continued when the money is gone?
    • Is there collaboration involved in the project?
    • Do the submitters have external support?
    • Is this an all-or-none type of project, or can we choose to fund portions of it?
    • Is this a solid investment for our organization or another?
    • Is the submitting organization able to receive a grant?
    • Does the submitting organization need help in further developing the idea or has it been done well?
    • Are there any overlooked aspects of the project that the submitting organization should be made aware of?



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