Maximizing Program Services Through Private Sector Partnerships and
Relationships

**A Guide for Faith- and Community-Based Service Providers**

### 

### 

U.S. Department of Health and Human Services

Substance Abuse and Mental Health Services Administration

Center for Substance Abuse Treatment

ACKNOWLEDGMENTS

This publication was developed for the Center for Substance Abuse
Treatment (CSAT), Substance Abuse and Mental Health Services
Administration (SAMHSA), U.S. Department of Health and Human Services
(DHHS), by Northrop Grumman Health Solutions under Contract Number
277--00--6500, Task Order 8. Jocelyn Whitfield, M.S., served as the
Government Project Officer. The content for the document was developed
by the following members of an expert panel: Gregory K. Alex, The Matt
Talbot Center; Mike Ennis, Convoy of Hope; Jeri Fischer, Council of
Michigan Foundations; Caroline Herbert, The Foundation Center; David P.
Peterson, Center for Substance Abuse Treatment Advisory Volunteer; Mae
Pritchard, Pew Charitable Trusts; Steven Rowan, Cleveland Foundation;
Tracey A. Rutnik, Association of Baltimore Area Grant Makers; and David
Styers, Points of Light Foundation & Volunteer Center National Network.
Subsequently, content reviews were performed by Caroline Herbert and
Tracey A. Rutnik.

PUBLIC DOMAIN NOTICE

All material appearing in this report is in the public domain, unless
otherwise noted, and may be reproduced or copied without permission from
the Substance Abuse and Mental Health Services Administration. Citation
of the source is appreciated. However, this publication may *not* be
reproduced or distributed for a fee without the specific, written
authorization of the Office of Communications, SAMHSA, DHHS.

DISCLAIMER

The content of this publication does not necessarily reflect the views
or policies of CSAT, SAMHSA, or DHHS.

OBTAINING ADDITIONAL COPIES OF PUBLICATION

Copies may be obtained, free of charge, from the National Clearinghouse
for Alcohol and Drug Information (NCADI). For additional copies, please
write or call:

National Clearinghouse for Alcohol and Drug Information (NCADI)\
P.O. Box 2345

Rockville, MD 20847--2345

\(301\) 468--2600 1--800--729--6686 TDD 1--800--487--4889

ELECTRONIC ACCESS TO PUBLICATION

A searchable online version of this publication can be accessed through
the Internet World Wide Web at www.samhsa.gov.

ORIGINATING OFFICE

Office of the Director

Center for Substance Abuse Treatment\
Substance Abuse and Mental Health Services Administration\
1 Choke Cherry Road\
Rockville, Maryland 20857

DHHS Publication No. (SMA) 05--4119

Printed 2005

Contents

Introduction: Building New Relationships with the\
Corporate/Private Sector 1

Scope of This Handbook 1

Chapter 1: Assess Your Organization's Strengths and Needs 3

Define Your Mission 3

Define Your Goals and Objectives 4

Assess Your Organization's Strengths and Needs 5

Consider Working with Businesses and Foundations 5

Understand the Strengths and Challenges of Relationships 7

Chapter 2: Seek Multiple Sources of Support 9

Identify Sources of Funding and Support 9

Look into Potential Partners 11

Narrow Your Options by Finding the Best Fit 13

Select Your Potential Partners 18

Plan To Maintain and Expand Your Funding Base 18

Chapter 3: Attract Corporate Partners 19

Take First Steps 19

Develop a Partnership Plan 19

Develop Your Marketing Plan 21

Craft Your Message 22

Contact Potential Partners 23

Formalize the Relationship 24

Chapter 4: Submit a Strong Grant Proposal 25

Know the Process 25

Conduct Planning Activities 25

Identify Grant Opportunities 26

Prepare and Submit Your Proposal 28

Learn the Decision about Your Proposal 30

Implement the Grant 30

Contents (continued)

Chapter 5: Build and Sustain Relationships 33

Set Up the Relationship 34

Manage the Relationship 35

Communicate Regularly 36

Evaluate Your Efforts 37

Appendix A: Sample Forms and Worksheets

Sample Common Grant Application Cover Sheet 40

Sample Common Grant Application Format 41

Sample Grant Budget Format 43

Sample Common Report Form Format---Cover Sheet 45

Sample Common Report Form Format---Narrative and Financials 46

Appendix B: Other Resources

Glossary 47

Sample Mission Statements 48

Typical Questions a Foundation Might Ask 50

Resources 53

Web-Based Resources 57

# 

Introduction: Building New Relationships with the Corporate/Private
Sector

> The best way to do good to ourselves is to do it to others; the right
> way to gather is to scatter.

Seneca the Younger

Faith- and community-based nonprofit organizations have a long history
of meeting the critical human needs of their communities, including
those related to substance abuse and mental illness. Nonprofit
organizations provide all types of services in these areas, such as
treatment and counseling, recovery support, transportation, and housing.

Over the years, many faith- and community-based organizations have
relied on charitable giving, donations, and State and Federal funding to
preserve their services. Some have begun to seek relationships with
corporations and private foundations to meet cash and other resource
needs, such as food, furniture, and staff. In the long run, support from
these partners can help these organizations solve complex community
problems.

Scope of This Handbook

This handbook provides faith- and community-based organizations with
specific, practical guidance about the fundamental aspects of engaging
corporate givers and foundation grantmakers. Professionals representing
corporations, foundations, and trusts, as well as nonprofit faith- and
community-based organizations, helped develop the handbook.

The businesses described in this handbook can range from small local
businesses, such as a grocery store or dry cleaner, to large
corporations, such as General Motors. The handbook uses the term
"corporation" to refer to all businesses, regardless of size or type.
The handbook also describes the various forms of foundations.
Foundations are nongovernmental, nonprofit organizations with funds and
programs managed by their own trustees or directors. Private foundations
are established to maintain or aid social, educational, religious, or
other charitable activities. Thus, they often fund programs that address
critical community problems.

This document aims to help organizations that provide services for
substance abuse and mental illness. However, you can apply the basic
principles described here to any human service endeavor. The guidance in
this handbook can help you learn to expand and sustain services, enhance
effectiveness, and diversify funding streams.

The chapters also provide tips on marketing your organization and
writing grant proposals, as well as points to consider when
collaborating with businesses or foundations. Throughout the handbook,
examples depict the specific needs of community and faith-based
organizations. In addition, case studies of successful relationships
showcase the scope of creative and beneficial partnering arrangements.

This handbook has five chapters. Each chapter addresses an aspect of
developing effective relationships with private sector organizations:

1.  Assess Your Organization's Strengths and Needs

2.  Seek Multiple Sources of Support

3.  Attract Corporate Partners

4.  Submit a Strong Grant Proposal

5.  Build and Sustain Relationships.

The appendixes at the end of this handbook include sample grant
application and reporting formats, a glossary, references, and print and
Web-based resources.

The guidelines in this handbook are meant to be a starting point. They
will need to be customized to meet the circumstances of communities and
organizations. In addition, potential funders are unique, and not all
approaches will reach all of them effectively.

Chapter 1: Assess Your Organization's Strengths and Needs

> Determine that the thing can and shall be done, and then we shall find
> the way.

Abraham Lincoln

Every organization has assets and limitations that may influence its
effectiveness and ability to grow. Before you attempt to develop
relationships with the private sector, you need to assess your
organization. This process will help you develop a clear picture of what
your organization has to offer and how outside assistance may improve
your organization's capacity. This chapter discusses several aspects of
organizational assessment, including:

-   Defining your mission and goals.

-   Identifying assets and needs.

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-   Determining the appropriate relationships to pursue and their
    strengths and challenges.

Define Your Mission

Every nonprofit organization needs a vision of what it hopes to achieve
and a strong mission statement that guides the organization's work.
Mission statements may vary in length, content, format, and specificity.
However, an effective mission statement conveys an organization's reason
for being, purpose, benefit to the community, and uniqueness. A
well-developed mission statement benefits an organization by defining
its direction, focus, policy, meaning, challenge, and passion. A mission
statement also helps an organization to:

-   Make consistent decisions.

-   Motivate others.

-   Build organizational unity.

-   Integrate objectives with goals.

-   Enhance communication.

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-   Market itself.

When writing the mission statement for your organization, or revisiting
your existing mission statement, consider the following questions:

-   Who is your audience? Whom do you serve?

-   What are your services?

-   Where will the services be delivered?

-   How will the services be implemented?

-   What are your core beliefs, values, and priorities?

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-   What will be the community and individual impact?

Resources for additional information can be found at the end of this
chapter, and sample mission statements appear in Appendix B.

Define Your Goals and Objectives

After defining your organization's mission, develop its goals and
objectives. Goals and objectives tell how you will support your mission
and what you hope to achieve. They also show where your organization is
going.

Goals are based on your vision and mission. They are abstract statements
about what your organization wants to accomplish. In developing goals,
it helps to ask these questions:

-   What are you trying to *achieve*?

-   What are you trying to *preserve*?

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-   What are you trying to *avoid*?

After setting your organization's goals, decide on your objectives.
Objectives are concrete and measurable steps in achieving goals. Try to
develop objectives that are **SMART:**

-   **S**trategic: They will help your organization fulfill its mission.

-   **M**eaningful: They will support your organization's vision.

-   **A**ttainable: They can be achieved by taking specific actions.

-   **R**ealistic: It is possible and reasonable that your organization
    can meet them.

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-   **T**rackable: They can be recorded and measured over time.

Assess Your Organization's Strengths and Needs

Once you define your organization's mission, goals, and objectives, you
will have a picture of where you want your organization to go. The next
step is to understand where your organization is now. You will need to
look at the resources available within your organization, as well as
outside factors that affect your organization.

One effective way to gain insight into your organization's operations is
through a SWOT analysis, which examines your organization's

-   **S**trengths, such as staff expertise and a successful track
    record.

-   **W**eaknesses, such as an inactive board of directors, an
    ineffective volunteer program, or inefficient processes.

-   **O**pportunities, such as grants or corporate philanthropic
    programs.

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-   **T**hreats, such as a poor economy or lack of public understanding
    about a community problem.

    A SWOT analysis looks at an organization's strengths, which may help
    its progress, and its weaknesses, which may hinder it. A SWOT
    analysis also looks at how external factors, such as opportunities
    and threats, may affect an organization's progress. This activity
    may tell you about your organization's areas of need (e.g.,
    training, other program components) and the resources that might
    help. It also may shed light on the types of partners that could
    provide these resources and the partnership arrangements that would
    be best for your organization.

Consider Working with Businesses and Foundations

Working relationships between organizations and their business or
foundation partners take many forms. Relationships with private sector
partners can be informal arrangements, such as a local company offering
to gather winter coats and other gear for a homeless shelter. They also
can be formal agreements, such as 3-year grants from a large foundation.
In this handbook, we use the term "partner" to refer to a community,
organization, or group with whom you associate and collaborate for
services.

Relationships with businesses and foundations can result in financial
and other tangible support for your organization, as well as increase
future opportunities for funding. However, these relationships also
involve the sharing of information, resources, and data that will give
you much-needed background and support for your project ideas. Working
with partners also can save you time and increase community buy-in for
your work.

![](media/image1.jpeg){width="3.15in" height="2.099212598425197in"}\
The pyramid shows different types of partnership arrangements. As shown
in the graphic, relationships can vary in terms of their level of
commitment, their staying power, and the degree to which they are
beneficial to both groups. The top of the pyramid depicts a mutually
rewarding relationship that allows an organization and its partner to
work toward a common goal. In this scenario, both parties share
responsibilities, tasks, roles, skills, capabilities, and resources.
Although the enduring, mutually rewarding relationship may be ideal, all
types of relationships can help your organization grow and thrive.

> Consider some of the options that are available to your project or
> program:

-   Donations from corporate foundations.

-   Donations from corporate profits, such as matching gifts, in which
    corporations match employee donations.

-   Volunteer or staff support.

-   Donations of meeting space, office supplies, or equipment.

-   Discounts on products and services.

-   Corporate sponsorship for an event or project.

-   Seed money for a new program.

-   Grants from the Federal Government or foundations.

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-   Income through cause-related marketing. Corporations can promote
    their products in a way that produces cash income for a charitable
    recipient. For example, Target has a Target Takes Charge of
    Education program in which the company donates a percentage of
    Target Visa and Target Card purchases to schools for various
    education programs.

Understand the Strengths and Challenges of Relationships

You will need to weigh the benefits and challenges of potential
partnership arrangements carefully. Some of the benefits include the
following:

-   Building project support and sustainability.

-   Sharing information about your community.

-   Sharing resources and data.

-   Obtaining buy-in and validation.

-   Developing solid public relations.

-   Promoting cultural sensitivity.

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-   Encouraging community dialog at all levels for project design and
    service delivery.

In spite of these benefits, relationships with the private sector also
may pose risks and challenges that warrant consideration:

-   Lack of trust about forming a long-term relationship.

-   Loss of identity over time.

-   Unequal power and control.

-   Failure to recognize the different cultures of the partners (e.g.,
    communication styles).

-   Unclear roles, responsibilities, and leadership.

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-   Confusion about the nature and style of involvement.

To deal with these challenges, you may need to make compromises.
However, you need to be sure that your partner's mission is compatible
with yours. For example, you may not be comfortable partnering with a
company that produces alcohol, even if it promotes responsible drinking.

Other tips for managing risks and challenges are to

-   Define roles, responsibilities, and the nature of the partnership up
    front and in writing.

-   Identify common goals and the anticipated benefits of the
    partnership.

-   Establish methods for clear communication.

-   Allow time to develop relationships and adjust to different work
    styles.

-   Establish timelines.

-   Establish training activities for your staff and those of your
    partner.

-   Identify ways to share resources to work toward common goals.

-   Find ways to broaden your base of support to maintain enthusiasm and
    commitment.

-   Establish good community relations to increase the ability to
    anticipate and resolve problems.

-   Maintain connections to key leaders in the community.

-   Do what you can to help your partner, such as publicly acknowledging
    your partner's contribution. Show your partner how the effort is
    improving people's lives. Provide your partner with feedback on
    outcomes, including quantitative data if possible (e.g., percentage
    increase in the number of clients who are maintaining sobriety,
    number of people who are living in your housing).

Chapter 2: Seek Multiple Sources of Support

> Never doubt that a small group of thoughtful, committed citizens can
> change the world. Indeed, it is the only thing that ever has.

Margaret Mead

Many potential partners exist in the community, from small, local
businesses and foundations to those that operate on a large, national
scale. To maximize your chances of gaining support, you should learn
about their needs, assets, culture, capacity, and place in the
community. Research will help you identify appropriate collaborators
that are interested in your organization, community, and mission. Most
importantly, you will want to find corporations and foundations that are
compatible with your organization and that have the resources to respond
to your organization's needs. This chapter discusses how to identify
sources of funding and other support that can assist you with
maintaining and expanding your services.

Identify Sources of Funding and Support

Your faith- or community-based nonprofit organization will benefit from
securing multiple sources of funding and support. Having multiple
funding sources will enhance your ability to deliver services that are
effective and of high quality. In addition, it will help to ensure your
services' sustainability, even if one funding source "dries up" (e.g., a
Federal grant program ends).

The section below details various types of funding and support. Your
organization can secure giving in all these categories to sustain
various program components or activities. Examples include:

-   Transportation donated by a local business.

-   Child care, clerical support, and mentoring provided by volunteers.

-   Cash, generated by fundraising and the sale of products, that can be
    used to pay the salaries of therapists.

-   Food donated by restaurants.

-   Office space funded through grants.

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-   Furniture, phones, and supplies donated by corporations.

Grants

-   ***Federal Grants:*** Federal agencies provide information on the
    competitive grants they offer, guidelines that must be met to
    qualify, and procedures for application. Grant information is
    available from guides and newsletters, hotlines, agency-specific Web
    sites, and other sources. A list of current funding opportunities is
    available through grants.gov. Funding opportunities through the
    Substance Abuse and Mental Health Services Administration can be
    found at www.samhsa.gov/grants.

-   ***State and Local Grants:*** State and local governments also award
    grants. Like Federal grants, grantmaking by State and local
    governments may vary over time with changes in the political and
    economic climate. Information on State and local grants is available
    from guides and newsletters, hotlines, agency-specific Web sites,
    and other sources.

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-   ***Foundation Grants:*** Public and private charitable foundations
    provide financial support to address specific community needs. These
    organizations generally award grants in response to written requests
    for support from established nonprofit organizations. Most
    foundations are organized under strict guidelines of the Internal
    Revenue Service (IRS).

Gifts

-   ***Charitable Donations from Individuals:*** Individuals can provide
    an annual gift or multiple donations each year to a cause they care
    deeply about. In addition, by making these donations, individuals
    can reduce their annual taxes. Understanding the general tax
    benefits of individual giving will help you explain and encourage
    this option when speaking with potential donors. Individual
    donations constituted about three-quarters of charitable giving in
    2004, according to the Giving USA Foundation. Individual donors tend
    to be more dependable and consistent over time than other forms of
    giving.

-   ***Corporate Giving:*** Profitmaking companies can give gifts or
    grants directly to charitable organizations. Direct corporate giving
    programs do not have a separate endowment. Their expense is planned
    as part of the company's annual budget and usually is funded with
    pretax income.

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-   ***In-Kind Contributions:*** In-kind contributions are donations of
    goods or services rather than cash or appreciated property. Be
    proactive in letting local groups, corporations, agencies, and
    community organizations know what you need and how they can help
    you.

Fundraisers

-   ***Fundraisers, Drives, and Benefit Events:*** Fundraisers, drives,
    and benefit events can attract attention to a cause and raise cash,
    clothing, food, or other resources. Organizations can do fundraising
    over the phone, online, by mail, or at a specific event. A benefit
    event can be an effective way to raise funds, especially if the
    planners can secure donated entertainment, space, and food. However,
    these donations are rare, and without them such events can be
    costly. Therefore, inexperienced groups might want to consider other
    strategies.

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-   ***Online Fundraising:*** Some organizations use charity portals,
    Web sites that offer a directory of nonprofits. Visitors who access
    the portals can read about different nonprofits and decide where to
    make donations. Listing an organization on a charity portal is
    generally free, and the portal can accept secure credit card
    contributions on behalf of the nonprofit. Examples of charity
    portals include NetworkForGood.org, Charitableway.com, 4charity.com,
    GreaterGood.com, and Groundspring.org. If you decide to list your
    organization on a portal, keep your listing up to date. In addition,
    if your organization has its own Web site, include a "donate" button
    so that users can do so easily and securely.

For-Profit Activities

-   ***For-Profit Ventures:*** Another way to diversify funding is to
    create a for-profit arm of your organization. One New York homeless
    shelter created a successful catering business, while a treatment
    center in the Southwest opened a T-shirt embroidery and imprinting
    shop. In addition to generating cash flow, these ventures can offer
    clients hands-on work experience in a paying job. Before entering
    into such a venture, be sure to research the tax implications and
    any bookkeeping requirements.

Look into Potential Partners

Some businesses get involved in community activities and may donate or
invest money or supply other support. With a bit of homework, you can
find out about the many resources in the business community. Similarly,
you can learn about the foundations that can help your organization.
According to The Foundation Center, more than 66,000 foundations operate
in the United States. Most are small and unstaffed, run by volunteer
boards or professionals (bank trust officers or lawyers). Because of the
number and variety of foundations, your research will be invaluable.

To research corporations and foundations, turn to these sources of
information. Many of them are available online or at your local library:

-   Company and foundation Web sites.

-   Chambers of commerce.

-   Media, including the trade press. In addition, articles published in
    local newspapers may provide insight into companies in the community
    that are doing well.

-   Directories of corporate information, such as *Standard & Poor's
    Register*, *Directory of Corporate Affiliations*, and *National
    Directory of Corporate Public Affairs* (development offices at
    universities and large hospitals may be willing to share copies, and
    copies may be available from a local business or library).

-   The Foundation Center directories, including *National Directory of
    Corporate Giving*, *Corporate Foundation Profiles*, and *The
    Foundation Directory Online* (see below for more information on The
    Foundation Center).

-   Taft Group directories, including *The Directory of Corporate and
    Foundation Givers*, *Corporate Giving Directory*, *Directory of
    International Corporate Giving in America and Abroad*, and
    *Corporate Giving Yellow Pages*
    ([www.gale.com/taft.htm](http://www.gale.com/taft.htm)) \[accessed
    10/12/05\].

-   Fundraising and nonprofit periodicals, such as the *Chronicle of
    Philanthropy*, *Corporate Philanthropy Report*, and *Corporate
    Community Relations Letter* (these publications may be available at
    libraries and university and hospital development departments).

-   Annual reports.

-   Form 990-PF tax forms that private foundations file annually with
    the IRS. (The Form 990-PF is the Return of Private Foundation.)
    These forms are available through the GuideStar Web site at
    [www.guidestar.org](http://www.guidestar.org/) \[accessed10/12/05\]
    and The Foundation Center Web site at
    www.[fdncenter.org](http://fdncenter.org/) \[accessed10/12/05\].
    (See the Web-Based Resources section in Appendix B for more
    information about these resources.)

-   The Foundation Center "RFP Bulletin"
    (<http://fdncenter.org/pnd/rfp/>) \[accessed 10/12/05\], a free
    resource to find requests for proposals from foundations.

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-   Word of mouth.

A wealth of information and resources is available from The Foundation
Center. The Foundation Center is a national nonprofit organization that
provides thorough, up-to-date information on U.S. grantmakers, including
foundations and corporations, through its print and electronic
directories. *FC Search: The Foundation Center's Database on CD-ROM* and
*The Foundation Directory Online* (available via Internet subscription)
provide comprehensive, fully indexed databases of U.S. grantmakers and
their grants. Using these resources, you can select multiple,
personalized criteria to create customized lists of potential funders.

The Foundation Center makes this information available to the public
through its network of regional foundation reference libraries, called
"cooperating collections," around the country. Each library has the same
basic collection of information on State and national foundations and
corporate giving programs. The collections also maintain supplementary
material on grantsmanship, fundraising, and philanthropy. All provide
free access to *FC Search* or *The Foundation Directory Online.* To
access additional information or to locate resources near you, visit the
Web site at [www.fdncenter.org](http://www.fdncenter.org/)
\[accessed10/12/05\].

When researching potential partners, look for corporations and
foundations with a record of awarding grants to organizations that are
like your own. Focus on those that are in your geographic region or fund
organizations in your area. As your search continues, narrow your list
to the best prospects. Find out as much as you can about these
businesses and foundations before you decide to contact them. Eliminate
from your list companies or foundations with limitations that prevent
them from funding your organization, such as geographic restrictions.

While doing your research, consider what businesses and foundations look
for in an organization (see box). You also should be aware of some of
the "pet peeves" of corporate and private funders, such as organizations
that

-   Fail to follow the stated grant proposal guidelines.

-   Do not tailor requests to specific funders (e.g., use an obvious
    mail merge).

-   Ignore procedure, for example, by going directly to corporate
    executives rather than the donations department.

-   Ask for an amount of money that is inconsistent with the
    organization's average gift size.

-   Submit grant proposals with typos, misspelled words, and poor
    grammar.

-   Fail to articulate clear goals and anticipated results.

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-   Have not done their homework before they ask for support.

Narrow Your Options by Finding the Best Fit

Brainstorm ideas about the types of partners that might be a good fit
for your organization. These partners can include large and small
corporations and foundations, other faith-based organizations and places
of worship, service providers, volunteers, and community groups. The
table shows key differences between businesses, foundations with large
staffs, and foundations with small staffs.

The types of partners are described below to help you assess their
appropriateness for a cooperative arrangement with your organization.

Corporate Partners

Corporate partners may include small or large businesses with offices or
facilities in your community or region or involvement in programs in
your area of interest. They can be as large as Microsoft or as small as
the neighborhood grocery store. Before searching for a corporate
partner, think about the fit between your cause and various types of
companies. Businesses generally look for causes that mesh with their
objectives and will be viewed favorably by the public.

Good cause--company fits include

-   A family restaurant and a children's charity

-   A cookware or food service company and an organization working to
    end hunger

-   A building supply company and an organization that builds
    playgrounds

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-   A toy company and a community center.

When considering corporate partners, remember that your employees or
congregation members may have business ties. You also can check with

-   Board members

-   Donors

-   Volunteers

-   Vendors

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-   Accountants, attorneys, and other professionals with whom you work.

Don't overlook these connections as possible inroads to information,
meetings, and partnership arrangements. Talk to the people with
connections to get as much information and advice as you can.

After getting an idea of some potential corporate partners, consider
these questions about each one:

-   Does the firm have any significant business, facility, or number of
    employees in your community?

-   Is the nature of the firm's business related in any way to the type
    of project you are attempting to support?

-   Does your organization deal with issues that are of unique
    importance to the firm or its industry?

-   Is there any unique benefit to be gained by the firm from being
    associated with your project? Publicity? Visibility with key
    customers?

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-   Does the firm sell substantial products or services to your primary
    constituency?

Last, you need to understand the world of your prospective partners.
Reading business publications regularly will provide insight into how
businesses work and communicate.

Foundation Partners

A foundation is a nongovernmental, nonprofit organization with funds and
programs managed by its own trustees or directors. Private foundations
are established to maintain or aid social, educational, religious, or
other charitable activities. Often, foundations are created with a
single source of funds, such as from an individual, family, or
corporation. They generally make grants or operate programs with the
income earned from investing the funds.

In spite of the large number and variety of foundations, foundation
giving only accounts for about 11 percent of charitable donations,
according to the Giving USA Foundation. Because of the specific nature
of foundation giving, you'll need to determine which types make sense
for your organization. The definitions below are derived primarily from
those of the Council of Michigan Foundations (2005).

-   ***Independent Foundation:*** A fund or endowment designated by the
    IRS as a private foundation under the law, with the primary function
    of making grants. The assets of most independent foundations come
    from the gift of an individual or family. Independent foundations
    also may be known as "general purpose" or "special purpose"
    foundations. According to The Foundation Center, approximately
    59,000 independent foundations operate in the United States
    including, for example, the W.K. Kellogg Foundation and the Ford
    Foundation.

-   ***Family Foundation:*** A type of independent foundation
    established by an individual donor, with the donor or the donor's
    family playing a significant governing role. Family foundations may
    be different from other types of foundations because of their
    personal nature. When working with them, sensitivity is needed to
    ensure that the family's wishes are respected. Examples include the
    Kaiser Family Foundation and the Lowe Family Foundation. More
    information on family foundations is available in The Foundation
    Center's 2005 "Key Facts on Family Foundations."

-   ***Company-Sponsored Foundation:*** A private foundation under the
    tax code that gets its funds from a profitmaking company or
    corporation but is independently constituted for the purpose of
    making grants. Company-sponsored foundations are legally distinct
    from contribution programs administered within the corporation
    directly from corporate funds. About 2,500 company-sponsored
    foundations exist in the United States, according to The Foundation
    Center. Examples include the Coca-Cola Foundation and the
    Weyerhaeuser Company Foundation.

-   ***Operating Foundation:*** A fund or endowment designated under the
    tax code as a private operating foundation, with the primary purpose
    of operating research, social welfare, or other programs determined
    by its governing body or charter. The Carnegie Foundation for the
    Advancement of Teaching and the Harry Singer Foundation are examples
    of operating foundations.

-   ***Public Foundation (Also Known as Public Charity):*** A foundation
    that redistributes funds that have been raised primarily from the
    public. Usually, the funds are raised through fundraising campaigns.
    In contrast, private foundation grantmaking usually is calculated
    from the earnings on assets of an endowment fund. The United Way and
    Red Cross are examples of public foundations.

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-   ***Community Foundation:*** A public foundation that compiles funds
    from many donors set aside for a specific geographic area. Because
    it is classified under the tax code as a public foundation, it is
    subject to different rules and regulations than private foundations.
    However, in its general charitable purposes, a community foundation
    is much like a private foundation. About 700 community foundations
    operate in the United States, according to The Foundation Center.
    Examples include the California Community Foundation and Illinois
    Clean Energy Community Foundation.

When considering foundations, begin your list with foundations whose
recent grant awards indicate a possible interest in your type of project
and geographic area. You might need multiple grants, such as three
\$10,000 grants to fund a \$30,000 project.

Characteristics of Businesses, Large Foundations, and Small Foundations

  -------------------------------------------------------------------------
                    **Businesses**     **Large            **Small
                                       Foundations**      Foundations**
  ----------------- ------------------ ------------------ -----------------
  **Priorities**    Guided by the      Interested in      Often have broad
                    self-interest of   programs of        interests
                    the company        national           relevant to their
                                       significance that  geographic region
                                       often are on the   or the concerns
                                       cutting edge of    of family members
                                       change and         (if a family
                                       programs that can  foundation)
                                       serve as models    

  **Types of        Employee volunteer Grants for         Grants for
  Giving**          hours, matching    operations or      operations or
                    funds, investments programs           programs
                    in programs,                          
                    sponsorship of                        
                    programs or                           
                    events, discounts                     
                    on products or                        
                    services, direct                      
                    donations through                     
                    a corporate giving                    
                    program or                            
                    corporate                             
                    charitable trust,                     
                    grants                                

  **Scope**         May be             Usually national   May have a
                    international,                        limited
                    national,                             geographic area
                    regional, or local                    

  **Application     More formal, such  More formal, such  More informal,
  Process**         as a request for   as a request for   such as a letter
                    proposals or an    proposals or an    or a brief
                    application        application        proposal

  **Staff**         May have staff     May be well        May be staffed by
                    designated for     staffed with       volunteers
                    community          individuals who    
                    relations          are knowledgeable  
                                       and active in the  
                                       fields of interest 

  **Marketing and   May sponsor events May or may not     May be very
  Public            or projects and    want their name    private and shun
  Relations**       want their logo    mentioned          publicity
                    displayed                             

  **Site Visits**   Generally do not   May conduct visits May conduct
                    conduct visits                        visits
  -------------------------------------------------------------------------

Other Types of Support

Other partnering arrangements can be as plentiful as you can imagine.
The list below highlights a few examples. This list is organized by the
three broad categories in the pyramid graphic in Chapter 1.

**Enduring, Mutually Beneficial**

-   Social service agencies can help expand an organization's continuum
    of care by providing complementary professional services, such as
    counseling or medical care. Similarly, churches and other houses of
    worship can supply wraparound or recovery support services, such as
    child care, mentoring, spiritual guidance, or transportation.

-   Businesses can donate computers and supply volunteers for technical
    support, tutoring, painting, and other types of work.

-   Volunteers can fill professional positions, run fundraising events,
    and help expand services.

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-   Nonprofits may lend their names and "seals of approval" to corporate
    products. In return, the nonprofits gain visibility, encourage the
    public to use products they believe in, and receive some of the
    proceeds of product sales.

**Recurring or Constant**

-   Youth groups can collect toiletries for clients of a treatment
    program.

-   Grocery stores can help with food drives.

-   A high school student can set up and maintain a nonprofit's Web
    site.

-   A senior citizen's group or a jobs program for persons with
    disabilities can help with mass mailings.

-   Corporations may funnel charitable donations to nonprofits on behalf
    of their customers. AT&T customers, for example, have donated their
    signup bonuses to the March of Dimes.

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-   Pharmaceutical companies may sponsor dinners and other events,
    particularly for nonprofits that service clients' medical needs

    **Time Limited, Subject to Budgets, Variable, and Unpredictable**

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-   A university evaluation department can assist an organization with
    its program evaluation.

-   A library can donate meeting space for literacy classes.

-   Restaurants can donate end-of-day leftovers.

-   Local radio stations can make announcements about an organization or
    interview staff and clients on the air.

-   Department stores can donate clothing, furniture, and appliances.

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-   Corporations may sponsor events, such as a prevention festival, in
    exchange for some form of recognition (e.g., display of the
    corporation's name and logo).

Select Your Potential Partners

Your organization may be tempted to partner with any willing entity, but
it's important to consider how the relationship will affect your
organization. For example, if a partnership has too many "strings
attached," you might find it too risky to pursue. You need to exercise
caution when choosing partners, seeking those that will be profitable
and consistent with your mission. The partnership between the Asian Art
Museum of San Francisco and Target Corporation is one example. Target
sponsored "Target Tuesdays," during which visitors got into the museum
at no cost and could win door prizes donated by Target. Target gained
visibility, particularly among regular museum-goers, and the museum
gained exposure among Target customers and employees.

Plan To Maintain and Expand Your Funding Base

Planning to maintain your funding and expand your funding base is a
vital, ongoing task. You need to set aside regular time to consider your
project's funding, search for new opportunities, and brainstorm for new
resource ideas. To begin, gather a planning group of dedicated people
(e.g., employees, volunteers, clients, board members) to help identify
potential resources for goods, funding, and other resources.

Chapter 3: Attract Corporate Partners

> You are the light of the world. But if that light is under a bushel,
> it's lost something kind of crucial.

Stephen Schwartz, *Godspell*

Corporations will not come to you and offer your organization support.
Many are unaware of the opportunities partnerships can bring. Some would
be happy to partner with faith- and community-based organizations but
have never been approached. Others may be wary of working with
faith-based organizations for fear of upsetting certain employees. This
chapter discusses the process of attracting corporate partners and
establishing relationships with them. The next chapter focuses on
foundations.

Take First Steps

Attracting corporate partners can be challenging, but demonstrating the
benefits of your organization and programs can help. Companies tend to
sponsor programs that yield positive results and financial gain. Some
suggestions for attracting corporate partners include the following:

-   Develop a successful program and document outcomes.

-   Invite corporate officers to serve on your board.

-   Look for businesses that might have an interest in the groups of
    people participating in your project.

-   Use your board members' connections to make contacts.

-   Research whether your State offers a tax credit program for
    businesses, in which nonprofits can give extra tax credits in
    exchange for donations.

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-   Look for faith- and community-based organizations that have
    corporate partners and ask them if your organization can join the
    partnership.

You also may want to consider working through third parties, such as the
Salvation Army, United Jewish Appeal, United Way, and other large
national organizations that can attract and distribute funds. Such
organizations often have arrangements with corporations and other
businesses and can designate your organization as a funding recipient.

Develop a Partnership Plan

Some organizations send mass mailings or "cold call" businesses in their
area. These types of efforts generally have low response rates. Instead,
develop a plan for approaching potential partners. Look at the
relationships your organization already has established with businesses.
Have any of them donated money or goods in the past or participated in
your programs or events? Do any of your staff, members, or boards work
for any potential partners or have family members or friends who do?
They may be your initial contacts.

Determine how you will approach potential partners and what you will
seek from them (e.g., volunteers, program support, ongoing consultation,
money). Focusing your efforts will help you approach each corporation in
the right way. Your plan may include these components:

-   Persons who will contact potential partners, such as your
    fundraisers or program development staff. These individuals should
    have the skills and knowledge needed to convey information to
    interest a partner. You also might want to ask a board member with
    connections to the potential partner to assist in this process. By
    having a source familiar to the business make the first contact, you
    can increase the chances of a partnership taking hold.

-   Types of assistance you are seeking from partners. Some businesses
    may agree to provide the requested support with little hesitation.
    In other cases, the relationship may develop slowly. If the business
    agrees to support you in a small way, giving may increase over time
    as the relationship develops.

-   Relevant partners or other organizations with which your
    organization already is affiliated. You can tap these groups for
    assistance in forming new partnerships. They may be willing to
    recommend your organization as a potential partner to their
    colleagues. Similarly, membership in national organizations may open
    doors to new opportunities.

-   Strengths and unique aspects of your organization that will attract
    each partner.

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-   Types of communication that make the most sense for each partner.

The table shows how you can organize the information in your plan.

Components of a Partnership Plan

+--------+---------+--------+-----------+--------------+------------+
| **Pot  | **Staff | **Assi | **Orga    | **Or         | **Type of  |
| ential | Respon  | stance | nizations | ganizational | Commu      |
| Par    | sible** | So     | That May  | Strengths To | nication** |
| tner** |         | ught** | Assist**  | Emphasize**  |            |
+--------+---------+--------+-----------+--------------+------------+
| ABC    | Jane    | M      | Big       | Youth        | Meeting    |
| Corpo  | Doe,    | entors | Brothers  | program      | with ABC   |
| ration | Program |        |           |              | human      |
|        | Coor    |        |           | Many ABC     | resources  |
|        | dinator |        |           | employees as | staff      |
|        |         |        |           | members      |            |
+--------+---------+--------+-----------+--------------+------------+
| XYZ    | John    | F      | Salvation | Local        | Meeting    |
| Corpo  | Smith,  | unding | Army      | chapter      | with XYZ   |
| ration | Deve    | for    |           |              | head of    |
|        | lopment | drug   |           | Successful   | corporate  |
|        | Manager | tre    |           | track record | giving     |
|        |         | atment |           |              | program    |
|        |         | p      |           |              |            |
|        |         | rogram |           |              |            |
+--------+---------+--------+-----------+--------------+------------+

Careful research is an essential part of this process. You will want to
gather information about each corporation, including its

-   Mission

-   Priorities and needs

-   History of community service, donations, or support

-   Likely level of interest in your organization's work

-   Goals in relation to your organization

-   Reputation

-   Management stability

-   Skills and resources to be a partner

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-   Other work that could have a positive or negative effect on a
    partnership with your organization.

The next step is to determine how to market your organization and your
programs to potential partners.

Develop Your Marketing Plan

Your marketing plan is part of your strategic plan. As you define your
mission and goals, as described in Chapter 1, think about how to share
them with potential partners. Identify marketing methods, such as
meetings, letters, phone calls, and promotional materials. Determine how
to approach the potential partners you have identified. Their history
with other partners and areas of interest and expertise can guide you.

Your marketing plan should give you an idea of whom you will approach,
how, and why. It should contain these components:

-   Mission statement

-   Positioning statement (your unique role in the community)

-   Script for representing your organization to potential partners

-   Ideas for marketing and promoting your organization

-   Products and services, including features and benefits

-   Constituents

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-   Competitors.

Analyzing your competitors can reveal unique aspects of your
organization. You can market your organization by pointing out these
unique features. For each competitor, list the

-   Products and services it offers

-   Common markets you both serve

-   Benefits of its products and services

-   Fees it charges

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-   Strengths and weaknesses of its products and services.

Next, note how your products and services compare with those of your
competitors. With your findings in mind, consider how you can attract
corporate partners.

You'll want to analyze your potential partners in the same way. Focus on
what you have in common and how you both can benefit from the
relationship. Also look at resources you need that the potential partner
can offer. This information will form the basis for your marketing
efforts. You also need to think about the disadvantages of partnering
with a specific corporation. Some relationships may require too much
compromise. Others may threaten your organization's financial stability
or reputation. After analyzing a potential partner this way, you may
decide not to pursue a specific relationship.

Once you've identified potential partners and marketing methods, you
need to develop a marketing workplan. This workplan lists tasks, due
dates, and persons responsible for each task. You may want to develop a
separate workplan for each potential partner, since tasks may vary
depending on your marketing methods. Your workplan also may include
estimated costs. In some cases, it may not pay to pursue a relationship
because the costs will outweigh the benefits.

Craft Your Message

Before presenting your organization to potential partners, either on
paper or in person, develop a case for partnering with you. Your message
should convey that your organization and its programs are strong and
explain why you are seeking money or other forms of support. Market your
organization in a way that makes a relationship sound worthwhile:

-   Highlight areas that show how your organization and the business
    make a good match. Describe common missions, visions, and goals and
    ways in which the business can complement your work.

-   Acknowledge potential or perceived drawbacks and how you would
    overcome them. For example, some businesses may be reluctant to
    support faith-based organizations. Emphasize that your services are
    available to the entire community.

-   Demonstrate your success by showing data on program outcomes and
    sharing positive stories about people your organization has helped.

-   Remind the business that the relationship will enhance its image in
    the community.

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-   Offer something in return. Most businesses do not enter into
    partnerships only for the sake of doing good work. Free publicity in
    your newsletters is one example of an incentive.

Once you have decided on your message, you'll need to develop materials
to convey it. Depending on your marketing budget, your access to
technology, and the equipment available at meetings with potential
partners, you may use a slide presentation or distribute a brochure. The
materials should include descriptions of unique aspects of your project,
the population you serve, statistics, strengths and successes of the
project, and testimonials from your clients.

Your materials also should describe the ways a partnership can support
your efforts, including how it can improve program outcomes. Likewise,
the materials should highlight the benefits the relationship can offer
the corporation. A bullet list of the benefits of partnering with your
organization can help and should stand out in some way (e.g., bold type,
bigger font). When possible, use photos to show your organization in
action. Corporate leaders will respond better if they can see the people
and communities they could be helping.

Before distributing any materials, carefully review them and correct any
errors. Well-prepared materials look more professional and instill more
confidence in your organization.

Contact Potential Partners

Once you've done your homework and prepared your presentation, you can
contact potential partners to set up a meeting. Depending on how the
process unfolds in each case, you may be able to follow these
suggestions, originally published by the Points of Light Foundation and
Volunteer Center National Network:

-   Locate the person who is responsible for community relations or
    corporate giving.

-   Make the first contact by phone or mail. You also might consider
    approaching your contact in person. E-mail is not the best method of
    first contact, as a message can be deleted as "spam," especially if
    the person you send it to has e-mail scanned by an assistant.

-   Keep a copy of your plan with you as a reference.

-   Use only a few minutes of your contact's time.

-   Seek an in-person meeting. Online meetings and conference calls are
    too impersonal. To establish a partnership, you first need to
    establish rapport.

-   If you are successful in scheduling an appointment, plan specific
    aspects of the meeting. Who will represent your organization and do
    the talking? What will they say? What type of presentation will you
    give? What materials will you distribute? Who will answer questions?
    Remember that your presentation should be professional.

-   Role-play the meeting to anticipate questions and prepare answers.

-   Be straightforward about the support you are seeking.

-   If your contact is interested in supporting your organization, agree
    on next steps and\
    follow up.

-   If the corporation is not willing or able to help you, ask for
    suggestions of other corporations that might be interested.

-   Listen to what your corporate contact has to say about partnering.
    You can use feedback and guidance to hone your marketing approach.

Formalize the Relationship

After hearing your pitch, businesses may offer to provide some support
to your organization. The next step is to formalize the relationship,
either verbally or in writing. One form of a written agreement is a
memorandum of understanding (MOU). MOUs can vary in their scope and
complexity. If you choose to establish a written agreement, you may want
to include the following components:

-   The names of your organization and the business.

-   The purpose and goals of the relationship. If you are collaborating
    on a specific program or effort, include its name.

-   Roles, responsibilities, and available resources of your
    organization and the business.

-   Definitions of any terms used in the agreement.

-   Protocols for working together, including methods of communication.

-   Indicators of success and methods for evaluating the success of the
    relationship.

-   Start and end dates for the agreement.

-   The process for modifying or canceling the agreement.

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-   Signatures of authorized representatives from your organization and
    the business.

Chapter 4: Submit a Strong Grant Proposal

> A dream is just a dream. A goal is a dream with a plan and a deadline.

Harvey Mackay

It is critical to develop long-term relationships when you are not under
pressure to find immediate funding. Look for opportunities to network
and share information about your organization. Grant opportunities may
emerge from personal relationships or networks. Foundations usually have
some sort of grant application process or provide guidelines for
submitting grant proposals. This chapter discusses the process of
developing and submitting a grant proposal for foundation support.

Know the Process

In an ideal world, you would have ample funds to support your work and
you would not have to submit grant proposals. Or, you would get a
response to your proposal quickly and have the money within a matter of
months. Unfortunately, we don't live in an ideal world.

Understanding the proposal process will help you realistically assess
your chances of getting a specific grant and help you decide whether to
apply for it. It also will help improve your proposals and thus increase
your odds of getting funding.

Some foundations have a grant cycle and award grants on the basis of a
competitive process. These funders announce their grants. Others accept
unsolicited, informal requests. In some of these cases, organizations
can send the foundation a two- to four-page letter of inquiry, a short
version of a proposal signed by the executive director. Regardless of
the process that is required, following the foundation's instructions is
critical.

When seeking grant funds for a program, build in a year of "lag time"
until funding is secured and plan to follow up. Call periodically and
reapply for a grant if possible.

The proposal process involves five steps:

1.  Conducting planning activities

2.  Identifying grant opportunities

3.  Preparing and submitting your proposal

4.  Learning the decision about your proposal

5.  Implementing the grant.

Conduct Planning Activities

Ideally, you should undertake several planning activities before seeking
specific grant opportunities. One such exercise is gathering information
about your organization that you might need on hand when preparing a
grant proposal.

Have documentation available, such as evidence of tax exemption, annual
reports, an organization chart, board and committee rosters and
biographical sketches, operating budgets, audited financial statements,
job descriptions and resumes, and certifications/licenses. You also
might find it helpful to gather materials that support your
organization's credibility, including results from program evaluations,
newspaper articles about your programs, and letters from clients. You
can think of all these materials as credentials. They indicate that your
organization is credible and qualified to implement the program.

In addition to pulling together information about your organization, you
also should conduct some research. Research will help you define your
community's needs and the most appropriate ways to address them in your
program. For example, review

-   ***Published Literature:*** A literature review will help you define
    the problem from the national to the local community levels, develop
    goals and objectives for your program, and identify best practices
    to address the problem. In addition, some grantmakers require a
    literature review in submitted proposals. A well-written literature
    review can add to your credibility by demonstrating your
    understanding of the field.

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-   ***Existing Plans or Priorities Related to the Problem:***
    Foundations; organizations; and Federal, State, and local government
    agencies may have established goals in specific areas (e.g.,
    homelessness, substance abuse). They also may have created programs
    to tackle these goals. If you can connect your mission, goals, and
    objectives to existing plans, you may be able to strengthen your
    argument for support.

You can get an idea of the kinds of information to include in a proposal
by looking at a variety of resources on grant writing or by
participating in a training. In addition, through the Freedom of
Information Act, you can request copies of successful proposals
submitted to the Federal Government. You cannot copy any part of these
documents for your own use, and the subject matter may not be relevant
to your program. Nevertheless, they may help you craft your own
proposals for foundations. The Grantsmanship Center maintains a library
of winning Federal grant proposals and can send you copies at a cost.

To the extent possible, you should complete these information-gathering
activities before seeking grants. In addition, if you plan to seek funds
for a new program, you should map out the program before identifying
grant opportunities and writing a proposal. Consider the program's goals
and objectives, activities, staffing, evaluation, and budget. If
necessary, develop relationships with other service providers. In
addition to improving the service delivery in your area, these networks
can strengthen your credibility and make you more competitive in the
application process.

Designing your program before seeking potential funding will help your
organization focus on its mission and respond to the most relevant and
pressing social needs in your area. If you "chase" grants, you may find
that your organization's work drifts away from its mission and skills.
Ultimately, this path may lead to failure.

Identify Grant Opportunities

Identifying relevant grant announcements takes time and effort. Research
is invaluable. Take advantage of any databases, such as *FC Search: The
Foundation Center's Database on CD-ROM* and *The Foundation Directory
Online* (available via Internet subscription) (see Chapter 2). Read
philanthropy newsletters and magazines and attend conferences where
you're likely to learn of funding opportunities. You also can forward
grant announcements to your partners and other organizations. Once
you're seen as a resource for this type of information, organizations
will start to forward grant announcements to you.

Faith-based organizations may want to focus on foundations known to fund
faith-based efforts. Many foundations openly support religious
organizations. Some prominent charitable foundations are sponsoring
partnerships between religious and general humanitarian endeavors.
Foundations may be open to funding your organization if you demonstrate
that your program does not restrict services in any way and does not
require religious affiliation for participation. Another option is to
form a faith-based community development corporation (see box).

When you identify a potential grant opportunity, consider it carefully:

-   Is your program consistent with the funder's areas of interest?

-   Does your organization meet all eligibility requirements?

-   If the foundation has provided evaluation criteria, would your
    organization be able to write a proposal that meets these criteria?

-   Would the potential grant amount be enough money to fund all or a
    portion of your program?

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-   If the foundation has established a deadline for proposal
    submission, do you have sufficient time to prepare a competitive
    proposal?

In addition to asking yourself these questions, you also should weigh
the chance of receiving the grant against the level of effort required
to prepare the application. All these factors may influence your
decision to submit a proposal.

Prepare and Submit Your Proposal

An experienced grant writer familiar with your organization, including
its mission and history, is extremely valuable. The writer should be
able to summarize your organization and describe the proposed program or
partnership in detail. Ideally, the lead writer gathers and integrates
information from a team of people well versed in the proposed program.
The best proposals result when the writer can collaborate with others
rather than write "in a vacuum."

Proposals have different formats depending on the funder's requirements.
Some funders issue a request for proposals (RFP) or a request for
applications (RFA). In these cases, proposals may be elaborate and quite
structured. Usually, the process is less defined. Most foundation
funders simply state their interest and wait for proposals to come in.
These funders may specify page limits or request that applicants follow
certain formats (e.g., 20-page proposal, 2- to 4-page letter of
inquiry). When no guidance is provided, brief, concise proposals (five
to seven pages) usually are preferred. Be sure to follow any guidelines
given by the funder to avoid disqualification. Also, organize the
proposal following any suggested outlines. If no format is suggested,
you can use the sample outline in Appendix A of this handbook. (The
appendixes contain several items that might be useful in preparing grant
applications.)

Be aware of different perspectives. What is important to you may not be
a priority to the funders you're trying to persuade. You need to show
how your project will benefit the funder in terms of meeting objectives
or responding to public pressure. Be clear and concise in presenting the
needs of the community, your goals and objectives, and the proposed
activities. Avoid organizational jargon that may confuse reviewers.

Be sure to include a transmittal letter from your chief executive or
highest ranking official as a demonstration of organizational support
for the program. Endorsements from board members and donors can
strengthen your proposal. Also list contact people for questions and
followup.

Check the funder's instructions to see whether an executive summary is
required. If it is required, check to see if the funder places a word
limit on this section. An executive summary provides an overview of the
proposal. Also determine whether any financial documents are required.
These may include audits, operating budgets, and IRS Form 990s (the Form
990 is the Return of Organization Exempt from Income Tax).

Your proposal should include some information about the budget for the
project, including the amount you are requesting. The need to specify
the individual budget components may vary by funder. However, it is a
good idea to develop a budget like the one presented in Appendix A. You
also may need to draft an explanation of how your organization came up
with these figures. Specify any funds you have secured for the project
from other sources and how your organization will keep the project going
when the grant period ends. Most foundations award 1-year grants and
make no guarantees for repeat funding.

Before submitting your organization's proposal, ask someone to review it
who is not familiar with the proposed effort. Even better, find someone
with minimal knowledge of the relevant human services field. A
thoughtful outside reviewer can identify jargon, undefined terms, and
areas lacking clarity.

Learn the Decision about Your Proposal

According to the Council of Michigan Foundations, foundations deny more
requests than they fund. Sometimes they defer grant requests for future
consideration. Other times they award grants for more or less money than
the organization requested.

Most funders using a structured review process send a response to every
applicant. However, a funder might contact only the organizations it has
decided to fund. In addition, letters to unfunded organizations may not
state specifically why proposals were denied. Usually proposals are
declined because funds are not available, the program is not a priority,
or the organization has not demonstrated its ability to implement the
proposed plan.

If you receive a letter from a foundation telling you that your
organization has received a grant award, the letter probably will
contain the funder's conditions. You should review them carefully and
plan to comply with any requirements. In addition, follow up with the
funder promptly to convey your thanks. You could use this opportunity to
plan next steps or ask the funder questions. The funder may ask your
organization to sign a contract confirming your organization's
tax-exempt status and your intentions. The foundation also may want to
review your organization's financial records.

Implement the Grant

Your proposal is the outline for your program. Your organization is
responsible for implementing the program in accordance with the proposal
and the conditions and expectations of the funder. If you do not follow
your proposal and the requirements of your funder, you may lose the
grant. If midcourse changes are needed, talk to your funder and
negotiate changes to your funding agreement. These changes should be
documented in writing. In addition, let your funder know of your
progress by sending periodic reports. Follow reporting guidelines
specified by the funder or use the sample in Appendix A to develop your
own format.

At the end of the grant period, submit a final report describing the
ways your organization used the funds, the outcomes of the program, and
future plans. If others plan to fund a continuation of your program,
inform your funder. Similarly, share any plans for the program to be
applied in other communities or organizations. The potential for
sustainability and replication in other communities may help you to
obtain further funding. Showing success with a funder's support can be
the beginning of an ongoing funding partnership.

**Chapter 5: Build and Sustain Relationships**

> It is amazing what you can accomplish if you do not care who gets the
> credit.

President Harry S. Truman

You may be tempted to think of your partners as the people who write you
checks while your organization does its own thing. This perspective is a
mistake. Cultivating a meaningful relationship in which you work
together toward a common goal is important. Even if your partners cannot
always fund your endeavors, they may be able to provide other resources,
such as materials or volunteers.

Establishing strong relationships with partners is key to
sustainability. It enables you to provide critical services to your
target population. Sustainability also involves practicing good
management, knowing where your resources go, being attuned to community
needs and culture, measuring progress, revising your program as needed,
and planning and communicating. All these pieces are important to
building strong partnerships.

This chapter discusses the keys to working in partnership:

-   Setting up the relationship

-   Managing the relationship

-   Communicating often, using established procedures

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-   Evaluating your efforts.

Most of the guidance in this chapter applies to high-level, structured
partnerships between two entities working together over time. However,
you may find some of this guidance relevant for different arrangements
as well. Depending on whether you are a grantee to a foundation, you are
collaborating on a large, long-term project with a corporation, or you
are fostering a relationship with a funder that has given you a few
donations, different portions of this chapter may be relevant. Take cues
from your partner and modify this guidance as needed.

*Establishing Partnerships* (Dare Mighty Things, 2004), one of the
documents in the Intermediary Development Series, was instrumental in
the development of this chapter. The series was produced by the
Compassion Capital Fund National Resource Center, funded by the
Administration for Children and Families and the HHS Office of Community
Services. The series can be accessed at
[www.acf.hhs.gov/programs/ccf](http://www.acf.hhs.gov/programs/ccf)
\[accessed10/112/05\].

Set Up the Relationship

Confusion and conflict can arise when dividing responsibilities between
partners. The distinction between strategic and operational
decisionmaking often can be the most difficult to resolve. Key partners
usually are reluctant to let go of some of their authority, especially
if they are funding a project. Clear procedures are needed so that
everyone can understand how actions will be taken. These procedures also
can provide a sense of shared responsibility for partnership
achievements.

Once you and your partner agree on procedures, you should document them,
setting out the key aims, objectives, and outcomes of the partnership.
These documents could take the form of a legal constitution, contract,
or memorandum of agreement. They should reflect your business plan or
strategy, thus giving the partnership structure and boundaries, as well
as flexibility to change and grow.

As partners, you'll need to review your purpose, goals, and targets
constantly. You also need to develop a mutually agreeable action plan.
The box shows questions you can answer to develop a partnership
agreement. Be sure to document the responses to each question.

Manage the Relationship

Once you have a structure and procedures in place, you'll need to manage
the relationship. Cooperation is the ideal, but what if your partners do
not fulfill their commitments in a timely manner? Not responding
promptly risks sending the wrong signal. Moreover, the more strongly
this pattern is established, the harder it will be to break.

All parties involved have an incentive to maintain their reputation as
good partners. You don't want to lose future opportunities because
potential partners see you as a bad risk. Similarly, your partners do
not want bad publicity that can harm their business or their ability to
achieve their goals. For example, if a foundation gets a reputation for
allowing partners to ignore their commitments without consequences, the
foundation may find it difficult to hold other partners accountable in
the future. Thus, reciprocity is an effective rule.

Challenges in managing relationships typically fall into two
categories---substantive issues and relationship issues. Businesses tend
to focus on substantive issues. Few, however, consider the primary
factors of alliance failure, relationship issues. The key, of course, is
to focus on both areas (see box).

Creating and sustaining relationships is not easy. You will face a
number of challenges, such as turf battles, burnout, culture clashes,
policy differences, and politics. You can overcome these challenges in
many ways. Successful relationships often result when partners include
these steps in their collaborations:

-   Implementing a plan that focuses on participation and collaboration.

-   Planning for leadership involvement.

-   Evaluating how a relationship "fits" with potential partners in
    terms of practices and culture, as well as strategic compatibility.
    This process helps partners anticipate and prepare for relationship
    challenges and use their differences to enhance their creativity and
    the quality of their work.

-   Creating excitement and expressing the value of the relationship.

-   Jointly planning ways to achieve relationship goals in light of
    similarities and differences.

-   Having a dedicated partnership manager who can promote
    communication, ensure that goals are met, track the health of the
    working relationship over time, spot potential conflicts, and
    resolve disputes.

-   Thinking in terms of the partnership's well-being versus the
    organizations' separate interests.

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-   Managing changes that affect partnering, such as personnel turnover.

Communicate Regularly

Communication is vital to the success of any partnership. If you keep
the lines of communication open, you and your partner can ensure that
you

-   Stay on track with established plans.

-   Understand your roles, responsibilities, and areas of authority.

-   Anticipate and deal with challenges.

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-   Reach a compromise, even when you do not see eye to eye.

You and your partner need to communicate openly about your project and
your relationship with each other. The degree to which your foundation
or corporate partner expects to communicate will vary. Talk to your
funder to determine the appropriate frequency, format, and level of
formality for your communication.

Foundations may be more amenable to site visits and meetings than
corporate partners may be. When the project begins, the project manager
should meet with the partner liaison regularly. These can be
face-to-face meetings or conference calls, depending on the needs of the
participants. As the project gains momentum, they can meet less often.
You also might want to set up regular meetings with all participants.

During these initial meetings, review the action plan. The partners
should walk through all tasks and deadlines and identify any needed
changes. A chart that lists tasks, due dates, and responsible persons
may help avoid confusion about activities.

In addition, establishing feedback channels within and between partners
can facilitate communication. These channels may include regular reports
(see Appendix A for a sample report format), e-mails, listservs,
surveys, and open forums. You also may have occasion to communicate with
the media about your project and partnership. Establish a protocol that
addresses who can speak with the media, which messages and information
are acceptable to share, and whom to contact for further information.

Finally, one of the most important aspects of a partnership is
appreciation. Let each partner know that you appreciate its support and
that its contribution makes a difference. Send a thank-you note or
report after major milestones. Ask your partner if you can write a
feature for the local community newspaper about the partner's
contributions. Hold an award ceremony and present an award to your
partner. Brainstorm different ways to thank your partners and offer and
encourage ongoing support. Keep in mind, however, that some foundations
shy away from public attention.

Evaluate Your Efforts

Your evaluation can tell you whether your organization is meeting its
goals and objectives. Outcome measurement helps clarify your
understanding of your project. Most importantly, it helps you understand
the impact of your work on the people you serve and helps you improve
your project and services. Finally, reports on program successes can
serve as marketing tools to attract additional partners.

Organizations working with corporations and foundations may be held
accountable for their spending. Stockholders and boards want to ensure
that funds and other resources are used appropriately. Therefore, you
need to ensure that you have an ongoing program of monitoring and
revising aims and objectives. This process should provide the
opportunity to learn what works and what does not, building these
lessons into revised plans.

To facilitate monitoring and evaluation, assign one person the job of
maintaining your action plan. Establish periodic reviews to check
whether its aims and objectives have changed and what is required to
make the change. This person should review the plan regularly and note
any needed changes, as well as any successes or challenges. The
following questions may help focus the review process:

-   Do the projects the partners are undertaking support the shared
    vision? Are partners willing to make changes to achieve program
    goals?

-   Does the work of the partners link to overarching national and local
    policies and strategies?

-   Does the work of the partners involve all relevant parties? If no,
    why not? Are clients and the community involved? If so, in what
    ways?

-   What are the agreed-on outcomes? Is everyone aware of these? How is
    progress being measured? Is this done on a regular basis?

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-   Is there adequate monitoring, evaluation, and feedback? Have the
    partners been successful in achieving accepted outcomes? Is this
    success communicated across the partnership and externally?

In addition to monitoring the results of partnership activities, take a
look at the partnership itself. Do the partners still share a common
vision? Are the overall vision, purpose, and goals still recognized by
the partners? Have these changed? If so, how were changes communicated?
Are the partners clear about the purpose and do they agree on it? Do the
partners work well together? Do they have a clear understanding of roles
and responsibilities? Have these changed? Have any organizational
improvements occurred? Do the partners respect each other, work well
together, and communicate regularly?

In answering all these questions, you can identify strengths and areas
for improvement. Your findings can be used to improve your program and
your partnership. Ultimately, this effort also can enhance your
organization's sustainability.

# Appendix A: Sample Forms and Worksheets

Sample Common Grant Application Cover Sheet

Date of Application:

Legal Name of Organization Applying:

> *(Should be same as on IRS determination letter and as supplied on IRS
> Form 990)*

Year Founded: Current Operating Budget: \$

Executive Director: Phone Number:

Contact Person/Title/Phone Number *(if different from Executive
Director):*

Address *(principal/administrative office):*

City/State/ZIP:

Fax Number: E-Mail Address:

Any Previous Support From This Funder in the Past 5 Years:

Project Name:

Purpose of Grant *(one sentence):*

Dates of the Project: Amount Requested: \$

Total Project Cost: \$ Geographic Area Served:

Signature, Chairperson, Board of Directors Date

Typed Name and Title

Signature, Executive Director Date

Typed Name and Title

**Source:** Council of Michigan Foundations, 2005. Used with permission,
The Council of Michigan Foundations, www.cmif.org.

Sample Common Grant Application Format

Please provide the following information in this order. Use these
headings, subheadings, and numbers provided in your own word processing
format, thus leaving flexibility for length of response.

A.  Narrative

    1.  Executive Summary

        -   Begin with a half-page executive summary. Briefly explain
            why your agency is requesting this grant, what outcomes you
            hope to achieve, and how you will spend the funds if the
            grant is made.

    2.  Purpose of Grant

        -   Statement of needs/problems to be addressed; description of
            target populations and how they will benefit.

        -   Description of project goals, measurable objectives, action
            plans, and statements as to whether this is a new or ongoing
            part of the sponsoring organization.

        -   Timetable for implementation.

        -   List of other partners in the project and their roles.

        -   List of similar existing projects or agencies, if any, and
            explanation of how your agency or proposal differs and what
            effort will be made to work cooperatively.

        -   Description of the active involvement of constituents in
            defining problems to be addressed, making policy, and
            planning the program.

        -   Description of the qualifications of key staff and
            volunteers that will ensure the success of the program. List
            of specific staff training needs for this project.

        -   Long-term strategies for funding this project at the end of
            the grant period.

    3.  Evaluation

        -   Plans for evaluation, including how success will be defined
            and measured.

        -   Description of how evaluation results will be used and/or
            disseminated and, if appropriate, how the project will be
            replicated.

        -   Description of the active involvement of constituents in
            evaluating the program.

    4.  Budget Narrative/Justification

        -   Grant budget; use the grant budget format that follows, if
            appropriate.

        -   A plan (on a separate sheet) that shows how each budget item
            relates to the project and how the budgeted amount was
            calculated.

        -   List of amounts requested of other foundations,
            corporations, and other funding sources to which this
            proposal has been submitted.

        -   List of priority items in the proposed grant budget, in the
            event that we are unable to meet your full request.

    5.  Organization Information

        -   Brief summary of organization's history.

        -   Brief statement of organization's mission and goals.

        -   Description of current programs, activities, and
            accomplishments.

        -   Organizational chart, including board, staff, and volunteer
            involvement.

B.  Attachments

    1.  A copy of the current IRS determination letter (indicating
        501(c)(3) tax-exempt status).

    2.  List of Board of Directors with affiliations.

    3.  Finances

        -   Organization's current annual operating budget, including
            expenses and revenue.

        -   Most recent annual financial statement (independently
            audited, if available; if not available, attach IRS Form
            990).

    4.  Letters of support (should verify project need and collaboration
        with other organizations)---optional.

    5.  Annual report (if available).

**Source:** Council of Michigan Foundations, 2005. Used with permission,
The Council of Michigan Foundations, www.cmif.org.

Sample Grant Budget Format

Listed below are standard budget items. Please provide the project
budget in this format and in this order.

A.  Organizational fiscal year:

B.  Time period this budget covers:

C.  For a capital request, substitute your format for listing expenses.
    These will likely include architectural fees, land/building
    purchases, construction costs, and campaign expenses.

D.  Expenses: Include a description and the total amount for each of the
    following budget categories, in this order:

  --------------------------- --------------------- ---------------------
                              **Amount Requested    **Total Project
                              from This             Expenses**
                              Organization**        

  Salaries                    \$                    \$

  Payroll Taxes               \$                    \$

  Fringe Benefits             \$                    \$

  Consultants and             \$                    \$
  Professional Fees                                 

  Insurance                   \$                    \$

  Travel                      \$                    \$

  Equipment                   \$                    \$

  Supplies                    \$                    \$

  Printing and Copying        \$                    \$

  Telephone and Fax           \$                    \$

  Postage and Delivery        \$                    \$

  Rent                        \$                    \$

  Utilities                   \$                    \$

  Maintenance                 \$                    \$

  Evaluation                  \$                    \$

  Marketing                   \$                    \$

  Other (specify)             \$                    \$

  **Total**                   \$                    \$
  --------------------------- --------------------- ---------------------

E.  Revenue: Include a description and the total amount for each of the
    following budget categories, in this order; please indicate which
    sources of revenue are committed and which are pending.

+--------------------------+---------------------+---------------------+
|                          | **Committed**       | **Pending**         |
+--------------------------+---------------------+---------------------+
| Grants                   |                     |                     |
| /Contracts/Contributions |                     |                     |
+--------------------------+---------------------+---------------------+
| > Local Government       | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| > State Government       | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| > Federal Government     | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| > Foundations (itemize)  | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| > Corporations (itemize) | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| > Individuals            | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| > Other (specify)        | \$                  | \$                  |
+--------------------------+---------------------+---------------------+

+--------------------------+---------------------+---------------------+
|                          | **Committed**       | **Pending**         |
+--------------------------+---------------------+---------------------+
| Earned Income            |                     |                     |
+--------------------------+---------------------+---------------------+
| > Events                 | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| > Publications and       | \$                  | \$                  |
| > Products               |                     |                     |
+--------------------------+---------------------+---------------------+
| Membership Income        | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| In-Kind Support          | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| Other (specify)          | \$                  | \$                  |
+--------------------------+---------------------+---------------------+
| **Total**                | \$                  | \$                  |
+--------------------------+---------------------+---------------------+

**Source:** Council of Michigan Foundations, 2005. Used with permission,
The Council of Michigan Foundations, www.cmif.org.

Sample Common Report Form Format---Cover Sheet

The purpose of the Common Report Form is to help grantees save time in
reporting and to help grantmakers simplify the process of gathering
standard grant evaluation information.

Date of Report:

Legal Name of Organization:

> *(Should be same as on IRS determination letter and as supplied on IRS
> Form 990)*

Executive Director: Phone Number:

Contact Person/Title/Phone Number

*(if different from Executive Director):*

Address *(principal/administrative office):*

City/State/ZIP:

Fax Number: E-Mail Address:

Project/Program Name:

Purpose of Grant *(one sentence):*

Dates of the Project: Amount of Grant: \$

Have there been any changes to your organization's IRS 501(c)(3)
not-for-profit status since your\
request for this grant?:  Yes  No

If yes, please explain:

Dates covered by this report: from to

Check one:  Interim report  Final report

Signature, Executive Director Date

Typed Name and Title

**Source:** Council of Michigan Foundations, 2005. Used with permission,
The Council of Michigan Foundations, www.cmif.org.

Sample Common Report Form Format---\
Narrative and Financials

### I. Narrative (two to five pages)

A.  Results

    1.  List the original goals and objectives of the grant, and tell
        how they were met during this reporting period. Describe the
        current status on meeting any special terms of this grant (e.g.,
        challenges, contingencies).

    2.  If possible, explain results in outcome-based terms. For
        example, what difference did this grant make in your community
        and for the population you are serving?

    3.  Variance from original project plans often occurs. In what ways
        did the actual project vary from your initial plans? Describe
        how and why.

    4.  Describe any unanticipated benefits or challenges encountered
        with this project.

    5.  Describe how collaborative/cooperative efforts with individuals
        and organizations involved in planning, implementing, funding,
        and/or evaluating this project/grant affected outcomes.

B.  Lessons Learned

    1.  What are the most important outcomes and lessons learned from
        this project?

    2.  What recommendations would you make to the foundation or other
        project directors working in this area?

    3.  If you were to undertake this project again, would you do
        anything differently? If yes, please explain.

    4.  Other lessons?

C.  Future Plans

    1.  What is your vision of this project over the next 3 years?
        Include plans and a rationale for ongoing funding, expansion,
        replication, or termination.

D.  Public Relations

    1.  Provide a "human interest" story that helps explain the success
        of the project.

    2.  Attach any printed material relating to the funded project
        (e.g., press or news items, brochures, letters of support,
        photographs).

### II. Financials

A.  Using the budget from the original application, provide detailed
    expenses and income for the project for this period. Provide
    narrative on any variances from the original projected budget.

B.  Include a complete, detailed accounting of how the specific grant
    dollars from this foundation were spent.

**Source:** Council of Michigan Foundations, 2005. Used with permission,
The Council of Michigan Foundations, www.cmif.org.

# Appendix B: Other Resources

Glossary

**501(c)(3)---**Section of the Internal Revenue Service Code that
designates an organization as charitable, tax-exempt, and nonprofit.
Organizations qualifying under the code include religious, educational,
charitable, amateur athletic, scientific, or literary groups;
organizations testing for public safety; and organizations involved in
prevention of cruelty to children or animals.

**Board of Directors---**The governing body of an organization that, by
the authority of its articles of incorporation and bylaws, controls the
affairs of that organization. The board typically sets rules and
policies and determines the direction the organization will take. Boards
also help with promotion, fundraising, event planning, and other
activities as needed or desired.

**Foundation---**A nongovernmental, nonprofit organization with funds
(usually from a single source, either an individual, family, or
corporation) and programs managed by its own trustees and directors that
is established to maintain or aid educational, social, charitable,
religious, or other activities serving the common welfare, primarily by
making gifts to other nonprofit organizations (The Foundation Center, no
date).

**Partnership---**A group of people or organizations sharing these key
characteristics:

-   More than one person or groups of people united to achieve something
    they could not do alone.

-   A pooling of skills and other resources (e.g., worksites, equipment,
    staff, contacts, information, ideas).

-   A shared vision or goals.

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-   A structure (e.g., a formal, long-term alliance or a short-term
    agreement).

Sample Mission Statements

**American Red Cross ([www.redcross.org](../www.redcross.org))
\[accessed10/12/05\]---**The American Red Cross, a humanitarian
organization led by volunteers and guided by its Congressional Charter
and the Fundamental Principles of the International Red Cross Movement,
will provide relief to victims of disasters and help people prevent,
prepare for, and respond to emergencies.

**Children's Law Center
([www.childrenslawcenter.org](../www.childrenslawcenter.org))
\[accessed10/12/05\]---**The Children's Law Center helps at-risk
children in the District of Columbia find safe, permanent homes and the
education, health care, and social services they need to flourish by
providing a comprehensive range of legal services to children, families,
and foster and kinship caregivers. The Center is committed to sharing
its expertise with the community, other professionals, and policymakers
through training, technical assistance, and systemic advocacy.

**Goodwill Industries ([www.goodwill.org](../www.goodwill.org))
\[accessed10/12/05\]---**Goodwill Industries will enhance the quality
and dignity of life for individuals, families, and communities on a
global basis, through the power of work, by eliminating barriers to
opportunity for people with special needs, and by facilitating
empowerment, self-help, and service through dedicated, autonomous local
organizations.

**Michigan Interfaith Council on Alcohol Problems
([www.gbgm-nmc.org/micap](http://www.gbgm-nmc.org/micap))---**The
Michigan Interfaith Council on Alcohol Problems seeks to:

-   Broaden the awareness of legislators, public officials, news media,
    and the general public to the danger of alcohol and drug problems

-   Secure the passage of legislation that brings responsible controls
    in the areas of alcohol and other drug misuse

-   Resist overt and covert pressures in the private and public domain
    that would ignore the safety, rights, and morality of any person or
    group of persons

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-   Alert the personal and group supporters of this organization to any
    public policy changes deemed undesirable for the good of the
    citizens of the State and to use the weight and influence of the
    organization to produce innovations and public policies that enhance
    the life of this State's citizens.

**National Association for Children of Alcoholics
([www.nacoa.org](http://www.nacoa.org/))
\[accessed10/12/05\]---**Advocating for all children and families
affected by alcoholism and other drug dependencies.

**Points of Light Foundation & Volunteer Center National Network
([www.pointsoflight.org](http://www.pointsoflight.org/))
\[accessed10/12/05\]---**The Foundation's mission is to engage more
people more effectively in volunteer service to help solve serious
social problems.

**Volunteers of America ([www.voa.org](http://www.voa.org/))
\[accessed10/12/05\]---**Volunteers of America is a national, nonprofit,
spiritually based organization providing local human service programs
and opportunities for individual and community involvement.

**World Wildlife Federation
([www.worldwildlife.org](../www.worldwildlife.org))
\[accessed10/12/05\]---**WWF's mission is the conservation of nature.
Using the best available scientific knowledge and advancing that
knowledge where we can, we work to preserve the diversity and abundance
of life on Earth and the health of ecological systems by protecting
natural areas and wild populations of plants and animals, including
endangered species; promoting sustainable approaches to the use of
renewable natural resources; and promoting more efficient use of
resources and energy and the maximum reduction of pollution.

**Typical Questions a Foundation Might Ask**

The following questions are those used by a Michigan foundation staff
member and trustee when considering a grant request. Perhaps the
questions will be helpful to grantseekers preparing a grant proposal.

### 1. Appropriateness of the project for the foundation:

-   Is the project in agreement with the foundation's philosophy?

-   Is the project in agreement with the foundation's current program
    objectives?

### 2. Assurance of IRS requirements:

-   Does the organization have the appropriate 501(c)(3) status?

### 3. Defense of why this plan is needed:

-   Why aren't others now meeting the need?

-   Would they if funds were available?

-   Can they?

-   If a new organization is proposed, is it required or is the function
    adequately performed by others?

-   If others are performing a similar function or parts of the proposed
    function, how does the proposed function differ and why is the
    difference important?

-   Does the proposal include a short synopsis of related work done by
    others?

### 4. Importance and utility of the project to the community:

-   Is there a demonstrable need for the project?

-   Whom will the project benefit and how?

-   Will there be a measurable improvement if the project is successful?
    Will harm be done if it fails?

-   Will the project add an undesirable financial burden to the
    community or State?

### 5. Originality and creativity of the proposed project:

-   Does the project duplicate or overlap with other existing or past
    programs?

-   Is it new and innovative? Alternatively, does it help conserve
    beneficial programs that might otherwise be lost?

-   Could the project be carried out better elsewhere by other persons?

-   Does it eliminate versus treat a problem?

-   Is it for other than continuing, long-term maintenance?

### 6. Prospects for leverage:

-   Will the project draw in other financial support (if needed)?

-   Will the project produce significant changes in a wider circle?

-   Will the results be transferable to other projects and localities?

### 7. Trustees and staff:

### a. Lists

-   A list of trustees or directors with organization affiliation.

-   An organization plan with brief position description.

### b. Dedication and commitment

-   Are the top people involved and devoting time to the project?

### c. Competence

-   Knowledge, training, experience, and ability of the staff.

-   Does the request itself confirm the competence of staff to achieve
    the project goals?

### d. Cooperation

-   Have they consulted and cooperated with established agencies in the
    same related field?

### 8. Financial planning: 

### a. Budgets submitted

-   Is the project budget well organized, conforming to generally
    accepted accounting principles?

-   Is the current year's board-approved operating budget included?

-   Is there evidence in the budgets of an adequate level of fiscal
    ability and responsibility?

-   Is last year's financial statement audited by an independent CPA?

### b. Report on funds pledged to date

-   What public agencies are providing support? How much?

-   Have all possible sources been approached?

-   What private sources are providing support? How much?

-   Is the foundation the last possible source of help?

-   Will a grant from the foundation bring matching grants?

### c. Time

-   Is this a one-time grant?

-   Will the project need foundation support for multiple years? How
    many years?

-   Does the project plan realistically anticipate eventual self-support
    or support from sources other than the foundation?

### 9. Provision for project evaluation:

-   How will the staff be able to determine success?

-   How can relative degrees of success be objectively measured?

-   Where necessary, has appropriate evaluation advice been sought?

-   If the project lends itself to statistical evaluation, has provision
    been made for recording and analyzing relevant data?

### 10. Feasibility of the proposal:

-   Is the action proposed adequate to the problem addressed?

-   Is the sponsoring agency or institution clearly enthusiastic about
    the project?

-   Are the proposed facilities, financing, and staffing sufficient?

**Source:** Council of Michigan Foundations, 2003. Used with permission,
The Council of Michigan Foundations, www.cmif.org.

Resources

The views, opinions, and content of these references do not necessarily
reflect the views, opinions, or policies of SAMHSA or DHHS.

Abrahams, J. *The Mission Statement Book: 301 Corporate Mission
Statements from America's Top Companies*. Berkeley, CA: Ten Speed Press,
1995.

Arnold, J.D. *The Art of Decision-Making: Seven Steps to Achieving More
Effective Results.* New York:

AMACOM, 1980.

Arsenault, J. *Forging Nonprofit Alliances: A Comprehensive Guide to
Enhancing Your Mission through Joint Ventures and Partnerships,
Management Service Organizations, Parent Corporations, Mergers.* San
Francisco: Jossey-Bass, 1998.

Austin, J.E. *The Collaboration Challenge*. San Francisco: Jossey-Bass,
2000.

The Aspen Institute. A Second Look at "Charitable Choice": Defining the
Limits and Possibilities of Faith-Based Social Service Provision.
*Snapshots: Research Highlights from the Nonprofit Sector Research Fund*
13: October 2000.
[www.nonprofitresearch.org/](http://www.nonprofitresearch.org/)

usr_doc/37210.pdf \[Accessed July 25, 2005\].

Birmingham Foundation. "Grant Awards 1999--2000." Pittsburgh, PA:
Birmingham Foundation, no date.
[www.birminghamfoundation.org](http://www.birminghamfoundation.org/)
\[Accessed July 28, 2005\].

Business Planning Experts,
[www.bplans.com/dp/missionstatement.cfm.](http://www.bplans.com/dp/missionstatement.cfm. )

Council of Michigan Foundations. *Information for Seeking Foundation and
Corporate Grants*, *2003 Edition.* Grand Haven, MI: Council of Michigan
Foundations, 2003.

www.cmif.org/documents/infoforseeking13th.pdf \[Accessed September 16,
2004\].

Council of Michigan Foundations. *Information for Seeking Foundation and
Corporate Grants, 2005 Edition.* Grand Haven, MI: Council of Michigan
Foundations, 2005.
[www.cmif.org/documents/infoforseeking2005.pdf](http://www.cmif.org/documents/infoforseeking2005.pdf)
\[Accessed July 25, 2005\].

Dove, K.E. *Conducting a Successful Fundraising Program: A Comprehensive
Guide and Resource.* San Francisco: Jossey-Bass, 2001.

Drucker, P.F. *Managing the Non-Profit Organization: Principles and
Practices*. Reprint edition. New York: HarperBusiness, 1992 (pages
3--49).

East Bay Habitat for Humanity. "East Bay Habitat's Corporate Sponsors
and Community Partners." Oakland, CA: East Bay Habitat for Humanity, no
date.

[www.eastbayhabitat.org/community_partners/
\[Accessed](http://www.eastbayhabitat.org/community_partners/ %5BAccessed)
July 28, 2005\].

First Nations Development Institute. *Community-Based Nonprofit
Organizations: Strategies for Capitalization*. Fredericksburg, VA: First
Nations Development Institute, 1997.

The Foundation Center. "Highlights of The Foundation Center's 2000
Study. Family Foundations: A Profile of Funders and Trends." New York:
The Foundation Center, 2000.
www.fdncenter.org/research/trends_analysis/pdf/fam_found_hi.pdf
\[Accessed July 25, 2005\].

The Foundation Center. "Key Facts on Family Foundations." New York: The
Foundation Center, 2005.
[www.fdncenter.org/research/trends_analysis/pdf/key_facts_fam.pdf](http://www.fdncenter.org/research/trends_analysis/pdf/key_facts_fam.pdf)
\[Accessed July 25, 2005\].

The Foundation Center. *Foundation Yearbook, 2005.* New York: The
Foundation Center, 2005. \[Highlights available at
<http://fdncenter.org/research/trends_analysis/pdf/> fyhiltes05.pdf\].

The Foundation Center. *The Foundation Center's User-Friendly Guide to
Funding Research and Resources.* New York: The Foundation Center, no
date. <http://fdncenter.org/learn/ufg> \[Accessed July 25, 2005\].

Gardyn, R. Handling the ethical dilemmas that corporate partners can
bring to a charity. *The Chronicle of Philanthropy,* February 13, 2003.
[http://philanthropy.com/jobs/2003/02/20/
20030220--490335](http://philanthropy.com/jobs/2003/02/20/ 20030220–490335).
htm \[Accessed August 1, 2005\].

Giving USA Foundation. *Giving USA 2005.* Glenview, IL: Giving USA
Foundation, AAFRC Trust for Philanthropy, 2005.

Grace, K.S. *Beyond Fund Raising: New Strategies for Nonprofit
Innovation and Investment.* New York: Wiley, 1997.

Grantmakers in Health. *Findings from the Resource Center. Not Funding
in Substance Abuse? You Probably Are and Don't Even Know It.*
Washington, DC: Grantmakers in Health, 2004.
www.gih.org/usr_doc/not_funding_in_substance_abuse.pdf \[Accessed July
27, 2005\].

The Grantsmanship Center. "Types of Corporate Support." Los Angeles: The
Grantsmanship Center, 2000.

The Health Foundation of Greater Cincinnati. "Recent Grants: Substance
Abuse Intervention and Relapse Prevention Program." Cincinnati, OH: The
Health Foundation of Greater Cincinnati, no date.
[www.healthfoundation.org/grants](http://www.healthfoundation.org/grants)
\[Accessed July 27, 2005\].

Hudson's Bay Company. "Community Program." Toronto, Canada: Hudson's Bay
Company, no date.
[www.hbc.com/hbcrewards/program/community/](http://www.hbc.com/hbcrewards/program/community/)
\[Accessed July 27, 2005\].

Jeavons, T.H., and Basinger, R.B. *Growing Givers' Hearts: Treating
Fundraising as Ministry.* San Francisco: Jossey-Bass, 2000.

Jordan, R.R., and Quynn, K.L. *Planned Giving for Small Nonprofits.* New
York: Wiley, 2002.

Klein, K. *Fundraising for Social Change,* 4th ed., revised and
expanded. San Francisco: Jossey-Bass, 2001.

Martin, P. *Made Possible By: Succeeding with Sponsorship.* San
Francisco: Jossey-Bass, 2003.

McCormick, D.H. *Nonprofit Mergers: The Power of Successful
Partnerships.* Boston: Jones & Bartlett Publishers, 2000.

McKinnon, H. *How Today's Rich Give: What You Need To Know To Raise a
Lot More Money from Wealthy Donors.* (CD-ROM). San Francisco:
Jossey-Bass, 2003.

McNamara, C. Framework for basic nonprofit marketing and promotions
plan. *Free, On-Line Nonprofit Organization and Management Development
Program.* St. Paul, MN: MAP for Nonprofits, 2000.
[www.managementhelp.org/library/np_progs/org_dev.htm](http://www.managementhelp.org/library/np_progs/org_dev.htm)
\[Accessed July 25, 2005\].

Points of Light Foundation & Volunteer Center National Network.
"Creating a Long-Term Funding Plan." Washington, DC: Points of Light
Foundation & Volunteer Center National Network, July 2004.

Points of Light Foundation & Volunteer Center National Network.
"Funding." In Organizational Excellence. Washington, DC: Points of Light
Foundation & Volunteer Center National Network, no date.

Radtke, J.M. How to write a mission statement. *The Grantsmanship Center
Magazine:* Fall 1998.
[www.tgci.com/magazine/98fall/mission.asp](http://www.tgci.com/magazine/98fall/mission.asp)
\[Accessed July 25, 2005\].

Robinson, A. *Grassroots Grants: An Activist's Guide to Proposal
Writing,* 2nd ed. San Francisco: Jossey-Bass, 2004.

Sagawa, S., and Segal, E. *Common Interest, Common Good: Creating Value
through Business and Social Sector Partnerships*. Boston: Harvard
Business School Press, 1999.

Substance Abuse and Mental Health Services Administration. "Grant
Writing Workshop for Faith- and Community-Based Organizations." June 8
and 9, 2005, Schiller Park, Illinois.

Tempel, E.R., ed. *Hank Rosso's Achieving Excellence in Fund Raising,*
2nd ed. San Francisco: Jossey-Bass, 2003.

Warwick, M.; Hart, T.; and Allen, N., eds. *Fundraising on the Internet:
The ePhilanthropyFoundation.org's Guide to Success Online*, 2nd ed. San
Francisco: Jossey-Bass, 2001.

Weinstein, S. *The Complete Guide to Fund-Raising Management,* 2nd ed.
New York: Wiley, 2002.

W.K. Kellogg Foundation. *Blurred Boundaries and Muddled Motives: A
World of Shifting Social Responsibilities*. Battle Creek, MI W.K.
Kellogg Foundation, 2003. www.wkkf.org/
Pubs/PhilVol/SectorBlurReport_00251_03774.pdf \[Accessed July 25,
2005\].

W.K. Kellogg Foundation. *W.K. Kellogg Foundation Evaluation Handbook.*
Battle Creek, MI: W.K. Kellogg Foundation, 1998.
www.wkkf.org/Pubs/Tools/Evaluation/Pub770.pdf \[Accessed July 25,
2005\].

W.K. Kellogg Foundation. *W.K. Kellogg Foundation Logic Model
Development Guide*. Battle Creek, MI: W.K. Kellogg Foundation, 2001.
[www.wkkf.org/Pubs/Tools/Evaluation/Pub3669.pdf](http://www.wkkf.org/Pubs/Tools/Evaluation/Pub3669.pdf)
\[Accessed July 25, 2005\].

Young, D.R. *Corporate Partnerships: A Guide for the Nonprofit Manager*.
Arlington, VA: National Center on Nonprofit Enterprise, no date.
www.nationalcne.org/papers/corp_partner.htm \[Accessed July 25, 2005\].

Web-Based Resources

The views, opinions, and content of these references do not necessarily
reflect the views, opinions, or policies of SAMHSA or DHHS.

### The Barna Group

### www.barna.org

### 

### Board Source: Building Effective Nonprofit Boards

### [**www.boardsource.org**](http://www.boardsource.org/)

### 

### CDC Evaluation Working Group 

### www.cdc.gov/eval/resources.htm 

### 

### Charity Focus

### [**www.charityfocus.org**](http://www.charityfocus.org/)

### 

### Christianity Today

### www.buildingchurchleaders.com (under [**www.christianitytoday.com**](http://www.christianitytoday.com/))

### 

### The Chronicle of Philanthropy 

### [**www.philanthropy.com**](http://www.philanthropy.com/)

### 

### Council of Michigan Foundations 

### [**www.cmif.org**](http://www.cmif.org/)

### 

### Council on Foundations

### [**www.cof.org**](http://www.cof.org/)

### 

### Fasten 

### [**www.fastennetwork.org**](http://www.fastennetwork.org/)

### 

### The Foundation Center

### www.[**fdncenter.org**](http://fdncenter.org/)

### 

### Fundsnet Services Online

### [**www.fundsnetservices.com**](http://www.fundsnetservices.com/)

### 

### Generous Giving

### [**www.generousgiving.org/marketplace**](http://www.generousgiving.org/marketplace)

### 

### The Giving Forum 

### [**www.givingforum.org**](http://www.givingforum.org/)

### 

Grants.gov

[**www.grants.gov**](http://www.grants.gov/)

### The Grantsmanship Center

### [**www.tgci.com**](http://www.tgci.com/)

### 

### GuideStar.org 

### [**www.guidestar.org**](http://www.guidestar.org/)

### 

### Interactive Knowledge for Nonprofit Organizations Worldwide

### www.[**iknow.org**](http://iknow.org/)

### 

### The J.C. Downing Foundation

### [**www.jcdowning.org/resources/definitions.htm**](http://www.jcdowning.org/resources/definitions.htm)

### 

### Ministry Accounting 

### [**www.ministryaccounting.com**](http://www.ministryaccounting.com/)

### 

### National Council of Nonprofit Associations 

### [**www.ncna.org**](http://www.ncna.org/)

### 

### Thompson & Thompson 

### [**www.t-tlaw.com**](http://www.t-tlaw.com/)

### 

U.S. Department of Health and Human Services

Administration for Children and Families

### www.acf.hhs.gov/programs/ccf          

U.S. Department of Health and Human Services

Substance Abuse and Mental Health Services Administration

[**www.samhsa.gov/grants**](http://www.samhsa.gov/grants)

### 

###