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
ii 

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 
iii 

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 
iv 

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 
1 

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

aith- 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: 

F
2 

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. 
3 

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 

very 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. 

► 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 welldeveloped 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. 

► 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? 

► What will be the community and individual impact? 

E
4 

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? 

► 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: 

► Strategic: They will help your organization fulfill its mission.

► Meaningful: They will support your organization’s vision.

► Attainable: They can be achieved by taking specific actions.

► Realistic: It is possible and reasonable that your organization can meet them.

► Trackable: They can be recorded and measured over time.

Mission Statement: YMCA of San Diego County 

The YMCA of San Diego County is dedicated to improving the quality of human life 

and to helping all people realize their fullest potential as children of God through 

development of the spirit, mind, and body (www.ymca.org) [accessed 10/12/05]. 

Sample Goal and Objectives: 4-H Community Service Learning 

4-H involves youth in various community projects and participates in the Leadership To Keep 

Children Alcohol Free coalition. A sample goal and related objectives for its Community 

Service Learning program follow: 

 Goal: Students shall develop their abilities to apply core concepts and principles from 

mathematics, the sciences, the arts, the humanities, social studies, practical living 

studies, and vocational studies to what they will encounter throughout their lives. 

 Related Objective: Students understand the democratic principles of justice, equality, 

responsibility, and freedom and apply them to real-life situations. 

 Related Objective: Students interact effectively and work cooperatively with the many 

ethnic and cultural groups of our Nation and the world. 

Source: University of Kentucky. “4-H Community Service Learning.” Lexington, KY: University 

of Kentucky, no date. www.ca.uky.edu/agcollege/4h/resource/servlern.htm [Accessed 

10/12/05]. 
5 

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 

► Strengths, such as staff expertise and a successful track record. 

► Weaknesses, such as an inactive board of directors, an ineffective volunteer program, or 

inefficient processes. 

► Opportunities, such as grants or corporate philanthropic programs. 

► Threats, 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. 

Using a SWOT Analysis 

 Determine how to use strengths to take advantage of opportunities.

 Determine how to use strengths to overcome threats. 

 Determine how to overcome weaknesses to take advantage of opportunities. 

 Determine how to minimize weaknesses to overcome threats. 

 Identify potential relationships your organization should pursue and determine 

how these relationships can benefit your organization and the potential 

partners. 

 Identify whether these relationships will be short or long term. 
6 

Levels of Partnership Arrangements

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. 

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. 

► 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. 

Examples of Community-Corporate Relationships 

 The Girl Scouts purchase cookies from licensed bakers and then sell them in the 

community. All proceeds go to the local troops that sell the cookies. The 

organization makes money and teaches valuable skills to the girls.

 Businesses across the country support Operation Outreach USA to help increase 

literacy and improve school performance. Car dealers in all 50 States support 

the program. For example, the owner and staff of Rappahannock Motors in King 

George, Virginia, mentor and support more than 1,700 students. 
7 

Examples of Faith-Based and Private Sector Relationships 

 Through the Church Council of Greater Seattle, AmeriCorps VISTA members are developing 

partnerships to improve elementary school tutoring programs. The churches, schools, and youth 

organizations involved in the partnership specifically aim to improve the reading and math skills 

among participating students. 

 Since 1996, the Robert Wood Johnson Foundation has awarded Faith in Action grants to 36 

Retired and Senior Volunteer Program (RSVP) and Senior Companion projects. Senior volunteers 

help people with disabilities who are living at home, including frail older persons. The 

volunteers work in formal partnership with faith congregations and health and social service 

provider agencies. 

 In eight cities, the National Jewish Coalition for Literacy provides tutors and reading partners 

for children in early elementary school grades. AmeriCorps Promise Fellows act as liaisons 

between the Jewish community and literacy programs. They also help promote involvement 

with childhood literacy programs within various Jewish institutions. 

Source: “National Service and Faith-Based Organizations.” Washington, DC: Corporation for 

National and Community Service, no date. 

www.nationalservice.org/news/factsheets/faithbased.html [10/12/05].

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. 

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

Types of Grants and Other Financial Support 

 General support for the overall organization.

 Project support for a specific piece of work.

 Endowment grants: Bequests or gifts intended to be kept and invested to 

provide income for continued support of an organization. Earnings from 

endowments support the costs of operations.

 Fellowships and scholarships: Financial giving that supports the work of specific 

individuals. Fellowships and scholarships may be a part of a project grant.

 Capital grants: Typically, these refer to grant awards to pay for buildings 

and/or equipment. 

 Loan guarantees: Some foundations will agree to serve as a guarantor on a loan 

an applicant is receiving from commercial sources.

 Program-related investments: Some foundations will make low-interest loans to 

a nonprofit organization. 
8 

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. 

► 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). 
9 

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 

any 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. 

► 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. 

M
10 

► 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. 

► 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. 

► 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, 

Examples of Funding Sources 

 Hudson’s Bay Company (Hbc) Rewards Community Program allows community and 

charity groups to register with Hbc so that their supporters can donate Hbc 

Rewards points directly. Customers can allocate the percentage of their points 

they wish to donate. Community groups receiving these donations can use the 

points to select merchandise or gift cards to support fundraising activities 

 The Health Foundation of Greater Cincinnati funded Dohn Community High School 

to implement a program to educate students who have failed in other schools due 

to problems with substance abuse. In this unique school, students can continue 

their education while participating in prevention and intervention activities that 

are integrated into the program. 

 The Birmingham Foundation gave a grant to Saint Paul’s Retreat Center to support 

a weekend retreat program for people in recovery. A portion of the grant 

supported evaluation and strategic planning to improve the center’s services. 
11 

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.

► 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) [accessed 10/12/05]. 
12 

► 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 [accessed10/12/05] and The Foundation Center Web site at 

www.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. 

► 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 [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. 
13 

► Fail to articulate clear goals and anticipated results. 

► 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 

► A toy company and a community center. 

What Qualities Do Businesses and Foundations Value? 

Typically, businesses and foundations are looking to help organizations that 

 Have a mission and services that match their own goals or funding interests. 

 Work with other organizations and avoid duplicating efforts. 

 Have a plan to address a local, regional, or national problem. 

 Will keep communication going over time, reporting on progress and achievements and any 

unforeseen challenges that affect success. 

 Will recognize their contribution and improve their public image (this applies to businesses 

more than foundations). 

 Have a history of stability with strong leadership and effective governance. 

 Are focused on results and have a track record of success. 

 Are fiscally sound and effectively use resources. 

 Have multiple sources of support (e.g., in-kind donations from other entities, monetary 

donations and volunteers from a congregation). 
14 

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 

► 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? 

► 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 
15 

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. 

► 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. 

Family Foundation Statistics 

The Family Foundations’ 1998 study of independent foundation funding and trends 

found that 

 Three out of five family foundations held assets of less than $1 million. 

 The top 1 percent of family foundations provided half of all giving. 

 Most family foundations limited giving to their local communities, States, and 

regions. 

 Among individual States, New York held the largest share of family foundations by 

number and total giving, while California foundations maintained the largest share 

of assets. 

Source: 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 [Accessed 

10/12/05].
16 

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 Foundations Small Foundations 

Priorities Guided by the selfinterest of the company Interested in programs 

of national significance 

that often are on the 

cutting edge of change 

and programs that can 

serve as models 

Often have broad 

interests relevant to 

their geographic 

region or the concerns 

of family members (if 

a family foundation) 

Types of Giving Employee volunteer 

hours, matching funds, 

investments in 

programs, sponsorship 

of programs or events, 

discounts on products 

or services, direct 

donations through a 

corporate giving 

program or corporate 

charitable trust, grants 

Grants for operations or 

programs 

Grants for operations 

or programs 

Scope May be international, 

national, regional, or 

local 

Usually national May have a limited 

geographic area 

Application Process More formal, such as a 

request for proposals or 

an application 

More formal, such as a 

request for proposals or 

an application 

More informal, such as 

a letter or a brief 

proposal 

Staff May have staff 

designated for 

community relations 

May be well staffed 

with individuals who 

are knowledgeable and 

active in the fields of 

interest 

May be staffed by 

volunteers 

Marketing and Public 

Relations 

May sponsor events or 

projects and want their 

logo displayed 

May or may not want 

their name mentioned 

May be very private 

and shun publicity 

Site Visits Generally do not 

conduct visits 

May conduct visits May conduct 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. 
17 

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.

► 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. 

► Pharmaceutical companies may sponsor dinners and other events, particularly for 

nonprofits that service clients’ medical needs 

Time Limited, Subject to Budgets, Variable, and Unpredictable 

► 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. 

► 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). 
18 

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. 

Resource Development Tips 

 Develop long-term relationships when your organization is not under pressure to find immediate 

funding. Look for opportunities to network, introduce your organization, and share knowledge and 

publications. Grant opportunities often develop from personal relationships. 

 When seeking funds for a program, particularly through grants, anticipate that the process of 

securing funds may take a year. 

 Follow up and be persistent. Call your contacts periodically and reapply for a grant if you can. 

 Forward grant announcements and related resources to other organizations. Once you are seen as 

a resource, other organizations will forward similar information to you. 

 Read philanthropy newsletters, magazines, and other publications, including Philanthropy News 

Digest (available online at http://fdncenter.org/pnd) [accessed 10/12/05] and the bimonthly 

Chronicle of Philanthropy. Keep up to date on funding trends and issues. 

 Get involved in local associations of nonprofits. 

 Attend the National Council of Nonprofit Associations (www.ncna.org) [accessed 10/12/05] 

conference and meet as many people as you can. NCNA also provides technical assistance and 

training. 

 Before seeking support from foundations or corporations, try to obtain local funding through 

community support and neighborhood business donations. These efforts may help you secure 

support for a larger, more important project down the road. 
19 

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

orporations 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. 

► 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. 

C
20 

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. 

► 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 

Potential 

Partner 

Staff 

Responsible 

Assistance 

Sought 

Organizations 

That May Assist

Organizational 

Strengths To 

Emphasize 

Type of 

Communication 

ABC 

Corporation 

Jane Doe, 

Program 

Coordinator 

Mentors Big Brothers Youth program 

Many ABC employees 

as members 

Meeting with ABC 

human resources 

staff 

XYZ 

Corporation 

John Smith, 

Development 

Manager 

Funding for 

drug 

treatment 

program 

Salvation Army Local chapter 

Successful track 

record 

Meeting with XYZ 

head of corporate 

giving program 

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 
21 

► Skills and resources to be a partner 

► 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 

Ways Businesses Can Be Involved in Community Projects 

 Donating money, materials, space, 

equipment, and time 

 Offering discounts on products or 

services 

 Participating in community events 

(e.g., sponsoring prevention fests or 

alcohol awareness activities) 

 Providing scholarships for staff training 

or client education 

 Asking employees to become mentors, 

advocates, or other types of volunteers 

 Donating a billboard or other 

advertising for programs 

 Sponsoring youth activities 

 Including messages in the packaging of 

their products 

 Printing stories about projects in office 

newsletters or corporate Web pages 

 Publicly endorsing community projects 

 Allowing employees to take time off to 

volunteer during business hours 

 Allowing a project staff member to give 

a presentation during staff meetings or 

at brown bag lunches 

 Serving on a community advisory board 

Source: Agosti, J.R. Partners: Working with the Business Community To Recruit Resource 

Families. Washington, DC: Casey Family Programs, 2002. 
22 

► Constituents 

► 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 

► 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. 
23 

► 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. Wellprepared 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. 
24 

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. 

► Signatures of authorized representatives from your organization and the business. 
25 

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 

t 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, 

I
26 

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. 

► 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 CDROM 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 
27 

Faith-Based Community Development Corporations 

A faith-based community development corporation (CDC) is a secular, not-for-profit 

corporation legally separate from the religious corporation or corporations that helped 

establish it. Its mission is usually to serve low- and moderate-income communities 

through community-building activities such as after-school programs, affordable 

housing projects, job training, day care centers, and health care clinics. 

A CDC offers several advantages to a faith-based organization:

 It can protect the religious corporation’s assets, because the faith-based CDC (and 

not the religious corporation itself) will be liable if anything goes wrong. 

 Grantmakers may be more willing or able to fund a CDC, which is separate from a 

religious corporation, offers secular programs, and serves individuals and families 

regardless of their religion. 

 A faith-based CDC can bring together various people and institutions on its board of 

directors. Faith-based CDCs that reach out to the broader community are more 

responsive to the needs of the community and may be viewed as more credible by 

potential funders.

Source: Faith Center for Community Development, Inc. “FAQs.” New York: Faith 

Center for Community Development, Inc., no date. www.fccd.org. 

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). 
28 

Example of a Faith-Based Corporation 

The Aspire After School Program at Sherrard Elementary is coordinated by the Vanguard 

Community and Economic Development Corporation for the PRIDE cluster of churches, which 

includes Second Ebenezer Baptist, Oakland Avenue Baptist, St. Paul Lutheran, Russell Street 

Baptist, and Metropolitan United Methodist. 

Through the program, Aspire’s 170 or more registered students can choose from many afterschool activities, such as arts and crafts, storytelling, sign language, music, cooking, 

competitive sports, and martial arts, and they can get help with homework. Snacks and 

transportation are provided. Each Friday is Family Bonding Dinner Day. Parents are invited to 

have dinner with their children at Russell Street Baptist Church. Friday is also incentive day. 

Youth who have exhibited outstanding behavior or any other great achievement receive gifts. 

This project has resulted in an increase in the number of churches operating after-school 

programs and improved understanding of children’s issues among faith-based organizations. In 

addition, more grants are being awarded to faith-based organizations to improve outcomes for 

children, and more churches are receiving technical assistance and training on the development 

of nonprofit organizations. 

Source: Michigan Neighborhood Partnership. “MNP: Partnerships Building Neighborhoods. FaithBased Initiatives.” Detroit, MI: Michigan Neighborhood Partnership, 2003. 

www.mnpartnership.org/faith_based.asp [Accessed 10/12/05]. 

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? 

► 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 
29 

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. 
30 

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 

Resources for Obtaining Technical Assistance or Training 

on Writing Grant Proposals 

 The Foundation Center (www.fdncenter.org) [accessed10/12/05] 

 Local network of nonprofit associations 

 Local chapter of the Association of Fundraising Professionals 

 Grants.gov (www.grants.gov/resources) [accessed10/12/05] 

 State Department of Education 

 Local universities 

 Substance Abuse and Mental Health Services Administration (www.samhsa.gov) 

[accessed10/12/05] 

 Compassion Capital Fund (CCF) (http://www.acf.hhs.gov/programs/ccf/) 

[accessed10/12/05]. 
31 

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. 
32 
33 

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 

ou 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 

► 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 [accessed10/112/05]. 

Y

Tips for Setting Up Relationships 

 Agree on the structure, process, and support mechanisms for the partnership. 

 Agree on the main purpose and priorities. 

 Agree on the performance management process. 

 Develop an action plan. 
34 

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. 

Questions To Ask To Develop a Partnership Agreement 

 What are the shared vision and goals of the partnership? What are the aims that all partners can agree 

to? 

 What is the purpose of the partnership? 

 What are each member’s roles and responsibilities? 

 What skills and competencies do we need to manage and support the partnership? Which staff and 

volunteers have these skills? 

 To whom will partners report? What is the reporting process? 

 What is the decisionmaking process? Who has the final say? 

 How will performance be monitored? How will outcomes be measured? What is the process for acting on 

results (e.g., implementing suggested changes)? 

 Have the partners agreed to support the partnership by making a joint investment of resources? 

 What is the communication strategy? Do partners know about each other’s organizations and what the 

pressures and imperatives are? Do partners talk to each other about their own agency agendas and 

priorities? 

 What are the ground rules for working together? 

 How will the partnership be administered? Is the plan clearly linked to partnership aims and objectives, 

and do all parties agree to this plan? 

 How will new staff and volunteers be informed about the partnership’s projects and the purpose, aims, 

and objectives?

Source: Dare Mighty Things, Inc. Intermediary Development Series. Establishing Partnerships. Department 

of Health and Human Services Contract Number HHS–100–02–0020. Washington, DC: Compassion Capital 

Fund National Resource Center, Administration for Children and Families, U.S. Department of Health and 

Human Services, 2004. www.acf.hhs.gov/programs/ccf/resources/gbk_pdf/ep_gbk.pdf [Accessed July 25, 

2005].
35 

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). 

Checklist of Effective Partnership Components 

 Organizational Issues: How was the partnership formed? Is the leadership team 

in place? Is the leadership structure of the partnership settled? Can it be 

described easily to others so that they understand how the partnership is 

organized and how it works? Are the necessary administrative arrangements in 

place (e.g., budget, support staff)? Are information, infrastructure, personnel, 

and other resources integrated in the operation of the partnership? Are policies 

and rules sufficiently flexible? 

 Finances: Are budgets and finances transparent and able to be tracked? Is there 

flexibility in moving funds? 

 Plans: Is there a project plan? Does it accurately reflect any proposed projects? 

Are changes from the proposal documented along with reasons for the changes? 

 Communications: Are the partners actively engaged? Do they meet regularly 

(e.g., in person, on conference calls)? What is the process for communication? 

Are partners communicating well? How will problems be resolved? 

Examples of Issues Partners Face 

Substantive Issues 

 Financial 

 Strategic 

 Technical 

Relationship Issues 

 Joint problem solving 

 Compatibility 

 Conflict resolution 

 Trust 

 Egalitarian perspective 

 Openness and communication 

Dare Mighty Things, Inc. Intermediary Development Series. Establishing Partnerships. Department 

of Health and Human Services Contract Number HHS–100–02–0020. Washington, DC: Compassion 

Capital Fund National Resource Center, Administration for Children and Families, U.S. 

Department of Health and Human Services, 2004. 

www.acf.hhs.gov/programs/ccf/resources/gbk_pdf/ep_gbk.pdf [Accessed July 25, 2005]. 
36 

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. 

► 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. 

► 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 
37 

East Bay Habitat for Humanity 

East Bay Habitat for Humanity creates homeownership for low-income families by building housing 

and revitalizing neighborhoods. The organization works with partners from the corporate 

community and the faith community, as well as local governments, civic groups, schools, 

foundations, and individuals. Some of its sponsors have included the following: 

 Alameda County Waste Management  First Horizon Home Loans 

Authority  Fremont Bank 

 Bank of America Foundation  Healthcare Financial Solutions 

 Bank of the West  Irwin Home Equity 

 Bay East Association of Realtors Housing  Kaiser Permanente 

Affordability Fund  Livermore Grove LP 

 Cisco Systems  National Association of Realtors 

 Citigroup Foundation  Scott Haggerty, Alameda County Supervisor 

 Clif Bar, Inc.  Tri-Valley Inter-Faith House Sponsorship 

 Coldwell Banker Initiative 

 Cultured Marble Products  Wells Fargo Housing Foundation 

 Financial Services Roundtable  Y & H Soda Foundation 

 First American Corporation 

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 thankyou 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. 
38 

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? 

► 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. 
39 

Appendix A: 

Sample Forms and Worksheets 
40 

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. 
41 

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. 
42 

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. 
43 

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 from 

This Organization Total Project Expenses 

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) $ $
44 

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. 
45 

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. 
46 

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. 
47 

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. 

► A structure (e.g., a formal, long-term alliance or a short-term agreement). 
48 

Sample Mission Statements 

American Red Cross (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) [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) [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)—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 

► 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) [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) 

[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) [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) [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 
49 

renewable natural resources; and promoting more efficient use of resources and energy and the 

maximum reduction of pollution. 
50 

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? 
51 

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? 
52 

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. 
53 

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/ 

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

Birmingham Foundation. “Grant Awards 1999–2000.” Pittsburgh, PA: Birmingham Foundation, 

no date. www.birminghamfoundation.org [Accessed July 28, 2005]. 

Business Planning Experts, 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 [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 July 28, 2005]. 

First Nations Development Institute. Community-Based Nonprofit Organizations: Strategies for 

Capitalization. Fredericksburg, VA: First Nations Development Institute, 1997. 
54 

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 [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. 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 [Accessed July 27, 2005]. 

Hudson’s Bay Company. “Community Program.” Toronto, Canada: Hudson’s Bay Company, 

no date. 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: JosseyBass, 2001. 
55 

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 [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 [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]. 
56 

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 

[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]. 
57 

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 

CDC Evaluation Working Group 

www.cdc.gov/eval/resources.htm 

Charity Focus 

www.charityfocus.org 

Christianity Today 

www.buildingchurchleaders.com (under www.christianitytoday.com) 

The Chronicle of Philanthropy 

www.philanthropy.com 

Council of Michigan Foundations 

www.cmif.org 

Council on Foundations 

www.cof.org 

Fasten 

www.fastennetwork.org 

The Foundation Center 

www.fdncenter.org 

Fundsnet Services Online 

www.fundsnetservices.com 

Generous Giving 

www.generousgiving.org/marketplace 

The Giving Forum 

www.givingforum.org 
58 

Grants.gov 

www.grants.gov 

The Grantsmanship Center 

www.tgci.com 

GuideStar.org 

www.guidestar.org 

Interactive Knowledge for Nonprofit Organizations Worldwide 

www.iknow.org 

The J.C. Downing Foundation 

www.jcdowning.org/resources/definitions.htm 

Ministry Accounting 

www.ministryaccounting.com 

National Council of Nonprofit Associations 

www.ncna.org 

Thompson & Thompson 

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