Post on 18-Jan-2016
Alexandra B. McGoldrickDirector, Central Grants Office
City of BridgeportBill FinchMayor
The purpose is to research and prepare grant applications from federal, state and private sources for programs and projects within city government that are in line with city established priorities.
To act as the central point of contact and coordination for all funders that award grants to the City and program managers that implement projects and services.
Elimination of federal earmarks Replaced by competitive applications Applications are filtered through various federal
agencies – highly competitive Still a need for legislative support Changes at state level Planning occurring
at foundation level
Challenges: Deep cuts to municipal allocations Enough to allocate fairly and effectively? Struggle with criteria – target communities with
least fiscal capacity; high unemployment; changes in racial ethnic composition; seed small scale programs or broader support. – no real consensus to change
Can the awarded programs adequately demonstrate success?
Can we afford it?
Is it good for our community as a whole?
Planning
Community engagement
Mission and priorities of administration
Not just responding to RFPs
Grants can be expensive
Grants are not always the best solution to generating revenue
Could just be a temporary solution: impetus to initiate a project or program
Leveraged resources show investment in an overall initiative
i.e., Environmental Sustainability
If there is investment, it must be worthwhile. If it is successful, I want to invest in it too.
Leveraging resources increases the likelihood that a project will be funded.
Developing partnerships with private entities may leverage private resources for investment and provide match
i.e., Downtown Revitalization
Shows community’s commitment to project
Win-Win
Goal – serve the residents of your community.
Often times, community organizations may be more qualified and have more capacity to implement a program than a municipality.
Don’t be afraid to reach out and hand it over.
Eliminates competition within your own community and makes for a stronger application.
Increase capacity of local governments and non-profits
Variety of forms depending on the needs of a given organization.
Strategic planning, org structure, board development and skill building
Can prove effectiveness and sustainability over long-term.
Diverse organizations that form an alliance in order to pursue a common goal
Advocacy, outreach, education, prevention, service delivery, empowerment, community action, system change
Leverage existing and identify new resources i.e., Healthy Homes
Arrangement between two or more governments accomplishing common goals, providing a service or solving a mutual problem
With the State and most municipalities struggling to provide services under this tough economic climate, there is a growing sense that regional cooperation can save money without damaging relationships
Regionalism is quickly becoming a model for state and federal grants
i.e., Emergency Preparedness
What happens to the project/program after the grant money runs out?
Infrastructure – capital – one time cost On-going maintenance of road or building
Program – hire staff – long term cost Maintain staff levels that run a program after grant period has expired.
Data collection and evaluations: Important for both funder a municipality
can be simple or complex and conducted internally or externally depending on the scope of project
Be sure that the project has an impact on your community
Ensures that you are meeting the deliverables and outcomes identified in your project scope
Be mindful of scope and budget changes
Be diligent about meeting reporting requirements
Not only a requirement of funders
It is a useful tool for municipal leaders
Utilize data collected and evaluations for prioritizing, decision making and justifications