Managing Grants in a Tough Economy
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Transcript of Managing Grants in a Tough Economy
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Alexandra B. McGoldrickDirector, Central Grants Office
City of BridgeportBill FinchMayor
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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.
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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
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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?
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Can we afford it? Is it good for our community
as a whole? Planning Community engagement Mission and priorities of
administration
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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
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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.
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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
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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.
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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.
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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
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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
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What happens to the project/program after the grant money runs out?
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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.
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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
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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
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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