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National Service Resource Guide: Strategies for Building aDiversified Funding Base.Corporation for National Service, Washington, DC.1994-00-0032p.; Produced in partnership with Mellon Bank.Corporation for National Service, 1201 New York Avenue NW,Washington, DC 20525; phone: 202-606-5000.Reports Descriptive (141)MF01/PCO2 Plus Postage.Citizen Participation; Citizenship; Community Services;*Donors; Educational Finance; Elementary SecondaryEducation; *Financial Support; *Fund Raising; PrivateFinancial Support; *School Community Relationship; ServiceLearning*Community Service; *National Service

This booklet was designed to help service organizationsthink on a strategic level about forming innovative partnerships andsoliciting community resources. Four essential steps are offered toaccomplish this goal: design a comprehensive fundraising plan; developconvincing evidence of effectiveness; actively engage potential supporters;and foster community relationships. The booklet is divided into the followingsections: (1) "Governmental Grants"; (2) "Corporate Partnerships"; (3)

"Foundation Support"; (4) "Individual Donors"; and (5) "Checklist forSuccess." Each section highlights potential sources of support for communityservice programs and offers some fund raising strategies. "In-kind"contributions are discussed with suggestions for extending the use of suchdonations to further the outreach of all involved. (EH)

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Reproductions supplied by EDRS are the best that can be madefrom the original document.

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CORPORATION

FOR NATIONAL

Q SERVICE1 9 9 4

NN

CN1OO

U.S. DEPARTMENT OF EDUCATIONOffice of Educational Research and Improvement

EDUCATIONAL RESOURCES INFORMATIONCENTER (ERIC)

This document has been reproduced asreceived from the person or organizationoriginating it.

Minor changes have been made toimprove reproduction quality.

Points of view or opinions stated in thisdocument do not necessarily representofficial OERI position or policy.

PRODUCED INPARTNERSHIP WITH

MELLON BANK

[BEST COPY AVAILABLEir^

Dear Friends,

CORPORATION

FOR NATIONAL

13 SERVICE

National service programs are going to help shape the future of our communities. Serviceparticipants working hand-in-hand with local leaders, community builders, and people in need willinitiate change on a large scale. Together they will get things done in the areas of education, publicsafety, human needs, and the environment. In order to be successful in their efforts, it is critical thatcommunity service programs develop a broad base of support.

Extensive experience tells us that community service programs cannot sustain themselves in thelong-term without a diversified funding base. We hope every community service program willdevelop comprehensive fundraising plans and community partnership-building strategies. Outsidefunding, expertise, and in-kind donations are key components in helping programs and participantsaddress the diverse needs of American communities.

In the spirit of public/private partnerships, the Corporation for National Service has worked closelywith Mellon Bank on the production of this National Service Resource Guide. We are grateful for thetime that Mellon's staff has devoted to the design of this document and appreciate Mellon's supportof production costs. I hope our combined energies will help your organization to forge similaralliances.

I strongly encourage each community service organization to search for ways to expand the totalpool of resources being allocated toward service programs. I hope you will use this document tohelp stimulate your thinking about the range of funding possibilities.

Sincerely,

Eli J. SegalChief Executive Officer

Dear Friends,

When I started a community service program at Stanford University, I had heard many talesof despair from nonprofit organizations that had made the mistake of relying on one sourceof funding, only to find that source changing its priorities or deciding that the initial invest-ment was the only commitment it wanted to make. So, in the first few months, I plannedahead and developed a five-year strategy that envisioned three separate (and.sometimesmultiple) funding streamsincluding one-third from endowment (to be raised from individ-ual donors), one-third from university general funds, and one-third from a combination offoundation, government, and corporate sources.

With the help of a supportive Advisory Board, we were able to achieve that goal in fiveyears. I am convinced that the mixed sources of funding improved the quality of theprograms by enabling us to keep core activities going while, at the same time, enabling us tobe innovative. I speak to you as one who has been through the experience of developing asuccesful program. I encourage you to read this document carefully and engage in strategiesthat will ensure the long-term stability of your programs. This basic planning will producehigh-quality programs.

We are grateful to Mark Feldman for researching and writing this document. We would alsolike to thank Nancy Rubin, Lorne Needle, and Kate Frucher who advised Mark on thestructure and content of the document. In addition, we appreciate the support of a group ofcommunity service experts who read and commented on the draft paper including: DianaAlgra, John Briscoe, Tom Carroll, Nestor Davidson, Barbara Gomez, Tracy Gray, GersonGreen, Barbara Jordan, Judy Karasik, Christine Kwak, Patricia Kells, Joanna Lennon, DonMathis, James McDonald, Kim Moore, Chris Murphy, Heather Sanderson, Elizabeth Shreve,Frank Slobig, Mary Smith, Chuck J. Supple, Susan Stroud, Megan Swezey, and Mark Vasu.

I hope this document will help you improve the quality of all of your programs and propos-als. Let us know if you have other ideas you would like us to consider including in the nextedition. And, good luck!

Sincerely,

Catherine MiltonVice President

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Mellon Bank

Dear Friends,

Mellon Bank, N.A.One Mellon Bank CenterPittsburgh, PA 15258-0001

Frank V. CahouetChairman, President andChief Executive Officer

Fostering successful national and community-based service programs is one way wecan help make our cities and towns better places to live, work, raise our families anddo business. The key to successful service programs is a close working relationshipbetween business, government and non-profit service organizations.

Consequently, Mellon Bank, in keeping with its long tradition of community serviceand involvement in public-private initiatives, is delighted to underwrite this booklet,"National Service Resource Guide: Strategies for Building a Diversified FundingBase."

Service organizations anxious to address the critical needs of their communities witheffective programs frequently focus more on achieving their goals than on basic fun-damentals such as long-term financial stability. This booklet is intended to help yourorganizations strengthen their ability to raise funds and build long-term supportwithin their communities.

Their success is critical because our nation's livelihood rests upon our ability to main-tain healthy communities, and to help them grow and thrive. Mellon Bank remainshighly committed to providing service organizations with the resources needed toachieve this purpose.

CONTENTS

INTRODUCTION 1

GOVERNMENTAL GRANTS 3

CORPORATE PARTNERSHIPS 7

FOUNDATION SUPPORT 13

INDIVIDUAL DONORS 17

CHECKLIST FOR SUCCESS 21

APPENDIX ONE: Corporation for National Service Match Requirements 23

APPENDIX TWO: Fundraising Assistance 25

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INTRODUCTION

A well thought out fundraising plan andstrong community support are essential tobuilding and sustaining high quality com-munity service programs. This documentwas developed by the Corporation forNational Service to help service organiza-tions think on a strategic level about form-ing innovative partnerships and solicitingcommunity resources. We want to encour-age service organizations to create oppor-tunities that leverage diverse sources offunding, expertise, and in-kind donations,helping community service participantsget positive things done in theircommunities.

As you read through this document,think about new ways to convince othersof the tremendous power service programsand participants have to affect changeacross America. Potential national servicefunders and partners want to have animpact on the issues which concern themmost, and it is your job to illustrate thatyour program is a valuable mechanismthat simultaneously addresses criticalneeds and trains a new generation ofcommunity leaders. To translate thismessage into successful fundraising, it isessential that you design a comprehensivefundraising plan, develop convincingevidence of effectiveness, actively engagepotential supporters, and foster commu-nity relationships.

DESIGN A COMPREHENSIVE FUNDRAISING

PLAN. Fundraising strategies should beconsidered as part of your organization'soverall strategic plan for program develop-ment. Take the time to think ahead four tofive years to determine your base-linefinancial needs and assess your strengthsand weaknesses. Use this information toanticipate your monetary, in-kind, andtechnical assistance needs. Work to build

staff understanding of your goals anddetermine what types of partnershipsmight be beneficial for sustaining programquality and growth. Once you have a strat-egy, make sure you can clearly articulateyour needs to potential funders.

A diversified funding base will cushionyour organization during difficult times. Ifone source of funding falls through, youshould be able to fall back on other pocketsof support. Congress wrote grant recipientfinancial match requirements into theNational and Community Service Trust Actof 1993 to encourage community serviceprograms not to rely solely on Corporationfunds, but rather to solicit support fromother governmental agencies, privatecorporations, foundations, and individuals.(Refer to Appendix One for a chart outlining

these match requirements.)

DEVELOP CONVINCING EVIDENCE OF EFFEC-

TIVENESS. To invest in your organizationdonors must be convinced that your activi-ties will make a difference in the commu-nity. As you design your service plans andstrategies, give careful attention to an eval-uation plan that will clearly define whowill be doing what, when, where and whyto make a difference.

When you develop your plan it isimportant to establish base-line informa-tion against which you can compare yourprogress. In what measurable and demon-strable ways will things be better than theywere before you started? Use this quantifi-able information in presentations to poten-tial project partners.

ACTIVELY ENGAGE POTENTIAL SUPPORTERS.

Donors must feel that their contributionsare appreciated and that their involvementis valuable. Otherwise they will not makelong-term commitments. Recognition of

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contributions and frequent communicationwith donors are critical components ofevery fundraising and partnership strat-egy. You should treat every financial andin-kind contributor as if each was your"million dollar donor." Next year thatperson might increase their donation ofmoney, time, or talent. Successful recogni-tion programs include prompt thank-younotes, media exposure, donor walls, awarddinners, on-going feedback, and interac-tion with program participants at serviceprojects or graduation events. People tendto continue to assist those initiatives withwhich they have a personal involvement.Think creatively about ways to thank thoseindividuals and organizations who sup-port your efforts.

FOSTER COMMUNITY RELATIONSHIPS.

Fundraising and building partnerships arecomplex processes that take a large amountof time, energy, and resources. In additionto the executive director and staff mem-bers, the board of directors and advisoryboard should play a large role in perform-ing outreach and raising money. Theseindividuals usually offer a wealth of ideasand have numerous contacts at all levels inthe community. Fundraising experts havefound that those board members who havebeen integrated into their organization'sprograms, through input in the strategicplanning process and contact with partici-pants, are more enthusiastic and successfulfundraisers. Although numerous peoplewill be involved in these efforts, it is advis-able to make sure that at least one personin your organization is assigned to monitorand coordinate all outreach efforts. Thisperson should foster alliances within foun-dations and corporations and look towardbuilding "win-win" situations whichenhance each partner's ability to addresscommunity needs.

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This document is divided into thefollowing sections: Governmental Grants,

Corporate Partnerships, Foundation Support,

Individual Donors, and Checklist for Success.

Each section highlights potential sources ofsupport for community service programsand some fundraising strategies. (Pleaseconsult Appendix Two for a list of publications

and organizations that can further assist you inmeeting your long-term needs.) We are notrecommending that every community ser-vice program adopt all of the methods thatfollow, but we encourage you to thinkbroadly and plan ahead.

GOVERNMENTAL GRANTS

National and community service programshave many potential governmental sourcesfor diversifying their funding base. Fed-eral, state and local governments providegrants and operate programs in all of thepriority areas that national service partici-pants address. Since most governmentalresources are not designed specifically forcommunity service programs, you shouldlook for streams of financial and in-kindsupport that coincide with your specificmission and activities. Be proactive;explore new ways to use service to lever-age funds earmarked for crime prevention,schools, recycling, health education, trans-portation or housing rehabilitation. Byforming partnerships with other govern-mental organizations you can play animportant role in educating them aboutcommunity service.

The following section highlights a fewpotential sources of governmental funding.It is important to stress that although someservice organizations have been successfulobtaining support from the sources listedbelow, the award process varies acrosscommunities.

A listing below is not a guarantee ofavailability of funds. Government grantprocedures are not simple and straightfor-ward; be prepared to do lots of research,make numerous phone calls, and fill outlarge amounts of paperwork. We encour-age you to ask many questions and lookfor opportunities to work closely withthose agencies that are currently unfamiliarwith your requests. Seek advice from yourstate commission on national and commu-nity service, federal government agencycontacts, one of the resource organizationslisted in Appendix Two, or from an experi-enced nonprofit organization which is cur-rently receiving government funds on howto tap into grants in your community.

S

FEDERAL GOVERNMENT AGENCIES

Federal government agencies, like theDepartments of Housing and Urban Devel-opment, Health and Human Services,Education, Transportation, and Labormake grants to nonprofit organizations toaddress a wide variety of communityissues. Although grant money is providedby the federal government, it is oftenadministered at the state and local levelswhere most service programs will be ableto access it. In addition to grants, look forways to tap into other federal resourcesand pools of expertise such as staff trainingprograms and in-kind donations. To learnof new federal initiatives and grantprograms get on a variety of governmentagency mailing lists and join nationalorganizations that have a special interestin your subject area.

SERVICE HINTS

Here are a few potential funding streamsprovided by the federal government thatmight help advance your communityservice initiatives. Be persistent; thisprocess can take a great deal of time andenergy. Use this list as a starting point foryour on-going research, but keep in mindthat it is not an exhaustive list.

DEPARTMENT OF HOUSING AND URBAN

DEVELOPMENT (HUD)

The Clinton Administration is designat-ing up to nine Empowerment Zones (EZ)and up to 95 Enterprise Communities (EC)in urban and rural settings throughout thenation. These EZs/ECs will provide signif-icant federal, state and local resources forcommunity and economic development,and will be able to provide an environmentin which service can play a significant role.For further information, contact HUD's

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Office of Economic Development at(202) 708-2290.

Urban Revitalization Demonstration(HOPE VI) program grants are provideddirectly to Public Housing Authorities(PHAs) to support community serviceactivities in public housing. Contactyour local PHA to determine if it is aHOPE VI site and to discuss other poten-tial partnerships.

Community Development Block Grant(CDBG) funds can provide project supportfor community service programs. Thesefunds are distributed primarily throughmetropolitan cities and urban counties orthrough statesand are designed to pro-vide maximum flexibility at the local level.To learn more about how funds are distrib-uted in your community, contact your localofficials and HUD field offices, or HUD'sOffice of Community Planning and Devel-opment (CPD) at (202) 708-3587.

HUD's Supportive Housing Program(SHP), which is designed to be a vital partof the continuum of care responding tohomelessness, will partner with theCorporation for. National Service topromote service as a tool to fight home-lessness. HUD has set aside $3.4 millionunder the 1994 SHP competition as aspecial fund to pay costs for AmeriCorpsprograms. SHP programs would partnerwith community service programs in anapplication to the Corporation. For moreinformation on SHP, please contact HUD'sCPD at (202) 708-3587.

DEPARTMENT OF HEALTH AND HUMAN

SERVICES (HHS)

HHS funds a wide range of issue areasincluding public health, substance abuseprevention, and violence prevention. HHSfunds might be available for communityservice organizations to address schoolreadiness, Head Start, foster care, welfareand other human needs. Since HHS is alarge agency, we recommend contacting

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the HHS Office of Community Services,(202) 401-9333, to learn more aboutprograms that might integrate service.

DEPARTMENT OF LABOR

Job Training Partnership Act (JTPA)funds have been used by year round andsummer conservation and service corps tosupport participant activities. JTPA pro-vides job and training services for econom-ically disadvantaged adults and youth,dislocated workers, and others who faceemployment barriers. JTPA aims to movethe jobless into permanent self-sustainingemployment. Contact your State JTPALiaison or Private Industry Council tolearn where local funds are distributed.

DEPARTMENT OF EDUCATION (DOE)

For general information on DOE's serviceprograms call (202) 205-0653.

Chapter I & II Education Funds from theDepartment of Education are provideddirectly to school districts which in turnpartner with community based organiza-tions. Call your local school district or StateDepartment of Education to discuss part-nerships with school programs, or contactthe DOE at the following numbers:Chapter I: (202) 260-0826; or Chapter II:(202) 260-3693.

Goals 2000 funds will be available fromthe Department of Education for curricu-lum development and teacher training innumerous areas. These funds will beprimarily for service-learning. Contactyour State Department of Education formore information.

The Fund for the Improvement of PostSecondary Education (FIPSE) awardsdemonstration grants to communityorganizations, colleges and universities toset up innovative community service andservice learning programs for collegestudents. They are available from theDepartment of Education. For moreinformation, call (202) 708-5750.

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School to Work Opportunity Act, SafeSchools, and Urban Community Servicefunds are available from the Departmentof Education. For more information, call(202) 260-7278.

Higher Education work study regula-tions require that 5% of the federal fundsbe used to support community service.Contact financial aid or student employ-ment offices at institutions of highereducation in your community.

ENVIRONMENTAL PROTECTION AGENCY (EPA)

Environmental education and commu-nity clean-up funds may be accessible tocommunity service programs. Contactyour state department on the environmentand other local environmental groups forideas and information.

DEPARTMENT OF JUSTICE

Weed & Seed funds from the Departmentof Justice might be used to support botheducation and public safety programs.For more information, call (202) 514-2000.

OTHER FEDERAL AGENCIES

Rehabilitation, reclamation, and beautifi-cation of transportation-related facilitiesfunds may be available through your stateDepartment of Transportation. For moreinformation, call (202) 366-5742.

The Commerce Department's EconomicDevelopment Administration (EDA) fundslocal economic development programs,including some with service components.For more information, call (202) 482-5112.

Art education and restoration funds fromthe National Endowment for the Arts(NEA) and the National Endowment forthe Humanities (NEH) might be used inconjunction with education and environ-mental programs. Contact these organiza-tions directly for more information, NEA:(202) 682-5429; NEH: (202) 606-8373.

11.

Disaster relief funds from the FederalEmergency Management Agency (FEMA)have been used by community serviceorganizations to meet critical needs duringand after an emergency. Contact FEMA oryour governor's office to learn about whatresources are available to you.

Valuable assets seized from drug dealersare available from the National DrugEnforcement Agency (DEA). Regionalauctions of property, vehicles, buildingsand equipment are listed on the thirdWednesday of each month in the USAToday classified section under legal notices,or call your local police department.

FURTHER RESOURCES

See Appendix Two for information aboutthe Catalogue of Federal Domestic Assistance

(CDFA), listing numerous federal grant pro-grams; Making JTPA Work for the Corps, des-cribing funding streams and uses for JTPAfunding; and the Service Learning Planning

and Resource Guide, describing alternativesources of government funds to supportService Learning and other education-focused AmeriCorps programs.

STATE, COUNTY, AND

MUNICIPAL GOVERNMENTSCommunity service programs have numer-ous opportunities to develop strong part-nerships with local government agencies.Both share an interest in getting thingsdone. State, county and municipalgovernments make awards to nonprofitorganizations to address a wide varietyof community issues. In addition, limitedlocal dollars can be stretched to servegreater numbers when initiatives areenhanced by the efforts of serviceparticipants.

State, county and municipal govern-ments also have a myriad of in-kindresources that service organizations cantap. A short list might include: loaned

executives with expertise in the areas ofeducation, public safety, human needs, andthe environment; materials such as tools,books, and sports equipment; and servicessuch as trash collection, transportation,and police escort.

Take some time to develop your ownlist of potential resources. Use your localyellow or blue pages as a reference toolfor learning about the range of localgovernment offices and activities. Thepossibilities for local partnerships areenormous.

To learn of new state and localinitiatives and grant programs, get onagency mailing lists and read local govern-mental publications; ask your local librar-ian or your locally elected officials foradvice. Use the list of potential sources offederal funds above as a guide to exploresimilar state and local funding streams inyour area.

SERVICE HINTS

Look for ways to incorporate long-termsupport into state-wide initiatives. Educateyour elected officials about the power ofservice and encourage them to have com-munity service mechanisms written intostate and local legislation.

Ask local government agencies, such asthe Departments of Parks & Recreation,Housing and Public Works, to be "teamsponsors." By supporting the stipends andprogramming costs, long delayed civicprojects have been performed by commu-nity service participants. Many of theseprojects offer high profile public recogni-tion for work being done.

Form partnerships with communityorganizations and government depart-ments that are funded by state and federalsources, such as Community DevelopmentBlock Grants and Title II Education funds.

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Search for opportunities when a govern-ment agency or a nonprofit organizationcontracts with your organization toperform a service for the community.For instance, the Superintendent of Schoolsmay offer your program a flat fee for workthat needs to be done in the school or townlibrary.

Invite city department heads andcommunity leaders to make site visits andbrainstorm ideas for potential projects andfunding sources. Make sure to put them allon your mailing list.

Ask local officials and experts to consulton program elements and provide trainingfor participants. This might include part-nerships with police or fire departments,medical centers, skilled labor unions,human services agencies and politicalofficials.

Seek in-kind donations such as officespace, training facilities, graphic art, videoproduction, printing, program supplies,and public transportation.

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CORPORATE PARTNERSHIPS

National and community service programsface a wide array of opportunities to buildrelationships with businesses. There arethousands of corporations in the UnitedStates, ranging from small "mom & pop"candy stores to huge multi-national con-glomerates. Each one has specific businessand community interests and can poten-tially offer valuable expertise and resourcesto help service participants get thingsdone. Look for instances where a localcompany's goals and your expertiseintersect. Together, using communityservice as a mechanism, you can have asubstantial impact.

As you explore potential corporate part-nerships, keep in mind that each companyhas its own procedures and guidelines formaking donations. This process usuallytakes place in the offices of the CompanyFoundation or the Community RelationsDepartment. These departments arefunded by companies to address needs thatare important to employees, clients, andthe communities in which they are based.Corporate Marketing Departments areanother source of funds and productresources that companies use to supportcommunity events and activities. Thesefunds are usually used to promote acompany's products and services.

When looking to build relationshipswith companies, it is important to recog-nize that its internal structures and affilia-tions can be complex. Although most com-panies target a portion of their resourcestowards communities where they arelocated, it is not always easy to determineat which level to go to solicit support.Sometimes the national headquartersmakes all decisions for the regional offices,while in other instances the national officemay have virtually no influence on theregional and local budgets. The same is

true for corporate subsidiaries. Once again,solid research and asking a lot of questionswill help guide you through this process.

The following section highlights a fewexamples of how community serviceprograms might solicit corporate supportand develop innovative partnerships.Building partnerships takes a great dealof research, creativity, cultivation, and leadtime. (Appendix Two lists organizations andresources that can help you learn about specific

companies and develop a long-term plan.)

GRANT PROPOSALS

Throughout the year, corporatefoundations and offices of communityaffairs solicit proposals from nonprofitorganizations giving them an opportunityto apply for money. These requests for pro-posals (RFPs) can vary from very specificprograms such as Thursday night activitiesfor senior citizens, to very broad programareas such as education. Before you beginto write a proposal, do research on thecompany. Consult one of the corporate giv-ing directories to learn about a company'sgiving priorities, then write or call torequest information about applicationprocedures. From your explorations youwill learn a great deal of important infor-mation about the companies in which youare interested, such as in which geographiclocations they focus their giving, thenumber of grants they make annually, theaverage size of their grants, and whetherthey distribute other resources. This willhelp you to. narrow down the companiesfrom whom you should solicit support.

Although every company will havedifferent requirements, they all expectclear, concise, and well-written proposals.Each proposal must be tailored for thefunder and illustrate that your needs are

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unique and your solution effective. A stan-dard proposal will usually consist of: anexecutive summary, a case statement high-lighting the needs your program willaddress, a description of your proposedprogram and the methods you will use, abudget, and IRS information. Keep thebudget clear, simple and honest. Take thetime to improve your proposal writingskills. (Appendix Two lists numerous organi-zations and resources that can assist you withthis process.)

SERVICE HINTS

Clearly illustrate how you are usingservice as a vehicle to address communityneeds. Focus on the outcomes and theactual work that is going to get done.

Look for places where a company'scommunity interests and your activitiesintersect. For instance, most local banks arehome mortgage lenders and are very inter-ested in housing and community develop-ment initiatives. Therefore, they mightfund a housing corps or restoration serviceproject. Other examples include: restau-rants and food distributors that may beinterested in feeding programs, car manu-facturers that may be interested in pro-grams that transport children to school orseniors to the doctor, and computer com-panies that may be interested in programsthat improve math and science skills.

Illustrate the impact your activities willhave on the company's customers andemployees. Use your proposal to discussadditional ways that you might helpcompany employees get involved inyour programs as volunteers and loanedexecutives.

Target those small businesses located inthe neighborhood where service partici-pants are working; they have a valuablestake in supporting your efforts.

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Encourage your board of directors tocontact their friends within companies andon boards to alert them that your proposalis being submitted, and to follow-up onyour proposal's progress.

SMALL BUSINESSES

Don't forget about those small businessesthat most likely do not have foundations orcommunity affairs departments. Localcompanies like toy stores, tailors, travelagencies, restaurants, video stores, printersand many others have a vital stake in theircommunities. Even though they may nothave the financial resources to supportmajor causes, they are eager to addresscritical issues that affect their customersand their business. Community serviceorganizations should look to these busi-nesses for smaller scale partnerships. Sinceeach of them is supported by local patrons,finding ways to involve these businesses inyour activities and special events might bebeneficial to both parties. Outreach tosmall businesses can also be a part ofstrengthening community involvement.The owner and operator of a small busi-ness sees how the community changes andmay bring special insight into how thecommunity can be served.

SERVICE HINTS

Ask local small business leaders fordonations that can help you leverage largerresources. For instance, a donation of avacation or month of pet food can beauctioned off at a fundraiser for more thanit cost the donor.

Create a "small business task force" ofbusiness leaders to help with localfundraising and event planning.

Solicit advertisements in your specialevents programs and newsletters.

Ask local businesses to sponsor the costsassociated with a small group of commu-nity service participants.

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Form a relationship with organizationsthat work with a network of small businessleaders such as the local chapter of theChamber of Commerce, the Rotary Club,Businesses for Social Responsibility,and the Points of Light FoundationCorporate Volunteer Councils. Use theseorganizations to help spread your message.

CORPORATE SPONSORSHIP

Companies often provide financial andin-kind support for a specific event orprogram in return for their name beingprominently displayed. This support cancome in many forms for service organiza-tions such as sponsorship of large scalecommunity service days, teams of partici-pants, priority programming areas andfundraisers. AmeriCorps grantees shouldreview the Corporation for NationalService sponsorship guidelines andcontact us with any questions.

Corporate sponsorship usually comesfrom marketing budgets, rather than fromcommunity affairs or foundation budgets,and corporate marketing departmentsexpect a return on their investments.They like to have their logo displayed onbanners, in program books, and on t-shirts.In addition, they often like to have theopportunity to display their products orservices. The extent of recognition a com-pany receives for its donation shoulddepend on the agreement that you reachwith them and may be different for eachtype of event, program or service. Becausethese relationships can be complex, makesure to include your legal department orlawyer in the decision making process.

In order to appeal to marketing depart-ments, it is important to think carefullyabout the package that you are presenting.Consider why the people who attend yourevents or participate on your programswould be of interest to marketing depart-ments. Keep in mind that accepting spon-sorship from one company may precludeanother company from getting involved.

For example competitors like Coca-Colaand Pepsi rarely display their logostogether. Be creative about whom youapproach and do not forget about the smallbusinesses that may have a vital stake inyour local community.

Cause-related marketing is one popularform of corporate sponsorship. It directlylinks fundraising to the use of consumerproducts. A nonprofit organization and aprivate company can enter into a partner-ship where the company tells its customersthat each time they purchase or use theirproduct, the company will make a dona-tion to a specific charity. Marketing is thekey word and you can expect your name tobecome closely associated with the productor company.

If you are going to engage in sponsor-ship of any kind with your organization'sname, it is very important to pick the com-pany and products carefully. Research thebackground of the company. Look for realand perceived conflicts of interest andconsider the message a partnership maysend to your constituency. For instance,having a company with a poor environ-mental record sponsor an environmentalproject may actually be better for theirimage then your own. These can be com-plicated decisions to make. Consult yourlegal counsel and board members duringthe process.

SERVICE HINTS

Ask companies to "sponsor a team" ofcommunity service participants. In theseinstances, the company will often provideteam members with stipends, uniformsand employee volunteer tutors, while theteam might wear the corporate logo ontheir t-shirts.

Ask corporate marketing departmentsto sponsor one-time community events.Many companies donate money, products,and staff to community clean-up days,fundraisers, training programs, and serviceprojects.

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Ask a company to sponsor all of theactivities in one of your priority areas thatcoincides with their community relationspriority areas.

Seek out small local businesses. They canbe great allies in building a local ethic ofservice and local recognition for yourprograms. Consider partnering withbusinesses such as family restaurants, cardealers, and local movie theaters.

Companies with direct mass-consumersales like retailers, fast food chains, pack-aged goods manufacturers, and serviceindustries may be most interested insponsorship. Such companies can beapproached at the level where localmarketing decisions are being made,rather than at the national level.

Do your homework. It is important tocarefully consider what types of organiza-tions with which to associate your name.

CORPORATE EMPLOYEE

INVOLVEMENT AND

"DOLLARS FOR DOERS"Many companies have large volunteerprograms where employees take the leadin addressing community needs. Theseactivities are often encouraged by the com-pany and sometimes employees are given"release time" from their jobs to take partin activities during work hours. In addi-tion, many companies have "loaned execu-tive" programs where employees serve asfull- and part-time staff for a nonprofitorganization. Finding ways to integratecorporate employees into your programscan be extremely worthwhile. They canoffer a wide range of skills, experiences,and resources to assist program staff, andthey can serve as mentors, tutors, andfriends to participants.

In corporate "Dollars for Doers" pro-grams, companies make grants to organi-zations where their employees and retirees

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do volunteer work. The names of theseprograms often vary, but they are used bycompanies to encourage employeevolunteerism and to support a range ofcommunity organizations. Contact thecorporate community affairs office to learnmore about existing "Dollars for Doers"programs. This is a great way to becomerecognized by corporate contributionsoffices.

SERVICE HINTS

Create numerous ways to integrateemployees from local companies into yourorganization. Your employee volunteerswill be your strongest advocates as youapply for additional sources of corporatefunds and resources.

Consider the time constraints on corpo-rate volunteers; they may only be availablein the evenings and on weekends. Toovercome this obstacle some communityservice programs are placing youth teamson a Tuesday to Saturday schedule soparticipants can work alongside corporatevolunteers on the weekend.

Publicize the work of your adult volun-teers. Companies and individuals like to bethanked and recognized for their time. Beprepared for other corporate volunteerprograms to contact you when they hearabout your activities.

Use the resources of the Points of LightFoundation and your local VolunteerCenter. They have a wealth of informationon successful employee volunteerprograms.

The Council for the Advancement andSupport of Education (CASE) operates theNational Clearinghouse for CorporateMatching Gift Information, which providesinformation and publishes an annualdirectory of matching gift and "Dollarsfor Doers" programs.

16

Utilize other valuable volunteers such asstudents from local universities and highschools, returned Peace Corps and VISTAvolunteers, local government employees,political campaign volunteers, and retirees.

Connect with existing corporate effortssuch as Adopt-a-School programs.

IN-KIND DONATIONS OF SERVICES

Community service programs can accessa wide range of technical expertise bysoliciting the assistance of local profes-sionals. In-kind donations of services canhelp address numerous operational andprogrammatic needs. A variety of individ-uals from businesses, foundations, non-profit organizations, government agencies,and institutions of higher education canprovide valuable skills and services. Thesedonations may take the form of one-timeconsultations, long-term assistance fromloaned executives, or ongoing work bycommunity or corporate volunteers. Someorganizations have internal structures tocoordinate these activities; call the Com-munity or Public Affairs department to askabout these programs. In addition, contactyour local Volunteer Center Senior Volun-teer Program, or Small Business Associa-tion, to inquire about the availability ofretired professionals.

Keeping accurate records of all in-kinddonations you receive can assist you inleveraging additional resources.

For instance, Corporation for NationalService grantees can count in-kind dona-tions of services toward several CNCSfinancial match requirements.

SERVICE HINTS

Below are some examples of servicedonations you might seek:

Lawyers to provide advice and tointerpret laws and regulations.

Foundation officers to assist with fund-raising strategies and proposal review.

Accountants and bankers to assist withfinancial planning and record keeping.

Management consultants to developstrategic plans and staff training.

Advertising executives to developmarketing and media campaigns.

Professors and teachers to design servicelearning curriculum.

Experienced tutors and mentors toenhance education programs.

Contractors, carpenters, and painters toassist with housing renovation projects.

Technicians to support computer andelectronic office systems.

Doctors and nurses to work with serviceprograms on health projects.

Police and fire personnel to train partici-pants in public safety.

Engineers, scientists, and park rangers toaid environmental programs.

IN-KIND DONATIONS OF PRODUCTS

A broad range of products, materials andresources can be donated to support pro-grams and participants. Ask companies ifthey have surplus inventory or demonstra-tion products that they can donate. Thinkahead; if you anticipate a need for garden-ing equipment or school books, begin ask-ing for them several months in advance.Try to tap into existing internal corporateresources, like in-house printing facilitiesfor newsletters and corporate cafeterias forcatering services. Make sure to recognizedonors for their contributions in the sameway as if they had given cash.

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SERVICE HINTS

Below are some examples of productdonations you might seek:

Space for offices, meetings, programactivities, and fundraising events.

Office equipment such as computers,phones, faxes, copiers, and furniture.

Printing services for newsletters, trainingmaterials, and annual reports.

Advertising space in newspapers,magazines, and movie trailers.

Uniforms for participants including:boots, work gloves, T-shirts, hats, andjackets.

Tickets for educational programs,cultural and sporting events, museums,and movies.

Transportation for participants includingsubway/bus/air travel, vans and trucks.

Books, athletic equipment, art supplies,and computers for education programs.

Tools, hammers, rakes, trash bags,lumber, and plants for environmentalprograms.

Food, first aid kits, toiletries, andclothing for health and human servicesprograms.

1E12

I II I

National and community service programshave numerous opportunities to buildrelationships with foundations. There areseveral types of foundations, each with itsown set of priorities:

INDEPENDENT FOUNDATIONS are usuallyendowed by a single source, perhaps anindividual or a family, and usually supportspecific issue areas such as AIDS orhunger.

COMMUNITY FOUNDATIONS are funded bygifts from local sources and focus theirgrantmaking on specific geographic areas.They raise money themselves and thenchannel those funds into smaller programsand organizations. Community founda-tions are the largest growing segment ofthe foundation world, and they are activein supporting service programs.

CORPORATE FOUNDATIONS are funded byspecific for-profit companies and addressneeds that are important to employees,clients, and the communities in which theyare based.

OPERATING FOUNDATIONS are usually cre-ated by individual nonprofit organizationsto support their own programs. Grants toexternal organizations are unusual.

Foundations provide support through fourprincipal mechanisms. The most commonis by making grants to nonprofit organiza-tions in exchange for activities to be per-formed by the nonprofit organization.Sometimes this money is offered in theform of challenge grants, where their con-tribution is contingent upon your ability toraise additional funds.

Foundations may also lend money tononprofit organizations without interest

for a period of time. In these instances thefoundation hopes to eventually get most ofthe money back, allowing the foundationto simultaneously stretch its resources andhelp an organization with a new project.

Foundations also can re-insure a non-profit's loans from banks or other lendinginstitutions by agreeing to cover the loan ifthe nonprofit defaults. This expands a non-profit's access to capital and allows thefoundation to be of assistance withoutdiminishing its financial capacity. Keep inmind that loans can be a risky fundraisingstrategy for nonprofit organizations andare best used as "bridges" until other antic-ipated funding is received.

Finally, foundations sometimes under-take "program-related investments" byinvesting some of their endowment in non-profit ventures for an anticipated rate ofreturn.

The following section highlights a fewexamples of how community service orga-nizations might utilize foundation partner-ships to develop innovative programs. Ifyou have questions about how to tap intogrants in your community, seek advicefrom some of the organizations listed inAppendix Two and from colleagues atnonprofit organizations who are currentlyworking closely with foundations.

SEEK A WIDE RANGE OF SUPPORT

Foundations are interested in a broadrange of areas. Some foundations focustheir grantmaking on addressing specificcommunity issues, like hunger, whileothers focus on encouraging research anddevelopment activities. Develop a solidplan for what you would like to do andthen research those foundations that mightbe interested in supporting your efforts.Keep in mind that foundations often look

13

to fund innovative projects in their earlystages. Usually, they are less interested inawarding general operating support thanin providing funds for a distinct anddistinctive program, and they also tend tocease funding a project after one or twoawards. Instead, foundations often encour-age their grantees to use their award toleverage additional sources of support inorder to sustain the program for the long-term. Below are some ideas for where com-munity service organizations might solicitfoundation support.

SERVICE HINTS

Request "seed" money and planninggrants to help you start up your newservice program.

Reach out to local community founda-tions to educate them about nationalservice initiatives.

Seek long-term commitments whichcover costs beyond the match require-ments.

Ask foundations to support:

One-time events that address criticalorganizational needs, like staff or par-ticipant training sessions, specificcommunity initiatives, or fundraisingtechnical assistance.

All of your activities in one of yourpriority areas that coincides with theirgiving goals.

Research efforts into new programareas.

The development or implementationof a program replication strategy.

Internal or external evaluations ofprogram activities, participant retentionrates, post service placements, and impactof work on the community.

"A team" of community service par-ticipants. In these instances, the foundationmay provide team members with stipends,training programs, and employee volun-teer tutors.

14

PROPOSAL WRITING

Proposal writing includes extensiveresearch, planning, writing, and follow-up.Each foundation has different guidelinesand interests. Therefore, you should tailoreach proposal for the funder and illustratethat your needs are unique, your capacityto deliver solid, and your solution effec-tive. Depending on the foundation'srequirements, the actual proposal may bein the form of a one-page letter or alengthy outline of your program.

Try not to send a "cold" proposal.Always try to make personal contact first.Do not be afraid to solicit suggestions fromfoundation officers on how your programcan further their interests.

A standard proposal will usually consistof an executive summary, a case statementhighlighting the needs your program willaddress, a description of your proposedprogram and the methods you will use, abudget, and IRS information.

SERVICE HINTS

Focus on the outcomes and the actualwork that is going to get done. With somany critical community needs, "servicefor service's sake" is often difficult to fund.Therefore clearly illustrate how you areusing service as a vehicle to addressspecific community needs.

Be brief. Foundation officers are expertsin reviewing proposals and can usuallymake initial judgments by reading the firstfew paragraphs.

Keep your budget clear, simple, andhonest.

Take the time to improve your proposalwriting skills. Appendix Two lists numer-ous organizations and resources that canassist you with this process.

COLLABORATION

Many foundations will be searching forevidence that you are working closely withother community organizations to poolresources and to learn from experience.Thus, it is often beneficial to join with othercommunity organizations, corporations,government agencies, and service pro-grams to improve your proposal. Buildingsuccessful partnerships requires trust,cooperation, commitment, and time. Part-nerships increase the impact of individualorganizations, develop new leaders, buildan on-going power base, and broaden thescope of programs.

SERVICE HINTS

Make sure to clearly illustrate how bycombining the limited resources of severalorganizations your programs will be ableto have a larger impact on local needs. Poolyour resources and expertise such as out-side contacts, money, name recognition,program skills, people-power (i.e., Ameri-Corps members), and in-kind products.

Do not underestimate the value of yourservice participants' capacity to providevaluable, hands-on human assistancewhen forming potential partnerships.Limited local dollars, staff, and resourcescan stretch to serve greater numbers wheninitiatives are multiplied by the efforts ofservice participants.

Seek out innovative solutions to existingproblems. Foundations are often interestedin supporting ideas that have the potentialto become model programs.

Consider forming partnerships withstate-wide and local unions and associa-tions. They often sponsor social programsin their priority areas. For example, a statepolice union may sponsor a local crimeprevention initiative, providing bothmoney and resources.

2115

INDIVIDUAL DONORS

Individual donations account for almost90% of all charitable giving in America:more than 83% is from living persons, andanother 7% from bequests.

To tap into this large funding pool youmust foster new relationships and then"ask" potential donors for support. Manyprofessional fundraisers stress that one ofthe biggest mistakes made in raisingmoney is that organizations do not askclearly, but rather leave the details vagueand hope that money will be donated.To succeed, ask often and ask from manydifferent sources.

Once a gift is received, promptly send athank you letter. Never underestimate theimportance of recognizing donors andkeeping them informed. If you do not havethe time to properly thank your donors, donot undertake the campaign.

The following section highlights a fewexamples of how service programs mightsolicit support from individual donors. It isimportant to stress that developing a donorbase of individuals requires a great deal ofcoordination and staff time. (Appendix Twolists organizations and resources that can help

you develop basic skills and a long-term plan.)

LARGE GIFTS

Large financial gifts can help you reachyour fundraising goals. Whenever possibleyou should use personal solicitation. It ismuch harder to say no to someone theyknow or respect. Therefore, recruit boardmembers and other volunteers to approachpotential funders on their peer level. Inaddition, actively seek lead gifts. Look fordonors who are willing to set an examplefor other potential donors by making largegifts at the beginning of a campaign.

SERVICE HINTS

Make sure that everyone who is askingfor money has made some sort of financialcontribution; it is difficult to ask others formoney if you have not given yourself.

Find ways to get your donors involvedwith your program and participants. Invitethem to visit project sites and to attendannual events like graduation and recogni-tion ceremonies.

Have participants or staff personalizethank you notes to donors.

Recruit volunteers for a fundraising com-mittee and brainstorm about the contactsthat you have.

Take advantage of year-end donations.At the end of each tax year wealthy indi-viduals often want to make large donationsto charities in order to receive tax deduc-tions. To attract their attention write letters,make personal appeals, and hold eventsthat get positive media attention.

Make sure to provide donors with areceipt for their gifts over $250, otherwisethey may not receive the tax deductions towhich they may be entitled.

SMALLER GIFTSEach gift to your organization, regardlessof size, comes with its own powerful state-ment of commitment to your cause. As youbuild an individual donor base, you areexpanding your constituency. Individualsfrom numerous segments of the commu-nity have invested in you and have a stakein your success.

Small gifts can add up. Statistics show,again and again, that less affluent peopledonate a greater percentage of their incomethan the more affluent. Do not ignore that

2217

generosity. In addition, you never knowwhen one of your regular, small donorsmay strike it rich. It is extremely importantto cultivate a habit of giving and continu-ously providing feedback and recognitionto your donors.

SERVICE HINTS

Ask graduates of your program to makea small donation, perhaps $10, to a specificinitiative like a scholarship fund. Collegesand universities often boast about thepercentage of their alumni who gave giftsin order to leverage additional support.Let your larger corporate, foundation,and individual donors know how broadbased your support is.

Ask a company or foundation to match1:1 or 2:1 smaller gifts made by individualdonors and then widely publicize this ini-tiative to prospective donors.

Determine the appropriate giving levelsin your community. Check request levels incomparable organizations. You do notwant to push your smaller donor base toohard or make them feel uncomfortablewith the level of your request.

Get smaller donors directly involvedwith your programs. Offer them opportu-nities to serve as volunteers or to form rela-tionships with your service participants.Engage them in clothing and food drivesor other initiatives which can help themmake a difference in their community.

Use special events to solicit investmentsfrom new donors. (See Special Events below)

BOARD MEMBERS

Board members play a critical role inhelping your organization raise moneyand build partnerships. They representyour organization to other communityorganizations, potential funders, andyour constituents.

18

Attracting a broad range of individualswith diverse backgrounds, experiences,and positions in the community isextremely important. Before joining theboard, new members should be informedof their responsibility to raise and/orcontribute money or resources to the orga-nization as well as their management andoversight roles. To demonstrate commit-ment each board member should make a"threshold" contribution. The board'sgiving program is an important source ofannual revenue and should be carefullycultivated.

SERVICE HINTS

Get your board members to give leadgifts. Potential donors will often look to seethe level at which board members havegiven.

Consider establishing minimum levelsfor the amount of money or in-kindresources for which individual boardmembers are responsible.

Provide training to your board memberson how to ask for money and how to closea deal.

Thank your board members. Remember,they are volunteers and deserve recogni-tion for their time, energy, and financialdonations.

MATCHING GIFTS

Matching gift programs are an arrange-ment that can double the amount of anindividual's donation. When employees ofa specific company make an eligible gift toa nonprofit organization, it is matched incash by a gift from their employer. In orderto receive the match, donors must fill outtheir company's matching gift forms.These gifts are a good way to get recog-nized by corporate giving departments.

23

SERVICE HINTS

Target a portion of your individual donoroutreach towards employees from com-panies with matching gift programs. Forinstance, some community service organi-zations have been successful in marketingfundraising events specifically to lawyersfrom large firms.

Remind all of your individual donors tocheck eligibility and fill out the appropriateforms. Matching gift programs are some-times not well publicized and manyemployees forget that their gifts can bematched.

Add a box for matching gift informationon all invitation reply cards.

SPECIAL EVENTS

Special events are an excellent way todevelop a diversified individual donorbase. Events can take numerous forms andcan simultaneously meet many of yourorganization's goals. In addition to raisingfunds, they strengthen outreach efforts andpublic relations. Be creative in designingfundraisers, parties, award ceremonies andservice days. The options are endless, buttry to build in some direct connection tothe work that you are doing in the commu-nity. Repeat those events that are success-ful; people will look forward to attendingin subsequent years. Make sure that peoplewho attend your events leave with a betterunderstanding of the mission of yourorganization and how they can getinvolved.

SERVICE HINTS

Be creative!

Seek corporate sponsorship to under-write all of an event's costs, which willenable you to say that all individual dona-tions go directly toward programs. (Note:Be sure to ask an accountant with experience in

charitable giving to consult the tax code todetermine the actual amount donors maydeduct from their taxes.)

Solicit in-kind donations of space, food,entertainment, printing, or other eventcomponents.

Use your events to foster new commu-nity partnerships. For instance, large city-wide community service days are excellentways to involve corporate and individualvolunteers, elected officials, communityorganizations, and the media.

Utilize the energy and ideas of outsidevolunteers and community service partici-pants in planning and implementing yourevent.

Turn invitations into outreach vehicles.All invitations should include detailedinformation about your programs andleave a lasting impression. Those who can-not attend this time may make a greatereffort next time.

COMMUNICATION

Use the mail to develop and foster a widebase of support. By sending letters, newsclippings, and program updates to previ-ous and potential donors, you are keepingthem informed. On a regular basis youshould ask donors to make new contribu-tions to your organization. Many profes-sional fundraisers stress the importance ofgetting that first donation from an individ-ual. Once they have made an initial com-mitment, it is much more likely that theywill continue to donate, increasing theamount over time. Some organizationsengage in direct mail campaigns wherethey buy mailing lists of potential donorswho are unfamiliar with their organizationand send them a special solicitation letter.This process can be expensive. Often,success will depend on the quality of thelist you purchase. As with all donors,promptly thank those which come frommail campaigns.

24 19

SERVICE HINTS

Update your data base on a regular basisand make sure to include everyone whohas attended your special events or hascalled for information on your programs.Make sure to include the parents of partici-pants and graduates of your program.

Make sure that mail campaigns and invi-tations catch the eye of the potential donor.For example, you might enclose saw dustfrom the low-income housing facility yourecently renovated.

Try targeting a series of mailings to indi-viduals with access to matching gift funds.Highlight their ability to double the impactof their donation by filling out a few forms.

Ask individuals to "adopt a participant."In these instances the individual may payfor matching costs and serve as a mentor.The specific participant might personallythank the donor by writing a letter or invit-ing them to visit a service project.

Thank donors in your newsletter andthen make sure to send them a copy.

Have your community service partici-pants write thank you letters for all gifts,regardless of the size. Remember to treatin-kind donations as if they were cash.

2520

Here are some basic fundraising tips.(See Appendix Two for additional resources and

organizations that provide in-depth fundraisingassistance.)

Know Your Needs. Look at your bud-get, develop a strategic plan, and deter-mine what you need now and what you'llneed next. Assess your strengths andweaknesses and find ways to enhance yourcapacity to solicit and utilize support.

Think Creatively. Experiment with abroad range of fundraising methods:annual campaigns, phone-a-thons, directmail, payroll deductions, special events,service days, and team sponsorship.

Do Your Homework. Extensive researchis a critical component of good fundraisingand partnership building. Know as muchas possible about the organization you areapproaching, including its biases, trackrecord, and procedures.

Allow Enough Time. Successfulfundraising requires a large amount oftime and energy. It is important to planahead and to consider the amount of timethat others will require to make decisionsand implement plans. Allow for lead time,and for time to ask numerous potentialdonors for support. Success often dependson persistence and building relationships.

Use Your Board Members. Get numer-ous people involved in the fundraisingprocess. Use your board members andstaff, who may already have contacts, tomake introductions and help potential fun-ders get to know you better. Ask commu-nity leaders to make contacts on yourbehalf.

26

Be True to Your Mission. Do not changeyour programs only to suit donors. Try tostay focused on your mission, goals, andobjectives in order to get things done in thecommunity.

Write Clear and Convincing Proposals.

You can make your proposal in a para-graph of a one-page letter or you can writea lengthy description. It must be tailoredfor the funder and illustrate that yourneeds are unique and your solution effec-tive. Keep the budget clear, simple, andhonest.

Bring Potential Donors On Site Visits.

Nothing is more powerful than seeing acommunity service program in action. Fun-ders can see the impact that programs arehaving and meet enthusiastic participants.

Publicize Success Stories. Use positivemedia exposure to promote a local ethic ofservice. The media is an excellent way toeducate large numbers of people. Be pre-pared for organizations and individuals torespond to publicity and call you to offersupport or ask questions.

Fix Coordination Responsibility on One

Staff Member. A senior staff member shouldbe responsible for developing a fundrais-ing plan. All staff and board members needto understand and, if possible, contributeto this planning process.

Foster and Maintain Relationships with

Leaders in Your State and Community. Per-form outreach to local leaders of compa-nies, business associations, unions, andfoundations who can be helpful at variousstages of your development.

21

Encourage and Support Corporate Volun-

teer Programs. Positive experiences withcommunity service programs will motivateemployee volunteers to encourage theircompanies to donate money and resources.

Develop Continuing Relationships with

Funders and Supporters. Keep supportersinformed of progress and achievements,and provide opportunities for them tobecome directly involved in your work.

Pay Attention to Details. Thecomplexity of potential partnerships high-lights the need to develop simple systemsfor maintaining relationships and facilitat-ing the transfer of resources. Develop userfriendly systems that keep the donor'sneeds in mind.

Develop Strong Donor Recognition Pro-

grams. Treat every donor as the "PotentialMillion Dollar Donor." Most donors appre-ciate being publicly thanked for their gifts.If donors are made to feel good about giv-ing to your organization, they will con-tinue to give, perhaps increasing theamount of their donations.

Start Each Campaign Off Strong.

Actively seek lead gifts. At the beginningof every campaign look for donors who arewilling to set an example for other poten-tial donors by making large gifts.

Reach Out to Others for Ideas. Programgraduates and participants are an excellentsource of ideas for raising money and com-munity support. They can be very creativeand offer a fresh perspective.

Look to Expand the Total Funding Pie.

Search for ways to tap into new fundingstreams that expand the range of donorssupporting national and community ser-vice initiatives, rather than competing forthe same sources of funds.

2 722

The National and Community Service Trust Act requires that local programs and StateCommissions meet certain financial match requirements in order to receive federal funding.These match requirements are designed to encourage grantees not to rely solely on Corpora-tion funds, but rather to solicit support from foundations, corporations, individuals, and othergovernmental agencies. As the matches increase, grantees will need to raise additional funds,create more partnerships, build a larger constituency, and leverage additional resources.Fundraising and resource acquisition strategies should be considered as a critical part of anoverall strategic plan for program development. Programs should aim to develop enoughfundraising skill to sustain themselves for the long-term. The following table outlines a simpli-fied version of the existing Corporation for National Service match requirements; please referto the application and regulations for more detailed information.

STATE COMMISSION MATCH REQUIREMENTS

Corporation State Commissionfirst year85% 15% Administrative costs to operate

State Commissionby year five50% 50% Administrative costs to operate

State Commission

PROGRAM MATCH REQUIREMENTS

AmeriCorps ProgramsCorporation Program85% 15% Participant stipends up to VISTA maximum

(non federal cash only)85% 15% Participant health care costs (cash only)75% 25% Program operating costs100% (P/0 Participant child care allowance100% CP/0 Participant educational awards

Learn and Serve America School Age ProgramsCorporation Programfirst year90% 10% Year oneSubsequent years80% 20%70% 30%50% 50%

Year twoYear threeYears four and five

Learn and Serve America Higher Education ProgramsCorporation Programall years50% 50%

In certain categories match requirements may be met by securing donations of in-kindproducts and services. In these instances, it is important that accurate records be maintained.Products and services may be applied at the current fair market value of the donation.A copy of OMB Circular A-102 listing basic guidelines for matching donations is sent toeach grantee as part of their initial funding package.

23

26

APPENDIX TWO

FUNDRAISING ASSISTANCE:

The Center for Nonprofit Boardsis a

national nonprofit organization offeringvarious resources and support programs toassist nonprofit organizations and theirboard members. Publications, such as theBoard Member's Guide to Fundraising andFundraising and the Nonprofit Board Member,can be ordered through the Center.(202) 452-6262

The Center for Philanthropyis a nonprofitresearch organization focused on exploringwhat motivates people to be philanthropic.They operate the Fundraising Schoolwhich offers courses on fundraising andphilanthropy to non-profit organizations.(317) 274-4200

The Council for the Advancement and Supportof Education (CASE)is a national member-ship service organization that provideseducation programs and publications forinstitutions of higher education and pri-vate elementary and secondary schools.CASE operates the National Clearinghousefor Corporate Matching Gift Informationwhich provides information and publishesan annual directory. (202) 328-5978

The Foundation Centeris a clearinghousefor information on foundation and corpo-rate grant making; has research libraries inNew York, Washington, D.C., Clevelandand San Francisco, and cooperating collec-tions in libraries and community founda-tions in each of the 50 states. (800) 424-9836

Gifts In Kind Americais a national non-profit organization that solicits donationsof products from large national companiesand distributes them to nonprofit organi-zations. Products include building sup-plies, furniture, uniforms, computer soft-ware and a myriad of other resources.Nonprofit organizations must pay a smallmembership fee and shipping expenses.(703) 836-2121

The Grantsmanship Centeris a fundraisingtraining organization that offers coursesand publishes information on grantsman-ship, program management, and fundrais-ing. Call for the Whole Nonprofit Catalog,(213) 482-9860

National Society of Fundraising Executives(NSFRE)is a professional association ofindividuals responsible for generatingphilanthropic support to a wide varietyof charitable organizations. Members andnon-members may visit libraries or call toaccess information on more than 650topics ranging from direct mail to capitalcampaigns, nonprofit management, andprospect research. In addition, NSFREhas developed a "Code of Ethics" forfundraisers and a "Donor Bill of Rights."Affiliates operate across the United States.(800) 688-FIND

The Points of Light Foundation (POLF)is a national nonprofit organization thatactively promotes volunteerism. TheFoundation works closely with VolunteerCenters across the country who providevolunteers with varied skill levels to non-profit organizations. Contact POLF tolearn about the Volunteer Center in yourcommunity. (202) 223-9186

Support Centers of Americais a nonprofitmanagement assistance organization.Workshops address a wide range of non-profit management topics including:strategic planning, fundraising and pro-gram evaluation. Sixteen offices operatenationwide. (415) 552-7584

25

RESOURCE BOOKS ANDDIRECTORIES:

Call your local governmental offices andfoundations to ask about resource booksand directories which may have beendeveloped to provide specific fundraisinginformation on your community.

Annual Survey of Corporate Contributions.

New York: The Conference Board,(212) 759-0900.

Catalogue of Federal Domestic Assistance

(CDFA) Washington, DC: GovernmentPrinting Office (GPO), Lists numerousfederal grant programs, (800) 669-8331.

Discover Total Resources: A Guide for

Nonprofits. Pittsburgh, PA: Mellon BankCorporation, (412) 234-8680.

Foundation Center Directories. Directories oncorporate and foundation giving,(800) 424-9836.

Giving USA. New York: American Associa-tion of Fund-Raising Counsel Trust forPhilanthropy, (212) 354-5799.

Guide to Federal Funding of Volunteer Pro-

grams and Community Service. GovernmentInformation Services, (703) 528-1000.

Making JTPA Work for the Corps. NationalAssociation of Service and Conserva-tion Corps, (202) 737-6272. Describesfunding streams and uses for JTPAfunding.

National Service and Public Safety Partner-

ships for Safer Communities. The NationalCrime Prevention Council, Publication#NCJ146842. (800) 688-4252.

Service Learning Planning and Resource

Guide. Washington, D.C.: The Council ofChief State School Officers, (202) 336-7016. Describes alternative sources ofgovernment funds to support ServiceLearning and other education focusedservice programs.

Taft Group Directories. Directories oncorporate and foundation giving.(800) 877-TAFT

26

"HOW TO" BOOKS AND PUBLICATIONS:

The "How To" Grants Manual.

Bauer, David G.; New York: MacmillanPublishing Co., 1988.

Grantseeking: How to Find a Funder and Write

a Winning Proposal.

Decker, Larry, and Virginia Decker;Charlottesville, VA: Community Col-laborators, 1993.

Winning Grant Proposals.

Frost, Gordon Jay; Rockville, MD: TheTaft Group, 1993.

The Foundation Center's Guide to Proposal

Writing.

Geever, Jane and Mill, Patricia; NewYork: The Foundation Center, 1993.

Fund-Raising Evaluating & Managing the Fund

Development Process.

Greenfield, James M.; New York: JohnWiley & Sons, 1991.

Program Planning & Proposal Writing.

Kiritz, Norton J. and Mundel, Jerry;California: The Grantsmanship Center,1988.

Fundraising for Social Change.

Klein, Kim; 2nd Edition. Inverness,CA: Chardon Press, 1993.

The Fund-Raising Handbook.

Krit, Robert L.; New York: John Wiley& Sons, 1990.

Foundation Fundamentals: A Guide for Grant

Seekers.

Kurzig Carol; New York: The Founda-tion Center.

Achieving Excellence in Fund Raising.

Rosso, Henry A. & Associates. SanFrancisco: Jossey-Bass Publishers, 1991.

3

PERIODICALS:

Advancing Philanthropy.

NSFRE quarterly journal,(800) 666-FUND.

Chronicle of Philanthropy.

Biweekly newspaper, (202) 466-1200.ERC News Brief.

Ecumenical Research Consultants.News about a variety of grant pro-grams, (202) 328-9517.

Federal Register.

Contains an official record of all federalgrant programs, (202) 384-4777.

Fund Raising Management.

Monthly magazine, (800) 229-6700.Foundation News.

Council on Foundations, (202) 466-6512.Grassroots Fundraising Journal.

Monthly journal, (415) 954-5474.Nonprofit Times.

Monthly newspaper, (609) 921-1251.Nonprofit World.

The National Leadership and Manage-ment Journal, (800) 424-7367.

31 27

CORPORATION FOR

NATIONAL SERVICE

WASHINGTON, DC 20525

202-606-5000

32

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