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RAISING FUNDS FOR
CRIMINAL JUSTICE ADVOCACY
PRESENTED BY THE SENTENCING PROJECT
DECEMBER 11, 2012
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AGENDA
1. LOCATING FOUNDATION FUNDERS
2. WHAT FOUNDATIONS WILL – AND WON’T – FUND
3. CULTIVATING RELATIONSHIPS
4. BEFORE YOU WRITE
5. PROPOSAL NARRATIVE, BUDGET, ATTACHMENTS
6. FOLLOW UP and RESOURCES
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I. Locating funders
• Foundation Center Search tools
• Criminal Justice Funders Network and
other affinity groups
• Regional grantmaker associations
• Local community foundations
• Local family foundations and donor
advised funds
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Locating funders (2)
• Read their websites carefully—especially
their funding guidelines
• What is the application process?
• Who are they funding now?- 990s and
Annual Reports
• Who does your Board know?
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II. FOUNDATIONS WILL/WON’T FUND
CANNOT FUND
•Advocacy for or against a specific piece of
legislation, not even in a draft stage or
“model”– but “how to” assistance is OK
•Encouraging members of the public to
contact legislators and express a viewpoint
on specific legislation; budgets and
allocations; and executive or judicial
appointments
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II. FDNS WILL/WON’T FUND (2)
Foundations can fund:
• Advocacy related to administrative
rulemaking
• Non-lobbying activities that are part of a
larger project that includes lobbying
• Non-partisan analyses, studies or research
on a pending policy that is disseminated
widely and does not reference a piece of
legislation
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II. FDNS WILL/WON’T FUND (3)
Foundations can fund:
• Technical assistance- upon a written
request of a public official or legislative
committee. Can include an opinion on
pending legislation, so long as it is in
writing and is widely disseminated
• Litigation
• General Operating (Unrestricted) Support
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III. Cultivating Relationships
• Arranging a meeting
• Introduce your agency’s work
• Bring materials
• Discuss your capabilities
• Hang out where they hang out
• Invite them to your events
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III. Cultivating Relationships (2)
• Visit local funders annually
• Send them your publications
• Give them a chance to talk to the people
you serve.
• Keep them up to date on accomplishments
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III. Cultivating Relationships (3)
• Use Your Website - Funders will go there
• Does not have to be fancy
• Make it easy to navigate
• Showcase successes
• Use audio and video
• Provide key staff and board bios
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III. Cultivating Relationships (4)
• Upload testimonials (including media
coverage)
• No spelling or grammar errors
• Some financial information—simple
revenue and expenditure pie charts—link
to your IRS 990
• Charity Navigator rating, etc.*
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IV. Before You Write
• Understand your limitations and strengths
• Fully research the problem and attempted
solutions
• Decide if you can afford to win
• Don’t Innovate for innovation’s sake
• Stay within mission and strategic plan
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IV. Before You Write (2)
Pull together a work group to think about:
•Feasibility and realistic timeframes
•What counts as “success” and what the
project will “look like” on a daily basis
•Resources you need to operate the project
Sketch budget scenarios
What about partners?
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V. Writing the Proposal
Typical outline:
I. Executive Summary
II. Problem Statement
III. Goals and Objectives
IV. Methods, Activities and Staffing
V. Monitoring and Evaluation
VI. Sustainability
VII. Budget
VIII. Attachments
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Writing the Proposal (2)
I. Executive Summary
Do it last (discussed in later slide)
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Writing the Proposal (3)
II. The Problem you will address
• Establishes that you understand the issues.
• Educates the funder
• Present accurate data and cite the sources.
• Use the right tone: passion + evidence
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Writing the proposal (4)
III. Goal and Objectives
Goals are usually utopian but objectives
should be:
• Measurable
• Specific and concrete
• Achievable during grant period
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Writing the proposal (4a)
• Goal #1: To develop a Behavioral Health Treatment
Collaborative that improves public health and safety
• Objective 1: To improve the coordination of judicial activities
with respect to defendants with SMI, SA, and histories of
trauma
• Objective 2: To unify and streamline the screening, referral,
treatment, monitoring and adjudication, of persons with
behavioral health conditions.
• Objective 3: To ensure broad stakeholder participation in
planning and evaluating the service delivery system for
criminal court defendants with behavior health difficulties
• Objective 4 To reduce case processing time
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Writing the proposal (5)
IV. Methods/Activities/Staffing
Relate them to the objectives
•What: what strategies will you employ over the course of the project and why?
•When: order/timing of activities: chart
•Where: project sites (if any)
•Who: staff, consultants and partner roles
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Writing the proposal (6)
(more on staffing)
•number of staff and their titles
•key staff and consultant positions:
qualifications, FTEs
•specific assignments and responsibilities
•Include CVs or bios as an appendix
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Writing the proposal (7)
V. Monitoring & Evaluation
•defining success
•did you do what you said you would
•what were the results
•the challenge of measuring impact
•qualitative or quantitative ?
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Writing the proposal (8)
• Outputs: These are the activities done by
the nonprofit.
• Outcomes: These are the observed effects
of the outputs.
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Writing the proposal (9)
Community Organizing output measures
•Number of outreach and recruitment
activities (door knocking, house meetings,
phone calls)
•Size and composition of membership base
(dues paying, diversity, percent coverage)
•Core group of leaders identified and
remain engaged
•Rates of participation, turnover
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Writing the proposal (10)
Community organizing: Outcome indicators
• Increased engagement and ownership of
the organization and its work
• Increased sense of belonging, community,
trust, and healing
• Increased willingness of members to take
action
• Power recognized by elected officials and
others
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Writing the proposal (11)
Alliance Building: Output Indicators
•Number and diversity of partnering groups
•Commitments, contributions, and shared
resources by allied organizations
•Scale of reach – regional, state, national
•Active participation, turnover, and
retention
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Writing the proposal (12)
Alliance Building: Outcome Indicators
• Shared analysis, aligned vision, and
purpose that is crafted collectively
• Trust and alignment built that carries over
to new issues and shared work
• Transcending organizational interests for
long-term collective interests
• Ongoing, permanent alignment
collaboration
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Writing the proposal (13)
Campaigns: Output Indicators
• # of activities to involve members and
allies in planning and implementation
• # of members and allies present at actions
and activities (delegations, public
hearings, mobilizations)
• Value of services gained
• Number of demands met and policies won
(or successfully defeated)
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Writing the proposal (14)
Campaigns: Outcome indicators
• Increased accountability by decision-
makers to affected groups
• Readiness and ability to act quickly and
take up issues when conditions change
• Ability to put forth and win larger
demands and campaigns
• Infrastructure in place for future
organizing and campaigns
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Writing the proposal (15)
Org. Development: Output indicators
• Number and diversity of staff and board
• Leadership growth (turnover and
retention)
• Areas of expertise and capacities
developed
• Sustainability of funding
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Writing the proposal (16)
Org. Development: Outcome indicators
• Ability to form strategic relationships that
build capacity
• Capacity to evaluate and adjust goals and
plans in a timely manner
• Ability to innovate and experiment with
new models and strategies
• Ability to be responsive and nimble
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Writing the proposal (17)
Rsch. and Policy Analysis: Output indicators
• Appropriate research tools developed and
implemented
• # of members and allies involved in the
research design and analysis
• # of reports and briefs written and
distributed
• Internal capacities developed (statistical
analyses; surveys; experimental designs)
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Writing the proposal (18)
Rsch and Policy Analysis: Outcome
indicators
•Ability to develop policy and set the
political agenda
•Issues and policies are widely accepted and
respected and used in public discourse
•Ability to refresh the movement’s analyses
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Writing the proposal (19)
VI. Sustainability Plan
•The program has reached its objectives
•Target group has developed necessary
capacity
•Will generate future revenue
•Ongoing funding has been secured
•Political will exists to carry the program
forward
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Writing the Proposal (20)
VII. Project Budgets
•Statement of revenue and expenses.
•Simple vs. detailed
•Restricted or unrestricted funds
•Templates
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Writing the proposal (21)
Project Budgets (continued): categories
• Personnel
• Fringe Benefits
• Consulting Services
• Travel
• Occupancy
• Office and Operational Expenses
• Overhead **
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Writing the Proposal (22)
• Budget narratives
• Overhead costs
• Cost share and matching funds
• Revenues: in-hand and projected
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Writing the proposal (23)
The Executive Summary
•Most important part of the
proposal
•Do it last
•Summarizes key information in 1-
2 pages
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Writing the Proposal (24)
Executive Summary (continued)
•Problem you plan to address
•Solution—what , when, where, how, by and for whom
•Funding needed and requested
•Sustaining the program after the grant ends
•Your expertise: history, purpose, primary activities and capacity
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Writing the proposal (25)
Common Attachments
• 501c3 designation
• Financial Data (ex. Audit)
• Board List
• Key Staff CVs
• References
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Writing the proposal (26)
Common Attachments (continued)
• Policies on
• Diversity
• Disability
• Governance/Whistleblower
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Writing the proposal (27)
Before you push the button!
•Did you follow all the of the funder’s
proposal requirements?
•Are all the attachments there?
•No spelling, grammar or math mistakes
•Did you check the scoring system?
•Where is it going- how will it get there?
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VI. Follow-up and Resources
• We will send
• The Powerpoint presentation
• Links to search tools
• Sample proposal budget
• Sample monitoring and evaluation plan
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VI. Follow-up and Resources
• Guidelines for the proposal review:
• One per organization
• Maximum of 10 pages + budget
• Enclose the funder’s RFP and guidelines
• TSP will comment on responsiveness to
RFP, clarity and feasibility
Submit to [email protected]
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VI. Follow-up and Resources (2)
1. Funder search tool: http://foundationcenter.org-
recommend that you consider subscribing to the
Professional level tool for one month/year.
2. Information on laws and regulations on funding for
advocacy:
http://www.cof.org/files/Documents/Legal/Sample-Ways-
to-Engage-in-Advocacy.pdf
http://www.cof.org/programsandservices/legal/grantmaking.cf
m?navItemNumber=17597
3. Fundraiser affinity groups:
www.cof.org/about.affinitygroups.org
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VI. Follow-up and Resources (3)
4. Directory of criminal justice funders (compiled by the
Criminal Justice Funders Network): PDF file is attached to
the email of this Powerpoint presentation
5. Foundation Tax returns: available at www.guidestar.org
6. Evaluation Tools: see
http://dornsife.usc.edu/pere/documents/transactions_trans
formations_translations_web.pdf
7. Sample foundation budget templates:
http://foundationcenter.org/getstarted/tutorials/prop_budg
t/index.html and
http://www.clevelandfoundation.org/Grantmaking/Grantee
ToolKit.html