All audio for this webinar is through your computer – there is no separate call-in number

1. Welcome to… Writing a Successful Grant ProposalScheduled Start: 12:00 PM Eastern/9:00 AM Pacific- We will be underway shortly - All audio for this webinar is through your computer – there is no separate call-in number Please ensure that you are able to receive sound through your computer and that your speakers are un-muted If you have any technical or audio issues – please review the Support for Technical Issues document by clicking on the Supporting Material Button located just below this screen

2. GETTING TO YES UNDERSTANDING THE REQUIREMENTS AND WRITING PROPOSALS THAT GET FUNDED

3. Important Things to Know Question and Answer Format • Utilize “Ask a Question” button on your screen • Audio/Technology questions utilize the “Help” button • Questions will be answered at the end of the presentation Supporting Material • A copy of the Power Point presentations • A PDF version of the presentation • Frequently Asked Questions related to technical issues (PDF) If you have audio issues or the slides stop advancing – simply refresh or reload the page displaying the webinar

4. Important Things to Know • Web Site Pop-ups During Presentation • Several helpful web sites will be provided to you for bookmarking during the presentation. You will need to disable your pop-up blocker to receive this information • Archive Version (POP-UP) http://www.hud.gov/offices/hsg/sfh/talk/parc/phiarch.cfm

5. WHAT WE WILL DO TODAY • Discuss HUD’s Mission • Overview of organizational development • Break down an application to learn the important points • Review funding request document • Review request for funds examples

6. HUD’S MISSION Create strong, sustainable, inclusive communities and quality, affordable homes for all

7. HUD’ Strategic Goals HUD’s Strategic Plan contains critical goals for the Department. In awarding funding under any NOFA, HUD will be guided by these strategic goals.

8. HUD’ Strategic Goals • Strengthen the National Housing Market to Bolster the Economy and Protect Consumers • Meet the Need for Quality Affordable Rental Homes • Utilize Housing as a Platform for Improving Quality of Life • Build Inclusive and Sustainable Communities Free from Discrimination • Transform the Way HUD Does Business

9. HUD’s Policy Priorities The rating plans in each NOFA encourage applicants to undertake specific activities that further HUD’s policy priorities and assist the Department in achieving its strategic goals.

10. ORGANIZATIONAL DEVELOPMENT

11. Questions to ponder about your organization

12. Does My Organization Need A 501 C 3 Designation? • Yes • If you are a faith-based organization, it establishes protective layer between your church, mosque, temple and the legal responsibilities associated with the provision of social services.

13. Do We Know What WeNeed To Know? • A Non-profit organization is a business. • Should be operated according to sound business principles. • Difference between a non-profit and a for profit business is what must be done with the profit

14. How Will We fit In? An organization exists in an environment. The key to how well it does its work is how well it works within its community.

15. Three Stages Of Organizational Development • Emerging • Intermediate • Advanced

16. A. Emerging Organization • State and Federal incorporation Board member identification Vision, mission, values • Board Training – Orientation to: • roles & responsibilities • strategic planning • management systems • program development • partnerships

17. A. EmergingOrganization (cont) • Sustainability planning • Fund raising (non-grant revenue) • Outreach activities • Community Support • Identify physical office needs • Introduction to organizational marketing

18. B. Intermediate Organization • Annual reporting requirements • Critical staffing needs identified • Job descriptions developed • Written strategic plan • Establish management systems • Identify 1-2 programs to implement • Develop outcome program evaluations

19. Intermediate Organization (cont.) • Development of organizational funding plan • Identify skills set needed and methods for acquiring them • Familiar with donor policies/need to acknowledge • Establishment of fully functioning office • purchase equipment • Development of a PR plan

20. C. Advanced Organization • Annual assessments • Functioning board • Critical staff hired Staff training • Program implementation Systems and reporting in place Integration of evaluation standards into program design

21. Advanced Organization (cont.) • Implement fund raising plan • Develop internal personnel • Implement donor policies • Prepare for growth and expansion (Succession Planning) • Implementation of PR plan

22. NONPROFIT BOARD

23. What is a Board ? • Legally responsible governing body • Establishes mission, vision, strategic plan and operating policies • Power of the Board is vested in all members, not individuals

24. Board Structures • Working Governing Board • Policy Governing Board • Collective Board

25. Board Member Responsibilities • Actively Participate in all Board Operations • Actively Monitor Organization’s Performance • Ensure all Legal Requirements are Met • Represent the Organization • 3 “G”s of Board participation

26. Board/Staff Relationships Board Director Board Chair Committee Chairs Staff

27. Decision Making • Board as a Team • Team Member Roles & Responsibilities • Resolving Team Conflicts

28. High Quality Boards • Twelve Best Practices • Effective Coordination • Execute Fiduciary Responsibilities • Ensure legal & ethical integrity

29. STRATEGIC PLANNING

30. WHY PLAN? “Will you tell me please which way I ought to go from here”? said Alice? “That depends a good deal on where you want to get to”, said the cat. “I don’t much care where”, said Alice. “Then it doesn't matter which way you go”, said the cat.

31. CRITICAL DOCUMENT ALL SUCCESSFUL NON-PROFIT BUSINESSES HAVE A PLAN OF OPERATION – THIS IS THE STRATEGIC PLAN

32. If you do not determine quite early in the life of your organization where you want to go, your work will lack direction..

33. How To Plan • Get Organized to Plan • Get Commitments from stakeholders • Evaluate, take stock of where you are now • Translate strategies into implementation plans • Implement and Evaluate • Form sub-goals and strategies from your mission.

34. Strategic Plan • Document which identifies where an organization is going over the next year or more. • Usually five or ten years • Describes how the organization is going to get there. • Describes how you’ll know if the organization got there or not.

35. Necessity Of Strategic Plan • Effective strategic planning will result in decisions that ensure the organization's ability to successfully respond to changes in the environment. • Strategic planning assumes that an organization must be responsive to a changing environment. • Involves key organizational players • Board of Directors • Executive Staff (if conducted after organization formed)

36. Elements of a Strategic Plan • Mission Statement • Why you exist and what you do? • Vision Statement • What you want to achieve or accomplish? • Targeted Neighborhood Service Area • Outlined geographical area of service • Local Collaborative • Who do you need to partner with and why • Identify stakeholders

37. Elements of a StrategicPlan Cont… • Programmatic Approaches • The context on how you deliver your services • Work with children who have dropped out of school • Increase employment opportunities • Evaluation • What you will use to show that your project/program is successful • Program Indicators

38. Elements of a Strategic Plan • SWOT Analysis (Sample):

39. Elements of a StrategicPlan Cont… • Work Plan • Identifies specific actions to be taken for goal accomplishments • Identifies roles and responsibilities • Identifies deadlines. • Keeps the organization on track. • Produces valuable information to help tell the organization’s story in facts and not just anecdotes.

40. Planning Process • Outline schedule of planning activities • Articulate the vision/revisit the mission statement • Characterize desired future state of nonprofit • Conduct a S.W.O.T. Analysis • Delineate strategic goals & check feasibility • Set objectives, tasks & timetables • Outline evaluation criteria

41. Ensuring the Success of a Strategic Plan • During the process, involve the people who will be responsible for implementing the plan. • Ensure the plan is realistic. • Board Chair and CEO should show visible support. • Organize the overall strategic plan into smaller action plans.

42. Ensuring the Success of a Strategic Plan (cont) • In the planning document, specify who is doing what and by when…and how. • Build in regular reviews of the status of the implementation of the plan. • Translate plan’s actions into job descriptions and personnel performance reviews. • Document and distribute the plan inviting input from all.

43. Ensuring the Success of a Strategic Plan (cont) • Executive Director responsible for implementation – personal evaluation • Ensure Board members regularly review status reports. • Have pairs of people responsible for tasks. Improves staff capacity and provides backups for unexpected situations. • Communicate the method of follow-ups to the plan. It conveys the importance of the plan.

44. PLANNING TIP “Make no little plans.They have no magic to stir men’s blood and probably themselves will not be realized. Make big plans…” Daniel Burnham Chicago City Planner & Architect 1846-1912

45. FINANCIAL MANAGEMENT PRINCIPLES

46. Financial Management • Appointing a person responsible for financial management. • Establishing accounting records. • Setting up bank accounts. • Establishing receipt procedures. • Creating procedures to handle source documents.

47. Budgeting Monitor and Control Function • Compares revenues to expenditures • Allows/ensures adjustments are made to programs if the financial situation changes • Illustrates the needs of the organization to others • Addresses compliance requirements of different funding sources

48. Financial Management Cont… • Establishing payment schedules and approval procedures. • Taking care of administrative costs properly. • Handling indirect costs correctly. • Tracking and spending program income.

49. Financial Management Cont… Defaults • Used grant funds for a purpose other than authorized by the Grant Agreement • Not complied with legislative, regulatory, or other requirements applicable to the Grant Agreement. • In material breach of the Agreement. • Made any material misrepresentation in the application submission.

50. AVAILABLE RESOURCES