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Managing Grants in a Tough Economy

Managing Grants in a Tough Economy. Alexandra B. McGoldrick Director, Central Grants Office City of Bridgeport. Bill Finch Mayor. Central Grants Office Purpose.

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Managing Grants in a Tough Economy

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  1. Managing Grants in a Tough Economy Alexandra B. McGoldrick Director, Central Grants Office City of Bridgeport Bill Finch Mayor

  2. Central Grants OfficePurpose The purpose is to research and prepare grant applications from federal, state and private sources for programs and projects within city government that are in line with city established priorities. To act as the central point of contact and coordination for all funders that award grants to the City and program managers that implement projects and services.

  3. How it works

  4. The World of Grants Post Recovery Act • Elimination of federal earmarks • Replaced by competitive applications • Applications are filtered through various federal agencies – highly competitive • Still a need for legislative support • Changes at state level • Planning occurring at foundation level

  5. Challenges of CDBG • Challenges: • Deep cuts to municipal allocations • Enough to allocate fairly and effectively? • Struggle with criteria – target communities with least fiscal capacity; high unemployment; changes in racial ethnic composition; seed small scale programs or broader support. – no real consensus to change • Can the awarded programs adequately demonstrate success?

  6. Identifying Your Needs • Can we afford it? • Is it good for our community as a whole? • Planning • Community engagement • Mission and priorities of administration

  7. Do we really need it? • Not just responding to RFPs • Grants can be expensive • Grants are not always the best solution to generating revenue • Could just be a temporary solution: impetus to initiate a project or program

  8. Collaborations

  9. Leverage • Leveraged resources show investment in an overall initiative • i.e., Environmental Sustainability • If there is investment, it must be worthwhile. If it is successful, I want to invest in it too. • Leveraging resources increases the likelihood that a project will be funded.

  10. Public/ Private Partnerships • Developing partnerships with private entities may leverage private resources for investment and provide match • i.e., Downtown Revitalization • Shows community’s commitment to project • Win-Win

  11. Partnerships with Community Organizations • Goal – serve the residents of your community. • Often times, community organizations may be more qualified and have more capacity to implement a program than a municipality. • Don’t be afraid to reach out and hand it over. • Eliminates competition within your own community and makes for a stronger application.

  12. Building Capacity Through CDBG • Increase capacity of local governments and non-profits • Variety of forms depending on the needs of a given organization. • Strategic planning, org structure, board development and skill building • Can prove effectiveness and sustainability over long-term.

  13. Developing Community Coalitions • Diverse organizations that form an alliance in order to pursue a common goal • Advocacy, outreach, education, prevention, service delivery, empowerment, community action, system change • Leverage existing and identify new resources i.e., Healthy Homes

  14. Intermunicipal Cooperation • Arrangement between two or more governments accomplishing common goals, providing a service or solving a mutual problem • With the State and most municipalities struggling to provide services under this tough economic climate, there is a growing sense that regional cooperation can save money without damaging relationships • Regionalism is quickly becoming a model for state and federal grants • i.e., Emergency Preparedness

  15. Sustainability • What happens to the project/program after the grant money runs out?

  16. Infrastructure vs. Programs • Infrastructure – capital – one time cost On-going maintenance of road or building • Program – hire staff – long term cost Maintain staff levels that run a program after grant period has expired.

  17. Monitoring and Program Evaluations

  18. Program Evaluation • Data collection and evaluations: Important for both funder amunicipality • can be simple or complex and conducted internally or externally depending on the scope of project • Be sure that the project has an impact on your community

  19. Monitoring • Ensures that you are meeting the deliverables and outcomes identified in your project scope • Be mindful of scope and budget changes • Be diligent about meeting reporting requirements

  20. Benefits of Monitoring and Program Evaluations • Not only a requirement of funders • It is a useful tool for municipal leaders • Utilize data collected and evaluations for prioritizing, decision making and justifications

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