· web viewthe foundation believes that tracking against these impact areas will allow us to...

LUTHERAN FOUNDATION OF ST. LOUISMISSOURI COMMON GRANT APPLICATION – MODIFIED

USER’S GUIDE

TABLE OF CONTENTS

Introduction…………………………………………………………………………………………………………………………………………………….. 2Background…………………………………………………………………………………………………………………………………………. 2Why the User’s Guide……………………………………………………………………………………………………………..…………… 2User’s Guide Overview………………………………………………………………………………………………………………………… 2Frequently Asked Questions………………………………………………………………………………………………………………… 3Nine Tips for Writing Successful Proposals………………………………………………………………………………………….. 4Glossary of Terms………………………………………………………………………………………………………………………………… 5

PART I: Cover Sheet………………………………………………………………………………………………………………………………………… 6PART II: Narrative…………………………………………………………………………………………………………………………………………… 7

Section A – Organization Information…………………………………………………………………………………………………. 7Section B – Faith Connection………………………………………………………………………………………………………………. 8Section C – Needs Statement………………………………………………………………………………………………………………. 8Section D – Project Information…………………………………………………………………………………………………………… 9Section E – Evaluation………………………………………………………………………………………………………………………… 14Section F – Volunteer Involvement……………………………………………………………………………………………………… 15Section G – Congregations/Organizations Only – Congregation Social Service Outreach Ministry Focus Area…………………………………………………………………………………………………………………………………………………….. 16Section H - Congregations/Organizations Only – Christian Volunteerism Focus Area………………………….. 16Section I – Project Logic Model………………………………………………………………………………………………………….. 16Section J – Budget Narrative Justification……………………………………………………………………………………………. 16

Part III: Required Attachments……………………………………………………………………………………………………………………….. 20Attachment 1 - Board of Directors List………………………………………………………………………………………………… 20Attachment 2 – Proof of IRS Federal Tax-Exempt Status……………………………………………………………………... 20Attachment 3 – Fictitious Name……………………………………………………………………………….…………………………. 20Attachment 4 – Financials…………………………………………………………………………………………………………………… 20

Part IV: Submission Instructions………………………………………………………………………………………………………………….. 22Acknowledgements…………………………………………………………………………………………………………………………………………. 23Appendices…………………………………………………………………………………………………………………………………………………. 25 Appendix A: Funding Focus Area Suggested/Recommended Outcome Statements……………………………. 25 Christian Volunteerism 25 Congregation Social Ministry Outreach 27 Older Adults Maintaining Independence 29 Services to Ex-offenders and Their Families 31 Supporting Foreign-Born Populations 34 Appendix B: Project Logic Model (Sample)………………………………………………………………………………………….. 37

INTRODUCTION

BackgroundRepresentatives from the St. Louis grantmaking community have come together with the Gateway Center for Giving to create a Missouri Common Grant Application (CGA) and related materials.

Many major metropolitan cities use a Common Grant Application. This initiative has tremendous potential for our region. Hastened by dwindling resources and increasing demand on people's time, the idea of creating a free CGA for grantmakers and nonprofits has gained some leverage.

The CGA was designed to help make the grantmaking process simpler and more efficient for nonprofits while at the same time encouraging dialogue between funders and nonprofit organizations.

The goals for the creation of this application are: Designing a standard, yet customizable, Common Grant Application (CGA) for Missouri grantmakers. Allow Missouri grantmakers and grantseekers to work from a common set of questions that reinforce solid nonprofit

practices. Save grantseekers time and effort by using a single form for many different applications.

Why the User’s Guide

The developers of the CGA created this User’s Guide to help organizations write more effective grant applications. The User’s Guide provides a greater understanding as to why each question is important to grantmakers and what grantmakers hope to learn about an organization from a particular question.

Lutheran Foundation of St. Louis has adopted the Missouri Common Grant Application, but has made modifications to include questions of specific interest to the Foundation. The Foundation has also deleted certain questions/sections in the Application that do not apply. Therefore, organizations should use this modified version when submitting a request to Lutheran Foundation.

Each topic covered in the questions and attachments is an integral component of a well-run nonprofit. The User’s Guide elaborates on each topic with the intention of reinforcing the fundamentals of solid nonprofit practices. If you find a question particularly difficult to answer, then recognize that this is probably a topic to be discussed by the organization’s leadership (staff and board). The User’s Guide may provide helpful conversation starters for such discussions.

The User’s Guide is also intended to alleviate some fears that organizations may have. While the questions are uniform, grantmakers expect wide variation in the answers based on an organization’s budget size, years in existence, location, and mission. Again, there is no one “right” answer.

It is not essential for a grant writer to reference the User’s Guide when completing the CGA. The CGA itself is designed to stand alone. However, for those new to grantwriting or for anyone who is not clear about the intent of a particular question, the User’s Guide provides information that will hopefully alleviate confusion. It is also appropriate to contact a grantmaker directly if you have questions that are not answered on the grantmaker’s website or in its grant guidelines.

User’s Guide Overview

The User’s Guide covers each question and attachment of the CGA. It can be read start to finish or referred to for clarification related to a specific component, question, or attachment.

The User’s Guide tries to give a brief explanation of why a particular question is being asked and provides additional insight into the intent of the question. The “Tips and Things to Consider” are suggestions, not necessarily requirements. As opposed to the items specified in the text of the questions or attachments, not everything mentioned in the tips section needs to be

Missouri CGA- User Guide 2

addressed. The tips section is offered to help stimulate your thinking if you are unsure about what information would be relevant to convey in response to a specific question.

Frequently Asked Questions

1. Is there a page or character limit for this application?There is no set page or character limit for this application. We recommend that you answer each question as completely as possible. All fields in this application expand to fit whatever text you input into them.

2. May I use bullets to answer the questions in this application?If the question lends itself to using bullets, then feel free to use bullets.

3. Do I need to submit a letter of inquiry before completing this application?Lutheran Foundation does not accept letters of inquiry.

4. Can I use this form for capital campaign requests?In general, Lutheran Foundation does not support capital campaign requests. Please contact Foundation staff should you desire to discuss further.

5. Can I use this form for general operating requests?In general, Lutheran Foundation does not support general operating requests. Please contact Foundation staff should you desire to discuss further.

6. Can I use this form for special event requests?In general, Lutheran Foundation does not support special events or provide sponsorships.

7. Can I still call with questions about program and mission fit?Absolutely! Foundation staff welcomes the opportunity to meet with organizations to learn more about your mission and services. For those interested in submitting an application, a site visit is strongly encouraged as it also provides organizations an opportunity to learn more about the Foundation's interests. If you would like to schedule a meeting, please contact Melinda K. McAliney, Program Director, at (314) 231-2244 x2.

8. Why did Lutheran Foundation of St. Louis modify the Missouri Common Grant Application?Lutheran Foundation supports the Missouri Common Grant Application and believes that both grant applicants and funders will benefit from this common form. Lutheran Foundation is interested in certain areas that may not pertain to other funders, such as an applicant’s connection to the faith community. The Foundation has therefore elected to modify the Application by adding questions of specific interest. We have also deleted certain questions that do not pertain to our organization, such as capital campaign requests. Therefore, applicants are advised to use this modified application in submitting a request to Lutheran Foundation.

The Foundation has also modified the User’s Guide to incorporate these additional/changed questions. In Sections C, D, E and J, we have included examples specific to one of the Foundation’s funding focus areas – Services to Ex-offenders and Their Families.


Nine Tips for Writing Successful Proposals

1) Communicate with funders if their grant guidelines let you know that it’s okay. When in doubt, ask for clarification. (Don't be scared: Funders are people too.) Make sure you understand what's expected. Even funders who accept the Common Grant Application format may require additional information.

2) Follow the directions. Answer the questions in the order listed, submit the number of copies grantmakers request, and include only the materials specified.

3) Be clear, concise, and accurate. Make the case for your proposal in your own unique way, but include precise data. Avoid technical jargon.

4) Emphasize what your organization will do. Spend more time describing your solution than the issue. Economize content and avoid repetition.

5) Evaluation counts. Keep what you want to learn and evaluate in mind, as well the assessment tools you will use to evaluate your project (e.g., records, surveys, interviews, pre- and post-tests).

6) Proofread carefully. Make sure numbers add up and typos are removed. Double check the foundation name.

7) Seriously, proofread!

8) Ensure that your request for each funder is based on their mission, vision, and funding interest. This Common Grant Application is NOT meant to be completed once and then sent to every grantmaker in the community.

9) Be sure to use Lutheran Foundation of St. Louis’ Modified Missouri Common Grant Application as this version contains questions of specific interest to Lutheran Foundation.


Glossary of TermsActivity/Tactics: Actual events or actions that take place as part of the project to achieve goals and objectives.

Capacity Building: Supporting projects that strengthen the development of an organization’s core skills and capabilities, such as leadership, management, finance and fund-raising, programs and evaluation, in order to build the organization’s effectiveness and sustainability.

Capital Request: A planned undertaking to purchase, build or renovate a space or building or to acquire equipment.

Collaboration: Organizations often submit joint proposals for funding to address common issues of organizational capacity and program outreach where they have similar outcomes to accomplish.

Doing Business As (DBA): Name under which the business or operation is conducted and presented to the world but may not the legal name.

Evaluation: The process of undertaking an analysis, at various degrees of formality, of the impact of a grant-funded project, usually communicated in the form of a report to the funder.

Fiscal Agent: A nonprofit, tax-exempt organization that acts as a sponsor for a project or group that may not have its own tax-exempt status. Grants or contributions are made to the fiscal agent who manages the funds.

General Operating Support: Grant funds to support the ongoing services, mission or goals of an organization.

Goal: What is the desired result of the project in general terms? The broad, overarching purpose served by your project or service -- for instance, "Our purpose [or goal] is to help women victimized by abuse recover their strength, stability and self-esteem."

In-Kind Support: A contribution of equipment/materials, time, non-cash item and/or services that the donor has placed a monetary value on.

Letter of Intent: Also known as concept paper, white paper and pre-proposal is a brief, preliminary letter describing an organization and proposed grant request, usually sent prior to a full proposal.

Long-term Goal: Occurs after the funding period.

Method(s): A particular procedure for accomplishing or approaching something. See activity.

Needs Statement: Presents the facts and evidence that support the need for the project and establishes that your organization understands the problems and therefore can reasonably address them. The information used to support the case can come from authorities in the field, as well as from your agency's own experience.

Operational Support: A grant given to cover an organization’s day-to-day expenses such as salaries, utilities, office supplies, etc.

Outcome/Objective: The changes in (or benefits achieved by) individuals or communities due to their participation in project activities. Time-specific, measurable statements describing the results to be achieved and the manner in which they will be achieved. This may include changes to participant’s knowledge, skills, values, behavior, conditions, or status. For example, “30 of the 40 third grade students participating in the literacy program will increase their reading level by one grade level.”

Output (Product): Direct product of project activities; immediate measures of what the project will do and/or has done in the past.

Program: An organized set of services designed to achieve specific outcomes for a specified population that will continue beyond the grant period.

Project: A planned undertaking or organized set of services designed to achieve specific outcomes that are time-limited. (Note: A successful project may become an ongoing program of the organization.)

Responsibility: Individual(s) responsible for the stated activity and measurements.

Short-term Goal: Occurs during the funding period.

Technical Assistance: Operational or managerial assistance given to a nonprofit organization. It may include fundraising assistance, budgeting, or financial planning, project planning, legal advice, marketing, or other aids to management. Assistance may be offered directly by a foundation or corporate staff member or in the form of a grant to pay for the services of a consultant.

Timeline: When is the activity taking place and/or duration?


PART I. COVER SHEETUse two-page template provided.

Rationale The Summary Sheet Form is intended to provide a “snapshot” of the organization. Often, this information is entered directly into a grantmaker’s grant management database.

Tips and Things to Consider: Be brief. Remember, this is a quick look at the organization. Detailed explanations should be reserved for the

narrative portion of the application. Be sure that the information on the Summary Sheet Form (budget figures, requested amount, etc.) matches any

reference made later in the application. Update the Summary Sheet Form anytime you update the Narrative or Attachments to ensure that the information is consistent throughout the application.

Regarding specific items on the Cover Sheet: o Legal Name of Organization - This should be the exact wording from the IRS 501(c)(3) letter. o Doing Business As - The name that the organization is widely known by, if different from the legal name. o Main Contact for this Proposal - If this is different from the CEO or executive director. This could be the

development director, program director, grantwriter or other person who should be contacted for further information or questions regarding the application. Be sure to include titles.

o Board President - In the case of potential staff changes at the organization it is important to also list the Board President.

o Tax Exemption Status If the organization applying is operating under the fiscal sponsorship of another organization, then

provide the legal name of the fiscal agent. The Fiscal Agent/Fiscal Sponsor section outlines the information needed for the fiscal agent/fiscal sponsor. Everything else in the application should be completed with regard to the organization applying, not the fiscal agent.

Examples of “Other than 501(c)(3)” include municipalities, counties, schools, special tax-exempt districts, other governmental entities, and religious organizations.

o Funding Focus Area – Indicate under which Lutheran Foundation funding focus area you are applying. Please note that the Foundation may change the area at its own discretion based on review of the Application.

o Project Name and Summary - Be brief and clear. A one- to two-sentence description will suffice. o Financial Information - Organization’s current budget. Ideally the budget will cover the year in which the

grant will be used. (Note: the date should be formatted mm/dd/yy.) o Geographic Area Served – The name of the city(ies), county(ies), region(s), neighborhood(s) or state(s) your

organization serves. Be as accurate as possible within a short space. NOTE: Lutheran Foundation only supports projects that take place in the counties listed in the Modified Application.

o Member of a Giving Federation - To be completed if you receive ongoing allocations (not one-time grants) from one of the listed federations.

o Executive Director/Senior Pastor Signature - The signature should be that of the Executive Director/Senior Pastor or authorizing official on behalf of the organization.

o Delegate Signature – The signature should be of a Lutheran Foundation of St. Louis Delegate. Delegate names are listed on the Foundation’s website (www.LutheranFoundation.org/content/Delegates).


http://www.LutheranFoundation.org/content/Delegates

PART II. NARRATIVE

SECTION A, QUESTION 1 –ORGANIZATION BACKGROUND Discuss the founding and development of the organization and the organization’s current mission statement. Explain the original issue and/or opportunity the organization was founded to address and how that may have changed over time.

Rationale By offering a solid description of when, why, how, and if relevant, by whom the organization was founded, as well as how the organization may have changed over time, you provide context for understanding an organization’s current reality. It also helps the grantmaker determine how the proposed project (especially if new) “fits” with the organization’s mission, history and current services.

Tips and Things to Consider: Founding: This is asking for a brief history of the organization’s origins, not a detailed chronology of events. This is

the place to convey the passion and commitment that led to the organization’s creation. Even if the organization is well-known in the community, it is still necessary to provide the brief history that is asked for in this question.

Development: If the organization has evolved over time in response to internal or external factors, then briefly describe here.

The original issue and/or opportunity the organization was founded to address: This is the place to describe the need for the organization. The CGA moves away from the language of a “needs statement” in favor of language that has a more positive orientation (“issue and/or opportunity,” in place of “need”). However, it is still very important to explain what concern the organization was founded to address and – if it has changed – the concern that is currently being addressed.

It is not necessary for organizations with long histories (more than 20 years) to cover all of the intervening years. Major milestones or significant changes in the organization’s approach to its mission should be included only if such information will add to an understanding of current circumstances.

If the organization has had a rocky past, then describe how those difficulties were overcome or are currently being addressed. Candor is appreciated and respected. If you have already described the situation in the cover letter, then do not repeat it in the organizational background.

SECTION A, QUESTION 2- ORGANIZATION OVERVIEWProvide a brief description of the organization’s current services. Include population and numbers served, as well as expected results. Describe the proposed project in Section D; describe the organization’s other projects here.

Rationale By reading about the organization’s projects, the grantmaker will learn how the organization has chosen to deliver on its mission and goals.

Tips and Things to Consider: The size and complexity of the organization will determine how much information you are able to convey in your

response to this question. Large organizations with many projects may need to describe project areas, rather than specific projects.

By including information on the population served, you provide a clear sense of the current beneficiaries of the organization’s projects and services. A description of the population served typically involves an explanation of the demographics of the population impacted by this grant. Be brief- only a limited amount of demographic information is needed.

Numbers served offers a sense of scope and size of an organization. In describing numbers served, provide information on whether the numbers represent unduplicated individuals or total units of service delivery and provide both if possible.

High or low numbers are not inherently good or bad. For example, an organization with one or two projects may be taking a very focused approach. In terms of numbers of individuals receiving services, serving 1,200 children vs. 15 children probably reflects a very different kind of project. It does not mean that one is more important or effective than the other.


SECTION B, FAITH CONNECTION (Section added by Lutheran Foundation of St. Louis)Just as your organization has a vision and mission, so does Lutheran Foundation. Connection to faith is one of the Foundation’s core values. Demonstrate how your organization and/or request will help the Foundation achieve its vision, how faith is incorporated into the delivery of services, and your organization’s connection to the faith community.

Tips and Things to Consider: Do not try to be something that you are not. Do not forget to include your connections with non-Lutheran congregations and/or organizations, if appropriate. Note: If your organization has absolutely no ties to the faith community, it is unlikely your request will be funded.

Examples for Question 4During the initial intake, clients are asked what role faith plays in their journey of recovery. As part of case management activities, clients are encouraged to further develop in that area as a part of their overall treatment plan.

Our organization hosts a Bible study on Tuesday nights for both current and former participants in our residential program.

SECTION C, QUESTION 5 - NEEDS STATEMENTThe issue and/or opportunity addressed: identify what concern (or issue/opportunity) a project will address. This is the place to highlight the organization’s understanding of the concern it is addressing through this specific project.

Tips and Things to Consider: This is where you convince the funder that the issue you want to tackle is important and show that your organization

has expertise on the issue. Don’t assume the funder knows much about your subject area. Most grantmaking staff are generalists. They will

probably know something about topics like Shakespeare, water pollution or HIV/AIDS, but you should not assume that they are familiar with Troilus and Cressida, taconite disposal methods or Kaposi’s sarcoma. Keep your language general enough for a lay person to understand.

Why is this situation important? To whom did your organization talk, or what research did you do, to learn about the issue and decide how to tackle it?

Describe the situation in both factual and human interest terms, if possible. Providing good data/statistics demonstrates that your organization is an expert in the field. If there are no good data on your issue, then consider doing your own research study, even if it is simple.

Describe your issue in as local a context as possible. If you want to educate people in your county about an issue, then tell the funder about what is happening in your county — not in the United States as a whole unless national data would provide valuable context to the local information.

Describe a problem that is about the same size as your solution. Don’t draw a dark picture of nuclear war, teen suicide or lethal air pollution if you are planning a modest neighborhood arts project for children.

Don’t describe the problem as the absence of your project. “We don’t have enough beds in our battered women’s shelter” is not the problem. The problem is increased levels of domestic violence. More shelter beds is a solution.

Don’t use acronyms that haven’t been clearly explained.

EXAMPLEIssue: Many former offenders reentering the community lack the skills necessary to obtain gainful employment.

A recent report from the Pew Center on the States found that one in 100 Americans is incarcerated. In Missouri, that translates into nearly 31,000 adult inmates at one of 22 prisons. St. Louis is known as a “gateway” for offenders to reenter the community after prison. It is estimated that 18,000 individuals are released annually from prison throughout Missouri, of which a significant percentage return to St. Louis. Successful reentry back into the community is an issue of public safety for communities.

Men and women enter U.S. prisons with limited marketable work experience and low education or vocational skills. Social and environmental factors (poverty and education), service factors (accessibility to and availability of quality, affordable programs) and physical factors (place of residence, housing and transportation) contribute to choices individuals make that result in initial or re-incarceration, and prohibit their ability to receive needed services in order to successfully become


reintegrated into the community. The inability to secure gainful employment upon release lessens the likelihood of successful reentry. This has grave consequences, not only for the former offender, but also for families and neighborhoods.

SECTION D: PROJECT INFORMATIONThis section provides the opportunity to present a thorough description of the specific project for which funding is being requested. Being able to answer all of the topics outlined in the questions demonstrates a well-conceived project that addresses a clearly defined issue(s). This section asks for information regarding the project for which funding is requested, as opposed to the organization’s overall goals and objectives.

Lutheran Foundation has added a Project Logic Model to the Common Grant Application. See page 15 of the User’s Guide for further information on how to complete the Project Logic Model. See page 36 for a completed sample Project Logic Model.

RationaleRather than provide an open ended narrative format, we chose to break the narrative down into specific questions.

SECTION D, QUESTION 8 - POPULATION SERVED

Tips and Things to Consider: Describe the target population and number to be served. Only discuss the issues and/or opportunities (or concerns) that the target population faces, as opposed to the needs

of the organization.

EXAMPLEABC Non-Profit, Inc. offers skill development and job-readiness training for former offenders released from prison and who are living in the City of St. Louis. The proposed project will target men and women within three months of their release from incarceration. This project will serve a total of 75 former offenders who have committed a misdemeanor offense.

SECTION D, QUESTION 9 - GOALS

Tips and Things to Consider: Goals convey the general direction or overall purpose of the project for which funding is requested. Make sure that the goal says explicitly whom the project will impact. Make sure the goal describes the direction of

the change that is expected (e.g. reduce, expand, increase, decrease). Be realistic. It is common to have more than one goal for a single project.

EXAMPLEThere are two major goals for the skill development and job-readiness project.

Goal #1 – Increase vocational skills of former offenders in order to secure gainful and sustainable employment. Goal #2 – Reduce recidivism rates of former offenders reentering the St. Louis community.

SECTION D, QUESTION 10 - ACTIVITIES

Tips and Things to Consider: Activities refer to the essential tasks that need to take place to accomplish the goals and objectives. Explain the project in such a way that a reader who knows nothing about how the project is implemented will be

able to visualize it. Fully describe the activities/tasks. There should be a very clear link between the activities you describe in this section, the goals, outcomes and the

target population. Be explicit in your writing and state exactly how the activities you have chosen will fulfill your project's goals and outcomes and help deal with the needs/problems on which your proposal is focused.

Answer what, how often, for how long. IMPORTANT: For expanded projects, differentiate between current, expanded, and new activities.


EXAMPLEThis is an example of one primary activity for achieving the goals and objectives of the Project in order to demonstrate the level of detail expected for each primary activity in the Grant Application:

ABC Non-Profit case manager will provide mandatory 1.5 hour weekly soft skills, budgeting and time management classes for 65 project participants to be held at ABC Non-Profit agency for 12 weeks. Classes will cover soft skills including appropriate work attire and professional behavior in the work setting. Additionally, the staff will train participants in creating realistic budgets and provide tips for adherence to the budget. Classes also will cover time management skills in order to ensure that the participants are meeting their daily demands in a timely manner and can maintain employment due to consistent, timely attendance. (existing)

SECTION D, QUESTION 11 – FOUNDATION IMPACT AREAS (Question added by Lutheran Foundation of St. Louis)Rationale Lutheran Foundation is committed to meeting the needs of our community by investing in effective organizations and programs that show measurable impact on the lives of hurting people. In the new strategic funding plan, Lutheran Foundation has identified three (3) Impact Areas for each Funding Focus Area (except the Lutheran Education Funding Focus Area which is still under development). These Impact Areas are meant to further clarify the major changes sought by the programs/services/organizations funded by the Foundation. In other words, in a perfect world, those served by our grantees, or the grantees themselves, would achieve one or more of these Impact Areas. The Foundation believes that tracking against these Impact Areas will allow us to better determine our funding impact in each Funding Focus Area.

Organizations seeking funding from the Foundation must demonstrate how their request will address one or more of a Funding Focus Area’s Impact Areas.

Tips and Things to Consider: You must select from the three Impact Areas provided in the Funding Focus Areas (Lutheran Education’s Impact

Areas are under development). You may not create your own Impact Area(s). Grant applicants do not need to address all three Impact Areas; more Impact Areas addressed do not necessarily

make for a stronger grant request. Choose only the Impact Area(s) that best fit your proposed program/project.

SECTION D, QUESTION 12 - OUTCOMESOutcomes are the changes in (or benefits achieved by) individuals or communities due to their participation in project activities. This may include changes to participant’s knowledge, skills, values, behavior, conditions, or status. In general outcomes are described in quantitative (numbers, i.e. – the picture is 10”x14”) or qualitative (descriptions, i.e. – the picture is of a purple house) terms.

Lutheran Foundation has provided a list of suggested/recommended outcomes for five of the six Funding Focus Areas (Lutheran Education is under development). Each outcome statement is grounded in research best practices. In our new strategic funding plan, Lutheran Foundation revised how we look at and track grantee outcomes. Moving forward, grant applicants must provide 3-5 outcome statements that address one or more of Lutheran Foundation’s Impact Areas. See Appendix A for a full listing of suggested/recommended outcomes.

Lutheran Foundation is keenly interested in the long-term impact of our funding on achieving meaningful transformation in the lives of hurting people. Grant applicants often do a good job tracking short-term, knowledge changes in clients while they are receiving services. Fewer organizations track clients once services conclude and/or attempt to measure behavioral changes. The Foundation is ultimately interested in longer-term, behavioral changes in clients.

Thus, in the new strategic funding plan, organizations who receive more than one year of funding for a particular program/service will need to track clients for a period of time once services conclude. The length of time to be tracked is relative to each service and can be determined by the organization. The Foundation is willing to help cover evaluation costs associated with tracking clients for a longer period of time.

For more information, visit Lutheran Foundation’s website (www.LutheranFoundation.org) and click on the appropriate Funding Focus Area.


http://www.LutheranFoundation.org/

TYPES OF OBJECTIVESThere are at least four types of objectives:

Behavioral - A human action is anticipated.Example: Fifty of the seventy children participating will learn to swim.

Performance - A specific time-frame, within which a behavior will occur, at an expected proficiency level, is expected.Example: Fifty of the seventy children will learn to swim within six months and will pass a basic swimming proficiency test administered by a Red Cross-certified lifeguard.

Process - The manner in which something occurs is an end in itself.Example: We will document the teaching methods utilized, identifying those with the greatest success.

Product - A tangible item results.Example: A manual will be created to be used in teaching swimming to this age and proficiency group in the future.

Tips and Things to Consider: Refer to the Appendix A in the User’s Guide for a list of suggested/recommended outcomes for five of the six

Funding Focus Areas (Lutheran Education’s outcomes are under development). Discuss short, intermediate, and long-term outcomes and be sure to differentiate from outputs. Short, intermediate, and long-term outcomes are relative terms. Use your best judgment in deciding where your

project outcomes should be listed. More outcomes are not necessarily better. Your organization must be able to evaluate all outcomes listed. If it is a new project, attaching an amount/percentage of change expected can be challenging. In these cases, a less

specific outcome is acceptable. If an applicant chooses to use suggested/recommended outcomes found in Appendix A, they do not need to

propose to track all of the suggested/recommended outcomes. All outcomes identified in an organization’s Grant Application will need to be evaluated and reported. Organizations

are encouraged to consider their capacity to track the outcomes they list in their Grant Application. More outcomes do not necessarily make for a stronger program or grant request.

EXAMPLEThe skill-development and job-readiness project has the following outcomes:

95% of participants will demonstrate increased knowledge regarding soft skills, budgeting and time management as a result of classes provided by ABC Non-Profit (Short-term)

75% of participants will graduate with at least 120 hours of vocational training in one of three areas over a period of six months (Short-term)

90% of graduated participants will complete the agency-secured externship/apprenticeship (Intermediate) 80% participants will complete case plan goals established in ongoing case management services post graduation

(Intermediate) 90% of graduated participants will secure gainful employment within three months of graduation (Intermediate) 90% of employed graduates will maintain employment for a minimum of six months with same employer (Long-term) 90% of participants will not experience re-arrest or re-incarceration during 12 months following completion of the

vocational training (Long-term)

SECTION D, QUESTION 13 - TIMELINE

Tips and Things to Consider: Provide a clear indication of the time frame for the project and the times when each aspect of the project will be

implemented. Explain any key dates or chronology associated with the project. This could include dates when enrollment is open,

how many months out of the year the project is offered, the start and completion dates of a one-time project, a project design phase, or a pilot project, etc.

EXAMPLE


1st Year Time LineMonth One

Advertising and interviewing for Case Manager position Meetings with office of probation and parole to recruit participants Meetings with XYZ Technical College to establish contracts with instructors Build partnerships with local electrical, plumbing and construction companies in order to secure

externships/apprenticeships for participantsMonth Two

Hiring and orienting Case Manager Recruiting new participants (Cohort 1) Securing equipment necessary for participants to use during vocational training Finalizing contracts with XYZ Technical College Finalizing contracts for externships/apprenticeships

Month Three Soft skills, budgeting and time management class begins (Cohort 1) Case management in order to address transportation barriers begins (Cohort 1) Vocational Training at XYZ Technical College begins (Cohort 1) Preparation for data collection and tracking

Month Four – Six Recruitment for Cohort 2 Orientation for new participants (Cohort 2) Soft skills, budgeting and time management class ends (Cohort 1) Soft skills, budgeting and time management class begins (Cohort 2) Graduation from vocation training (Cohort 1) Placement in externships/apprenticeships for graduated participants (Cohort 1) Vocational Training at XYZ Technical College begins (Cohort 2) Case management in order to address transportation barriers begins (Cohort 2) Follow up case management services for Cohort 1 Collecting short-term data for Cohort 1

Month Seven – Twelve Soft skills, budgeting and time management class ends (Cohort 2) Placement in externships/apprenticeships for graduated participants of Cohort 2 Graduation from vocation training (Cohort 2) Placement in externships/apprenticeships for graduated participants of Cohort 2 Graduation from externships/apprenticeships for some of Cohort 1 Job placement for Cohort 1 Follow up case management services for Cohorts 1 and 2 Collecting short-term data for Cohort 2 Collecting intermediate/long-term data for Cohort 1

SECTION D, QUESTION 14 - COLLABORATION Describe the organization’s most significant interactions with other organizations and efforts. Address this question with respect to the requested project only.

Rationale The effectiveness of nonprofit organizations often depends on successful relationships with others in the community. Regardless of form – partnership, collaboration, cooperation, or coordination – these relationships, or strategic alliances, can serve a variety of purposes, including resource sharing, policy influence, and improved operational efficiency.

Tips and Things to Consider: Do not create a long list of key partners, as such a list does not convey very meaningful information. Instead, select

the organization’s most significant interactions and explain the goals and/or outcomes of those relationships. Interactions run the gamut from simple awareness of other organizations to making referrals to other groups, attending networking meetings, sharing staff and volunteer trainings, strategic alliances, and formal partnerships and collaborations. Due to space limitations, describe the interactions that are most important to the organization in terms of helping it achieve the proposed project’s goals.


EXAMPLE ABC Non-Profit – will provide a small, furnished office cubicle with phone and internet services for the Project staff XYZ Technical College – will provide vocational instructors and instruction space. DEF Hardware Store – will provide trade materials for participants in skill-development program GHI Construction Company – will offer 15 externships/apprenticeships to graduated participants JKL Construction Company – will offer 15 externships/apprenticeships to graduated participants MNO Plumbing Company – will offer 14 externships/apprenticeships to graduated participants PQR Plumbing Company – will offer 15 externships/apprenticeships to graduated participants STU Electrician Company – will offer 15 externships/apprenticeships to graduated participants VWX Electrician Company – will offer 16 externships/apprenticeships to graduated participants Missouri Office of Probation and Parole – will refer clients to project and assist with tracking re-arrest and re-

incarceration rates

SECTION D, QUESTION 15 - DIFFERENTIATING FACTORS

Tips and Things to Consider: Often, grantmakers want to be sure that an organization is not duplicating services that are already offered within a

community. New organizations with very little history should explain the deliberate decision to launch a new organization in relation to:

o the existence of other organizations with similar missions, and o assessing the issue and/or opportunity the organization plans to address.

What makes this organization/project unique? Note: Grantmakers do not expect that every organization/project is unique.

SECTION D, QUESTION 16 - KEY PLAYERS

Tips and Things to Consider: Use this section to describe the roles of the different people associated with your project and the importance of

each. Note if staff is already in place or needs to be hired. Make sure to clarify how each role is essential to the success of the project and how each role clearly relates to

operationalizing the methods you have described. So what do you say about your key people? To start, make sure you include name, title, experience, and

qualifications. This is a good place to use bullet points. The short descriptions of your personnel should let the funding agency know that you have excellent people who are

committed to the project. The validity for what you are proposing is directly related to the people who will work with the project.

If you will be using a Steering Committee (Advisory Committee, Governing Board, etc.) to assist in your project, then this is a good place to describe how it will be organized and who will be included.

It is OK to not have all the staff already in place. In this case, list the position and primary job duties. IMPORTANT: Distinguish between new, expanded, and existing positions.

EXAMPLEThe Project will employ two staff for all or part of the grant and six instructors from XYZ Technical College for contracted services

Project Director (20% of full time) – Responsible for overseeing project development and operation, establishing and maintaining links with local government agencies and other for-profit and non-profit entities, procuring externships/apprenticeships, and budget. The Project Director will be Lisa Jones, Vice President of Ex-offender Services at ABC Non-Profit, Inc. (existing).

Case Manager (100% of full time) – Responsible for developing project and implementing operations, enhancing links with local government agencies and other for-profit and non-profit entities, delivering soft skills, budgeting and time management classes, placing participants in agency-secured externships/apprenticeships, dispersing direct assistance for transportation and providing resources for services, case management follow-up with participants, collecting data relevant to outcome statistics. Will be housed at ABC Non-Profit, Inc. (new).


Vocational Instructors (contract services at $60/hour) – Responsible for providing vocational instruction in three areas: basic construction, plumbing, and electrical skills (new).

SECTION D, QUESTIONS 17 & 18 - LONG-TERM GOALS AND FUNDING

Rationale Strong organizations are proactive in preparing for their future. Nonprofits should engage in sound planning to define a clear vision for the future with specific strategies for reaching established goals.

Tips and Things to Consider: This question is asking for a broad overview of the organization’s approach to planning for either the organization in

general or this specific project. Report if the organization has developed or is currently working on any variety of plans, including, but not limited to

a strategic plan, a long-range operational plan, a fund development plan, a succession plan for board and key staff, a board development plan, a plan for providing ongoing professional development for staff, a disaster management plan, a risk management plan, etc.

Describe how the proposed project compliments the organization’s long-term goals.

SECTION D, QUESTION 19 - APPROACH

Tips and Things to Consider: Evidence based approaches - Many grantmakers want to know that an organization’s projects reflect best practices

or utilize evidence-based approaches. If the organization is using a specific model or evidence based approach, then provide that information.

If the project is not based on a specific best-practice or model project, then explain why the organization chose to address the issue and/or opportunity in the way that it did.

If the reason for the approach is based on evaluation results, then it may be appropriate to refer the reader to your response to the Evaluation section where you describe project results.

SECTION E, QUESTIONS 20, 21, & 22 - EVALUATION

Rationale The strongest nonprofits evaluate their work, analyze and understand the results, and implement modifications to improve programming. Project evaluation consists of two different evaluative strategies - formative and summative.

Formative Evaluation – A formative evaluation is also known as a process evaluation. The purpose of formative evaluation is to validate or ensure that the goals are being achieved and to improve the program, if necessary, by means of identification and subsequent remediation of problematic aspects. Primarily qualitative in nature, the formative evaluation is typically conducted through interviews and open-ended questionnaires.

Summative Evaluation - Summative evaluation provides information on the program’s efficacy (it's ability to do what it was designed to do). For example, did the learners learn what they were supposed to learn after using the instructional module. In a sense, it lets the learner know "how they did," but more importantly, by looking at how the learner's did, it helps you know whether the product teaches what it is supposed to teach. Summative evaluation is typically quantitative, using numeric scores or letter grades to assess learner achievement.

Tips and Things to Consider: Best practices in nonprofit operations encourage that organizations engage in some examination of their activities to

help guide their work. Grantmakers realize that organizations in the startup phase (less than two years old) may not have a lot of outcome

data to report. A complete answer to these questions requires you to provide information about your future plans for measuring

outcomes, as well as reporting on previous evaluation results or findings. Describe the methods (e.g., client feedback, pre- and post-tests, focus groups, surveys, etc.) for measuring progress

toward achieving established goals or desired outcomes and/or the names of specific tools that the organization


uses to measure outcomes. Include what the organization is measuring, how often each tool is used, and, if appropriate, why a particular tool or method was selected.

For startup organizations, describe how the organization is planning to measure outcomes. Evaluation does not have to require thousands of dollars of investment and/or outside consultants. Simple

pre/post-surveys may suffice. Evaluation methods typically reflect the size and sophistication of the organization. Having said that, your evaluation methods should be robust enough to determine whether or not your project achieved the desired outcomes.

For existing project requests: Summarize key evaluation results or findings that demonstrate the project’s past results. Indicate the time frame for the results or findings.

o Do not be afraid to share disappointing results. The key is what the organization learns from experience and how it adjusts its practices in light of the results. Many nonprofits are addressing very complex social issues, and therefore, it is a real sign of strength to have uncovered a flaw in the organization’s approach. Deliberately working to address those flaws can lead to improved outcomes in the future.

o Summarize what the organization learned from its most recent evaluation results that best reflect the organization’s overall impact. Be sure to include the timeframe the evaluation results cover. Include composite data (e.g., “Over the past 5 years, the graduation rate for our youth in mentoring relationships was 85 percent.” or “Habitat enhancement and reintroduction of 10 river otter pairs yielded a net gain of 22 pups over the course of two years.”).

This section may include your organization’s plan for disseminating information of/from the project to other audiences. Most funding agencies are interested in seeing how their financial support of your project will extend to other audiences. This may include newsletters, workshops, radio broadcasts, presentations, printed handouts, slide shows, training projects, etc. If you have an advisory group involved with your project they can be very helpful in disseminating project information to other audiences.

EXAMPLE Documentation of attendance rosters from all skill-development classroom sessions and number of students

graduating from project. Documentation of attendance rosters from all budgeting and time management classroom sessions. Pre and Post tests of soft skills, budgeting and time management class content to measure knowledge change in

these areas. Documentation (case notes) of case management meetings including follow-up meetings. Follow-up with participants via phone, email and postal mail to track and gathering data related to employment

gained by graduated students. Records from Missouri Office of Probation and Parole regarding re-arrests and re-incarceration rates of project

participants.

SECTION F, QUESTIONS 23 & 24 – VOLUNTEER INVOLVEMENT (Section added by Lutheran Foundation of St. Louis)

Rationale Lutheran Foundation values the involvement of volunteers in both the organization and, when appropriate, in the proposed project.

Tips and Things to Consider: Clearly state how volunteers are involved in the organization and the proposed project. The Foundation understands that certain projects, because of the nature of services being provided, are not

appropriate for volunteer involvement. Note this in this section and focus on how volunteers are involved in other areas of the organization.

Identify how volunteers of the Christian faith will be involved in the proposed project.

SECTION G, QUESTION 25 – CONGREGATIONS/ORGANIZATIONS APPLYING IN THE CONGREGATION SOCIAL SERVICE OUTREACH MINISTRY FOCUS AREA (Section added by Lutheran Foundation of St. Louis)

Rationale


Only complete this section if your congregation/organization is applying under Lutheran Foundation’s Congregation Social Service Outreach Ministry focus area.

Tips and Things to Consider: Lutheran Foundation is interested in supporting congregational projects that reach out to and serve the community.

Therefore, at least 50 percent of those served through the proposed project should be “people of the community” rather than church members or regular attendees.

SECTION H, QUESTIONS 26 & 27– CONGREGATIONS/ORGANIZATIONS APPLYING IN THE CHRISTIAN VOLUNTEERISM FOCUS AREA (Section added by Lutheran Foundation of St. Louis)

Rationale Only complete this section if your congregation/organization is applying under Lutheran Foundation’s Christian Volunteerism focus area.

Tips and Things to Consider: Your entire request should build the case for your new or expanded volunteer management program rather than

focus on the programs/services provided by your organization. Lutheran Foundation wants to know that applicants have conducted an internal assessment of their volunteer

management program. Several free and low-cost tools can be found on the Internet. Send Me St. Louis also has tools available. Contact them at [email protected] for more information.

Lutheran Foundation will support expenses related to implementing a new or improving an existing quality volunteer management program. The Foundation will not provide long-term support for these expenses and, as such, the applicant must demonstrate how they will incorporate such expenses into their ongoing budget once funding from the Foundation ends.

While the Foundation will consider requests to fund a Volunteer Coordinator, the Foundation is more interested in funding new rather than existing positions.

SECTION I, PROJECT LOGIC MODEL (Section added by Lutheran Foundation of St. Louis)

Rationale Logic models are an easy way to show your project, from beginning to end. If your project is funded by Lutheran Foundation, a copy of this Project Logic Model will be attached to your Grant Agreement. Your organization will be required to report on the activities and outcomes achieved as reflected on the Project Logic Model.

Tips and Things to Consider: Refer to Appendix B for a sample Project Logic Model. Again, Appendix A has a list of suggested/recommended outcome statements for five of the six Funding Focus Areas

(excluding Lutheran Education). Applicants are encouraged to model their outcome statements from this list. The goals, Impact Areas, activities, outcomes, and evaluation methods should mirror the information provided in the

narrative (Questions 10, 11, 12, & 20). Questions 10, 11, 12, & 20 should provide robust information whereas the Project Logic Model should provide a

higher-level overview. Be brief, bulleting items in the Project Logic Model.

SECTION J, QUESTION 28 - BUDGET

RationaleThe budget translates what you plan to do into dollars. The budget narrative justification serves two purposes: it explains how the costs were estimated and it justifies the need for each budget item.

Tips and Things to Consider: Please note that you can add in extra rows to the Project Budget Template as needed. Not every line item will be

applicable. If not applicable, then leave it blank. Expenses listed in the project budget must be explained in the budget justification narrative.

The narrative may include tables for clarification purposes.


mailto:[email protected]

Be sure to provide details for what is included in the line labeled “other” on the Project Budget Template. Often times, percentages will be used in the budget narrative justification. If you are assuming that your project

expenses will be X% of your total organization budget expenses you would explain that in the budget narrative. Funders like to know what % of a Full Time Equivalent (FTE) the project involves. As benefits vary widely between organizations, separate out salaries and benefits/taxes in the narrative so that the

Foundation can understand how much is requested for each. IMPORTANT: Identify existing vs. new vs. expanded expenses. If expenses for a line item are listed in both columns (Total Project Expenses and Amount Requested from Funder),

identify in the narrative what specifically you want Lutheran Foundation to support.

ExpensesExpenses are broken down into total project expenses and the expenses that you are seeking from this funder.

1. Salary and BenefitsInclude the expenses for all the people who will work on the project. Break out the employee detail in the budget narrative justification. Don’t forget to include payroll taxes (FICA, Medicare, unemployment and workers’ compensation) and fringe benefits such as health insurance. You can include a portion of these costs equal to the portion of the person’s time dedicated to the project.

2. Contract Services (consulting, professional, fundraising)Non-employees that are contracted to do work related to the project. Whenever grant funds are used to pay a third party (individual or organization) outside of the organization, these costs should be included in the grant budget under this category.

3. Occupancy (rent, utilities, maintenance)Direct project expenses that would not occur if you did not do the project. Some organizations assign a percentage of these expenses to each project.

4. Training & Professional DevelopmentCosts related to developing staff and preparing the organization to take on this project.

5. InsuranceCosts related to insuring this project.

6. TravelTravel related to the project. Could be local or non-local. When budgeting for travel you may want to consider the following: airfare, ground transportation, per diem, lodging, mileage for personal vehicle usage, etc.

7. EquipmentNonexpendable, tangible property. Typically thought of as items that are more costly and durable. When there is a need to rent or buy equipment for use on the project, provide information on the type of equipment to be rented/bought, the purpose or use on the project, the length of time needed, and the rental/purchase rate.

8. SuppliesTypically thought of as items that are less costly and get used up. In an office setting a computer would be equipment and the pencil would be supplies.

9. Printing, Copying & PostagePhotocopying, printing, mailings, postage, and express mail charges that are directly related to the project.

10. EvaluationCosts related to doing project evaluation. May include hiring external evaluators.

11. MarketingCosts related to the marketing, advertising, and the promotion of your project. Might include additional website costs


that are above typical website costs related to your everyday business.

12. Conferences, Meetings, etc.Costs of holding (or attending) a conference or meeting are included in this category. Some examples are the rental of facilities and equipment for the meeting, honorariums or fees for trainers or guest speakers, travel, and per diem for speakers. Details of costs for each conference or meeting should be broken out and provided in the budget narrative.

13. AdministrationNon-personnel expenses you will incur whether or not you do the project. Some organizations include as a percentage of management staff in this line item.

14. Project ExpensesAny additional expenses associated with carrying out the project that hasn’t previously been listed. Examples could include curriculum, food, or arts & crafts expenses.

RevenuesPlease specify whether the Contributions, Gifts, Grants, & Earned Revenue are committed or pending. Committed means there is a firm agreement with the donor to give a contribution. “Pending” means that a request has been made but not yet agreed to or granted. Explain the committed versus pending amounts in the budget narrative justification. For example, if you have a request that you plan to submit please explain it in the budget narrative.

1. Local GovernmentGroup together all local government revenues (related to this project) and then break out the detail as necessary in the project budget justification.

2. State GovernmentGroup together all state government revenues and then break out the detail as necessary in the project budget justification.

3. Federal GovernmentGroup together all federal government revenues and then break out the detail as necessary in the project budget justification.

4. IndividualsGroup together all individual donations and then break out the detail as necessary in the project budget justification.

5. FoundationGroup together foundation grants less than $1,000. Break out foundation grants greater than $1,000. Add rows as needed.

6. CorporationGroup together corporate grants less than $1,000. Break out corporate grants greater than $1,000. Add rows as needed.

7. FederationGroup together federated grants less than $1,000. Break out federated grants greater than $1,000. Add rows as needed.

8. OtherOther grants not covered by the above listed categories.

9. Membership IncomeRevenues expected to be received from membership dues as related to this project. Explain how your dues work in the budget justification narrative.

10. Project Service FeesRevenues expected to be received from those participating in the project.


11. ProductsWhat people give you in exchange for the service or product your project generates. Not all projects generate income, but many do. A play generates ticket income and maybe concession income. An education project may have income from publication sales or tuition.

12. Fundraising Events (net)Revenue expected to be received related to this project for fundraising event. Please subtract out the cost of the event.

13. Investment IncomeIncome coming from interest payments, dividends, capital gains collected upon the sale of a security or other assets, and any other profit that is made through an investment vehicle of any kind.

14. In-Kind SupportGifts of goods or services instead of cash. They can include donated space, materials or volunteer time. If you list in-kind contributions as income in your budget, then you must also show the corresponding expenses. If someone gives you something at a major discount, then you would show the whole expense and then list the portion being donated under in-kind contributions. This might include volunteer involvement- for example, a volunteer offered his marketing services to the firm and it would have cost $xxx amount if you would have had to purchase those services.

BUDGET NARRATIVE EXAMPLES Lisa Jones, PI, will serve as project director and will oversee the entire project. Additionally she will do XYZ for the

project. She is a 20% FTE. She will devote XX months effort and $$$$ salary. The fringe benefit rate is 28%. Salaries are increased 3% annually. (existing)

Phillip Harris, will serve as the case manager and is responsible for daily operations of the project. Additionally, he will do XYZ for the project. He is a 100% FTE. His salary will be $$$$. The fringe benefit rate is 28%. Salaries are increased 3% annually. (new)

Contract vocational instructors from XYZ Technical College will be reimbursed for instruction time at a rate of $60/hour for a total of 720 instruction hours over six months. (720 x $60 = $43, 200) (new)


PART III- REQUIRED ATTACHMENTS(Section modified by Lutheran Foundation of St. Louis)

ATTACHMENT 1 - List of current board of directors including their professional affiliations (name of organization of employment)

Contact information for the board of directors is not required. The information should include name, title on board (if applicable), name of employer, and job title

EXAMPLEMarcia Lopez, Board PresidentABC Law Firm, Partner

Joseph Smith, SecretaryXYZ Manufacturing, CFO

Susan Michaels, TreasurerLMN Energy, Vice President Administration

ATTACHMENT 2 - A copy of the current IRS Letter of Determination indicating tax-exempt status

A determination letter is the most important legal document your organization possesses. The IRS sends you this letter after you have successfully applied for the recognition of your organization's tax-exempt status. In this document the IRS indicates under which section of the Internal Revenue Code your organization is qualified.

The determination letter is the only official document and proof that your organization is recognized as a tax-exempt organization. A state-issued tax exempt letter is not the same thing.

ATTACHMENT 3- State Registration of Fictitious Name

If your organization goes by a different name (dba) than what you were originally incorporated as, please include a copy of the document filed with the state indicating this change.

ATTACHMENT 4- Financials

Income StatementInternally prepared income statement for current fiscal year.

Audited Financial Statements OR 990’s and Internally Prepared Financial Statements1. Complete copy of organization’s audited/reviewed/compiled financial statements for the last fiscal year

which includes two (2) years of financial information.

OR

2. Organization’s most recently filed Form 990 PLUS internally prepared financial statements for the past two (2) years. Must include:

* Form 990The IRS Form 990 is titled "Return of Organization Exempt From Income Tax." It is submitted by tax-exempt organizations and non-profit organizations (except congregations) to provide the Internal Revenue Service with annual financial information. A short version, Form 990-EZ, may be used by organizations with gross receipts of between $25,000 and $500,000 and total assets of less than $2.5 million. (Organizations with gross receipts of under $25,000 in a year are not required to file a Form 990. Congregations are not required to submit a Form 990). Another variant, Form990-PF, is available for private foundation


organizations.

* Statement of activities (income statement)Also known as profit and loss statement (P&L), statement of financial performance, earnings statement, operating statement or statement of operations. It indicates how the revenue is transformed into the net income (the result after all revenues and expenses have been accounted for, also known as the "bottom line"). It displays the revenues recognized for a specific period, and the cost and expenses charged against these revenues, including write-offs (e.g., depreciation and amortization of various assets) and taxes. The purpose of the income statement is to show whether the nonprofit made or lost money during the period being reported. It represents a period of time. This contrasts with the balance sheet, which represents a single moment in time. It is important to specify whether it is accrual (preferred) or cash accounting.

* Statement of financial position (balance sheet)A summary of the financial balances of your nonprofit. Assets and liabilities and fund balances are listed as of a specific date, such as the end of its financial year. A balance sheet is often described as a "snapshot of a nonprofit’s financial condition". It applies to a single point in time of an organization’s calendar year.

* Statement of cash flowShows how changes in balance sheet accounts and income affects cash and cash equivalents, and breaks the analysis down to operating, investing, and financing activities. Essentially, the cash flow statement is concerned with the flow of cash in and cash out of the nonprofit. The statement captures both the current operating results and the accompanying changes in the balance sheet. As an analytical tool, the statement of cash flow is useful in determining the short-term viability of a nonprofit, particularly its ability to pay bills.

NOTE- Financial statements are to be prepared according to Generally Accepted Accounting Procedures (GAAP).


PART IV – SUBMISSION INSTRUCTIONS

Grant Applications may be submitted anytime during the year; however, grants will only be reviewed two times per year as noted below.

Exceptions are Congregation Mini Grants (up to $5,000) which are accepted, reviewed, and acted upon throughout the year.

Application Deadlines Board Decision

June 1 August 31

December 1 February 28

When the application deadline falls on a weekend, the deadline is extended to the following Monday.

Direct grant application questions to: Melinda K. McAlineyProgram Director

Lutheran Foundation of St. [email protected]

or (314) 231-2244 x2

Submit grant applications to: Lutheran Foundation of St. Louis8860 Ladue Road, Suite 200

St. Louis, MO 63124

Foundation contact information: Lutheran Foundation of St. Louis, Missouriwww.LutheranFoundation.org

(314) [email protected]

Applications must be received at the Foundation officeno later than 4:00 p.m. on the specified grant deadline dates.

(not post-marked, not faxed, not emailed)


mailto:[email protected]

ACKNOWLEDGEMENTS

Creating Missouri’s Common Grant Application (CGA) was a volunteer effort that required untold hours of work from many individuals extremely dedicated to enhancing Missouri’s nonprofit sector. From start to finish, the project took almost a year. The work was carried forward by a dedicated committee of grantmakers. Sincere thanks to the individuals involved for generously sharing their time and talent.

Dianne Benjamin, ARCHS John Brightman, Brightman Family Fund Sarah Carta , Washington University Kathy Doellefeld-Clancy, JF Roblee Foundation Diane Drollinger, Greater St. Louis Community Foundation Kay Dusenbery, Daughters of Charity Foundation of St. Louis Kathy Gardner, United Way of Greater St. Louis Lindsey Greenberg, Gateway Center for Giving Claire Hundelt, Vatterott Foundation Wendy Jaffe, Trio Foundation of St. Louis Felice Joyce, Spirit of St. Louis Women’s Fund Melinda McAliney, Lutheran Foundation of St. Louis Mary McMurtrey, Gateway Center for Giving Cheryl Polk, United Way of Greater St. Louis Mary Swan, Ameren Missouri Michael Yarbrough, St. Louis Rams Ann Vazquez, Lutheran Foundation of St. Louis

Special thanks to the following: Daughters of Charity Foundation of St. Louis for providing the Gateway Center for Giving funding to staff and oversee

this project.

The Greater St. Louis Community Foundation for providing the Gateway Center for Giving funding to create a Missouri Common Grant Application logo and help roll out the CGA.

Lutheran Foundation of St. Louis for providing meeting space and coffee for the monthly committee meetings.

United Way of Greater St. Louis for providing meeting space for various Common Grant Application related meetings.

Daughters of Charity Foundation of St. Louis, Lutheran Foundation of St. Louis, United Way of Greater St. Louis, and Vatterott Foundation for testing the application with their grant applicants.

Jill Young of Ohio Grantmakers Forum, Michelle Sturm of the Anschutz Family Foundation in Colorado, and the many other folks from the various Regional Associations for offering advice, materials, and support during this process.

We also extend thanks to the grantmakers and nonprofits that participated in the beta test of the CGA. Their experience and feedback led to the creation of the final version of the application itself and the accompanying User’s Guide. We salute their willingness to give of their time so generously to help ensure that the CGA would be an effective tool.

Teresa Barnhart, Cardinal Ritter Senior Services Dawn Belizaire, Foster and Adoptive Care

Coalition Cynthia Berry, St. Joachim & Ann Care Services Marcy Bursac, Shalom House Sister Marge Clifford, Sister Thea Bowman

Catholic School

Amy Collard, Ronald McDonald House St. Louis Rene Defiore, Good Shepherd Family and

Children's Services Lynn DeLearie, De LaSalle Middle School Sophie Emery, Jefferson County Community

Partnership Michelle Fielder, Touchpoint Autism


Debbie Genung, Foster and Adoptive Care Coalition

Josh Goldman, Beyond Housing Nikki Goldstein, Crown Center for Senior Living Linda Grayson, Spirit of St. Louis Women's Fund Erica Holliam, Beyond Housing Kent Hornberger, Ranken Technical College Kate Horrigan, Small Rain Jean Huelsing, Living Well Foundation Christine Ivcich, The Muny Pat Joshu, Immigrant and Refugee Women's

Program Ann Julian, Our Little Haven Katherine Kornfield, Missouri Botanical Gardens Kevin Kriesel, Hoyleton Youth and Family Services Donna Luker, Lutheran Foundation of St. Louis Rob Massa, Sherwood Forest Camp Miriam Mayham, St. Joachim & Ann Care Services Karin McElwain-West, Aim High St. Louis Bill McRoberts, Near Southside Employment

Coalition (NSEC)

Jim Moore, Community Action Agency of St. Louis County, Inc.

Mary Neal, Writing Works Michele Oesch, Saint Louis University Marissa Paine, The Haven of Grace Colleen Peters, St. Francis Xavier Outreach

Ministry Regina Przetak, ALIVE Liz Reeves, St. Louis Public Library Foundation Heather Rich, Saint Louis University Phyllis Schneider, United Services Ana Schultz, Sisters of Divine Providence Muriel Smith, Delta Gamma Center for Children

with Visual Impairments Ann Sutter, Spirit of St. Louis Women's Fund Barry Trautman, ARCHS Julie Turner, Lindenwood University Ohala Ward, Near Southside Employment

Coalition (NSEC) David Warren, Metro Theater Company Gil Weyhaupt, Room at the Inn

The following resources and reports were used to help compile the information found in this guide: Barbara Davis for the Minnesota Council on Foundation Writing a Successful Grant Proposal. 2005.

http://www.mcf.org/system/article_resources/0000/0325/writingagrantproposal.pdf

Colorado Common Grant Formshttp://www.coloradocommongrantforms.org/default.htm

S. Joseph Levine, Ph.D. for Michigan State University. Guide for Writing a Funding Proposal. 2011.http://www.learnerassociates.net/proposal/

Foundation Center- Proposal Writing Short Course.http://foundationcenter.org/getstarted/tutorials/shortcourse/need.html

Ohio Grantmakers Forumhttp://www.ohiograntmakers.org/page11466.cfm

University of Arizona Foundation- Helpful Grantseeking Links.http://uafoundation.org/information/faculty_staff/grantseeking/giftcenter/helpful_links.shtml

University of Arizona- Grants Glossary.http://www.azgrants.com/glossary/glossary.cfm#67


http://www.azgrants.com/glossary/glossary.cfm#67

http://uafoundation.org/information/faculty_staff/grantseeking/giftcenter/helpful_links.shtml

http://www.ohiograntmakers.org/page11466.cfm

http://foundationcenter.org/getstarted/tutorials/shortcourse/need.html

http://www.learnerassociates.net/proposal/

http://www.coloradocommongrantforms.org/default.htm

http://www.mcf.org/system/article_resources/0000/0325/writingagrantproposal.pdf

APPENDIX A: SUGGESTED/RECOMMENDED OUTCOME STATEMENTS

CHRISTIAN VOLUNTEERISM FUNDING FOCUS AREA SUGGESTED OUTCOME STATEMENTS 2014-2018

Impact Area #1: Congregations, faith-based organizations, and social service outreach ministries have in place a quality volunteer management system.

Short-term Outcomes(knowledge, attitude, skills change)

# and % of congregations/organizations that report implementing or strengthening a volunteer management program that utilizes best practices.

# and % of congregations/organizations that set strategic goals for volunteer involvement in the organization.

Intermediate Outcomes(behavioral change)

# and % of congregations/organizations that include volunteer equipping and management expenses in their annual budget.

# and % of congregations/organizations that report an increase in the number of people volunteering in/through their organization.

# and % of volunteers who report increased satisfaction with their volunteer activities.

Longer-term Outcomes*(behavioral, social, economic, &/or

environmental change) # and % of congregations/organizations

that report high volunteer retention rates (rates to be defined by the congregation/organization).

Impact Area #2: Congregations, faith-based organizations, and social service outreach ministries intentionally connect volunteer service with Biblical teaching.


# and % of congregations/organizations that develop and/or implement opportunities for volunteers to discuss the connections between serving and Biblical/Church teaching.

# and % of volunteers who increase understanding of the connections between serving and Biblical/church teaching.


# and % of volunteers that report a better understanding of their own faith as a result of their service.

# and % of volunteers who are serving in areas that use their gifts, talents, and/or interests.


environmental change) # and % of volunteers who are more

involved in the life of their congregation. # and % of volunteers who increase

engagement in meeting the hurting lives of others through volunteer service.

Impact Area #3: Congregations, faith-based organizations, and social service outreach ministries are better able to meet their mission through the involvement of volunteers.


# and % of congregations/organizations that report that volunteers have an understanding of the organization’s mission and how their service helps fulfill that mission.

# and % of volunteers who are more aware of community needs and opportunities for engagement through the congregation/organization.


# and % of congregations/organizations that report an increase in the number of volunteers.



that report they are better able to meet long-term/strategic goals as a result of successful volunteer equipping and management.

* Longer-term Outcomes are only applicable to Send Me St. Louis’ work with congregations/organizations. Grantees will only be required to track Short-Term and Intermediate Outcomes.

CONGREGATION SOCIAL SERVICE OUTREACH MINISTRY FUNDING FOCUS AREA SUGGESTED OUTCOME STATEMENTS 2014-2018

Impact Area #1: Congregations/organizations have in place quality social service outreach ministries that meet the needs and assets of the congregation/organization and the community.


# and % of congregations/organizations that can identify at least five strengths and needs in their community and church/organization.

# and % of congregations/organizations that begin to use or expand use of best practices in developing/implementing a quality social service outreach ministry.


# and % of congregations/organizations that report strengthening or expanding a quality social service outreach ministry that utilizes best practices.

# and % of congregations/organizations that report new/strengthened relationships with other community ministries and/or organizations.

# and % of congregations/organizations that develop a strategic plan to address long-term stability of the outreach ministry.

Longer-term Outcomes(behavioral, social, economic, &/or

environmental change) # and % of those served who perceive the

Church as a vital part of the life of their neighborhood.

# and % of congregations/organizations that incorporate social service outreach ministry into their leadership/organizational structure.

# and % of congregations/organizations that incorporate social service outreach ministry into their annual budget.

Impact Area #2: Congregations/organizations believe that part of their response to the Gospel is to become engaged in the hurting lives of people in the community.


# and % of congregations/organizations that develop and/or implement opportunities for those providing service to discuss the connections between serving and Biblical teaching.

# and % of volunteers who increase understanding of the connections between serving and Biblical/church teaching.

# and % of congregations/organizations that report developing a discipleship process for those providing services as part of their social service outreach


# and % of those served who report they had opportunities to develop/strengthen a Christ-following life while receiving services from the congregation/agency.

# and % of those providing services that report a better understanding of their own faith as a result of their service.

# and % of congregations/organizations that report an increased number of congregants engaged in social service outreach ministry activities.


environmental change) # and % of those served who report that

they are more involved in the life of a church.

# and % of those providing services who report that they are more involved in the life of their church.

# and % of those served who report having formed a relationship with someone from the serving congregation/agency.

ministry.

Impact Area #3: Those served by congregation/organization social service outreach ministries experience improved outcomes.Short-term Outcomes

(knowledge, attitude, skills change) # and % of congregations/organizations

that develop/expand activities to measure client outcomes (i.e., conduct program evaluation).

# and % of those served who report learning new information and/or skills as a result of receiving services from the congregation/agency.

# and % of those served who report satisfaction with the services they receive.


# and % of those served who report engaging in new positive behaviors as a result of receiving services from the congregations/organizations (specific behaviors to be determined by the grantee).

# and % of those served who report feeling welcomed by the congregation/organization.



that report using client outcome data to adjust services in order to improve future client outcomes.

# and % of those served who experience measurable behavior, social, economic, and/or environmental change(s) (specific changes determined by the grantee).

OLDER ADULTS MAINTAINING INDEPENDENCE FUNDING FOCUS AREA SUGGESTED OUTCOME STATEMENTS 2014 – 2018

Impact Area #1: Older adults will maintain or experience improved mental, physical and/or spiritual health.


# and % of older adults who have completed or are on track to complete their treatment plan or program.

# and % of older adults who demonstrate an increased knowledge and capacity to manage a physical and/or mental health condition.

# and % of older adults who demonstrate increased knowledge of and capacity to abstain from high risk physical and/or mental health behaviors.

# and % of older adults who demonstrate a greater knowledge and skills around healthier living habits.

# and % of older adults from their faith community/spiritual beliefs and the role they play in helping promote positive behaviors.


# and % of older adults who are successfully managing physical and/or mental health conditions at X days post program completion.

# and % of older adults who are not engaged in high risk physical and/or mental health behaviors at X days post program completion.

# and % of older adults who demonstrate healthier living habits at X days post program completion.

# and % of older adults who report they draw strength, comfort, and confidence from their faith in promoting positive behaviors at X days post program completion.


environmental change) # and % of older adults who are

successfully managing physical and/or mental health conditions at X months post program completion.

# and % of older adults who are not engaged in high risk physical and/or mental health behaviors at X months post program completion.

# and % of older adults who demonstrate healthier living habits at X months post program completion.

# and % of older adults who report their faith or spiritual beliefs influenced the development of positive health behaviors at X months post program completion.

# and % of older adults who do not develop new chronic health conditions at X months post program completion.

Impact Area #2: Older Adults will experience reduced social isolation.


# and % of older adults who are motivated to establish or maintain involvement in community life (e.g., volunteering, church ministries, social clubs/circles, learning groups, day trips, etc.).

# and % of older adults who maintain or improve positive family/caregiver relationships.


# and % of older adults who establish or maintain involvement in community life (e.g., volunteering, church ministries, social clubs/circles, learning groups, day trips, etc.) at X days post program completion.

# and % of older adults who maintain or improve positive family/caregiver


environmental change) # and % of older adults who maintain or

increase involvement in community life (e.g., volunteering, church ministries, social clubs/circles, learning groups, day trips, etc.) at X months post program completion.

# and % of older adults who maintain or

# and % who can drive or have transportation to take care of personal business (e.g., doctor appointments, grocery shopping, church attendance, etc.).

relationships at X days post program completion.

improve positive family/caregiver relationships at X months post program completion.

Impact Area #3: Older Adults will gain or maintain functional independence.


# and % of older adults who increase their knowledge of available programs/services to gain or maintain functional independence.

# and % of older adults who report increased knowledge of maintaining a healthy and safe living environment.

# and % of older adults who increase knowledge of how to navigate services in order to gain or maintain functional independence.

# and % of caregivers who report they are likely to have the ability to continue to provide care.


# and % of older adults who are able to remain in their home environment/community at X days post program completion.

# and % of older adults who report maintaining a healthy and safe living environment at X days post program completion.

# and % of older adults who are able to successfully navigate services in order to gain or maintain functional independence at X days post program completion.

# and % of caregivers who maintain or improve their capacity to provide support for an older adult at X days post program completion.


environmental change) # and % of older adults who are able to

remain in their home environment/community.

# and % of older adults who report maintaining a healthy and safe living environment at X months post program completion.

# and % of older adults who are able to successfully navigate services in order to gain or maintain functional independence at X months post program completion.

# and % of caregivers who maintain or improve their capacity to provide support for an older adult at X months post program completion.

SERVICES TO EX-OFFENDERS AND THEIR FAMILIES FUNDING FOCUS AREA RECOMMENDED OUTCOME STATEMENTS 2014-2018

Impact Area #1: Ex-offenders will maintain or experience improved mental, physical, and/or spiritual health.


# and % of ex-offenders who have completed or are on track to complete their treatment plan or program.

# and % of ex-offenders who demonstrate an increased knowledge and capacity to manage a physical and/or mental health condition.

# and % of ex-offenders who demonstrate increased knowledge of and capacity to abstain from high risk physical and/or mental health behaviors.

# and % of ex-offenders who demonstrate a greater knowledge and skills around healthier living habits.

# and % of ex-offenders who report increased motivation from their faith community/spiritual beliefs and the role they play in helping promote positive behaviors.


# and % of ex-offenders diagnosed with mental health conditions who remain free of psychiatric symptoms at X days post program completion.

# and % of ex-offenders who are managing chronic health conditions at X days post program completion.

# and % of ex-offenders who self-report abstention from drug/alcohol use at X days post program completion.

# and % of ex-offenders who are not engaged in high risk physical and/or mental health behaviors at X days post program completion.

# and % of ex-offenders who test negative for drugs at X days post program completion.

# and % of ex-offenders who demonstrate healthier living habits at X days post program completion.

# and % of ex-offenders who report they draw strength, comfort, and confidence from their faith in promoting positive behaviors at X days post program completion.


environmental change) # and % of ex-offenders diagnosed with

mental health conditions who remain free of psychiatric symptoms at X months post program completion.

# and % of ex-offenders who are managing chronic health conditions at X months post program completion.

# and % of ex-offenders who self-report abstention from drug/alcohol use at X days post program completion.

# and % of ex-offenders who test negative for drugs at X months post program completion.

# and % of ex-offenders who are not engaged in high risk physical and/or mental health behaviors at X months post program completion.

# and % of ex-offenders who demonstrate healthier living habits at X months post program completion.

# and % of ex-offenders who report their faith or spiritual beliefs influenced the development of positive behaviors at X months post program completion.

# and % of ex-offenders who do not develop new chronic health conditions at X months post program completion.

Impact Area #2: Ex-offenders will experience increased pro-social community involvement and stability.


# and % of ex-offenders who complete or are on track to complete their case plan goals.

# and % of ex-offenders who have identified pro-social goals and taken steps to accomplish said goals.

# and % of ex-offenders who graduate or are on track to graduate from an educational or training program.

# and % of ex-offenders who are able to secure employment or appropriate income source.

# and % of ex-offenders who obtain stable housing.


# and % of ex-offenders who maintain participation in pro-social activities at X days of program completion.

# and % of ex-offenders who maintain consistent employment at X days post program completion.

# and % of ex-offenders who maintain stable housing for at least X days post program completion.


environmental change) # and % of ex-offenders who maintain

participation in pro-social activities at X months post program completion.

# and % of ex-offenders who maintain employment with minimal interruption at X months post program completion.

# and % of ex-offenders who maintain stable housing for at least X months post program completion.

# and % of ex-offenders who accumulate necessary legal assets (i.e. credit, car, savings, etc.) at X months post program completion.

Impact Area #3: Ex-offenders will experience increased positive relationships with a support person(s), family, and/or network.


# and % of ex-offenders who demonstrate increased knowledge and skills of positive parenting.

# and % of ex-offenders who have an identified and/or established/begun to strengthen a positive relationship with a support person(s), family, and/or network.

# and % of children who can identify negative feelings from having a criminal justice involved parent(s).


# and % of ex-offenders who maintain or continue to strengthen a positive relationship with a support person(s), family, and/or network X days post program completion.

# and % of ex-offenders who contribute to the support of their family at X days post program completion.

# and % of children who maintain or strengthen a positive relationship with a criminal justice involved parent(s) at X days post program completion.

# and % of children who have not become involved in the criminal justice system at X days post program completion.


environmental change) # and % of ex-offenders who maintain or

continue to strengthen a positive relationship with a support person(s), family, and/or network at X months post program completion.

# and % of ex-offenders who contribute to the support of their family at X months post program completion.

# and % of children who maintain or strengthen a positive relationship with a criminal justice involved parent(s) at X months post program completion.

# and % of children who have not become involved in the criminal justice system at X

# and % of children who experience a reduction in negative feelings from having a criminal justice involved parent(s) at X days post program completion.

months post program completion.

SUPPORTING FOREIGN-BORN POPULATIONS FUNDING FOCUS AREA SUGGESTED OUTCOME STATEMENTS 2014-2018

Impact Area #1: Foreign-born individuals will maintain or experience improved mental, physical and/or spiritual health.


# and % of foreign-born individuals who have completed or are on track to complete their treatment plan or program.

# and % of foreign-born individuals who demonstrate an increased knowledge and capacity to manage a physical and/or mental health condition.

# and % of foreign-born individuals who demonstrate increased knowledge of and capacity to abstain from high risk physical and/or mental health behaviors.

# and % of foreign-born individuals who demonstrate a greater knowledge and skills around healthier living habits.

# and % of foreign-born individuals who report increased motivation from their faith community/spiritual beliefs and the role they play in helping promote positive behaviors.


# and % of foreign-born individuals who are successfully managing physical and/or mental health conditions at X days post program completion.

# and % of foreign-born individuals who are not engaged in high risk physical and/or mental health behaviors at X days post program completion.

# and % of foreign-born individuals who demonstrate healthier living habits at X days post program completion.

# and % of foreign-born individuals who report they draw strength, comfort, and confidence from their faith in promoting positive behaviors at X days post program completion.


environmental change) # and % of foreign-born individuals who

are successfully managing physical and/or mental health conditions at X months post program completion.

# and % of foreign-born individuals who are not engaged in high risk physical and/or mental health behaviors at X months post program completion.

# and % of foreign-born individuals who demonstrate healthier living habits at X months post program completion.

# and % of foreign-born individuals who report their faith or spiritual beliefs influenced the development of positive health behaviors at X months post program completion.

# and % of foreign-born individuals who do not develop new chronic health conditions at X months post program completion.

Impact Area #2: Foreign-born individuals will improve their social and economic well-being.


# and % of foreign-born individuals who increase their knowledge of available social and community networks/activities that leads to improved self-sufficiency.

# and % of foreign-born individuals who develop and/or enhance skills to secure


# and % of foreign-born individuals who maintain consistent employment at X days post program completion.

# and % of foreign-born individuals who secure and maintain affordable, healthy, and safe housing at X days post program



maintain employment with minimal interruption for at least X months post program completion.

# and % of foreign-born individuals who

employment. # and % of foreign-born individuals who

improve or achieve English proficiency. # and % of foreign-born individuals who

increase their knowledge/skills in becoming actively engaged in their children’s school.

# and % of the children of foreign-born individuals who demonstrate positive behaviors in school (e.g., little difficulty following directions, no infractions, etc.).

completion. # and % of foreign-born individuals who

are meeting their basic needs with limited assistance from private or government-sponsored services/programs at X days post program completion.

# and % of foreign-born individuals who are actively engaged in their children’s school at X days post program completion.

# and % of the children of foreign-born individuals who maintain or improve academic performance (e.g., grades, behavior, etc.) at X days post program completion.

secure and maintain affordable, healthy, and safe housing for at least X months post program completion.

# and % of foreign-born individuals who are meeting their basic needs with limited assistance from private or government-sponsored services/programs at X months post program completion.

# and % of foreign-born individuals who are actively engaged in their children’s school at X months post program completion.

# and % of the children of foreign-born individuals who maintain or improve academic performance (e.g., grades, behavior, etc.) at X months post program completion.

Impact Area #3: Foreign-born individuals will experience increased connectedness through community engagement and civic participation.


# and % of foreign-born individuals who are on track to achieve naturalization or citizenship status.

# and % of foreign-born individuals who are motivated to establish or maintain involvement in community life (e.g., volunteering, participation in community betterment efforts, church ministries, civic activities, etc.).

# and % of foreign-born individuals who learn new skills to build relationships with others of different backgrounds.

# and % of foreign-born individuals who report beginning to build relationships with others of different backgrounds.


# and % of foreign-born individuals who achieve naturalization or citizenship status.

# and % of foreign-born individuals who report a sense of belonging to and security about the community in which they live at X days post program completion.

# and % of foreign-born individuals who report actively engaging in community life (e.g., volunteering, community groups, church ministries, civic activities, etc.) at X days post program completion.

# and % of foreign-born individuals who report successfully building relationships



report a sense of belonging to and security about the community in which they live at X months post program completion.

# and % of foreign-born individuals who report actively engaging in community life (e.g., volunteering, community groups, church ministries, civic activities, etc.) at X months post program completion.

# and % of foreign-born individuals who report successfully building relationships with others of different backgrounds at X months post program completion.

with others of different backgrounds at X days post program completion.

# and % of foreign-born individuals who report increased community connectedness at X days post program completion.

# and % of foreign-born individuals who report increased community connectedness at X months post program completion.

APPENDIX B: PROJECT LOGIC MODEL EXAMPLE

Applicant name: ABC Non-Profit

Overall project/program goal: To equip former offenders with vocational and job-readiness skills in order to secure gainful and sustainable employment

Number to be served: 75 former offenders residing in the City of St. Louis

Impact Area(s) addressed: Impact Area #2: Ex-offenders will experience increased pro-social community involvement and stability.

Activities (2) Short-Term Outcomes (3) Evaluation Methods (4) Intermediate/Long-Term Outcomes (5)

Evaluation Methods (4)

In this column, provide a high-level overview of the proposed activities/services.

(bullet activities described in Section D10)

Contracted instructors from XYZ Technical College will provide 120 hours of instruction per month for period of six months

ABC Non-Profit staff will provide mandatory weekly soft skills, budgeting and time management classes for 120 project participants

ABC Non-Profit case manager will address transportations barriers to attending classes or securing employment through direct assistance (metro passes) and referral services

What changes are expected to occur as a result of the program in the short-term?

(bullet short-term outcomes described in Section D12)

95% of participants will demonstrate increased knowledge regarding soft skills, budgeting and time management. (IA2)

75% of participants will graduate with at least 120 hours of vocational training in one of three areas over a period of six month. (IA2)

What tools/methods will be used to measure each of the listed short-term outcomes?

(bullet tools/methods described in Section E20)

Documentation of attendance rosters from all skill-development classroom sessions and number of students graduating from project.

Documentation of attendance rosters from all budgeting and time management classroom sessions.

Follow-up and tracking system for gathering data related to employment gained by graduated students.

What changes are expected to occur over a longer period of time?

(bullet long-term outcomes described in Section D12)

Intermediate

90% of graduated participants will complete agency-secured externships/apprenticeships (IA2)

90% of graduated participants will secure gainful employment within six months of graduation (IA2)

80% participants will complete case plan goals established in ongoing case management services post graduation (IA2)

Long-term

What tools/methods will be used to measure each of the listed intermediate/long-term outcomes?

(bullet tools/methods described in Section E20)

Documentation (case notes) of case management meetings including follow-up meetings.

Follow-up and tracking system for gathering data related to employment gained by graduated students.

Records from Missouri Office of Probation and Parole regarding re-arrests and re-incarceration rates of project participants

65 externships/ apprenticeships will be secured for graduated participants

Ongoing case management services will be provided for graduated participants during six month follow-up period post graduation

90% of employed graduates will maintain employment for minimum six months with same employer (IA2)

90% of participants will not experience re-arrest or re-incarceration during 12 month period after completion of vocational training (IA2)

(1) See Lutheran Foundation’s website and User’s Guide for listing of Impact Areas for each Funding Focus Area.(2) Activities should address/complement Lutheran Foundation’s funding interests (see website for guidance).(3) Outcomes should address one or more of Lutheran Foundation’s Impact Areas for each Funding Focus Area and indicate a specified timeframe for outcome completion. Please visit the

website to see Lutheran Foundation’s recommended/suggested outcomes. Indicate which Impact Area corresponds with the selected outcome statement by putting it in parenthesis behind each outcome statement [ex. (IA1)].

(4) Evaluation methods describe how you will measure each short-term and intermediate/long-term outcome listed.(5) See Note 3.

NOTE – “short-term” “intermediate” and “long-term” are all relative terms. Use your best judgment in deciding where your project/program outcomes should be listed. The organization must be able to evaluate all outcomes listed

· web viewthe foundation believes that tracking against these impact areas will allow us to...

Documents