Alexandra B. McGoldrickDirector, Central Grants Office

City of BridgeportBill FinchMayor

The purpose is to research and prepare grant applications from federal, state and private sources for programs and projects within city government that are in line with city established priorities.

To act as the central point of contact and coordination for all funders that award grants to the City and program managers that implement projects and services.

Elimination of federal earmarks Replaced by competitive applications Applications are filtered through various federal

agencies – highly competitive Still a need for legislative support Changes at state level Planning occurring

at foundation level

Challenges: Deep cuts to municipal allocations Enough to allocate fairly and effectively? Struggle with criteria – target communities with

least fiscal capacity; high unemployment; changes in racial ethnic composition; seed small scale programs or broader support. – no real consensus to change

Can the awarded programs adequately demonstrate success?

Can we afford it? Is it good for our community

as a whole? Planning Community engagement Mission and priorities of

administration

Not just responding to RFPs Grants can be expensive Grants are not always the best solution to

generating revenue Could just be a temporary solution: impetus

to initiate a project or program

Leveraged resources show investment in an overall initiative

i.e., Environmental Sustainability If there is investment, it must be

worthwhile. If it is successful, I want to invest in it too.

Leveraging resources increases the likelihood that a project will be funded.

Developing partnerships with private entities may leverage private resources for investment and provide match

i.e., Downtown Revitalization Shows community’s commitment to project Win-Win

Goal – serve the residents of your community. Often times, community organizations may be

more qualified and have more capacity to implement a program than a municipality.

Don’t be afraid to reach out and hand it over. Eliminates competition within your own

community and makes for a stronger application.

Increase capacity of local governments and non-profits

Variety of forms depending on the needs of a given organization.

Strategic planning, org structure, board development and skill building

Can prove effectiveness and sustainability over long-term.

Diverse organizations that form an alliance in order to pursue a common goal

Advocacy, outreach, education, prevention, service delivery, empowerment, community action, system change

Leverage existing and identify new resources i.e., Healthy Homes

Arrangement between two or more governments accomplishing common goals, providing a service or solving a mutual problem

With the State and most municipalities struggling to provide services under this tough economic climate, there is a growing sense that regional cooperation can save money without damaging relationships

Regionalism is quickly becoming a model for state and federal grants

i.e., Emergency Preparedness

What happens to the project/program after the grant money runs out?

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

Data collection and evaluations: Important for both funder a municipality

can be simple or complex and conducted internally or externally depending on the scope of project

Be sure that the project has an impact on your community

Ensures that you are meeting the deliverables and outcomes identified in your project scope

Be mindful of scope and budget changes Be diligent about meeting reporting

requirements

Not only a requirement of funders It is a useful tool for municipal leaders Utilize data collected and evaluations for

prioritizing, decision making and justifications