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·
Please state how this grant will help your organization accomplish the
12-month goals described in Section I.
Naturally, this grant
will enable us to provide operationally support for a salaried staff, which
will, in turn, enable us to accomplish all of the other 12-month goals. Our
summer intern has worked for the Antioch Review and other university
publications, and community-centered, grassroots organizations, and she will
conduct a subscription drive, organize a subscriber/UVW XYZ database for us.
We will be able to conduct an additional literacy workshop for young/and or
elders if we have this funding.
·
Please describe your organization’s future funding strategies.
1.
Sponsor a reading series at UVW XYZ House to help fund month-to-month cash
flow, and increase our audience base.
2.
Develop an advertising database. This area is already soaked when it comes
to advertising dollars, but we will develop an advertising program for
restaurants and small businesses.
3. We are
applying (2001) for a Foundation Grant from CLMP (The Council of Literary
Magazines and Presses, New York): “New Readers for New Writers.” Sponsored
by the NEA, this grant would subsidize national distribution for our
publications ... enabling broader audiences for local-based writers and
artists. (The grant amount is small, but the impact would be large.)
4. We are
planning a year-end’s benefit, “XYZ’s Feast.” Food and literature.
Developing links with local restaurants to collaborate.
5. An
Anthology, 2002, of past XYZ contributors, focussing on the Pacific
Northwest region.
6.
Writing workshops for elders and youth by ethnic writers/teachers.
7. A
summer alliance with SCRIBES (Hugo House’s young writers program) to help
them produce their own literary publication.
8. A
subscription drive and auction (with donated artworks).
9.
Develop funding alliances with other community organizations (11th Hour
productions; Jack Straw; Hugo House; Real Change) to strengthen our funding
sources.
·
Please list other potential operating fund sources for the current year.
Most of our support
is project oriented, that is funding is received for specific publications
or projects, funding which does not support organizational staff salaries.
Overall support for our operating budget in 2001 will come primarily from:
Jaech
Family Foundation ($6,500, not confirmed)
Advertising Revenue ($1,000, projected)
UVW
XYZ Sustained Support Funding ($3,000)
Magazine/Publication Sales ($3,660, projected; we receive 50% of sales
receipts from vendors)
Teaching/Workshops ($1,050 confirmed)
Subscription/membership sales ($4,500, $561 confirmed)
Events/Readings/Benefits ($2,900, $650 confirmed)
We have another
$8,750 in government grants, most of which is confirmed, but which is
targeted to support specific projects, not our operating budget, per se.
·
What
are your contingency plans if you do not raise all the funds necessary to
support your current budget?
The FY2001 budget is
a dramatic increase over the FY2000 budget (an increase of $26,000), an
increase which reflects our desire to expand and strengthen what we do, and
how we do it. However, if we do not receive all funding noted, we will still
continue to operate, as we have done for the past ten plus years, to provide
opportunities for audiences and community artists to showcase what they
do. Our main focus will be to increase our subscription base and
distribution base. We will need to scale back on the number of projects we
would have done, to keep within our budget. We will still be able to produce
2-3 magazines, produce the summer workshop and initiate a reading series.
The scale of activities will change, but not the commitment nor enthusiasm
of our staff/volunteers.
III.
Evaluation
One year after receipt of this grant, how will you evaluate and measure how
the Foundation’s support helped your organization accomplish the 12-month
goals described in Section 1?
Our
board will evaluate funding support from the Foundation by measuring the
efforts of the staff/intern in the following areas:
1. What
was the change/increase in sales and distribution of publications; and what
new funding sources were created. (Specific numbers/compute % of change
before funding and after funding. Create graph/visual chart of change.)
2. What
new community groups and individuals were contacted ... what were the
results of outreach to those communities? (Concrete results: oral histories
taken; workshops established; published work by emerging voices.)
3. Plot
the increase in the number of submissions from writers and artists, with
specific details on who/what/when: we compile information on
ethnicity/place/origin to make sure we are representing the diversity of the
region.
4. Last,
but not least, determine what the impact on productivity is when we are able
to support a paid staff: which will be evaluated by all of the above, and
more importantly by any resulting community alliances made during the
12-month period.
IV.
Attachments
·
Copy of
IRS 501(c)(3) document.
·
Current
board list.
·
XYZ’s
operating budgets for FY2000 (actual), FY2001 (estimated) and FY2002
(projected).
·
Board
Minutes of April 10, 2001, approving operating budgets. (This is in lieu of
an audited financial statement.)
·
IRS
Form 990: because XYZ’s annual revenues were less than $25,000, prior to
2001, we did not need to file an IRS Form 990.
·
Current
balance sheet.
·
XYZ
brochure/report, April, 2001 |