HomeMy WebLinkAboutExhibit 3ATTACHMENT B
TA Activities and Timeframes
TA Award recipients will progress through a series of three capacity -building components:
1. Capacity -Building Assessment, Reflection and Priority -Setting
Level of TA: 10-20 hours of TA by Success Partner, plus ability to request
additional TA by other technical experts if needed
Period: Maximum 4 weeks (estimated, subject to change)
FBCOs will clarify their organization's strengths and weaknesses, create
understanding and consensus among organizational leaders, and establish capacity -
building priorities.
After receiving an orientation, a Leadership Team of 3-5 staff and board members at
each FBCO will complete the Miami NICE Self -Assessment Tool (available online at
www.miaminice.org). Each will rate their organization in the areas of Board
Leadership, Fund Development, Program Development, Community Engagement,
and Organizational Development.
Each team will receive a Preliminary Self -Assessment Report, prepared by their
assigned Success Partner consultant, that combines results from all individuals on
their team. On-site reflection of assessment results will be facilitated by the assigned
Success Partner consultant. The team will explore major issues and identify their top
capacity -building priorities. In cases where specialized expertise is needed beyond the
scope of expertise available from their Success Partner, a team may apply for access
to additional consultants. Each team will receive a preliminary and a final report of
the assessment activities. It will include consultant recommendations that FBCOs can
use to later develop their capacity -building project ideas.
2. Capacity -building Project Development & Proposal Preparation
Level of TA: 10-20 hours of TA by Success Partner, plus ability to request
additional TA by other technical experts if needed
Period: Maximum 4.5 weeks (estimated, subject to change)
Based upon their defined capacity -building priorities, FBCOs will devise a range of
capacity -building strategies. They will plan and develop capacity -building projects,
and develop their proposals for Miami NICE Sub -Award Grants.
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Characteristics of planning and development activities are:
1. Consideration of a range of strategies such as review and revision of
internal processes; training, consulting; coaching; purchase of equipment,
curriculum, supplies, and more (Refer to schedule of allowable use of
Miami NICE sub -award grant funds)
2. Development of project ideas that require grant funding in order to
implement, as well as strategies that do not.
3. Emphasis on specific and measurable capacity -building goals.
Development of a range of capacity -building strategies will equip FBCOs to:
• Submit a proposal for funding from the competitive Miami NICE Sub -
Award Grant process (with the size of each grant estimated at $10,000).
• Implement a capacity -building project as part of Miami NICE (regardless
of whether or not a Miami NICE Sub -Award Grant is received).
• Continue to implement "no -cost" capacity -building strategies
independently, after the Miami NICE initiative is complete.
• Integrate capacity -building strategies into grant applications submitted to
other funders in the future.
Throughout the project planning and development period, FBCOs will continue to
receive guidance from their Success Partner consultant. In cases where specialized
expertise is needed beyond the scope of expertise available from their Success
Partner, additional access to expert consultants may be requested.
3. Capacity -Building Project Implementation
Level of TA: 10-20 hours of TA by Success Partner. Note: Projects funded with
Miami NICE Sub -Award Grants may include additional consultants.
Period: Maximum 12 weeks (estimated, subject to change)
For each FBCO, activities will continue with either:
(a) implementation of a project funded with a Miami NICE grant; or
(b) implementation of a project not funded by a grant.
In either case, FBCOs will continue to receive guidance from their Success Partner
consultant. In cases where specialized expertise is needed beyond the scope of
expertise available from their Success Partner, additional access to expert consultants
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may be requested. FBCOs that received a Miami NICE grant may also utilize grant
dollars to purchase additional consulting (as per their approved grant budget).
Throughout the project implementation period, groups of FBCOs may be convened
for orientation; training in areas of common emerging needs, and collaborative peer
exchanges.
Upon conclusion of capacity -building projects, a three-week period (estimated) will be
designated for reporting and evaluation activities. FBCOs will submit a final report about the
implementation of their project. They may participate in a survey, interview, and/or focus
group meeting.
2. Time, Staff, and Board Commitments
Intensive capacity -building requires full engagement of a nonprofit organization.
Therefore, prior to responding to this RFQ, every respondent is encouraged to confirm
the ability of their organization to commit time, staff, board, and other resources.
Participating fully will maximize the capacity -building results experienced by each TA
Award recipient. Meeting all expectations is important to ensure that a TA Award
Recipients maintains its eligibility to apply for a Sub -Award Grant.
a. At the time of responding to this RFQ, FBCOs must designate an organization
Leadership Team of three -five individuals that will champion capacity -building
for their organization.
• At least one board member and the CEO must be a part of the team.
• If selected as a TA Award recipient, team members must complete an
organizational self-assessment tool.
If selected as a TA Award recipient, the team must be available for at
least two on-site leadership team sessions. The first session will launch
the organization's main capacity -building activities. The last session will 17
conclude main activities.
b. Upon receiving a TA Award, recipients must designate an appropriate leader
(CEO recommended) as the primary capacity -building participant. This leader
must be available to participate in at least 30-60 hours of one-on-one consulting
over the span of the TA Award and subsequent capacity -building project
implementation. This leader will be responsible for coordinating the
organization's internal capacity -building activities. This may include, but will
not be limited to, scheduling meetings and/or phone conferences with
consultants, engaging staff and board as necessary, coordinating leadership team
participation, and preparing key documents (i.e. project plans, grant
applications, etc.).
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c. Upon receiving a TA Award, recipients must send a Leadership Team
representative (CEO, board member, or other) to a 2009 TA Awards launch
event that will include presentation of awards and further orientation to the TA
Awards process, schedule, etc.
d. At the conclusion of project implementation, TA Award Recipients must
participate in post -project reporting and evaluation. This will include a final
report submitted to the funder and participation in evaluation activities (survey,
interview, and/or focus group participation).
e. TA Award Recipients are expected to attend 1-4 capacity -building workshops
offered throughout the year by Miami NICE. The specific number and type of
workshops will be jointly determined by the TA Recipient and their assigned
Success Partner Consultant. Identification of workshops will complement the
design and/or implementation of the organization's capacity -building project.
f. Additional convening of TA Award recipients may be scheduled to address
emerging needs that require additional information, orientation, or assistance.
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