Although it is faith-based non-profits that provide basic service to millions of vulnerable clients each year, it is often difficult for them to access government or foundation funding for this work.
All funders have eligibility criteria for granting money for agencies to do the work. These criteria usually focus on the client profile, actual services to be delivered, and the expected outcomes. However, some criteria intentionally exclude services sponsored by faith communities.
Funders are not necessarily looking at the kind of services provided, but at aspects of the service delivery. Examples of this are agencies that insist on clients attending religious services before receiving meals, or agencies that have compulsory Bible studies as part of a treatment program. Unfortunately, there are also examples of staff proselytizing and threatening clients with withdrawal of services if there is not at least superficial acceptance of their beliefs.
It is understandable that public funders cannot support that kind of exclusive service delivery that is serving the specific tenets of that faith community.
Acceptable Characteristics for Faith-Based Service
There are ways, however, of preparing for funding discussions as long as the faith-based community can demonstrate that it is providing services in a way that is:
- inclusive
- nonjudgmental
- nondiscriminatory
- based on individual needs
- meets industry standards for quality of service.
Many faith-based service organizations know that there are common assumptions and misperceptions that hinder their funding applications and are eager to find ways to present their proposals in order to provide the best services possible to the vulnerable individuals and families in their communities.
Analyze the Non-Profit Service
If the board and management of a non-profit organization believe that the services are delivered as described above, they need to prepare to prove it.
This process begins with a thorough analysis of the following statements and documents that are the face of the agency to the funders and to the public. Management should be able to discuss both the overall principles of proving these particular services and the realities of the service delivery.
It is essential that all the members of the board and senior management understand and agree to the core statements that define the non-profit organization.
- Vision. This is a description of the community/clients in which the board sees the result of the successful service delivery.It is the desired end state.
- Mission Statement. This is an expression of goal of the services.
- Philosophy of Service Delivery. Management should be able to articulate how they want the services delivered.
It is senior management that usually develops the following documents that are foundational to day-to-day operations.
- Service Model, including service description, staffing model, staff qualifications.
- Program evaluations that demonstrate successful outcomes. This will give an idea of how the services are delivered and the effectiveness of them.
The board should understand and approve these documents through the strategic planning process.
Presenting Faith-Based Services to Funders
The key is to present services that do not have to depend on exhorting any particular religious beliefs. For example, helping someone find affordable housing is a straightforward kind of service, and maybe an essential one for an organization that hosts a drop-in center for the homeless.
This does not preclude the agency’s insisting that their staff act in a particular way while delivering the service, as long as it is not discriminatory. The general principles of compassion, acceptance, and tolerance are common to all mainstream faith communities. The main concern is that the staff do not aggressively try to ‘convert’ a client to any particular belief system.
The agency has a better chance of being considered by funders if it can do the following.
- Present the above information in a viable business plan that includes processes and benchmarks for financial and service accountability.
- Conduct its own fundraising campaigns to support any supplementary optional services that are specific to their faith. This could include prayer groups, chapel services, or salary for clergy.
- Emphasize the value-added benefits for the funder. This might include contributions not available to other agencies such as use of facilities and property already owned by the organization, access to a strong, sustainable volunteer base, or even support of a larger parent organization, especially for fundraising that increases the impact of the government funded services.
- Demonstrate the importance of pastoral care, not necessarily religious, that the organization can provide to enhance the quality of life for clients.
The organization should not approach a potential funder until all this information is ready.
Moving Forward with Funders
It is often useful for the board and/or management of a faith-based service to establish an ongoing relationship with the decision makers. This could begin with informal discussions with key funders and, perhaps, politicians who determine policy.
Such conversations provide an opportunity to demystify the purpose of the organization. For example, the board chair could speak to the agency’s mission of helping clients, as individuals, reintegrate into the community in regular housing and employment; it is not to make them members of their faith community. He could explain the philosophy of service delivery, a statement that guides how staff work with clients.
It is also important, however, not to downplay the faith-based motivation of the organization’s work. After all, that is why the agency is contributing so much to the community well being. In most cases, the faith-based agency and the funder are both trying to strike a balance to service the people of their community.
Constance Woloschuk - 30 years experience in management and organizational development; extensive volunteer work with faith-based organizations.
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