Tips to increase resources for local government grantmakers

Understand the context

• Recognise when there is more competition for limited resources.
• Read and interpret subtle policy shifts and socio-demographic trends.
• Learn to speak the language of federal and state government grantmakers.
• Ensure funding submissions clearly incorporate current government policy and program directions.

Look beyond the rate base

• Look beyond the council rate base and fees and charges for funding.
• Initiate partnership programs with key community groups and service clubs (Lions, Rotary, Probus, U3A etc).
• Be genuinely prepared to devolve to external organisations responsibility, resources and support for programs and services - they may be more cost efficient, more flexible and more creative.
• Be prepared to do things differently to achieve required outcomes - commit to genuine community consultation and engagement activities.
• Question the use of external consultants - look at developing in-house or community expertise instead.

Encourage internal buy-in

• Recognise the leadership role that needs to be played by the CEO and senior management - not just by the Director of Community Services - to champion the community development cause.
• Don't just preach to the converted; get the cynics on board, including those who work in finance and asset management.
• Have the CFO champion and sign off on the finances for key community development initiatives.
• Involve key decision-makers (senior management, councillors) in strategy and program development initiatives, and in celebrations.
• Regularly remind technical colleagues that the majority of council building infrastructure exists solely for community service provision.

Encourage external buy-in

• Design program guidelines, criteria, reporting and accountability mechanisms that are not onerous but ensure rigour, efficiency and effectiveness in outputs and accountability outcomes for ratepayer dollars.
• Use the media to spread good news stories.

Collect the evidence

• Understand and explain the multiplier effect of local government community grants - $1 can multiply five times.
• Use empirical data.

Speak the right language

• Speak in a language that engages councilors, senior management and key decision-makers, including the CFO and assets and infrastructure managers who may want to suppress or compete for funds.
• Translate from abstract, theoretical concepts into concrete, direct language. Provide objective information on the monitoring of results and outcomes.
• Talk about cost efficiency, return on investment, better long-term financial outcomes and financial sustainability.