SSE Fellows Webinar Oct 09

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On funding + fundraising, decision-making and partnership (in the current economic climate)

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  • Soon to be 400.
  • Soon to be 400.
  • Soon to be 400.
  • - research: the criteria, the grants / investments previously given, the size of organisations they were given to (to help gauge what you should go for)
    - relationships: use the "could you spare me 15 minutes of your time?" rule to get time with individuals at a funding organisation: the higher-up the better, but all staff can give you a feel for the culture / approach; nurture the relationships, and keep them up-to-date with progress; seek ways in; never submit a blind application without talking to someone
    - realism: about what you will get; about what you can deliver (the old "underpromise, overdeliver" rule); about the challenges you face; about the mission-money decisions (particularly in current climate)
    - transparency: (if only it began with 'R') be honest and open in your dealings with people; about your promises; and about the success (or lack of) of your projects; transparent reporting and accountability builds trust, and trust builds credibility...and credibility leads to more funding...
    I'd add a couple of things to that (Tokunbo had more as well): one is don't take it personally, or think it's (necessarily) about the quality of the funding bid / project. It can be about the level of competition, very subjective trustee opinions or bad timing as much as about what you have written / your idea. The other thing is to be "always on" and don't silo fundraising into one person: everyone in the organisation can spot opportunities, build relationships and develop networks.
  • - research: the criteria, the grants / investments previously given, the size of organisations they were given to (to help gauge what you should go for)
    - relationships: use the "could you spare me 15 minutes of your time?" rule to get time with individuals at a funding organisation: the higher-up the better, but all staff can give you a feel for the culture / approach; nurture the relationships, and keep them up-to-date with progress; seek ways in; never submit a blind application without talking to someone
    - realism: about what you will get; about what you can deliver (the old "underpromise, overdeliver" rule); about the challenges you face; about the mission-money decisions (particularly in current climate)
    - transparency: (if only it began with 'R') be honest and open in your dealings with people; about your promises; and about the success (or lack of) of your projects; transparent reporting and accountability builds trust, and trust builds credibility...and credibility leads to more funding...
    I'd add a couple of things to that (Tokunbo had more as well): one is don't take it personally, or think it's (necessarily) about the quality of the funding bid / project. It can be about the level of competition, very subjective trustee opinions or bad timing as much as about what you have written / your idea. The other thing is to be "always on" and don't silo fundraising into one person: everyone in the organisation can spot opportunities, build relationships and develop networks.
  • Soon to be 400.
  • Soon to be 400.
  • Soon to be 400.
  • PURPOSE
    what are you hoping to achieve?
    who proposed the idea? (vested interest)
    does it fit with mission, vision, values, strategy etc?
    will it add value / bring benefits?
    FORM FOLLOW FUNCTION
    Driven by what you’re trying to do / activity (see next slide)
    Who to lead?
    REALISTIC?
    Often partnerships are too ambitious / too much of a rush to deliver
    Are verbal commitments above and beyond what is possible?
    INVOLVE RIGHT PEOPLE
    Right skills / qualities
    Trust / relationships
    Similar culture / size / experience? (culture clash is most common barrier)
    WRITING
    Particularly re. Roles, responsibilities, reporting, conflict resolution etc
    And money! How formal (letter, MOU, SLA etc…)
    The spirit of partnership is not a substitute for accountability
    Don’t overcomplicate
  • Administration
    Advocacy / development
    Delivery
  • Administration
    Advocacy / development
    Delivery
  • Administration
    Advocacy / development
    Delivery
  • Administration
    Advocacy / development
    Delivery
  • SSE Fellows Webinar Oct 09

    1. 1. FUNDING, DECISIONS, PARTNERS
    2. 2. FUNDING
    3. 3. Funding: Sustainability
    4. 4. 1) Time lag: takes time to filter through to frontline 2) Public sector: 20% cuts across the board? 3) Trusts & foundations: mixed messages 4) Corporates: varied picture 5) Earned income: ever more valuable 6) Pro-bono + in-kind: in plentiful supply Fundraising: recession
    5. 5. 1. research: criteria, the grants / investments previously given, the size of organisations they were given to 2. relationships: get time with individuals at a funding organisation; seek ways in; never submit a blind application without talking to someone 3. realism: about what you will get; about what you can deliver (the old "underpromise, overdeliver" rule); 4. transparency: be honest and open in your dealings with people; about promises; and about success (or lack of); 5. don't take it personally: not always about your bid 6. be "always on”: and don't put it all on one person Fundraising: do the same
    6. 6. 1. value: communicating the added value / measuring your social impact becomes more + more important; what will make you stand out / make you credible? 2. flexible + adaptable: sustainability may depend on ability to adapt: be open + creative in your thinking 3. partner: to access funding you couldn’t alone; to mitigate the risk; to build working relationships 4. get stuff for free / cheaper: negotiate current deals; utilise unused spaces; use pro-bono support etc etc. Fundraising: do more
    7. 7. DECISIONS
    8. 8. • Distinguishes social entrepreneurs in absence of purely financial motive • Crucial first step for planning / evaluating • Communication to people (internal / external) • Aid decision-making / avoid drift Why does mission matter?
    9. 9. • Distinguishes social entrepreneurs in absence of purely financial motive • Crucial first step for planning / evaluating • Communication to people (internal / external) • Aid decision-making / avoid drift Why does mission matter?
    10. 10. Mission-Money Matrix majority activity stay out! proceed with caution prime target on mission off mission more moneyless money
    11. 11. Recession Matrix? minority activity? stay out (where possible) proceed with (less) caution dreamland on mission off mission more moneyless money
    12. 12. PARTNERS
    13. 13. Partnership: key questions • What is the purpose? • What form should it take? • Are the shared aims realistic? • Who should be involved? • How formal should it be? • (Consortia? Sub-contracts?)
    14. 14. Partnership continuum cooperation coordination mergercollaboration Typesofactivity moreless complexity and intensity Sharing info for mutual benefit Referrals Informal support Separate goals, resources, structures
    15. 15. Partnership continuum cooperation coordination mergercollaboration Typesofactivity moreless complexity and intensity Sharing info for mutual benefit Referrals Informal support Separate goals, resources, structures Event / short- term project Some planning/ division of roles Some shared resources, risks & reward Individual identities maintained
    16. 16. Partnership continuum cooperation coordination mergercollaboration Typesofactivity moreless complexity and intensity Sharing info for mutual benefit Referrals Informal support Separate goals, resources, structures Event / short- term project Some planning/ division of roles Some shared resources, risks & reward Individual identities maintained New structure with common goals All partners contribute resources + gain rewards Longer commitment + durable partnerships
    17. 17. Partnership continuum cooperation coordination mergercollaboration Typesofactivity moreless complexity and intensity Sharing info for mutual benefit Referrals Informal support Separate goals, resources, structures Event / short- term project Some planning/ division of roles Some shared resources, risks & reward Individual identities maintained New structure with common goals All partners contribute resources + gain rewards Longer commitment + durable partnerships Most complex Complete integration Most difficult to achieve Least common Multiple variables
    18. 18. www.sse.org.uk http://del.icio.us/SSE nick.temple@sse.org.uk +44 (0)20 8981 0300

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