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fundraising training.pptx

  2. 2. ROLE PLAY
  3. 3. RESOURCE MOBILISATION • Fundraising: Fundraising is the process of gathering voluntary contributions of money or other resources, by requesting donations from individuals, businesses, charitable foundations, or governmental agencies for specific programs/activities
  4. 4. TYPES OF FUNDRAISING IN AAR • Through child sponsorship, a supporter in Europe (UK, Italy and Greece) is linked with a Rwandan child in a poor and community. The child communicates twice a year with the supporter who is also encouraged to communicate as frequently with the child and an exchange of information of each other’s lives takes place. The supporter contributes an agreed amount each month through AAI. • Partnership income:  High value: High Value donors are: – Individual major donors, – charitable trusts and foundations, – companies. Giving >£5k per annum  Official donors: - Government or Institutional donors (e.g. DfID, UN, ECHO) - Give very large grants often in the £millions - Use grants and tenders to NGOs to deliver their own strategy Supporter marketing
  5. 5. WHY RESOURCE MOBILIZATION? • We do fundraising for our program (PLFP) but also we do program to fundraise • Programme Led Funding Planning (PLFP) is an approach to ensure that we raise the right amount of money and the right kind of money to achieve our strategic objectives. The ‘right kind of money’ means money that either has no restrictions on how it can be used, or the restrictions match with our programme objectives.
  6. 6. Funding Planning: Why is it needed? • It ensures we are programme led, not donor led • It recognises the entire funding mix (companies, national fund, foundations, official etc.) • Outlines our funding needs or gaps • It is integral to planning, strategy development and your ability to fund your strategies/ plan of actions
  7. 7. Funding Planning: The Theory Funding planning is the core of the planning process, as it links together the work you plan to do with the resources you have available PLFP Toolkit 3.1.1 Funding Planning Basics Income potential Programme Objectives
  8. 8. AA Fundraising Affiliate AA Country Programme Donors Communities AA Fundraising Affiliate Identifies and builds relationships with donors and decision makers Raises funds for CPs and AAI Raises the profile of AA in their country to raise more funds and support Campaigns to northern policy makers for change that affects poor people internationally Supporting CPs to plan, monitor and evaluate projects Reports back to donors on how their funds are spent. Donor Provide Funding for: CP projects for 1–5 years May fund more than one project and more than one country Will renew their support for AA if a project goes well Help to raise our profile with other donors who might support Communities Participation in project planning Project Stakeholders and “beneficiaries”. AA Country Programmes Building Strong Relationships with Local Partner Organisations Building the capacity of the Local partners Project planning Provides information to enable FA Fundraisers to build strong proposals Help FA Fundraisers to build strong relationships with donors (by providing information, or by hosting donors on a visit) Project delivery Project Monitoring and Evaluation Reporting back to AAI and Fundraisers. Write concept notes and proposals Local Partners Building relationships with communities Project delivery Project Monitoring and Evaluation Reporting back to Country Programme Write concept notes and proposals From Donor to Community – Roles & Relationships Local Partner Organisations
  9. 9. What should we do at CP and partner level (five actions)
  10. 10. Focus on CP and Partners Relationship • Excellent implementation of the programme • Relationship building with potential donors • Problem/issue identification • Donor intelligence • Write strong concept note
  11. 11. Donor Intelligence: Why? Interaction with donors provides opportunity for: • Increasing income – and increasing diversity of income • Early intelligence of opportunity • Advocacy opportunities (bringing the donor to ActionAid)
  12. 12. Donor Intelligence: The core A pre-existing relationship with donors is usually essential to successful fundraising Pre-existing partnerships with donors is usually essential in order to influence donor policy
  13. 13. Donor intelligence: How Engage face to face with donors (on a regular basis) Opportunities include: PRRPs, invite donors to projects, anniversary receptions, immersions, planning processes (and informal opportunities wherever possible)
  14. 14. Donor intelligence: Face to face Do NOT sell a project on the first meeting • Research the donor • Describe local AND the international strength of ActionAid (donors complain we punch below our weight). Show how AA adds value • Discuss funding and advocacy opportunities And document the meeting
  15. 15. Donor intelligence: Basics • Submit only proposals that meet any donor set criteria • Submit only high quality concepts and proposals • Manage and implement existing grants and funding to a high standard • Do not stop talking to the donor
  16. 16. Sources of donor intelligence As well as in-country - Read newspapers for tender publications - Network! Attend forums - Meet the donors! Funding Affiliates International Fundraising
  17. 17. Strong Logical Project Intervention • Focus on developing a strong logical project intervention, with clearly linked and realistic goal/impact, outcomes/objectives and actions/outputs. This can be done by developing a critical pathway for your proposed project. What makes a good concept note?
  18. 18. a)logical project intervention Actions The activities you will undertake to achieve the outcome Outcomes The specific changes you expect to deliver based on the actions undertaken Impact longer term change(s) or impact this project is contributing to
  19. 19. Critical Pathway of change
  20. 20. Critical pathway…continue… Impact The longer term change(s) or impact to which the project is contributing to. Its scope is larger than what the project can achieve within the defined timescale - it will normally be one of the global KCP’s Impact statements. Project Goal What the project seeks to achieve within the timeframe of the project. Outcome What the project will change based on the activities undertaken – leading to progress against or achievement of the Project Goal. Actions Activities are the individual actions or tasks undertaken which will lead to the achievement of the outcomes.
  21. 21. b) Outline the problem clearly and the root causes • Describe the key problems and needs this project will address – try to be specific to the region or target group • Describe the scale of the problem - include key statistics or external evidence/research where possible e.g. no of people living on less than $1 a day - include your sources! • Include a summary of any rights analysis undertaken if available. • Rights Analysis
  22. 22. c)Clearly state the actions/activities the project will fund • There should be at least one or two actions for each outcome • Use numbers wherever possible e.g. number of schools, communities, girls

Editor's Notes

  • It ensures we are programme led, not donor led
    It recognises the entire funding mix (child sponsorship, national fund, high value, official etc.)‏
    Outlines our funding needs or gaps from countries and programme and provides you with a strategy to fill them
    It is integral to planning, strategy development and your ability to fund your CSP