Increase income from corporate, foundation and governmental donors: a training session from MOVE Congress 2015, opened with a workshop introducing to new fundraising trends and concepts, lead by Marvin Radford, ISCA Head of External Relations and Fundraising. Corporate fundraising by Kai Troll, ISCA Development Director: http://www.slideshare.net/NowWeMOVE/move-congress-2015-corporate-fundraising-innovations Erasmus+ updates by Michal Rynkowski, Directorate General for Education and Culture, European Commission: http://www.slideshare.net/NowWeMOVE/move-congress-2015-erasmus-sport-programme-updates More about MOVE Congress: http://www.movecongress.com/

1. Plan for the morning
Workshop 1, 7.11.2015,
09.30 – 10:00: Introduction
to new fundraising trends
and concepts
• Introduction
• Interview with Christian
Sørensen
Workshop 3, 7.11.2015,
11.30 – 13.30: Erasmus+
Workshop 2, 7.11.2015, 10.00-
11.00: Corporate fundraising
• Michal Rynkowski,
Directorate General for
Education and Culture,
European Commission
• Erasmus+ project
development working
groups
• Kai Troll, ISCA
Development Director

2. TRACK 3- FUNDRAISE, PROFESSIONAL
DEVELOPMENT TRAINING
Workshop 1, 7.11.2015, : Introduction to new fundraising trends and concepts
Speakers: Marvin Radford, ISCA Head of External Relations and Fundraising; Christian Haahr Sørensen,
Development Consultant at DGI Lab
• Social Impact Funding
• Payment by Results
• Cause Marketing
• Monitoring and evaluation
• Multi-donor co-financing for projects and initiatives
• Retention and development of existing funding sources

3. TRACK 3- FUNDRAISE, PROFESSIONAL
DEVELOPMENT TRAINING
Workshop 2, 7.11.2015, Corporate fundraising
Unique selling points we offer to companies; Developing clear strategic
aims/objectives for corporate engagement; How your organisation can benefit
from corporate social responsibility; Leveraging corporate employee
engagement; Case study for corporate engagement.
Speakers: Kai Troll, ISCA Development Director

4. TRACK 3- FUNDRAISE, PROFESSIONAL
DEVELOPMENT TRAINING
Workshop 3, 7.11.2015, Erasmus+
Updates on the Erasmus+ Sport programme; Working group sessions for
developing your engagement in future Erasmus+ funding applications; Working
groups will be facilitated by professional project managers and developers with
experience in preparing and submitting proposals to European funding
programmes.
Speakers: Michal Rynkowski, Directorate General for Education and Culture, European Commission;
Marvin Radford, ISCA Head of External Relations and Fundraising.

5. Impact investing refers to investments "made into companies, organizations,
and funds with the intention to generate a measurable, beneficial social or
environmental impact alongside a financial return"[1] It is a form of socially
responsible investing that serves as a guide for various investment strategies.[2]
https://en.wikipedia.org/wiki/Impact_investing
Social Impact Measurement refers to measuring the results of your work.
https://www.youtube.com/watch?v=BgI3rzO3mHk

6. Proposed Approaches to Social Impact Measurement in European
Commission legislation and in practice relating to: EuSEFs and the EaSI
GECES Sub-group on Impact Measurement
The Single Market Act IIi states that “the Commission will develop a methodology to
measure the socioeconomic benefits created by social enterprises. The development of
rigorous and systematic measurements of social enterprises’ impact on the community
… is essential to demonstrate that the money invested in social enterprises yields high
savings and income”.
The Programme for Employment and Social Innovationii also foresees, in its third axis
(Microfinance and Social Entrepreneurship), that the implementation reports to be sent to the
Commission by financial institutions and fund managers also report on the results in terms of
social impact. The GECES sub-group on Social Impact Measurement was therefore set up
in October 2012 to agree upon a European methodology which could be applied across
the European social economy.
Impact measurement has a terminology that is in common use across much of the social sector,
although there is some blending of them in some circles. Five key terms exist and are adopted
here:
• Inputs: what resources are used in delivery of the intervention
• Activity: what is being done with those resources by the social enterprise (the intervention)
• Output: how that activity touches the intended beneficiaries
• Outcome: the change arising in the lives of beneficiaries and others • Impact: the extent to
which that change arises from the intervention
http://ec.europa.eu/internal_market/social_business/docs/expert-group/social_impact/140605-sub-group-
report_en.pdf

7. Payment by Results (PbR) is type of public policy instruments where
payments are contingent on the independent verification of results. It is being
actively promoted by a number of governments for more effective
implementation of domestic policy.[1][2]
There is also increasing interest in the field of international development, where
PBR is often referred to either as 'results-based aid' (where the funding
relationship is between a donor and a recipient country) or 'results-based
financing' (where the funding relationship is between a developing country
government or a development agency, and public or private sector providers).
There are also a number of other terms in use which can often lead to
confusion and a lack of clarity.[3]
PbR instruments have three key features:
• Payments for pre-agreed results
• Recipient discretion over how the results are achieved
• Independent verification as the trigger for disbursement
https://en.wikipedia.org/wiki/Payment_by_Results

8. Monitoring and Evaluation of your projects and
initiatives provides:
• Accountability for enhanced learning (internal)
• Knowledge from that informs future planning and
programming (and funding)
• Knowledge that increases the impact of your work,
thus increasing value of your work to your funding
partners.

9. Multi-donor co-financing is combining revenue and
income streams to generate enough funds to fulfill
specific expenditure needs.
Projects and activities can have multiple donors.
Consider how the demands and expectations of each
donor fits your administration needs. Do you have the
capacity to meet demands of multiple donors?
(accounting requirements for example)

10. Retention and development of existing donor
sources
The most likely donors are those who already know and
support your work.
Use ‘story telling’ and ‘narrative development’ to
maintain close contact, understanding and buy-in of
your current donors. In the case of ‘public sector’
donors, maintain contact with key decision
makers/policy makers.
Consider, how might the ‘impact’ of your work be used
to lobby and Advocate?