Many organizations feel that they have insufficient resources and hence they need to mobilize more. Some organizations realize that they do not utilize their available resources in an effective or efficient manner.
This document outlines the key components of an effective fundraising and resource mobilization strategy. It discusses why organizations fundraise, common impediments, and recommends developing a SWOT analysis, understanding funding streams and donor matrix. It also provides guidance on creating compelling organizational descriptions and required documentation. Finally, it outlines the various sections that should be included when developing funding proposals and letters of inquiry, as well as tips for ensuring high quality submissions.
The document summarizes a resource mobilization training module presented by JSI. It includes 4 sections that cover developing a resource mobilization roadmap and action plan, strengthening organizational capacity for fundraising, developing effective funding proposals, and creating a resource mobilization plan. Interactive activities are included, such as discussing donor prospects and responsibilities of prime, sub-grantees. The training aims to help organizations develop strategies and skills for securing additional funding.
Organizational capacity refers to an organization's ability to achieve its goals and influence outcomes. It is a complex concept influenced by internal and external factors. The document discusses various approaches to building organizational capacity, including adding resources, using organization development consultants, and Appreciative Inquiry. Appreciative Inquiry is a 4-stage process of discovering strengths, envisioning possibilities, building consensus on a shared vision, and implementing changes to achieve that vision. It seeks to build capacity by focusing on an organization's positive attributes rather than its problems.
The document discusses capacity building for urban local bodies in India. It outlines several key points:
1) Capacity building is needed to strengthen the skills and resources of organizations to adapt to changing environments. It involves stakeholders at all levels.
2) Urban local bodies require capacity building to take on challenges like implementing projects and reforms. Gaps exist in human resources, financial resources, training institutions, and administrative capacity.
3) Several national training institutes provide training for elected and executive personnel to improve urban governance skills. Recommendations are made for capacity building at the center, state, and local levels.
4) A comprehensive approach includes institutional development and human resource development to build effective and efficient service
Resource mobilization is a major concept in the study of social movements that emerged in the 1970s. It focuses on a movement's ability to acquire and mobilize resources, including financial and in-kind donations, to accomplish its goals. Financial resources are primary and must be solicited from potential donors through identifying sources of funds and pledge activities. In-kind resources like office space or supplies can significantly reduce implementation costs. Effective resource mobilization requires identifying local resources, choosing partners most interested in helping, and developing strategic outreach approaches.
Action Aid Internationalisation Strategy People In Aid ConferenceStanley Arumugam
ActionAid International has embarked on an ambitious internationalization strategy to become a unitary federation across 47 countries, which has not been attempted by similar organizations. This involves changing governance and ownership structures to be more internationally representative while maintaining strong local roots. The strategy requires developing new competencies in transformational leadership, accountability, engagement, and managing complexity. Lessons learned include the need for a clear vision and theory of change, building partnerships and legitimacy with communities, continuous staff development, and strong change management and communication.
The document outlines a capacity building strategy to help self-help and support groups (SSGs) in developing their institutional capacity and obtaining legal registration. It discusses conducting a needs assessment of SSGs which found they lacked management skills and guidance on legal registration. The strategy involves providing multiple levels of training to SSGs on topics like organizational governance and proposal writing. It will also provide post-training support like on-site coaching and small grants. The goal is to help strengthen 15 SSGs and support 5 of them through the legal registration process by providing a manual on registration requirements.
This document outlines the key components of an effective fundraising and resource mobilization strategy. It discusses why organizations fundraise, common impediments, and recommends developing a SWOT analysis, understanding funding streams and donor matrix. It also provides guidance on creating compelling organizational descriptions and required documentation. Finally, it outlines the various sections that should be included when developing funding proposals and letters of inquiry, as well as tips for ensuring high quality submissions.
The document summarizes a resource mobilization training module presented by JSI. It includes 4 sections that cover developing a resource mobilization roadmap and action plan, strengthening organizational capacity for fundraising, developing effective funding proposals, and creating a resource mobilization plan. Interactive activities are included, such as discussing donor prospects and responsibilities of prime, sub-grantees. The training aims to help organizations develop strategies and skills for securing additional funding.
Organizational capacity refers to an organization's ability to achieve its goals and influence outcomes. It is a complex concept influenced by internal and external factors. The document discusses various approaches to building organizational capacity, including adding resources, using organization development consultants, and Appreciative Inquiry. Appreciative Inquiry is a 4-stage process of discovering strengths, envisioning possibilities, building consensus on a shared vision, and implementing changes to achieve that vision. It seeks to build capacity by focusing on an organization's positive attributes rather than its problems.
The document discusses capacity building for urban local bodies in India. It outlines several key points:
1) Capacity building is needed to strengthen the skills and resources of organizations to adapt to changing environments. It involves stakeholders at all levels.
2) Urban local bodies require capacity building to take on challenges like implementing projects and reforms. Gaps exist in human resources, financial resources, training institutions, and administrative capacity.
3) Several national training institutes provide training for elected and executive personnel to improve urban governance skills. Recommendations are made for capacity building at the center, state, and local levels.
4) A comprehensive approach includes institutional development and human resource development to build effective and efficient service
Resource mobilization is a major concept in the study of social movements that emerged in the 1970s. It focuses on a movement's ability to acquire and mobilize resources, including financial and in-kind donations, to accomplish its goals. Financial resources are primary and must be solicited from potential donors through identifying sources of funds and pledge activities. In-kind resources like office space or supplies can significantly reduce implementation costs. Effective resource mobilization requires identifying local resources, choosing partners most interested in helping, and developing strategic outreach approaches.
Action Aid Internationalisation Strategy People In Aid ConferenceStanley Arumugam
ActionAid International has embarked on an ambitious internationalization strategy to become a unitary federation across 47 countries, which has not been attempted by similar organizations. This involves changing governance and ownership structures to be more internationally representative while maintaining strong local roots. The strategy requires developing new competencies in transformational leadership, accountability, engagement, and managing complexity. Lessons learned include the need for a clear vision and theory of change, building partnerships and legitimacy with communities, continuous staff development, and strong change management and communication.
The document outlines a capacity building strategy to help self-help and support groups (SSGs) in developing their institutional capacity and obtaining legal registration. It discusses conducting a needs assessment of SSGs which found they lacked management skills and guidance on legal registration. The strategy involves providing multiple levels of training to SSGs on topics like organizational governance and proposal writing. It will also provide post-training support like on-site coaching and small grants. The goal is to help strengthen 15 SSGs and support 5 of them through the legal registration process by providing a manual on registration requirements.
The document discusses capacity development in the CGIAR. It notes that capacity development is crucial for enabling the transition from research outputs to development outcomes. It involves enhancing the abilities of both CGIAR and its partners to navigate complex reforms across individual, organizational, and institutional levels. The document outlines key elements of capacity development, including needs assessment, innovative learning materials, developing partnerships, identifying future research leaders, institutional strengthening, and research on capacity development itself. It proposes a community of practice to help collaborative research programs prepare for the next round.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.
The document announces the launch of the New York chapter of TiE Angels, a global network of angel investors that has invested $14 million. The New York chapter will provide local angel investors access to curated deal flow, education programs, and a global network of investors. It will host regular educational and pitch events for its members.
The document discusses strategies for boards to engage in more strategic conversations, including focusing on big questions and the future rather than micromanaging, shaping priorities and aligning agendas with goals, and operating strategically rather than managing. It recommends that boards conduct self-assessments, strengthen strategic planning through data analysis, and focus on member value to realign strategies and culture with the organization's mission.
Sustainability involves considering how every organizational decision impacts an organization's ability to fulfill its mission over time. There are three types of sustainability - organizational, service, and financial. Strategic planning for sustainability involves understanding goals and the operating environment, focusing on strategies that match the organization, developing necessary capacities, and using diverse funding sources. Evaluation of programs identifies which can be eliminated, reduced, raised, or created to improve sustainability.
The document discusses strategies for an organization to efficiently deliver value and adapt to changes. It recommends focusing resources on the most important priorities as identified by member surveys, improving current offerings before adding new ones, emphasizing collective benefits over individual interests, increasing younger member involvement through education and volunteering, directly engaging members to understand needs rather than relying solely on leadership perspectives, and establishing clear strategies and impacts before expanding globally.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
CORE Group: Civil Society Engagement Practical Country Platform Solutions to ...CORE Group
This document discusses best practices for civil society engagement to support national plans for Every Woman Every Child (EWEC). It explains the rationale for civil society engagement and identifies key elements of collaboration models. The agenda includes exploring effective country collaboration, current secretariat models, and developing best practices for civil society engagement through small group work. Groups will discuss structural strengths and challenges of models, best collaboration practices, successes and challenges, and recommend best practices for in-country civil society engagement to support EWEC goals.
The Sikh Students Collaborative aims to unite and support Sikh student associations (SSAs) across colleges. It will create an advisory board of past SSA leaders to provide resources like best practices, funding, and training to current SSA executives. This will allow for greater coordination, lifelong commitments to the Sikh community, and cumulative growth of knowledge across SSAs. The collaborative seeks to empower SSAs in the way that national Muslim and Jewish student groups have been strengthened through centralized support networks.
The strategic plan outlines goals around regionalization such as exploring a regional customer connections center and advisory councils. It also details maximizing mission impact through a self-sufficiency index, program evaluation, and engagement plans. Additional goals involve innovation like insourcing/outsourcing analysis, social enterprises, and process streamlining. Building relationships by raising funds, leveraging volunteers, and talent management is another focus. Finally, the plan seeks to strengthen board governance committees, the nomination process, and board evaluations and commitments. The overall goal is increasing annual meals distributed from 21.5 to 23.5 million by 2018.
Pact Vietnam has launched an organizational capacity building strategy to help strengthen local organizations in a sustainable way. The strategy is assessment-based, peer-connected, demand-driven, and customized. It uses Pact's globally recognized Organizational Capacity Assessment methodology which involves a participatory self-assessment, action planning, and monitoring progress over multiple years. By addressing both technical and organizational capacities, Pact aims to develop more viable local organizations that can better manage health issues independently in the long run. Key challenges include balancing customization with reach and ensuring local buy-in for capacity building.
Leading Transformation Programs in Large / Global OrganizationsKaali Dass PMP, PhD.
Research shows average about 70% of the transformation programs fail.
This presentation focuses on need for transformation in organizations and propose a model to implement transformation programs successfully in large / global organizations.
This document discusses partnerships for the Dryland Systems CRP. It asks three questions:
1. Which partners were successfully engaged and how can we build on those partnerships in terms of research, leadership, management, etc. It lists some potential partners.
2. Whether the partnership structure and budget will change, suggesting increasing minimum budgets to partners and focusing on fewer, more strategic partners.
3. What main results are expected at the regional level through partnerships, such as enhanced buy-in, improved policy links, access to additional funding sources, and contributions to implementing the CRP.
Powerpoint capacity building tmf 2011 10 11 (no quiz))ICCO Cooperation
The 10 commandments of TMF Capacity Building are:
1. Capacity Building supports developing partner organizations' capacities through continuous development.
2. TMF's strategy centers around Capacity Development to achieve financial sustainability and services for the rural poor.
3. Developing partners' capacities leads to expanded rural outreach by sustainable microfinance providers and rural development.
Donna Walters has experience in operational efficiency, business analysis, and community outreach. She has a Master's in Leadership from Northeastern University and a Bachelor's in Business Administration. Her work sample outlines a strategic gameplan for a membership team focused on research, gaining buy-in, implementation, and planning for sustainable success through leadership development, financial health, and effective communication. She provides her contact information and lists relevant experience, education, industries, and specialties.
CAF Event "The Future of Volunteering" - CAF, Macquarie and CripplegateCAFevents
The document summarizes the Community Resourcing (CoRe) programme, a partnership between Macquarie Group Foundation, Cripplegate Foundation, and CAF to match Macquarie staff volunteers with local charities in Islington. The programme aims to enable Macquarie staff to share their skills with charities over six months. Staff volunteers work in small groups providing a range of business, operations, and other skills. The programme has supported several charities with outcomes like new websites, marketing strategies, and winning funding. Challenges include finding the right charity matches and managing expectations, but the programme offers strategic support and tangible results for funders, charities, and corporations.
Domestic Resource Mobilization - Mobilizing Finance for Development Hillary Fernando
The document discusses domestic resource mobilization (DRM) as the key to financing sustainable development goals. It outlines strategies for public and private resource mobilization, including tax revenue, public-private partnerships, institutional investors, and foreign direct investment. Effective DRM requires developing long-term infrastructure plans, strengthening legal and governance frameworks, and mobilizing both public and private resources through regulatory and policy reforms. Public-private partnerships are highlighted as a crucial tool for DRM to improve access to basic services and mobilize capital for development projects.
Donna Walters provides her contact information and summaries her education and experience which includes a focus on operational efficiency, business analysis, and community outreach. She outlines a strategic gameplan for a membership team involving research, gaining buy-in, implementation, and planning for sustainable success. Samples of her work are also included which relate to leadership development, compensation administration, and collaboration tools.
The document discusses the Alliance Assessment Framework, which is used by USAID missions and projects to evaluate partnerships with the private sector and other organizations. It highlights examples of how assessments have helped facilitate innovative partnerships in non-traditional sectors. The framework offers a tool to inform mission strategy and partnerships within projects. Discussions are focused on improving the framework so it can complement other processes like the CDCS.
This document provides an overview of planning best practices for parks and recreation agencies. It discusses the benefits of planning, different types of planning tools (such as master plans, needs assessments, and strategic plans), and highlights key aspects of conducting a comprehensive master planning process. This includes gathering community input, conducting an inventory and needs assessment, analyzing funding, developing recommendations and an implementation plan, and identifying who will be responsible for carrying out the plan. The overall purpose is to help agencies better serve their communities and justify funding requests through strategic long-term planning.
The document summarizes a new program called "Invest Desk" that aims to educate, train, coach and facilitate fundraising for companies that have graduated from the Lead To Win accelerator program and are ready to raise significant capital. The program will consist of an introductory seminar covering the investment process, developing a financing plan and communications toolkit. It will also include review sessions where companies pitch to expert panels and open pitch sessions to investors. Support will also be provided to help companies identify and qualify target investors. The program has prerequisites for revenue, funding raised to date, capital requirements, and mentor/advisor support. An application process opens on June 8th with a deadline of June 19th and participants will be notified on July
The document discusses capacity development in the CGIAR. It notes that capacity development is crucial for enabling the transition from research outputs to development outcomes. It involves enhancing the abilities of both CGIAR and its partners to navigate complex reforms across individual, organizational, and institutional levels. The document outlines key elements of capacity development, including needs assessment, innovative learning materials, developing partnerships, identifying future research leaders, institutional strengthening, and research on capacity development itself. It proposes a community of practice to help collaborative research programs prepare for the next round.
New Frameworks for Measuring Capacity and Assessing PerformanceTCC Group
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.
The document announces the launch of the New York chapter of TiE Angels, a global network of angel investors that has invested $14 million. The New York chapter will provide local angel investors access to curated deal flow, education programs, and a global network of investors. It will host regular educational and pitch events for its members.
The document discusses strategies for boards to engage in more strategic conversations, including focusing on big questions and the future rather than micromanaging, shaping priorities and aligning agendas with goals, and operating strategically rather than managing. It recommends that boards conduct self-assessments, strengthen strategic planning through data analysis, and focus on member value to realign strategies and culture with the organization's mission.
Sustainability involves considering how every organizational decision impacts an organization's ability to fulfill its mission over time. There are three types of sustainability - organizational, service, and financial. Strategic planning for sustainability involves understanding goals and the operating environment, focusing on strategies that match the organization, developing necessary capacities, and using diverse funding sources. Evaluation of programs identifies which can be eliminated, reduced, raised, or created to improve sustainability.
The document discusses strategies for an organization to efficiently deliver value and adapt to changes. It recommends focusing resources on the most important priorities as identified by member surveys, improving current offerings before adding new ones, emphasizing collective benefits over individual interests, increasing younger member involvement through education and volunteering, directly engaging members to understand needs rather than relying solely on leadership perspectives, and establishing clear strategies and impacts before expanding globally.
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
CORE Group: Civil Society Engagement Practical Country Platform Solutions to ...CORE Group
This document discusses best practices for civil society engagement to support national plans for Every Woman Every Child (EWEC). It explains the rationale for civil society engagement and identifies key elements of collaboration models. The agenda includes exploring effective country collaboration, current secretariat models, and developing best practices for civil society engagement through small group work. Groups will discuss structural strengths and challenges of models, best collaboration practices, successes and challenges, and recommend best practices for in-country civil society engagement to support EWEC goals.
The Sikh Students Collaborative aims to unite and support Sikh student associations (SSAs) across colleges. It will create an advisory board of past SSA leaders to provide resources like best practices, funding, and training to current SSA executives. This will allow for greater coordination, lifelong commitments to the Sikh community, and cumulative growth of knowledge across SSAs. The collaborative seeks to empower SSAs in the way that national Muslim and Jewish student groups have been strengthened through centralized support networks.
The strategic plan outlines goals around regionalization such as exploring a regional customer connections center and advisory councils. It also details maximizing mission impact through a self-sufficiency index, program evaluation, and engagement plans. Additional goals involve innovation like insourcing/outsourcing analysis, social enterprises, and process streamlining. Building relationships by raising funds, leveraging volunteers, and talent management is another focus. Finally, the plan seeks to strengthen board governance committees, the nomination process, and board evaluations and commitments. The overall goal is increasing annual meals distributed from 21.5 to 23.5 million by 2018.
Pact Vietnam has launched an organizational capacity building strategy to help strengthen local organizations in a sustainable way. The strategy is assessment-based, peer-connected, demand-driven, and customized. It uses Pact's globally recognized Organizational Capacity Assessment methodology which involves a participatory self-assessment, action planning, and monitoring progress over multiple years. By addressing both technical and organizational capacities, Pact aims to develop more viable local organizations that can better manage health issues independently in the long run. Key challenges include balancing customization with reach and ensuring local buy-in for capacity building.
Leading Transformation Programs in Large / Global OrganizationsKaali Dass PMP, PhD.
Research shows average about 70% of the transformation programs fail.
This presentation focuses on need for transformation in organizations and propose a model to implement transformation programs successfully in large / global organizations.
This document discusses partnerships for the Dryland Systems CRP. It asks three questions:
1. Which partners were successfully engaged and how can we build on those partnerships in terms of research, leadership, management, etc. It lists some potential partners.
2. Whether the partnership structure and budget will change, suggesting increasing minimum budgets to partners and focusing on fewer, more strategic partners.
3. What main results are expected at the regional level through partnerships, such as enhanced buy-in, improved policy links, access to additional funding sources, and contributions to implementing the CRP.
Powerpoint capacity building tmf 2011 10 11 (no quiz))ICCO Cooperation
The 10 commandments of TMF Capacity Building are:
1. Capacity Building supports developing partner organizations' capacities through continuous development.
2. TMF's strategy centers around Capacity Development to achieve financial sustainability and services for the rural poor.
3. Developing partners' capacities leads to expanded rural outreach by sustainable microfinance providers and rural development.
Donna Walters has experience in operational efficiency, business analysis, and community outreach. She has a Master's in Leadership from Northeastern University and a Bachelor's in Business Administration. Her work sample outlines a strategic gameplan for a membership team focused on research, gaining buy-in, implementation, and planning for sustainable success through leadership development, financial health, and effective communication. She provides her contact information and lists relevant experience, education, industries, and specialties.
CAF Event "The Future of Volunteering" - CAF, Macquarie and CripplegateCAFevents
The document summarizes the Community Resourcing (CoRe) programme, a partnership between Macquarie Group Foundation, Cripplegate Foundation, and CAF to match Macquarie staff volunteers with local charities in Islington. The programme aims to enable Macquarie staff to share their skills with charities over six months. Staff volunteers work in small groups providing a range of business, operations, and other skills. The programme has supported several charities with outcomes like new websites, marketing strategies, and winning funding. Challenges include finding the right charity matches and managing expectations, but the programme offers strategic support and tangible results for funders, charities, and corporations.
Domestic Resource Mobilization - Mobilizing Finance for Development Hillary Fernando
The document discusses domestic resource mobilization (DRM) as the key to financing sustainable development goals. It outlines strategies for public and private resource mobilization, including tax revenue, public-private partnerships, institutional investors, and foreign direct investment. Effective DRM requires developing long-term infrastructure plans, strengthening legal and governance frameworks, and mobilizing both public and private resources through regulatory and policy reforms. Public-private partnerships are highlighted as a crucial tool for DRM to improve access to basic services and mobilize capital for development projects.
Donna Walters provides her contact information and summaries her education and experience which includes a focus on operational efficiency, business analysis, and community outreach. She outlines a strategic gameplan for a membership team involving research, gaining buy-in, implementation, and planning for sustainable success. Samples of her work are also included which relate to leadership development, compensation administration, and collaboration tools.
The document discusses the Alliance Assessment Framework, which is used by USAID missions and projects to evaluate partnerships with the private sector and other organizations. It highlights examples of how assessments have helped facilitate innovative partnerships in non-traditional sectors. The framework offers a tool to inform mission strategy and partnerships within projects. Discussions are focused on improving the framework so it can complement other processes like the CDCS.
This document provides an overview of planning best practices for parks and recreation agencies. It discusses the benefits of planning, different types of planning tools (such as master plans, needs assessments, and strategic plans), and highlights key aspects of conducting a comprehensive master planning process. This includes gathering community input, conducting an inventory and needs assessment, analyzing funding, developing recommendations and an implementation plan, and identifying who will be responsible for carrying out the plan. The overall purpose is to help agencies better serve their communities and justify funding requests through strategic long-term planning.
The document summarizes a new program called "Invest Desk" that aims to educate, train, coach and facilitate fundraising for companies that have graduated from the Lead To Win accelerator program and are ready to raise significant capital. The program will consist of an introductory seminar covering the investment process, developing a financing plan and communications toolkit. It will also include review sessions where companies pitch to expert panels and open pitch sessions to investors. Support will also be provided to help companies identify and qualify target investors. The program has prerequisites for revenue, funding raised to date, capital requirements, and mentor/advisor support. An application process opens on June 8th with a deadline of June 19th and participants will be notified on July
The document provides guidance on developing an effective business case to obtain approval and support for HR initiatives. It emphasizes the importance of clearly articulating the business need, determining the proposed solution, and linking the initiative to organizational priorities and goals. The business case should identify solutions, use quantitative and qualitative data, and frame the issue for the relevant decision makers. An example business case is presented that gained approval for a career development portal by demonstrating how it would increase employee engagement and retention, which are drivers of productivity, satisfaction and revenue. Developing the business case requires engaging leaders, understanding stakeholders, tailoring the presentation to the audience, and being prepared to address questions.
In today’s environment potential corporate sponsors are closely scrutinizing value received for dollars spent. Discover what the corporate sector is seeking when considering whether to sponsor your activities and what impact this has on your efforts. Successful nonprofit organizations recognize that they must go beyond the standard prospectus outreach if they are to increase sponsorship income. This interactive seminar covers the six critical factors that you can implement to increase corporate sector revenue.
In today’s environment potential corporate sponsors are closely scrutinizing value received for dollars spent. Discover what the corporate sector is seeking when considering whether to sponsor your activities and what impact this has on your efforts. Successful nonprofit organizations recognize that they must go beyond the standard prospectus outreach if they are to increase sponsorship income. This interactive seminar covers the six critical factors that you can implement to increase corporate sector revenue.
Developing Your Case for Support: The Foundation For Your Fundraising SuccessBloomerang
https://bloomerang.co/resources/webinars/
How can you make your Case for Support powerful, provocative and successful? Robin L. Cabral, MA, CFRE, will highlight best practices in preparing and using your case for support.
Mr. Rakesh gupta - Financing your growth Monika Bakshi
This document discusses financing options for K-12 schools looking to raise capital. It outlines the key steps in the fundraising process, including grooming the business, developing a business plan, and fundraising. Grooming the business involves establishing an investible structure, strong governance practices, building intangible assets, and developing a track record. The business planning process helps determine capital needs and the best financing option. Common options include debt, asset monetization, and equity. Fundraising involves preparing collateral, identifying investors, negotiations, due diligence, and closing deals. Overall the document provides guidance on navigating the different stages of securing financing to support growth.
The Rotary Foundation Cadre of Technical AdvisersElizabeth Toms
Learn the important role that cadre members play in
advising grant applicants, ensuring proper stewardship
of Foundation funds, and promoting practices that lead to
stronger, more sustainable grant projects.
Learn the important role that cadre members play in
advising grant applicants, ensuring proper stewardship
of Foundation funds, and promoting practices that lead to
stronger, more sustainable grant projects.
The document summarizes customer interactions and learnings from an alumni investment platform called AlumVest. It discusses:
1) Meeting data from entrepreneurs, individual investors, VC funds, and academic resources which showed different needs and willingness to pay.
2) Based on feedback, AlumVest narrowed its target to entrepreneurs seeking funding/services and affiliated alumni investors.
3) The value propositions were refined to focus on exclusive funding and advisory access for entrepreneurs, and vetted startups and expert commentary for investors.
4) Next steps include exploring the business model, pricing, acquisition costs, and incentives to improve the platform.
Best Practices in Understanding and Increasing Your Company ValuationRoseRyan
Want to raise your company’s share price or valuation? Look beyond the benchmark. In this slide presentation from our October 2013 webinar with Proformative, RoseRyan CEO Kathy Ryan and Assay Founding Partner Adrian Bray reveal the science of increasing value throughout an organization and identify key factors that affect company valuation.
Mr. Brian Sandahl, an analyst at Austin Ventures, spoke to the Texas Economics Association about careers in private equity investing. He provided an overview of Austin Ventures, including that it is a venture capital and growth equity firm that has been in business for over 25 years and manages $3.9 billion across 10 funds. He described the firm's investment approach of providing capital to companies at every stage from seed to growth. Sandahl also outlined the typical path to obtaining a career in private equity investing, noting the competitiveness of breaking into the field.
Babson & Brandeis - Fundraising 101: How to raise a seed roundDavid Chang
Brandeis Innovation Speaker Series: Overview of tech/startup fundraising basics, some how-to tactics on raising a seed round, and general pitch tips/lessons learned for entrepreneurs who are current students and recent grads.
Brandeis & Babson - Fundraising 101: How to raise a seed roundDavid Chang
Brandeis Innovation Speaker Series: Overview of tech/startup fundraising basics, some how-to tactics on raising a seed round, and general pitch tips/lessons learned for entrepreneurs who are current students and recent grads.
This document discusses a program called "Prep My CDFI!" which is designed to help Community Development Financial Institutions (CDFIs) prepare for and strengthen their CARSTM rating. CARSTM is an independent rating system that assesses a CDFI's impact performance and financial strength. Prep My CDFI! provides an assessment, management report, and support to help CDFIs improve documentation, operations, and outcomes tracking in order to obtain a higher CARSTM rating. The program costs a minimum of $5,000 but can include additional services and support.
Venture capital involves providing funds to businesses that have long-term growth potential. Venture capital firms bring expertise, credibility, and assistance with exiting investments through means such as IPOs or acquisitions. A typical venture capital firm pools funds from limited partners and invests those funds across multiple startups to diversify risks. Qualified individuals can pursue careers in venture capital through various paths such as working in startups, consulting firms, investment banks, or directly at venture capital firms where they apply skills like industry expertise, deal sourcing, operational experience, and investor relations. The presentation provides an overview of the venture capital industry and career paths.
Employing Baldrige Performance Criteria in Academic Librariesjpotter49505
The document discusses employing the Baldrige Performance Criteria in academic libraries. It provides an overview of the Baldrige criteria and award program, which recognizes quality in business, education, and non-profits. The seven Baldrige criteria include leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and results. It also provides a sample question from the process management criteria and a library's response demonstrating how they determine key process requirements.
This document summarizes the agenda for the 2012 Gaming Conference held in Las Vegas in April 2012. It discusses the role and expectations of audit committees and internal audit functions. It outlines key responsibilities of the audit committee including oversight of financial reporting, risk management, and hiring/firing the chief audit executive and external auditor. It also describes the role of internal audit in assisting the audit committee and evaluating internal controls and risks. The document notes increasing expectations on internal audit around skills, focus areas, and value provided to stakeholders. It provides perspectives on enhancing audit quality, talent, and communications to better meet stakeholder needs.
Similar to Psfu resource mobilization training (20)
The social audit Toolkit provides practical guidance and insights to its users working in government departments, community organizations and civil society groups for using social audit as a tool to identify, measure, assess and report on the social performance of their organizations. This toolkit has been designed keeping in mind the views and the needs of non-specialists interested in conducting social audit. The objective of the Consultant in developing this tool-kit is to provide not only a comprehensive but also an easy-to-use tool-kit for government departments, CSOs and others.
This tool-kit comprises of introduction to the concepts, steps, the purpose and templates / forms of conducting social audit which will help in understanding the framework of social audit; describes how this curriculum is to be used in a sequential process for conducting social audit and the preparation of social audit report.
Digital financial services (DFS) provide electronic platforms for convenient, secure financial transactions and are becoming popular for promoting financial inclusion. When designing DFS for smallholders, several factors must be considered, including understanding by users, creating awareness through education, building ecosystems where transactions can occur, building client confidence in security and reliability, establishing policies and regulations, offering additional products beyond payments, allowing interoperability across networks, keeping costs affordable, enabling scalability and replication, focusing on social returns, and prioritizing client needs and education.
This document provides an overview of social auditing and outlines steps for developing a social audit model focused on a staying alive project in Uganda. The training aims to help participants understand social auditing, the social audit process, and design and administer social audits to empower communities and engage stakeholders. Social auditing is defined as an independent evaluation of an organization's social performance and goals through systematic stakeholder monitoring. Key aspects of social auditing include involving stakeholders, assessing both financial and non-financial objectives, and measuring social impact. The document discusses social auditing principles and compares it to other types of audits.
Technology is part and parcel of any development agenda across all sectors including but not limited to Health, Education, Agribusiness, Tourism, Infrastructure and Construction, Gas and Oil, Transport, Financial Services, Manufacturing.
This document discusses different types of policies and the policy development process. It outlines that there are substantive/administrative policies, vertical/horizontal policies, and reactive/proactive policies. It also explains that policy development involves selecting an objective, identifying targets, determining pathways, designing programs, implementing, and assessing impact. The goal of public policy is to achieve outcomes that benefit society such as reducing poverty through various policy pathways.
This document outlines the hiring process and provides guidance on effective hiring practices. It discusses defining job requirements, attracting qualified candidates, screening CVs, conducting interviews, evaluating candidates, checking references, and making a job offer. The key points are that hiring the right people is important for organizational performance, a structured process including defining the job profile, interviewing, and reference checks helps identify the best candidates to contribute to higher performance.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
This document provides guidance on how to effectively conduct a presentation. It outlines important techniques such as understanding your audience, structuring your presentation with an introduction, body, and conclusion. It also discusses essential tools for presentations like PowerPoint. The document advises preparing by rehearsing and checking for errors. Additionally, it offers tips on engaging an audience through strong body language, eye contact, and managing time. Lastly, it identifies behaviors to avoid like excessive movement, long sentences, and inappropriate dress or odors. The overall aim is to help presenters gain confidence and skills for public speaking.
The document discusses partnerships in Rwanda that empower youth and impact policymaking. It describes YES Rwanda, a non-governmental organization that advocates for youth entrepreneurship programs. YES Rwanda partners with the public sector, private sector, and civil society organizations to support youth livelihoods and influence policies. Some successful partnerships and policies have included including youth in national development plans, establishing youth funds and training programs, and creating youth centers.
This document provides an overview and schedule for an entrepreneurship training program taking place from December 13-16. The training will cover topics such as selecting a viable business, market research, financing strategies, costs of starting a business, marketing strategies, financial records, and writing a business plan. Session outlines provide learning objectives and activities for each topic. Homework assignments involve developing business ideas, conducting market research, and drafting a marketing strategy and mission statement. The goal is to help participants start and run successful businesses.
The document discusses conflict, its causes, and how to manage it. It defines conflict as occurring when one party feels their interests are negatively affected by another. Common causes include incompatible personalities, unclear roles, limited resources, and poor communication. The desired outcomes of conflict are agreement, stronger relationships through trust-building, and learning. The document provides tips for resolving personality conflicts at work and building cross-cultural relationships through listening, compromise, and nurturing others. It also outlines five conflict-handling styles: competing, collaborating, compromising, avoiding, and accommodating.
The document discusses how to be an active citizen in Rwanda by getting informed about social problems and issues affecting the country. It recommends researching problems by reading materials, observing government processes, conducting interviews, and focus groups to understand the causes, scale, and impacts of problems. It also suggests evaluating existing policy solutions. The document then lists various techniques and information sources someone can use to get informed, including government websites, libraries, search engines, key individuals, forums, and events.
This document provides information on how to be favorably competitive on the job market. It discusses that career orientation involves gaining an understanding of one's interests and abilities, developing career skills, gaining career information, and creating an educational plan. It also notes that being competitive requires education, skills, work experience, ability to market oneself, understanding of the labor market, and personal attributes like communication, teamwork, and ethics. The document provides tips on skills, exploring opportunities, knowing when the job market is strong, and resources for finding job openings.
The document discusses partnerships in Rwanda that empower youth and impact policymaking. It describes YES Rwanda, a non-governmental organization that advocates for youth entrepreneurship programs. YES Rwanda partners with the public sector, private sector, and civil society organizations to support youth livelihoods and influence policies. Some successful partnerships and policies have included including youth in national development plans, establishing youth funds and training programs, and creating youth centers.
The document provides an overview of an entrepreneurship training program taking place from December 13-16. The training will cover topics such as what is an entrepreneur, selecting a viable business, market research, financing strategies, costs of starting a business, marketing strategies, financial records, and writing a business plan. Session outlines provide more details on the content that will be covered each day, including opportunity recognition, SWOT analysis, calculating return on investment, and types of financing. The training aims to give participants the knowledge and skills needed to start their own successful business.
This document provides information on how to be favorably competitive on the job market. It discusses that career orientation is designed to prepare students for living and working through understanding their interests and strengths. The objectives are to gain career information and skills to experience career opportunities. It also discusses developing a career plan, managing careers within organizations, and lifelong career development processes. Additionally, it outlines skills, values, and attributes needed like education, experience, personality, and adaptability to market oneself favorably. These factors combine to influence one's competitiveness on the job market.
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OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
3. Why Organizations fundraise or mobilize
resources
The impediments to organizations effective
and efficient utilization of resources
The fundraising and Resource Mobilization
strategy
5. Strap line
Description of the organization
Identity (Values) of the organization
6. All documentation required ie Audited
accounts, reports, CVs, etc
Developing Letter of Inquiry
Expression of Interest
Concept note development
Proposal development
Business and Investment proposals
7. • Introduction
• Background
• Statement of the problem
• Objectives
• Project description
• Sustainability plan
• Monitoring and Evaluation Plan
• Results: Outputs, Outcomes and Impact
• Budgeting process and votes.
8. • Protocols
• Grammatical issues
• Administrative checks
• Language
• Content
• Team comprising
• Key internal systems
• Packaging: electronic and print copies.