Published on April 3, 2014
©MichelRoggo/WWF-Canon Regional conference “Responding to Climate Change in Eastern Partnership Countries” Introduction to fundraising Andreas Beckmann, WWF-DCP Date 27 March 2014
In this workshop we will: Introduction to fundraising 1. Examine funding sources that there are available, including but not limited to EU funds. 2. Discuss requirements and tips for developing successful proposals. 3. Go through the structure, the requirements, the mechanics of proposals for EU and similar funds. 4. Look at 2 aspects of proposals: stakeholder analysis and logical framework analysis. 5. Practice developing our own logical framework analysis.
What are different funding sources available for my projects?
Most relevant EU funding programmes available to NGOs in Partnership countries Presentation to Company Name 17 August 2010 - 4 1. European Neighbourhood and Partnership Instrument 2. European Instrument for Democracy and Human Rights 3. Investing in People 4. Migration and Asylum 5. Non-state actors and local authorities in development
Calls for proposals and procurement notices related to EU activities in Eastern neighbourhood http://www.easternpartnership.org/search/apachesolr_search/?filters=type%3Atender&retain-filters=1 EU funding programmes
Every year the European Commission publishes Annual Action Programmes and Annual Work Programmes for Grants, in which it states priorities for actions, and an indicative amount for grants to be awarded within the frameworks of the above mentioned programmes. EU funding programmes http://ec.europa.eu/europeaid/work/ap/index_en.htm
http://ec.europa.eu/europeaid/work/ap/awp/2014_en.htm EU funding programmes
EU, Public Sector Funds • Know what the fund supports and why – check out their web page, annual report, talk to staff, people who know them. • Be realistic – weigh costs and benefits. Overly bureaucratic GAA’s (e.g. EU funds…) have broken the necks of some NGOs… • Be careful about formal requirements – take care to meet all requirements, no matter how small. • Take care to develop a strong project (logframe), pay attention to “buzz words” and place your project in the right context
Foundations • Know what the foundation supports and why – check out their web page, annual report, talk to staff, people who know them • Know how the foundation makes its decisions – including the role of staff and board • Give feedback – not just reports! Involve the foundation in your work and success. Invite them to events, send them articles, notes on progress you have made. • Thank them and acknowledge their support!
Companies • Make sure that the company is profitable (otherwise you are probably wasting your time) • Know what the company supports and why – check out their web page, annual report, talk to staff, people who know them • Know how the company makes its decisions – who makes them, how • Give feedback – not just reports! Involve the company in your work and success. Invite them to events, send them articles, notes on progress you have made. Give them opportunities to be in media or rub shoulders with VIPs. • Look for win-win situations, for mutual benefit. • Thank them and acknowledge their support! • Submit a project concept: 1-2 pages with main information, including clear and specific benefits for the company.
Companies Writing a corporate proposal (1) • Outline the activity to be sponsored – facts and figures. • Benefits (tangible and intangible) of an association with your organisation generally. • Benefits (tangible and intangible) of sponsoring the activity. • Cost of the sponsorship. • Next steps – including contact details.
Companies Writing a corporate proposal (2) • Include a description of the features of an activity for which you are seeking sponsorship but remember to “sell” benefits not features • Address the company’s needs not yours • Think about how the company might use the sponsorship to promote their brand • Remember to inspire (emotions!)
Before you start • Donor priorities and issues, country strategy • Proposal guidelines • Previously funded projects and programmes EU, Public Sector Funds
Proposal formats • Problem Statement • Context • Rationale or justification for the project • Project Goal & Objectives • Strategy & Activities • Results: Outputs and Outcomes • Organisational background • Budget EU, Public Sector Funds
Problem Statement or Project Rationale • Summary of the problem • Clear and precise • Very specific to donor issues • Use references, research data • Effects > Problem > Cause EU, Public Sector Funds
Situational Analysis EU, Public Sector Funds
Stakeholder Analysis Three essential steps 1. Identify the key stakeholders and their interests 2. Assess the influence/power and interest of each stakeholder 3. Identify how best to engage stakeholders
• People, Groups, Institutions – likely to be affected by the proposed project – and/or those who can affect the project • Beneficiaries and intermediaries, winners and losers, involved and excluded in the decision-making, game- changers, multipliers… • All those who need to be considered in achieving project goals and whose participation and support (or lack of it) will crucially impact project objectives. Stakeholder Analysis
• Method essential when defining a project • Crucial component of initial situation analysis • Maps the interests of all stakeholders • A preliminary assessment indicating who are important and influential and how we “treat/engage” them. What is a Stakeholder Analysis?
Identifies: • The key actors responsible for the main drivers/ crucial for impact and sustainability of our work. • Potential conflicts or risks/opportunities and relationships. • Appropriate strategies for stakeholder engagement. • Issues to reduce negative impacts on vulnerable and disadvantaged groups. Stakeholder Analysis
Stakeholder Interests Areas of conflict Marginalized? Explain How Key? Yes/No Stakeholder Analysis Matrix
Assessing the influence/power and interest Meet their needs Ex: opinion formers Key player Ex. local authorities Least important Ex. general public Show consideration Ex. local communities Influence/power InterestLow High LowHigh Stakeholder Analysis
Stakeholder engagement strategy Stakeholder Analysis
Project Goal or Overall Objective • Very general, high-level and long-term objective • Cannot be achieved by a project alone • Versus (Specific) Objectives – what the project will achieve. • e.g. „Reducing the impact of natural disasters in the hilly region“. • Versus (Specific) Objective, e.g.: „Providing housing facilities to earthquake-affected victims.“ EU, Public Sector Funds
Project (Specific) Objectives • What the project seeks to achieve • Make it SMART – Specific, Measurable, Achievable, Relevant and Time-bound • e.g. „To increase the income-level of women farmers from 5% to 15% in district x“. • Useful words: increase, decrease, improve, strengthen… EU, Public Sector Funds
Project Results • Specific results that lead to the specific objective • Make them SMART – Specific, Measurable, Achievable, Relevant and Time-bound • e.g. „50% of women farmers in district x are trained in small business management“. EU, Public Sector Funds
Activities • Activities are specific actions, e.g. training workshop, researching and writing a position paper, organising a conference, writing a press release. • Activities can be arranged in GANTT charts – a time table for project implementation. EU, Public Sector Funds
EU, Public Sector Funds
EU, Public Sector Funds
EU, Public Sector Funds
Performance indicators • Process vs Results indicators • Process: e.g. „number of women participating in the training on climate change adaptation“. • Results: e.g. „number of women aware of climate change adaptation.“ EU, Public Sector Funds
EU, Public Sector Funds Performance indicators • Process vs Results indicators • Process: e.g. „number of women participating in the training on climate change adaptation“. • Results: e.g. „number of women aware of climate change adaptation.“
EU, Public Sector Funds
• Goal or Overall Objective: Expressed in terms of benefits to the target. („Healthy populations of tuna in the rocky reef habitat“). • Objectives: expressed as Outcomes to be realised. „By 2007, all artisanal fishermen in x are using sustainable fishing gear.“ • Results: Expressed as activities completed or milestones reached. „Fishermen have been trained in using sustainable fishing gear.“ • Activities: Expressed in the present tense with an active verb. („Prepare, design, conduct…“ – „Organise training course…“). • Assumptions: Expressed as if..then…statements. Assumptions can be both positive things that you assume need to happen, or negative risks that can cause problems for your project. („Markets will continue to pay a higher price for sustainably fished species – thus, fishermen will have incentive to use sustainable fishing gear“). Tips for formulation
Initial team Scope & vision Targets Context & stakeholders 1. Define Action plan: goals, objectives & activities Monitoring plan Operational plan 2. Design Workplans & budgets Fund raising Capacity building Partnerships 3. Implement Incoming data Results & assumptions Operational functions Plans & budgets 4. Analyze/Adapt Lessons Formal products Feedback & evaluation Learning culture 5. Share WWF’s Conservation Project/Programme Cycle Thank you for your attention!
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