4 What Is Donor Mapping?Researching and networking with donorsIt offers an in-depth overview of the most important characteristics of donor engagementDonor mapping is not a one-time activity
5 Why Is Donor Mapping Important? Systematically approach and prioritise your fundraising activitiesIdentifying gaps or issues within your income sourcesIdentifying potential areas of growth / opportunity
6 HOW TO MAP DONORS Stage One: Map Your Existing Donors Who currently gives you money?Who currently supports your work?Who currently has an interest in association with your organization?Stage Two: Map Prospective DonorsWho works in your geographical area?Who could have an interest in supporting your work?Who do you know that would support your work?Who else would you like to support your workTwo Stages that explore 1) who you currently work with and 2) who has expressed an interest in working with you and the other about who might be really very interested in supporting you and who you want to support you.Why are the two stages (in this order) important? Because by knowing who currently funds you and understanding their motivations (stage 1) , you will be able to clearly see what networks these existing donors have that you might be able to tap in to as well as understand how to best communicate the work that you currently do in a way that is of interest to those funders you are interested in approaching (stage 2).
7 EU Donor Atlas Mapping Official Development Assistance _Atlas.pdf
14 Mapping of donors conditions Mapping of donors conditions and requirementsPurpose:To improve your possibilities to coordinate support from different donors andLessen their administrative burden, in line with donor obligations
15 Types of data required for mapping Requirements related toadministration of support andcontent of the collaboration.aid flow
17 What is a project proposal? A proposal is a request for financial assistance to implement a project.A proposal is not just a "shopping list" of things you want.A proposal must justify each item in the list of things you want, so that a donor agency can decide if it wants to provide some or all of those things.You must know exactly what you want to do with these things, and that is why you should design a project to carry out what you want to achieve.
18 It is important to carefully formulate and design your project. Proposal writing is a skill which requires some knowledge and practice.
19 ORGANIZING WORKInvolve your team (one person shouldn’t write a proposal)Prepare all preliminary informationCreate a checklistDon’t bother the funder too much during the preparation processThink of the structure
20 START-UP WORK Identifying a project idea Looking for a potential funderStudying priorities, guidelines and application forms / previously funded projectsEstablishing initial contact (organization’s mission and vision, strategy, structure, team)Creating partnerships (now or earlier)
21 COVER LETTER First thing the funder reads Must engage the reader so (s)he reads the rest of the proposalPersonal, to the point, conciseStructure: project title, goals and objectives, total amount requested, duration of the project)
22 SUMMARY A concise, clear synopsis of the project Not more than a page Description of the organizationStatement of problem and / or needProject objectivesOutline of proposed activitiesThe amount requested
23 INTRODUCTIONDescription of the applicant (mission, vision, values, strategic objectives, structure, team)Short list of organization’s achievementsWho are you beneficiaries and partnersWhy do you apply to this funder?
24 NEEDS ASSESSMENT What is the problem or need? Describe the problem in relation to your target groupPlace the problem in a larger context your organizations works inUse figures and concrete examples (case studies)Relate it to the funders guidelines and priorities
25 OBJECTIVESAll objectives should be SMART i.e. Specific, Measurable, Achievable, Realistic, and Timed.Specific - Be precise about what you are going to achieveMeasurable - Quantify you objectivesAchievable - Are you attempting too much?Realistic - Do you have the resource to make the objective happen (human resources, financial, the right context and opportunities)?Timed - State when you will achieve the objective (within a month? By February 2012?)
26 METHODS / ACTIVITIES Answer to the question “HOW?” Right place to give details and figuresPut activities in the time orderGive reasons why you selected this methodBe consistent with overall project goal, objectives and the contextMake references to previous use of the method by you or other organizations
27 Timeline Communicate Solid partnerships Innovative project Define your budget80% planning the project % writing the proposal
28 OUTCOMES / OUTPUTS Know the difference Outcome: long term result / effect (hard to measure)Output is a very concrete result / product (easily measurable)Provide both outcomes and outputs in a clear structure
29 EVALUATION PLAN Strategy to measure the success Explanation of the criteria used to measure the successIncludes:- quantitative indicators (numbers)- qualitative indicators (contents)- vision of success (what you want to achieve)
30 Must be measurable and quantifiable Use baseline dataEvaluate each goal and objective
31 BUDGETStructure: human resources, purchases, operational costs, activitiesClear budget items (how did you come up with the amount you’ve indicated in the budget line)Explanations to the budget in annex (why you need a particular amount, offers, etc.)
32 Strategies For Writing Your Proposal ContentOrganizationStyleDesign
33 Content Be focused and specific Show how your project is related to the grant giver’s goalsProvide details, including the budgetInclude everything required by the RFP
34 Organization Provide an executive summary Follow the guidelines of the RFPUse headings, overviews, and summaries
35 Style Define terms Be to the point Allow time for revision Get feedback from other people
36 Design Use page numbers, headers, and footers Include photos and diagramsMake sure the proposal looks professional
38 Tips on Writing Always remember your main idea Avoid excessive jargon Think of the reviewerNo unnecessary informationReviseHave someone else read the proposalEditHave someone unrelated to the project read your proposal. If they are bored, chances are the reviewer will be as well.
39 Sections of the Proposal SummaryNeedBudgetCapabilityMethodPlanEvaluate
41 Never forget to analyze the goals of the granting agency What are the goals of the granting agency?What is their strategic plan?Why was the fund set up?What do they want to fund?What other obligations are involved?What are the requirements of the RFP?
43 Common Mistakes Idea ≠ Grant purpose Ignoring instructions Vague objectivesPoor writingLast minute writingTyposAssuming reviewers are experts in fieldUsing buzzwordsInaccurate costsBudget ≠ Narrative
44 The Budget Equipment $1000 Human Resource $20,000 Others $35,000 Comment on this budget
45 The BudgetHighlight each item in the narrative that will appear in the budgetConversely, every item that appears in the budget must be described in the narrativeBreak down each item into parts; be intuitiveOEquipment$1000EquipmentDell computer Model #$900Remote Mouse$100P
46 Tips:Use donor specific guidelines to seek project funding
48 The proposal uses vague generalizations and promises. Because the use of vague generalizations and promises is often a sign of an action plan that the applicant has not put sufficient thought into preparing.
49 Reasons for rejection GM of an NGO Lack of ReferenceStructure of the organization / Composition of BoardPakistan Centre for Philanthropy (PCP) Certification is needed for tax exemptionOverestimation of costs
51 Reasons for M&ENearly 80% of interviewees describe an increased emphasis on M&E over the past 20 years.Donors push for M&E because they believe:There is a need for greater political accountability within their own governments.M&E helps them learn from past failures and strengthen future programs.M&E is a powerful method for showing impact and legitimizing workMapping Donor Decision Making on Media Development,by The School of International and Public Affairs Columbia University, May 2011
55 Trends Case of Gates and Buffet : Chicago Meeting Paris Declaration of Aid Effectiveness
56 Paris Declaration 2005Donors are urged in the Paris Declaration to specialise in areas where they have a comparative advantage and to work collaboratively, for example through programme-based approaches and delegated co- operation.The Paris Declaration recognises that a pragmatic approach to division of labour by donors and partner countries stands to increase complementarity, improve alignment, and reduce transaction costs
57 Remember: Corporate Social Responsibility units in corporations
58 International Good Practice Principles for Country-Led Division of Labour and Complementarity, 2009 by OECD
59 Principle 1: Partner Country Leadership “The division of labour process should be led by the partner country in dialogue with donors, and in a transparent manner that enables parliaments to fulfill their mandate and enables the participation of civil society and the private sector.”
60 Principle 2: Rationalize Aid “Development results can be improved when donors individually and collectively rationalize their activities at the country level.”
61 Principle 3: Optimal Use of Development Resources “Partner countries and donors should commit to avoiding duplication and fragmentation and ensuring the optimal use of development resources in the locations, sectors and thematic areas where they work and in the aid modalities through which they channel their assistance.”
62 Principle 4: Flexibility and Pragmatism “Negotiations are a necessary component of the division of labour process, and therefore flexibility on both sides is required. All actors are committed to pragmatic and workable solutions.”
63 Principle 5: Capacity Development “As division of labour aims at more effective use of aid, donors should commit to harmonise and better co-ordinate their support for capacity development for overall aid management by the partner country.”
64 Principle 6: Neutral Impact on Aid Volume “The impact of a division of labour process on overall country aid volume should be neutral.”
65 Principle 7: Monitoring and Evaluation “Partner countries and donors should monitor and evaluate the added value of division of labour”
66 Principle 8: Communication “Partner countries and donors should communicate the added value of division of labour.”
67 0333-5317802 Atiq ur Rehman firstname.lastname@example.org QUESTIONS?Atiq ur Rehman