Contents What is donor mapping? 1 Mapping donors conditions 2
Proposal Development 3 Devise successful implementation plan 4
Developing donor satisfactory M& E System 5 12/22/2011 2
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What is donors mapping?
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Researching and networking with donors It offers an in-depth
overview of the most important characteristics of donor engagement
What Is Donor Mapping? Donor mapping is not a one-time
activity
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Why Is Donor Mapping Important? Systematically approach and
prioritise your fundraising activities Identifying gaps or issues
within your income sources Identifying potential areas of growth /
opportunity
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HOW TO MAP DONORS Stage Two: Map Prospective Donors Who 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 work 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?
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EU Donor Atlas Mapping Official Development Assistance
http://ec.europa.eu/development/body/tmp_docs/Donor _Atlas.pdf
http://ec.europa.eu/development/body/tmp_docs/Donor _Atlas.pdf
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Funding opportunities
http://www.donorsforum.org/s_donorsforum/doc.asp?CI
D=10815&DID=35562
http://www.donorsforum.org/s_donorsforum/doc.asp?CI
D=10815&DID=35562 http://www.impact100chicago.org/
http://kapfam.com/site/program-areas/education/
http://www.d5coalition.org/
http://www.charmmdfoundation.org/ServicesWeOffer.ht ml
http://www.charmmdfoundation.org/ServicesWeOffer.ht ml
http://www.charmmdfoundation.org/.search?results_page
=my_results.html&query=donor+mapping&name=Search
http://www.charmmdfoundation.org/.search?results_page
=my_results.html&query=donor+mapping&name=Search
http://www.iiconline.org/
Mapping of donors conditions Mapping of donors conditions and
requirements Purpose: To improve your possibilities to coordinate
support from different donors and Lessen their administrative
burden, in line with donor obligations
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Types of data required for mapping Requirements related to
administration of support and content of the collaboration. aid
flow
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Proposal Development
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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.
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It is important to carefully formulate and design your project.
Proposal writing is a skill which requires some knowledge and
practice.
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ORGANIZING WORK Involve your team (one person shouldnt write a
proposal) Prepare all preliminary information Create a checklist
Dont bother the funder too much during the preparation process
Think of the structure
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START-UP WORK Identifying a project idea Looking for a
potential funder Studying priorities, guidelines and application
forms / previously funded projects Establishing initial contact
(organizations mission and vision, strategy, structure, team)
Creating partnerships (now or earlier)
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COVER LETTER First thing the funder reads Must engage the
reader so (s)he reads the rest of the proposal Personal, to the
point, concise Structure: project title, goals and objectives,
total amount requested, duration of the project)
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SUMMARY A concise, clear synopsis of the project Not more than
a page Description of the organization Statement of problem and /
or need Project objectives Outline of proposed activities The
amount requested
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INTRODUCTION Description of the applicant (mission, vision,
values, strategic objectives, structure, team) Short list of
organizations achievements Who are you beneficiaries and partners
Why do you apply to this funder?
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NEEDS ASSESSMENT What is the problem or need? Describe the
problem in relation to your target group Place the problem in a
larger context your organizations works in Use figures and concrete
examples (case studies) Relate it to the funders guidelines and
priorities
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OBJECTIVES All objectives should be SMART i.e. Specific,
Measurable, Achievable, Realistic, and Timed. Specific - Be precise
about what you are going to achieve Measurable - Quantify you
objectives Achievable - 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?)
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METHODS / ACTIVITIES Answer to the question HOW? Right place to
give details and figures Put activities in the time order Give
reasons why you selected this method Be consistent with overall
project goal, objectives and the context Make references to
previous use of the method by you or other organizations
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Timeline 80% planning the project 20% writing the proposal
Solid partnerships Innovative project Communicate Define your
budget
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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
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EVALUATION PLAN Strategy to measure the success Explanation of
the criteria used to measure the success Includes: - quantitative
indicators (numbers) - qualitative indicators (contents) - vision
of success (what you want to achieve)
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Must be measurable and quantifiable Use baseline data Evaluate
each goal and objective
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BUDGET Structure: human resources, purchases, operational
costs, activities Clear budget items (how did you come up with the
amount youve indicated in the budget line) Explanations to the
budget in annex (why you need a particular amount, offers,
etc.)
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Content Organization Style Design Strategies For Writing Your
Proposal
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Content Be focused and specific Show how your project is
related to the grant givers goals Provide details, including the
budget Include everything required by the RFP
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Organization Provide an executive summary Follow the guidelines
of the RFP Use headings, overviews, and summaries
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Style Define terms Be to the point Allow time for revision Get
feedback from other people
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Design Use page numbers, headers, and footers Include photos
and diagrams Make sure the proposal looks professional
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Tips
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Tips on Writing Always remember your main idea Avoid excessive
jargon Think of the reviewer No unnecessary information Revise Have
someone else read the proposal Edit
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Sections of the Proposal Plan Need Evaluate Method Summary
Budget Capability
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Remember: It all Starts with an Idea
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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?
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Common mistakes
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Common Mistakes Idea Grant purpose Ignoring instructions Vague
objectives Poor writing Last minute writing Typos Assuming
reviewers are experts in field Using buzzwords Inaccurate costs
Budget Narrative
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The Budget Equipment$1000 Human Resource$20,000 Others$35,000
Comment on this budget
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The Budget Highlight each item in the narrative that will
appear in the budget Conversely, every item that appears in the
budget must be described in the narrative Break down each item into
parts; be intuitive Equipment$1000 Equipment Dell computer Model
#$900 Remote Mouse$100
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Tips: Use donor specific guidelines to seek project
funding
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Reasons of proposals rejection
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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.
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Reasons for rejection GM of an NGO Lack of Reference Structure
of the organization / Composition of Board Pakistan Centre for
Philanthropy (PCP) Certification is needed for tax exemption
Overestimation of costs
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M&E
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Reasons for M&E Nearly 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
work Mapping Donor Decision Making on Media Development, by The
School of International and Public Affairs Columbia University, May
2011
http://www.sipa.columbia.edu/academics/workshops/documents/InternewsMedia
Development.pdf
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Devise successful implementation plan
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Developing donor satisfactory M& E System
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Trends
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Case of Gates and Buffet : Chicago Meeting Paris Declaration of
Aid Effectiveness
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Paris Declaration 2005 Donors 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
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Remember: Corporate Social Responsibility units in
corporations
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International Good Practice Principles for Country- Led
Division of Labour and Complementarity, 2009 by OECD
http://www.oecd.org/dataoecd/45/2/45621436.pdf
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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.
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Principle 2: Rationalize Aid Development results can be
improved when donors individually and collectively rationalize
their activities at the country level.
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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.
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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.
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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.
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Principle 6: Neutral Impact on Aid Volume The impact of a
division of labour process on overall country aid volume should be
neutral.
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Principle 7: Monitoring and Evaluation Partner countries and
donors should monitor and evaluate the added value of division of
labour
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Principle 8: Communication Partner countries and donors should
communicate the added value of division of labour.
