1. Guide for Trainers Fundraising and Accessing EU Funds

2. Get Acquainted Give the following information: • Name, organisation, country; • One main achievement of your organisation you are proud of; • One proverb from your country about money and its meaning for our training program; • One main expectation from this training; • Present in plenary.

3. Training Objectives At the end of this training you will have: Improved knowledge and skills in fundraising; Action plans for the elaboration of a strategic plan and a fundraising strategy for your organisation.

4. Program Structure • What is fundraising; • Funding sources; • Funding forms; • Fundraising activities; • Developing a fundraising strategy.

5. If not new knowledge, a new light on the already known things. Learning by doing. Learning from each other. Training program approach

6. Individual work Observing Applying learning Teamwork Activities we Planned

7. Feel free to interfere in the sessions and ask questions! We will be happy to answer you... Our Rules

8. Your Rules? It is your training! Decide on the rules that will help you work effectively together during this training!

9. What is fundraising?

10. is a set of activities through which you access the necessary funds to ensure the flow of revenues to sustain your organisation’s activities. Fundraising

11. Sustainable funding can be achieved only by gaining the trust of your potential or actual founders. Sustainable funding

12. Imagine that your organisation is a person who asks for your support to implement some activities that you think are worth doing. To what kind of person will you be open to provide your support? (qualities, behaviour, attitudes) Exercise

13. CSO’s needed capacities: INTEGRITY ACCOUNTABILITY TRANSPARENCY PROFESSIONAL AND MANAGERIAL CAPACITY

14. Being responsible to someone for actions taken by explaining, clarifying and justifying the actions. It implies that someone has a right to know and hold your organisation to account and that your organisation has a duty to explain and account for its actions. Accountability

15. Walk your talk; • Keep your promise and honour your word; • If that is not possible, say when it will be and how the impact will be solved. Integrity

16. Being easily understood; • Being open, frank and honest in all communications, transactions and operations; • Accountability and transparency go hand-in-hand. Transparency

17. Being effective: Doing the right things Being efficient: Doing the things right Peter Drucker Professional and Managerial Capacity

18. How Far is Your Organisation from the Ideal Situation?

19. INDIVIDUALS • ORGANISATIONS • non-profit • private • public Types of Funding Sources

20. Target Beneficiary Supporter NGO Funding Sources

21. Individuals or organisations who can influence your activities/services and to whom you report, being accountable for what you deliver and how you deliver it. Both groups’ members are your clients. Who are your CLIENTS?

22. Follow your mission and do not make compromises on the quality of your work.

23. Complete the table: • Who are the individuals or organisations that are your funding sources? • What motivates them to offer you support/funds? Exercise

24. People give to people; • Foundationsgive to fulfill their mission; • Corporationsgive to have a return on their investment; • Public institutions give to implement their public policies. Motivations to Give

25. Complete the table: • Under which form you can receive funds from the respective funding source: • supporters; • target beneficiaries. Exercise

26. Donations/gifts Grants Fees for services/products Membership fees Cause-related marketing Funding Forms

27. Teaching each other • Become expert in one type of funding form by preparing a short presentation for your peers; 2. Teach each other. Exercise

28. Why is it important to have economic activities?

29. Economic Activities Non-profit sector Business sector

30. Economic Activities Social enterprises are social mission-driven organisations which apply market-based strategies to achieve their mission.

31. Non-profits that use business models to pursue their mission. For-profits whose primary purposes are social. Social Enterprises

32. Basic research findings about NGO’s economic activities • Activities are closely aligned with NGO’s missions; • Net income is not the only measure of success; • In the early stage, economic activities are capitalised with internal funding and grants.

33. Building the relationship Communicating your request Knowing what you want Knowing your prospect Fundraising Activities

34. Who they are? What they need and want? How they may give? Why they may give? Knowing Your Prospect

35. ANALYSIS TOOLS Donors’ Pyramid Donors’ Kite Donors’ Matrix Knowing Your Prospect

36. Donors’ Pyramid Knowing Your Prospect

37. Identify for your organisation: • most important donors: what type of funding source they belong to? • where do you place them on the donors’ pyramid? Exercise

38. Diversity of donors • Loyalty of few main donors Two Strategies for Financial Sustainability

39. You have the opportunity to meet with a donor who wants to support CSOs improve their skills in building their financial sustainability.

40. Donor will support the best plan for raising funds of one CSO’s partnership working in the same field. You have 10 minutes to present your plan in front of the donor’s evaluations team.

42. 45’ • Elaborate the plan and prepare the presentation; • Present the plan in front of the donor’s representatives. 10’ Task

43. Appeal to the heart; • Raise interest and get attention; • Provide facts to deal with skepticism; • Tell what to do and how to do it. Remember When Making Your Request:

44. And the winner is...

45. Building relationships is building connections. What do you do in order to build connections with your suporters or beneficiaries? Building Relationships

46. Bring them to your organisation; • Go out to meet them; • Keep in touch with them; • Look for ways to help them; • Thank them quickly and accurately for their generosity; • Recognise them appropriately. Building Relationshipswith Supporters/Beneficiaries

47. How to go there? Where we want to be Where we are Strategic Planning Action PlanningSimilarities: the same logic

48. Differences • The TWO planning processes are defined by the different: • time frames they cover; • degree of specificity, detail and clarity with which present, future and solutions are described.

49. Main Concepts • Where we want to be: Desired future • mission, vision, goals, objectives. • Where we are: Present • problems/obstacles, weaknesses, threats, opportunities. • How to go there: Solutions • strategies, programs, projects, services, products, activities, actions.

50. It looks at your organisation’s existing situationusing different frames of analysis; • It describes the desired future synthesised in your organisation’s mission and vision; • It identifies what activities, programs, services, productsyou will provide in order to achieve them. Organisation Strategic Plan