5. 1) Time lag: takes time to filter through to frontline
2) Public sector: 20% cuts across the board?
3) Trusts & foundations: mixed messages
4) Corporates: varied picture
5) Earned income: ever more valuable
6) Pro-bono + in-kind: in plentiful supply
Fundraising: recession
6. 1. research: criteria, the grants / investments previously
given, the size of organisations they were given to
2. relationships: get time with individuals at a funding
organisation; seek ways in; never submit a blind
application without talking to someone
3. realism: about what you will get; about what you can
deliver (the old "underpromise, overdeliver" rule);
4. transparency: be honest and open in your dealings with
people; about promises; and about success (or lack of);
5. don't take it personally: not always about your bid
6. be "always on”: and don't put it all on one person
Fundraising: do the same
7. 1. value: communicating the added value / measuring your
social impact becomes more + more important; what will
make you stand out / make you credible?
2. flexible + adaptable: sustainability may depend on ability
to adapt: be open + creative in your thinking
3. partner: to access funding you couldn’t alone; to mitigate
the risk; to build working relationships
4. get stuff for free / cheaper: negotiate current deals;
utilise unused spaces; use pro-bono support etc etc.
Fundraising: do more
9. • Distinguishes social entrepreneurs in absence
of purely financial motive
• Crucial first step for planning / evaluating
• Communication to people (internal / external)
• Aid decision-making / avoid drift
Why does mission matter?
10. • Distinguishes social entrepreneurs in absence
of purely financial motive
• Crucial first step for planning / evaluating
• Communication to people (internal / external)
• Aid decision-making / avoid drift
Why does mission matter?
14. Partnership: key questions
• What is the purpose?
• What form should it take?
• Are the shared aims realistic?
• Who should be involved?
• How formal should it be?
• (Consortia? Sub-contracts?)
15. Partnership continuum
cooperation coordination mergercollaboration
Typesofactivity
moreless
complexity and intensity
Sharing info
for mutual
benefit
Referrals
Informal
support
Separate
goals,
resources,
structures
16. Partnership continuum
cooperation coordination mergercollaboration
Typesofactivity
moreless
complexity and intensity
Sharing info
for mutual
benefit
Referrals
Informal
support
Separate
goals,
resources,
structures
Event / short-
term project
Some
planning/
division of
roles
Some shared
resources,
risks & reward
Individual
identities
maintained
17. Partnership continuum
cooperation coordination mergercollaboration
Typesofactivity
moreless
complexity and intensity
Sharing info
for mutual
benefit
Referrals
Informal
support
Separate
goals,
resources,
structures
Event / short-
term project
Some
planning/
division of
roles
Some shared
resources,
risks & reward
Individual
identities
maintained
New structure
with common
goals
All partners
contribute
resources +
gain rewards
Longer
commitment +
durable
partnerships
18. Partnership continuum
cooperation coordination mergercollaboration
Typesofactivity
moreless
complexity and intensity
Sharing info
for mutual
benefit
Referrals
Informal
support
Separate
goals,
resources,
structures
Event / short-
term project
Some
planning/
division of
roles
Some shared
resources,
risks & reward
Individual
identities
maintained
New structure
with common
goals
All partners
contribute
resources +
gain rewards
Longer
commitment +
durable
partnerships
Most complex
Complete
integration
Most difficult
to achieve
Least
common
Multiple
variables
- research: the criteria, the grants / investments previously given, the size of organisations they were given to (to help gauge what you should go for)
- relationships: use the "could you spare me 15 minutes of your time?" rule to get time with individuals at a funding organisation: the higher-up the better, but all staff can give you a feel for the culture / approach; nurture the relationships, and keep them up-to-date with progress; seek ways in; never submit a blind application without talking to someone
- realism: about what you will get; about what you can deliver (the old "underpromise, overdeliver" rule); about the challenges you face; about the mission-money decisions (particularly in current climate)
- transparency: (if only it began with 'R') be honest and open in your dealings with people; about your promises; and about the success (or lack of) of your projects; transparent reporting and accountability builds trust, and trust builds credibility...and credibility leads to more funding...
I'd add a couple of things to that (Tokunbo had more as well): one is don't take it personally, or think it's (necessarily) about the quality of the funding bid / project. It can be about the level of competition, very subjective trustee opinions or bad timing as much as about what you have written / your idea. The other thing is to be "always on" and don't silo fundraising into one person: everyone in the organisation can spot opportunities, build relationships and develop networks.
- research: the criteria, the grants / investments previously given, the size of organisations they were given to (to help gauge what you should go for)
- relationships: use the "could you spare me 15 minutes of your time?" rule to get time with individuals at a funding organisation: the higher-up the better, but all staff can give you a feel for the culture / approach; nurture the relationships, and keep them up-to-date with progress; seek ways in; never submit a blind application without talking to someone
- realism: about what you will get; about what you can deliver (the old "underpromise, overdeliver" rule); about the challenges you face; about the mission-money decisions (particularly in current climate)
- transparency: (if only it began with 'R') be honest and open in your dealings with people; about your promises; and about the success (or lack of) of your projects; transparent reporting and accountability builds trust, and trust builds credibility...and credibility leads to more funding...
I'd add a couple of things to that (Tokunbo had more as well): one is don't take it personally, or think it's (necessarily) about the quality of the funding bid / project. It can be about the level of competition, very subjective trustee opinions or bad timing as much as about what you have written / your idea. The other thing is to be "always on" and don't silo fundraising into one person: everyone in the organisation can spot opportunities, build relationships and develop networks.
Soon to be 400.
Soon to be 400.
Soon to be 400.
PURPOSE
what are you hoping to achieve?
who proposed the idea? (vested interest)
does it fit with mission, vision, values, strategy etc?
will it add value / bring benefits?
FORM FOLLOW FUNCTION
Driven by what you’re trying to do / activity (see next slide)
Who to lead?
REALISTIC?
Often partnerships are too ambitious / too much of a rush to deliver
Are verbal commitments above and beyond what is possible?
INVOLVE RIGHT PEOPLE
Right skills / qualities
Trust / relationships
Similar culture / size / experience? (culture clash is most common barrier)
WRITING
Particularly re. Roles, responsibilities, reporting, conflict resolution etc
And money! How formal (letter, MOU, SLA etc…)
The spirit of partnership is not a substitute for accountability
Don’t overcomplicate
