1. ©MichelRoggo/WWF-Canon
Regional conference “Responding to
Climate Change in Eastern
Partnership Countries”
Introduction to
fundraising
Andreas Beckmann, WWF-DCP
Date 27 March 2014

2. 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.

3. What are different funding sources
available for my projects?

4. 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

5. 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

6. 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

7. http://ec.europa.eu/europeaid/work/ap/awp/2014_en.htm
EU funding programmes

8. 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

9. 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!

10. 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.

11. 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.

12. 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!)

14. Before you start
• Donor priorities and issues, country strategy
• Proposal guidelines
• Previously funded projects and programmes
EU, Public Sector Funds

15. 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

16. 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

17. Situational Analysis
EU, Public Sector Funds

18. Stakeholder Analysis

19. 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

20. • 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

21. • 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?

22. 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

23. Stakeholder Interests Areas of
conflict
Marginalized?
Explain How
Key?
Yes/No
Stakeholder Analysis Matrix

24. 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

25. Stakeholder engagement strategy
Stakeholder Analysis

26. 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

27. 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

28. 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

29. 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

30. EU, Public Sector Funds

31. EU, Public Sector Funds

32. EU, Public Sector Funds

33. 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

34. 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.“

35. EU, Public Sector Funds

37. • 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

38.  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!