Managing Humanitarian Projects → Fund Raising

Fund Raising

There are no quick fixes for raising funds – the regular work, reputation, and sincerity of an organisation is the best bases for success.

Sourcing funds 

Building relationships with individual supporters is essential. Success may be slow at first but will improve as your network grows.

Local sources:

• Local organisations and associations .e.g. rotary club;
• Government and district institutions;
• Business / corporate opportunities (e.g. banks)

International sources :

• Voluntary funding agencies (e.g. missions, trusts and foundations);
• International aid agencies ( UN, EC, World Bank, African or Asian Development Bank);
• Bi-lateral agencies (USAID, CIDA, DFID);
• Foreign embassies with small grant or specific sectoral funding programmes
   

Pooled appeals and funding mechanisms in emergencies

There is an increasing trend, through the clusters (see Cluster Approach page) for agencies to ‘pool’ their appeals, and for donors to ‘pool’ their resources. Become aware of, support and engage in the processes in your country.

Benefits include a coordinated, strategic approach; cost and risk reduction; flexibility and predictability; and greater transparency.

Constraints include the lack of direct access for NGOs and government partners to some pooled funds such as CERF, and slow disbursement.

Most humanitarian funding is restricted to life-saving or life-sustaining activities so ensure you approach the most relevant funding source for your project.

Developing a fundraising strategy

Fundraising requires resources but can also waste them and damage the organisation’s reputation, if not properly planned.

• A clear organisational strategy is needed to communicate who you are, what you do, and why. Consider what makes your organisation unique.
• Accurate, up to date and well presented documentation will be required e.g. registration documents, summary financial details and latest audit reports, organisational strategy, organisation chart, governance arrangements, letters of commendation, and examples of activities and achievements.
• Map out potential donor interests and identify 10-15 donors with a focus /interests in line with your organisation.
• Research further to reduce to 3-4 with a good match to your organisational strategy and programme goals.
• Donors often prefer to support time bound projects with clear objectives and a defined strategy for transition and sustainability.
• Project (activity) costs are valued over organisational (overhead) costs which ideally need to be kept below 10%.
• Applying jointly with a collaborating partner can strengthen an application.

As a rule ‘if you don’t qualify – don’t apply!’