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Funds & Resources - Developing skills for planning resource mobilisation work (part 1)
   Last updated: 02.07.02
Summary of Section 2
Section 2 introduces one approach to planning resource mobilisation work which is both systematic and strategic. It follows a simple five-step process, which begins with strategic planning as an essential first step for any resource mobilisation work. Once a strategic plan is developed, organisations can clearly identify the resource(s) that they actually need and should focus on getting. Once this is achieved, NGOs/CBOs need to identify which resource mobilisation mechanisms are realistic means of mobilising the resource(s) they need. Once a realistic list of mechanisms has been identified, organisations are in a position to identify the potential resource providers that exist for these mechanisms. Finally, the last step brings all this information together to form a resource mobilisation action plan.

Many of the activities in this section are linked – one activity builds on the one before. Therefore most of the activities need to be carried out to learn the whole process; however, Activities 2.3B and 2.5B are not essential to the sequence.

Apart from within Section 2.1 all the activities in Section 2 should ideally be carried out by groups of individuals from the same organisation. This is because resource mobilisation plans are specific to each organisation as they should be based on the organisation’s strategic plan and not the resources readily known to be available.

It is preferable that the strategic planning worksheet linked to Activity 2.2 is completed by participants with their colleagues prior to the technical support activity.

Section 2.1 Identifying steps for planning resource mobilisation work
Activity 2.1. Aim: To identify what steps need to be undertaken to prepare for resource mobilisation work

Introduction

Resource mobilisation planning steps are not the same as an action plan. Planning steps are a number of key areas that should be explored before developing a strategic resource mobilisation action plan. Identifying key planning steps can help us to see resource mobilisation as a strategic process which requires both careful planning and key skills. Consequently, managing these steps well is one way to increase the success of resource mobilisation work.

Instructions
Timing: 1 hour

1 Explain the aim of the activity to the participants.

2 Prepare one set of cards with the following steps written in large letters and put them where the participants cannot see them:
  • Developing a strategic plan

  • Reviewing current organisational resource situation and identifying resource gaps

  • Researching resource mobilisation mechanisms

  • Identifying and researching different resource providers

  • Preparing and creating a resource mobilisation action plan


3 Divide participants into mixed groups. Ask them to write on separate pieces of paper the main steps for planning strategic resource mobilisation work.

4 Stick the above prepared set of cards from Instruction 2 in a line along the wall (in the order shown above) with plenty of space under each. Explain each step.

5 Ask the participants to stick their steps under the matching steps on the wall. If some of their steps do not match then stick them to one side.

6 Facilitate a discussion with the participants based on the following questions:
  • Why is it important to consider the key planning steps involved in strategic resource mobilisation work?

  • Can any of the steps stuck to one side be matched to the given steps?

  • Do you agree with the order of the steps? Do you think there is one correct sequence for the steps?

  • Why is it important to develop a strategic plan before creating a resource mobilisation action plan?


7 After the discussion, ensure that any steps that were stuck to one side are either matched or new steps created and that you have explained whether they will be covered during the training.

Facilitators’ notes
  • The activity aims to help the participants think of the key planning steps that are necessary to develop a strategic resource mobilisation action plan. If participants do not identify strategic planning as an initial step then take time to explain why this is necessary. This is important so that NGOs/CBOs mobilise resources based on their needs rather than pursue the interests solely of resource providers.

  • Some participants may question the order of the steps on the wall. Explain that they are ordered in one logical way. The order of the steps may vary depending on the range of potential resource providers and the awareness of NGOs/CBOs of their resource mobilisation skills and viable mechanisms. Explain that strategic planning should come first and developing a resource mobilisation action plan should come later, once adequate planning and research has taken place.

  • Emphasise the need to continuously adjust their resource mobilisation action plans as more information about resource providers is collated and the strategic direction of the organisation evolves.


Example of Activity 2.1: By local NGOs/CBOs based in the Philippines
1 Developing a strategic plan
  • Review strategic plan

  • Programme development

  • Needs assessment (participatory)


2 Reviewing current organisational resource situation and identifying resource gaps
  • Identifying resources needed

  • Analysis of what might be needed in the near future


3 Researching resource mobilisation mechanisms

4 Identifying and researching different resource providers
  • Resource mobilisation, linking and farming out to different funders (for example, different activities to different resource providers)

  • Identification of resource providers

  • Looking for alternative funders

  • Classifying resource providers

  • Research details of resource providers


5 Preparing and creating a resource mobilisation action plan
  • Conceptualisation

  • Assess capabilities and identify institutions

  • Assess NGO capability and potential of mechanisms

  • Mapping resource providers

  • Identification of the mechanisms to get resources


Reference: Adapted from a resource mobilisation workshop held in Cagayan de Oro City, Philippines, April 2001.

Section 2.2 Step 1: Developing a strategic plan
ACTIVITY 2.2. Aim: To develop an organisational strategic plan and link this to resource mobilisation work

Introduction

NGOs/CBOs are usually motivated by a vision of how a social, environmental or political situation can be improved. In order to think strategically about how the organisation will achieve this vision, many organisations develop an organisational strategic plan which explains the different levels of achievements the organisation hopes to accomplish over time (usually 3-5 years). These different levels of achievements include the mission, goals and objectives (and sometimes strategies) – moving from overall level (mission) to more specific levels (goals and objectives).

Instructions
Timing: 2-3 hours

1 Before the workshop, ask each of the participating organisations to fill in the strategic planning worksheet (see Handouts at the end of Section 2) with their colleagues prior to the workshop.

2 Introduce the activity by clarifying the definitions of ‘mission’, ‘goals’, and ‘objectives’ (and ‘strategies’) and how these aspects of a strategic plan can be seen as different conceptual levels (use the strategic planning worksheet).

3 If they have developed their strategic plans, check all the plans to make sure that they are clear and move on to Instruction 5.

4 If they have not completed their strategic plans, facilitate a session so that the participants can develop a rough strategic plan.

5 Divide the participants into groups by NGO/CBO and ask each to write out their mission, goals and objectives (also strategies and activities) on separate pieces of card. Ask them to arrange their strategic plans in priority order as follows:

Mission

Goal 1

- Objective 1
… Strategies – activities
- Objective 2
… Strategies – activities

Goal 2

- Objective 1
… Strategies – activities
- Objective 2
… Strategies – activities

6 Ask the participants to display their strategic plans for others to review. Take this opportunity to provide feedback to NGOs/CBOs individually and help those that have not finished.

7 Facilitate a discussion using the following kinds of questions:
  • Who might be involved in developing a strategic plan?

  • Why is it useful to break down your work into the mission, goals and objectives (also strategies and activities)?


Facilitators’ notes
  • Make sure that the participants develop a forward-thinking strategic plan rather than one that documents their past activities.

  • Make sure that the strategic plans have objectives that contribute to each goal, and that their goals help achieve their mission. Encourage the groups to write their objectives in a SMART way (see Strategic Planning Worksheet). If some strategic plans are weak these participants could work with a stronger organisations for steps 2.3 to 2.6. In this way they can learn the process which they can then repeat after the workshop.

  • The terms ‘mission’ ‘goals’ and ‘objectives’ may vary across countries and organisations. Explain that the terms merely help to identify different levels of achievement and they may wish to use different terms within their own organisations after the workshop.

  • Make it clear to the participants that organisations can have any number of goals and objectives within their strategic plan.

  • It is important that time is not spent debating the programmatic ideas in the strategic plans.


Example of Activity 2.2: By Al-Farah, an NGO based in Bangladesh
Al-Falah Bangladesh

Mission: To improve the quality of life of the Bihari community who live in refugee-like camp situation in Bangladesh and increase their access to health facilities, economic opportunities and cultural activities

Goal 1: To reduce the vulnerability of the Bihari community who live in the six camps located under Dhaka City Corp. Ward No. 42, 44 and 45 of Mohammadpur to the risk of such behaviours that lead to STI and HIV/AIDS within the three-year period

Objective 1: To strengthen existing facilities of Treatment and Counselling and referral systems and programmes, mechanisms for condom promotion, health education and community awareness on HIV/AIDS and encourage community participation in field-based interventions to reach an estimated 5,000 men, women, youth and adolescents of the community within three years’ time

Objective 2: To provide psychological support to the identified groups of 25 MSM in the community and other vulnerable and marginalised groups within the community, such as sex workers, street children, drug users and STI patients, and to establish linkage with GOs/NGOs care and support programmes within the three-year period

Strategies:
  • Treatment and counselling to STI patients/MSM through base and satellite clinics

  • Awareness through one-toone/ group meetings/cultural and educational programmes

  • Advocacy with community/religious leaders

  • Awards for peer educators/shop keepers for condom promotion

  • Workshops/seminars

  • Linkage with government and partner NGOs programme

  • Capacity-building


Reference: Adapted from a resource mobilisation workshop held in Dhaka, Bangladesh, February 2002.

Section 2.3 Step 2: Reviewing current organisational resource situation and identifying resource gaps
ACTIVITY 2.3. Aim: To review an organisation’s current resource situation and sustainability, and to identify resource gaps in relation to the NGO’s/CBO’s strategic plans

Introduction

It is useful for NGOs/CBOs to review their current resource situation to be able to plan their resource mobilisation work better. This involves looking at what resources they currently have, how long they will last, and the conditions attached to the resources (i.e., restricted or unrestricted money, goods branding).

Unrestricted Resources that can be used for any purpose by an NGO/CBO

Restricted Resources that can only be used for the purpose(s) agreed with the resource provider

By comparing the resource you have with what you want to achieve (strategic plans), it is possible to identify our strategic resource gaps. These resource gaps can then form the basis of a strategic resource mobilisation action plan.

Activity 2.3A: Reviewing your current organisational resource situation using a timeline

Instructions
Timing: 1 hour 30 minutes

1 Explain to the participants that they will be drawing a timeline indicating the time along the bottom axis and listing the current resource providers down the vertical axis. For each resource provider, they will show how long they have committed resources for and write what the resources are along this line on the timeline. This should indicate whether their committed money is restricted or unrestricted.

2 Ask the participants to describe the difference between restricted and unrestricted money.

3 Divide the participants by NGO/CBO and give them a copy of the Handout in the Handouts section at the end of Section 2 which shows the timeline. (The handout is the same as the completed example opposite.)

4 Ask some of the groups to present their work.

5 Facilitate a discussion based on the following questions:
  • How can you assess the sustainability of your organisation from these timelines?

  • Why is it relevant whether money is restricted or unrestricted, and when these funds are available until?

  • What range of resources, resource providers and mechanisms have currently been accessed? (Refer back to categories listed in Section 1.1.)


6 Close the activity by summarising the key points for the participants to remember.

Example of Activity 2.3A
By Community Health and Development Inc. (ComDev), an NGO based in the Philippines

RESOURCE PROVIDER // Timeline // Restricted/unrestricted [money]

Multilateral/bilaterals
  • USAID/John Snow International // Pesos 2.8 million, into 2002 // Unrestricted

  • Packard Foundation // Pesos 1.5 million, into 2003 // Restricted


Government
  • City government // Pesos 100,000 annually, into 2005 // Restricted


National not-for-profit organisations
  • Philippines Business Social Progress // Medical kits, into 2002


Socio-civic organisations
  • Rotary // Medals for school-based peer educators, into 2005


ComDev
  • Franchise fees // Pesos 500 x 30 clinics per month // Unrestricted

  • Membership fees // Pesos 1,000 annual registration x 30 clinics // Unrestricted


Reference: Adapted from a resource mobilisation workshop held in Cagayan de Oro City, Mindanao, Philippines, April 2001.

Section 2.3 Step 2: Reviewing current organisational resource situation and identifying resource gaps

ACTIVITY 2.3. Aim: To review an organisation’s current resource situation and sustainability, and to identify resource gaps in relation to the NGO’s/CBO’s strategic plans

Activity 2.3B: Reflecting on your current resource sustainability
Instructions
Timing: 1 hour

1 Introduce the aim of the activity to the participants.

2 Facilitate a discussion with the whole group based on the following questions:
  • What does sustainability mean?

  • Why is sustainability an important issue for NGOs/CBOs?

  • How does resource mobilisation link to this?


3 Divide the participants by NGO/CBO.

4 Explain the following sustainability pie charts to the participants using explanations below and the example pie charts:
Provider Dependency Chart shows the percentage of total resources received from each provider. An estimated value is assigned to in-kind support and technical assistance. This shows who the main resource providers are, and how dependent the NGO/CBO is on these providers, relative to others.
Resource Allocation Chart shows how the resources received are allocated to restricted or unrestricted costs.

5 Ask the NGOs/CBOs to develop the charts for their NGOs/CBOs based on their current committed resources.

6 Ask some of the NGOs/CBOs to present their charts and facilitate a discussion by asking the following questions:
  • Do you have a large amount of resources from one resource provider? Does your Provider Dependency Chart reflect what you consider a ‘broad resource base’ (where you have a number of different resource providers so that you are not reliant on one or a few)?

  • What does your Resource Allocation Chart show? What are the consequences of different patterns of resource allocation? What balance of expenditure do you think resource providers prefer?

  • In the Resource Allocation Chart which area of expenditure most urgently needs resources?


7 Close the activity by summarising the key points.
Facilitators’ notes The charts, as with all these activities, can be completed by the participants using rough estimates during the workshop and developed further after the workshop with their colleagues. Some participants may be reluctant to share this kind of information with the whole group for confidentiality reasons.
  • An additional chart can be made which shows what resources an NGO/CBO has divided into ‘money’, ‘in-kind’ and ‘technical assistance’.

  • The participants may need a drawn example to help them to develop the pie charts.


Example of Activity 2.3B: By LA RED, an NGO based in Mexico
Resource Provider Dependency Chart

CIDA 40%
International HIV/AIDS Alliance 32%
Condesa Clinic 2%
Self-generated 13%
Embassy 13%

Resource Allocation Chart

Unrestricted 18%
Activity 47%
Core 35%

Reference: Adapted from a resource mobilisation workshop held in Cuernavaca, Mexico, January 2001.

Section 2.3 Step 2: Reviewing current organisational resource situation and identifying resource gaps

Activity 2.3. Aim: To review an organisation’s current resource situation and sustainability, and to identify resource gaps in relation to the NGO’s/CBO’s strategic plans

Activity 2.3C: Identifying your resource gaps
Instructions
Timing: 2 hours

1 Divide participants into groups by NGO/CBO.

2 Using the completed example, if necessary, explain to the participants how to identify their resource gaps using the following instructions:
  • Write your mission, goals and objectives in a column on a piece of flip-chart paper as shown in the Example or use the cards developed in Section 2.2.

  • Draw three more columns and write the titles – Money, Other resources and Resource gaps – as in the example.

  • Identify the existing committed resources your NGO has for each of your objectives (and strategies if you have them) for the next three years. Write the name of the resource provider and resources provided in the relevant columns. Include any allocated unrestricted resources.

  • In the Resource gap column write what resources are needed to achieve the objective. Identify the specific resources and say what is needed, for example, ‘US $10,000 to scale up the sex worker project to cover all target areas of Dhaka City’, or ‘Participatory Community Assessment technical support training for all programmatic staff and volunteers’.

  • Repeat the above two steps for your goals and then your mission. The resources at the goal level should include all those identified for the objectives below. The resources at the mission level should include all resources that were identified at the goals and objectives level. Resource gaps should be shown for the goals and mission – including all the non-programmatic needs of the organisation at these levels.


3 Ask some of the NGOs to present their work. Check that the activity has been carried out correctly and ask if there are any questions.

4 Remind the participants that it is possible to mobilise resources at the mission and goal levels. Mission and goal resources are flexible and can be used to cover any needs related to that goal (i.e., objectives or strategies that are difficult to mobilise resource for).

5 Facilitate a discussion about the importance of mobilising resources to address strategic resource gaps based on the following questions:
  • What is a resource gap? Why is it important to identify your resource gaps in relation to your strategic plan? How does this relate to resource mobilisation?

  • Are there resource providers that provide resources at the mission or goal level? What are the advantages of mobilising resources at the mission/goal level? What are the disadvantages?


Facilitators’ note
  • Make sure that the NGOs/CBOs are using their whole strategic plan during this activity and not just the parts that they already have resources for. The table should focus on committed resources. With larger NGOs only part of their strategic plan may be used (perhaps the part focusing on HIV/AIDS) as long as they are clear how to repeat the activity with their colleagues using the whole plans after the workshop.


Example of Activity 2.3C:
By Community Health and Development Inc. (ComDev), an NGO based in the Philippines

Mission: Promote and provide total quality health care especially for mothers and children in General Santos City and Saranggani province

Resource provider/Resource (money):
John Snow International (JSI)
DKT Philippines Business Social Progress, (PBSP)
Franchisees

- (other resources):
JSI – technical assistance
DKT – technical assistance
PBSP – technical assistance

Resource gap:
  • Money (admin overheads)

  • Staff (salary)

  • Technical assistance


Goal 1: To reduce the incidence of STI/HIV/AIDS in the areas of coverage of ComDev among men, women and adolescents

Resource provider/Resource (other resources):
DKT – technical assistance
City Population Management Office (CPMO) in-kind support

Resource gap:
  • Money

  • Staff (salary)

  • Technical assistance


Objective 1: To institutionalise a schoolbased HIV/AIDS peer education and counselling programme in 24 schools in General Santos City

Resource provider/Resource (money):
DKT

- (other resources):
CPMO in-kind support

Resource gap:
  • Project co-ordinator (salary)

  • Training

  • Funds for activity


Objective 2: To establish within one year a youth centre in GSC for STI/HIV/AIDS education and confidential counselling on adolescent reproductive health

Resource provider/Resource (other resources):
Rotary – technical assistance
PBSP – technical assistance
DKT – technical assistance
CPMO in-kind support

Resource gap:
  • Project co-ordinator (salary)

  • Youth centre building/space

  • Funds for activity

  • Equipment

  • Information, Education, Communication (IEC) materials


Objective 3: To strengthen the educational, confidential counselling and service delivery components of men’s reproductive health clinic in General Santos City

Resource provider/Resource (money):
DKT Pesos 50,000

- (other resources):
DKT/JSI for medical equipment
CPMO for training

Resource gap:
  • Salaries (staff)

  • Instruments

  • Equipment

  • IEC materials

  • Training


Reference: Adapted from a resource mobilisation workshop held in Cagayan de Oro City, Mindanao, Philippines, April 2001.

Section 2.4 Step 3: Researching resource mobilisation mechanisms
Activity 2.4. Aim: To consider the skills, time and budget required for different resource mobilisation mechanisms and the pros and cons of each

Introduction

Different resource mobilisation mechanisms require different skills. As all organisations have different skills, it is important to identify which skills each mechanism requires so that an NGO/CBO can choose appropriate mechanisms. It is also important to consider the time and budget required for each resource mobilisation mechanism to ensure that the human resources and finances are available to carry out the activity.

Each mechanism has its pros and cons (strengths and weaknesses) which should be considered before an NGO/CBO attempts to use a mechanism. Pros and cons often centre around the time, budget and skills required but also how risky the approach is.

Once the pros and cons have been identified for each mechanism, it is important that NGOs/CBOs take the time to consider the pros and cons before investing time, money and energy on trying to implement any one of the mechanisms.

Instructions
Timing: 1 hour 30 minutes

1 Explain the aim of the activity to the participants.

2 Using the list of mechanisms developed as part of Section 1.3, divide the participants into mixed groups and allocate each group with several of the different mechanisms listed.

3 Handout, or draw, a blank version of the table as shown in the example of activity for the participants to copy. A blank version of the table can be found in the Handouts section at the end of Section 2. Explain how the table should be filled in.

4 Ask some of the groups to present their work.

5 Facilitate a discussion based on the following kinds of questions:
  • Why is it important to consider the skills, time and budget required for different mechanisms. How does this relate to the pros and cons of the each mechanism?

  • What are the pros and cons of paying for the external expertise (skills) that an NGO/CBO lacks for a specific mechanisms?


6 Ask each participant to think about which mechanisms are the most appropriate for their organisation (considering their current staff and organisational resources). Ask them to consider whether it is worth acquiring any of the missing skills so that some of the mechanisms can be used.

7 Close the activity by summarising the key findings and points of discussion that have arisen.

Facilitators’ notes
  • Make it clear that the skills that should be identified are those that are needed to implement the mechanism, not those that exist in their organisation(s).

  • NGOs/CBOs may ask why time and budget are not included in the table. Explain that these aspects depend on the capacity of an individual organisation and therefore cannot be generalised. However, in their own organisations they should consider these factors and include them in their tables.


Example of Activity 2.4: By local NGOs/CBOs based in Mongolia
MECHANISM ASSESSMENT TABLE

MECHANISM: Selling services (translation, training…)

SPECIFIC SKILLS REQUIRED: The skills that are being sold as a service, i.e., language skills

PROS OF THIS MECHANISM: Generates flexible income; promotes the organisation

CONS OF THIS MECHANISM: Increased workload; key staff skills being used for non-workrelated purposes

MECHANISM: One-off resource mobilisation events

SPECIFIC SKILLS REQUIRED: Organisational skills; initiative; communication skills

PROS OF THIS MECHANISM: Can raise a lot of resources with little on-going commitment; flexible resources

CONS OF THIS MECHANISM: Requires capital; risky

MECHANISM: Long-term resource mobilisation campaigns

SPECIFIC SKILLS REQUIRED: Marketing and promotion skills

PROS OF THIS MECHANISM: Potentially large amount of money with some on-going effort after the initial promotion

CONS OF THIS MECHANISM: Risky initial promotion; income dependent on public profile and perception

MECHANISM: Running a small business (café, farm…)

SPECIFIC SKILLS REQUIRED: General business management skills; skills relating to the business produce (cooking, farming, carpentry, etc.)

PROS OF THIS MECHANISM: Constant income; produce can be given to the staff for support

CONS OF THIS MECHANISM: Not related to programmatic work; requires human resources and capital; returns depend on market, competition, weather and other liabilities

MECHANISM: Selling products bought at wholesale price (condoms, needles…)

SPECIFIC SKILLS REQUIRED: Purchase negotiations skills; social marketing; market research

PROS OF THIS MECHANISM: Increases the availability of needed products; promotes organisations; programmatic-related resource mobilisation work

CONS OF THIS MECHANISM: Although linked to work, still distract human resources from work; limited resources for effort; inconsistent income

MECHANISM: Rent out equipment and other assets (computers, office space, vehicles…)

SPECIFIC SKILLS REQUIRED: Writing legally binding contracts; reviewing insurance policies; marketing

PROS OF THIS MECHANISM: Requires limited human resources; generates flexible income

CONS OF THIS MECHANISM: Equipment may get damaged; security risks; administration needs

MECHANISM: Writing proposals for resources (proactively, or in response to requests for proposals…)

SPECIFIC SKILLS REQUIRED: Ability to articulate a project design; ‘pitching’ skills; writing skills

PROS OF THIS MECHANISM: Initial effort followed by ability to focus on work; reporting requirements ensure documentation of work

CONS OF THIS MECHANISM: Distracting reporting requirements and external interference in work planning and design

MECHANISM: Unsolicited contributions (gifts…)

SPECIFIC SKILLS REQUIRED: Demonstrate transparency, and good external relations

PROS OF THIS MECHANISM: No effort in itself; flexible money; no reporting requirements

CONS OF THIS MECHANISM: Very infrequent and unreliable sources of resources

Reference: Adapted from a resource mobilisation workshop held in Ulaan Baatar, Mongolia, February 2001.

Section 2.5 Step 4: Identifying and researching different resource providers
Activity 2.5. Aim: To create resource provider maps to share information about potential resource providers and identify ways of researching and collating information about resource providers

Introduction

By collectively identifying and visually mapping the different resource providers known for each resource provider category identified in Section 1.1, the participants can share information about their existing providers and ideas of potential providers.

Having shared their ideas, each organisation can use the collective map to create their own resource provider maps of potential providers. This process not only facilitates sharing of experiences and ideas, but also requires the participants to think in an in-depth way about the full range of potential providers under each category.

Having identified the resource gaps in relation to their strategic plans NGOs/CBOs need to invest time and human resources in researching potential resource providers to address these gaps. It is important for NGOs/CBOs to collate the information they gather in a systematic way so that the information does not get lost and can be shared within the NGO/CBO.

Activity 2.5A: Collectively mapping resource providers

Instructions
Timing: 1 hour

1 Note: This activity, and therefore the whole workshop, can be more practical and beneficial to the participants if research into relevant resource providers is carried out prior to the workshop and shared with the participants.

2 Before the activity make a very large circular map using flip-chart paper.

3 Explain the activity to the participants.

4 Refer back to the resource mobilisation framework and reflect on all the different kinds of resources and mechanisms that were identified as part of the framework. Remind the participants to keep these different resources and mechanisms in mind as they think of the full range of potential resource providers.

5 Divide the circular map into sections. Divide the map into the same amount of sections as there are categories of resource providers (as agreed in Activity 1.1). Label each section with the name of one resource provider category.

6 Divide the participants in mixed groups. Allocate each group a resource provider category and a set of small pieces of coloured paper.

7 Ask the groups to write on separate pieces of paper the names of all the resource providers they can think of for their allocated category.

8 Ask each group to stick their pieces of paper in the relevant section of the map.

9 Once all the groups have finished, ask each group to rotate and add additional suggestions to the categories that other groups have been working on.

Facilitators’ notes
  • To prepare a circular map for Activity 2.5A, make a big square by sticking flip-chart paper together. It needs to be approximately two metres square. Then draw a large circle using all the space available. A piece of string held at one end in the middle of the square will help you draw an even circle.

  • Some participants may be reluctant to share their ideas about potential resource providers. If this becomes an obstacle during the workshop this will need to be addressed. How this should be addressed will be very different depending on the context.

  • There may be disagreements when defining the categories of resource providers. This can often lead to interesting discussions, but do not spend too much time on this. Explain to the participants that they need to agree on the categories for the collective map, but that they can, however, use their own preferred categories when they develop their own organisational resource provider maps in Activity 2.5D.


Example of Activity 2.5A: By local NGOs/CBOs based in Ecuador
[Diagram shows circle divided into sectors, as follows]

NOT-FOR-PROFIT
Turner Foundation
MacArthur Foundation
Salesian Order
Fundación Esquel

CORPORATE
GlaxoSmithKline
Microsoft
Merck
Itabsa
Bell South
Hoy Newspaper
Pfizer
Durex

GOVERNMENT
Quito Municipality
Ministry of Health
Direct Foreign Investment

SELF-GENERATED RESOURCES
Sale of services
Sale of condoms
Sale of toolkits

INTERNATIONAL ORGANISATIONS
UNDP
International Development Bank
Organization of American States
Panamerican Health Organisation
WHO

[and, at the centre]: Kimirina

Reference: Adapted from a resource mobilisation workshop held in Quito, Ecuador, May, 2001.

"We learned to share information on donors; many ideas emerged; a feeling of co-operation was developed."

Comment made by a participant during a resource mobilisation workshop held in Quito, Ecuador, May, 2001.

Activity 2.5B: Researching information about potential resource providers
Instructions
Timing: 30 minutes

1 Explain the activity to the participants.

2 Working with the whole group, facilitate a brainstorm using the following kind of questions:
  • What information do you need to research (know) about resource providers before you meet them?

  • How can you research information about resource providers?


Example of Activity 2.5B: By local NGOs/CBOs based in Mexico
Information we need about resource providers:
  • Their main programmatic areas of interest

  • Their geographical areas of interest

  • Their funding cycles

  • The restrictions on the use of money – for example, restricted or unrestricted

  • The range of resources that they provide, for example, equipment, technical support

  • The process of requesting resource (proposal formats, visiting projects, etc.)

  • The key person in the institution to contact and how to contact them

  • Who else they have supported

  • Their motivations for supporting NGOs/CBOs working on HIV/AIDS


Ways of researching resource providers:
  • Search for resource providers websites

  • Ask potential resource providers for written information about the resources they provide and how they can be accessed

  • Ask the national chambers of commerce and industry for information about socially responsible businesses

  • Contact the community relations (or public relations) department of the largest companies working in your area

  • Contact embassy libraries, cultural institutes, international organisations (i.e., UN)

  • Contact people who know about resource providers or would be good contacts when researching new ideas

  • Read newspapers, specialist magazines and reports to keep up to date on how other organisations are funded. Reports and presentations by others will usually acknowledge resource providers

  • Ask partner organisations and other NGOs (working both within and outside your field) to suggest organisations to contact for support

  • Identify opportunities to meet resource providers


Reference: Adapted from a resource mobilisation workshop held in Cuernavaca, Mexico, January 2001.

The photograph [not shown here] shows the facilitator of a resource mobilisation workshop, which was held in Dhaka, Bangladesh, in February 2002, reviewing the resource mobilisation planning steps and emphasising the importance of researching resource providers as a key part of resource mobilisation work.

Activity 2.5C: Using a research table to collate information about resource providers
Instructions
Timing: 1 hour 30 minutes

1 Give out the research table handout to the participants (see Handouts section at the end of Section 2). Explain the table to the participants using the Example and the
Facilitators’ notes.

2 Before the activity, make a table from flip-chart paper for each of the categories of resource providers identified in Activity 2.5A.

3 Ask the participants to take turns to fill in the tables with the information they know about relevant resource providers.

4 After all participants have filled in the tables, put all the tables together as in the research table; review and discuss the tables using the following kinds of questions:
  • Do you think that all the information in the combined research tables is accurate? What does this mean for your future resource mobilisation work?

  • What is the balance between resource providers offering restricted and unrestricted money? What other resources are available?

  • Is one person in your organisation responsible for researching information about potential resource providers? Is this a good idea?


5 Explain to the participants that they will need to complete the table for their own organisation with their colleagues after the workshop and after having carried out further research into the resource providers they are particularly interested in. Explain that all the resource provider information can be stored on one table as in the completed example.

6 Summarise the main points of the activity.

Facilitators’ notes
  • If it is possible and appropriate, provide resource provider directories to help the participants carry out this activity. Alternatively, provide access to a telephone or Internet facilities.

  • The column for Resource Provider Geographical Area of Interest could be the city(ies), local areas, countries, or regions that the resource provider is interested in – and should not be the area the NGO wants support for.

  • The Resource Provider Programmatic Priorities column could included a range of issues or just one (capacity-building and HIV prevention, for example). It refers to what the resource provider is interested in, and not what the NGO is interested in.

  • Resources refer to anything not included under money.

  • The Application Deadline/Funding Cycle column should include any information about when resource providers make decisions about what resources they will give. For example, this might be when their funding committees meet.

  • The Resource Provider Contact Person refers to the key contact person within the provider organisation.


Example of Activity 2.5C: By local NGOs/CBOs based in Ecuador
[Chart, not shown here, but included in the PDF version of this section, lists resource providers by category and, for each one, details their geographical area of interest, programmatic priorities, possible level of support in terms of the kinds of resources and whether these would be restricted or unrestricted (in the case of money); it also describes their application deadline/funding cycle and gives a resource provider contact person where known.]

Reference: Adapted from a workshop held in Quito, Ecuador, May 2001.

Activity 2.5D: Individually mapping potential resource providers
Instructions
Timing: 1 hour

1 Divide the participants into groups by NGO/CBO and ask them to make their own map of potential (not current) resource providers by using the relevant information from the collective map. Potential resource providers may include current providers if more or different resources could be accessed.

2 Ask some of the groups to present their work.

3 Close the activity by using the maps from Activities 2.5A and 2.5D to facilitate a discussion based on the following questions:
  • What does the collective map show about the number of potential resource providers there are for each category?

  • Why is it important to mobilise a range of different resource providers?

  • Why is it important to consider both the range of resources and mechanisms that can be used to get resources while doing this activity?


Facilitators’ note
  • The relevant information referred to in Instruction 1 means that NGOs/CBOs should only include resource providers that they think they could potentially access, rather than all the providers identified on the collective map.


Example of Activity 2.5D: By Darkhan City Women’s Federation, based in Mongolia
[The diagram is of a circle with, at it centre, “Darkhan City Women’s Centre”. Resource providers are arranged around this in sectors, as follows:]

GOVERNMENT
Governor’s office
Youth theatre

COMMUNITY AND INDIVIDUALS
Ms. Munkbhat

CORPORATE
William Corporation
United States

INTERNATIONAL ORGANISATIONS
Alliance
German Technical Cooperation (GTZ)
Medecins Sans Frontieres (MSF)
Soros Foundation

FOREIGN GOVERNMENTS
Japan, Germany, Norway, Australia, Canada, United States, Sweden

RELIGIOUS ORGANISATIONS
Future Generation Church

NATIONAL NOT-FOR-PROFIT
National AIDS Foundation

Reference: Adapted from a resource mobilisation workshop held in Ulaan Baatar, Mongolia, February 2001.

Source: Raising Funds and Mobilising Resources
This is an extract from Raising funds and mobilising resources for HIV/AIDS work: a toolkit to support NGOs & CBOs, published by the International HIV/AIDS Alliance in June 2002.

To view the whole toolkit follow this link.

To download this section, complete with graphics, in pdf format (which requires Adobe Acrobat software to read it) follow this link (file size 850kb)