Resource Development Training

Module 5: Implementing different types

of Resource Development

There is no ‘one size fits all’

approach to Resource

Waqas Qureshi/HelpAge International

Development with different
Ben Small/HelpAge International

types of donors. Every

Peter Caton/Age International

organisation is on a journey
and likewise all HelpAge

HelpAge International
global networks are working
in different contexts or are
at different stages of their
development.
This Module focuses on
four different types of
Resource Development Part 1: Resource Development Part 3: Resource Development Part 4: Resource Development
(as listed on the right) which with institutional donors g
Part 2: Individual giving g with corporates, trusts and through social enterprises g
HelpAge network members 2.1 Introduction to individual giving
have specifically expressed
1.1 What is institutional Resource foundations g 4.1 Introduction to social enterprise
Development? 2.2 Online fundraising 3.1 Introduction to corporate Resource
an interest in learning more 4.2 Should NGOs consider
1.2 Difference between institutional 2.3 Crowdfunding Development developing social enterprises?
about.
grants and contracts 2.4 Direct mail 3.2 Key considerations in corporate 4.3 Social enterprise models
These are just four avenues Resource Development
1.3 Key principles of institutional 2.5 Other methods of individual 4.4 Challenges and risks and how
and do not reflect all of the
Resource Development giving 3.3 How to make your first contact to manage them
different types of Resource
1.4 How to approach an institutional Annex A. Message from Global Giving, with corporate donors fruitful
Development an organisation 4.5 The transition process
can undertake (for example donor updating donors 3.4 Understanding corporate donors
4.6 Is a social enterprise right for
this training does not focus 1.5 Rejection from institutional Annex B. Sample direct mail package 3.5 Employee engagement your NGO?
on impact investing, or donors 3.6 Trusts and foundations
funding from High Net Worth At the end of Part 2, you’ll be
Individuals). In developing At the end of Part 4, you’ll be
At the end of Part 1, you’ll be able to: At the end of Part 3, you’ll be able to:
a Resource Development
able to: • Understand the different able to:
strategy, organisations can • Understand the basic principles
decide what type of Resource • Understand what institutional approaches to individual giving • Understand the basic principles of of social enterprises
Development is most suitable Resource Development is including online; crowdfunding; Resource Development from
direct mail and face-to-face • Describe the different social
for them to explore. • Describe key principles of Resource corporates, trusts and foundations enterprise models
Development with institutions • Describe the motives of corporates
• Understand how to approach partnering with NGOs
institutional donors • Understand how to approach
a corporate
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 Resource Development Training
Module 5: Implementing different types
of Resource Development

Part 1.
Resource
Development with
institutional
donors
Ben Small/HelpAge International

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Module 5: Implementing different types of Resource Development

Part 1. Resource Development with Part 1. Resource

Development with

institutional donors
institutional donors
1.1 What is institutional
Resource Development?
1.2 Difference between
institutional grants and
1.1 What is institutional Resource Figure 1: Examples of institutional donors
contracts

Development? Bilateral Multilateral INGOs 1.3 Key principles of

institutional Resource
Development
UK: Foreign Commonwealth United Nations, Plan International
Institutional donors can refer to a wide range of and Development Office including UNDESA,
1.4 How to approach an
institutional donor
organisations, including private foundations, (FCDO) UNFPA, ILO, UN
1.5 Rejection from
Women, UNHCR,
trusts, government donors and bilateral agencies OCHA, WFP institutional donors
who systemically give grants.
Sweden: Swedish European Save the Children
Part 2. Individual
International Development Commission
giving g
Cooperation Agency (Sida) (including ECHO)
This part of the Module will focus on Resource Development from
Part 3. Resource
the following institutional donors:
USA: United States Agency African Union Oxfam Development with
• Bilateral donors – generally government donors providing International Development corporates, trusts and
(USAID) – including foundations g
development aid.
agencies such as Bureau of
Part 4. Resource
• Multilateral donors – this includes more than two governments Humanitarian Affairs (BHA)
Development through
joining forces or organisations created by multiple governments and Bureau of Population,
social enterprises g
Refugees and Migration
to provide funding. (BPRM)
• International Non-Governmental Organisations (INGOs)
Canada: Global Affairs of World Bank Care International
– receive funding from both bilateral or multilateral sources,
Canada (GAC)
and then sub-contract to national and local Non-Governmental
Organisations (NGOs) or Community Based Organisations Australia: Government Asian Development Humanity &
(CBOs) to implement projects. Department of Foreign Affairs Bank Inclusion
and Trade (DFAT)
Examples of the different institutional donors are shown in
Figure 1, right. Germany: Federal Ministry International International
of Economic Cooperation and Monetary Fund Rescue Committee
Development (BMZ)

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Module 5: Implementing different types of Resource Development

In 2019, global Official Development Assistance (ODA) totalled

Part 1. Resource
USD $152.8 billion. This comprised USD $149.4 billion in the form In 2019, global Official Development Development with
of grants and loans to other governments and contributions to Assistance (ODA) totalled: institutional donors
multilateral institutions (calculated on a grant-equivalent basis);

US$152.8 bn
1.1 What is institutional
USD $1.9 billion to development-oriented private sector instrument Resource Development?
(PSI) vehicles; USD $1.4 billion in the form of net loans and equities
1.2 Difference between
to private companies operating in ODA-eligible countries; and institutional grants and
USD $0.1 billion of debt relief.1 This comprised: contracts
Institutional grants and contracts tend to seek to solve social 1.3 Key principles of
institutional Resource
inequality issues, improve democratic practices and good Development
governance, however, institutional donors will also provide loans
149.4bn
1.4 How to approach an
and grants to governments for infrastructure development, economic institutional donor
cooperation and trade. Funding may can be used to support
responses to humanitarian and natural emergencies and more US$ 1.9bn
1.5 Rejection from
institutional donors
1.4bn
increasingly global topics such as climate change. US$ US$ 0.1bn
US$

The majority of funding goes directly to governments to distribute Grants and loans to Development- Net loans and Debt Part 2. Individual
as they want. The amount remaining for development organisations other governments and oriented private equities to private relief giving g
is often limited and is very competitive. contributions to sector instrument companies
multilateral institutions operating in Part 3. Resource
(PSI) vehicles
(calculated on a ODA-eligible Development with
grant-equivalent basis) countries corporates, trusts and
foundations g
Part 4. Resource
Development through
social enterprises g

Jonas Wresch/Age International

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Module 5: Implementing different types of Resource Development

1.2 Difference between institutional Figure 2: Key differences between grants and commercial
contracts Part 1. Resource
grants and contracts Development with
institutional donors
Grant Commercial Contract
Some institutional donors have started to move away from 1.1 What is institutional
grants and are looking to deliver more of their aid in the form of The NGO designs the project The donor will have identified the Resource Development?
commercial contracts. within the broad parameters or project with specific deliverables.
priority focus areas set by the The NGO may provide some 1.2 Difference between
donor. suggestions to improve it, but institutional grants and
essentially it is the donor’s design contracts
A commercial contract is a legally binding contract
and the NGO is delivering the 1.3 Key principles of
between parties – from a development perspective this is specified outputs. institutional Resource
a contract between the donor and recipient organisation Development
(i.e. NGO). Under a commercial contract the recipient The NGO controls the The NGO is a contractor – 1.4 How to approach an
organisation promises to deliver specific results or outputs implementation of the project, implementing a project on behalf of institutional donor
for the funds they receive from the donor. Contracts are and can make decisions and the donor. Changes to the project 1.5 Rejection from
much more formal in terms of the expectations to deliver changes on project design during deliverables would need to come institutional donors
implementation (with the from the donor rather than the NGO
the outputs specified in the contract, with potential
understanding of the donor). implementor.
consequences if these are not delivered (for example the Part 2. Individual
donor may ask for the funds to be returned) whereas a No financial penalties if indicator NGO is financially penalised if giving g
grant is where one party (the donor) funds another party targets are not met, provided the project outputs/indicators are not
Part 3. Resource
(the recipient organisation) to do deliver a project or contract has not been broken or no met i.e. the donor will deduct
Development with
programme, usually proposed by the recipient misconduct by the NGO. money from the contract amount.
corporates, trusts and
organisation based on their assessment of need. foundations g
The budget will be a traditional The budget is usually comprised
‘line item’ budget as presented in mostly of ‘daily rates’ for key staff Part 4. Resource
Module 3. and this can include an element of Development through
Key aspects of the difference between grants and commercial profit. Activities may also be added. social enterprises g
contracts for NGOs can be found in Figure 2, right. Payment is usually provided in
intervals throughout the project Payment may not be provided until
More bilateral donors are opting for contracts to ensure the delivery period and can be discussed with certain deliverables are completed
of specific development projects with payment connected to the the donor to support the project – also known as ‘payment by
delivery of results. This is often for efficiency as well as pressure needs. results’. This will often require an
NGO to pre-finance project costs.
on development aid spend from national audiences, with citizens
from donor countries demanding much more accountability from
The risks are primarily with the The risks are primarily with the
governments as to how their money is being spent. In turn, donor – if the results are not NGO. If the results are not
governments want to guarantee results. achieved, the NGO still receives the achieved, the NGO will be
grant funds. financially penalised. This principle
Commercial contracts often come with potentially high financial is normally within a ‘payments by
rewards as the amount of funding available is higher, but there are results’ clause in the contract.
also greater risks. The risks of losing money in a contract are real,
and any organisation accepting a commercial contract would need
to do so only after conducting a very thorough risk analysis and
being clear on the risks they face and what steps they can take to
mitigate them.
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Module 5: Implementing different types of Resource Development

1.3 Key principles of institutional • Be on the lookout for calls. Donors often issue ‘Requests for
Proposals’ or Funding Grant Calls. These can be found on the
Part 1. Resource

Resource Development donor websites or by subscribing to one of the development

Development with
institutional donors
Key principles organisations should consider as they approach websites such as from Development Aid2. These are generally
1.1 What is institutional
institutional donors: issued eight weeks before a proposal is due and will allow Resource Development?
organisations time to develop a strong proposal. Organisations
• Research. Organisations should spend time researching the 1.2 Difference between
should make sure they are prepared to respond to a call, using institutional grants and
priorities and interests of different institutional donors and find tools such Proposal Development Schedule (PDS). contracts
those with matching interests to theirs. Whilst this does not
1.3 Key principles of
mean they have to be specifically interested in ageing and older • Invest time and resources. Accessing funding from institutional Resource
people (as this is often very rare), organisations should look for institutional donors requires a lot of time and effort in terms of Development
donors where there is alignment on wider social development researching donors, engaging with them and designing and 1.4 How to approach an
and inclusion issues. writing the project proposal, budget and Logframe. institutional donor
For example: Social inequality and civic engagement can 1.5 Rejection from
• Be patient. Institutional donors are often very bureaucratic, and institutional donors
connect to HelpAge network members work around building older
funding decisions take time.
peoples’ voice and participation in democratic processes and
decision making, community cohesion etc; or a donor’s interest in For example: Organisations may fail the first time they apply, but
Part 2. Individual
health and care can be linked to older people’s access to health they should learn from it and not give up. giving g
services; and poverty reduction to income or livelihood • Understand what the donors require from organisations Part 3. Resource
opportunities for older people. and how your organisation can meet these requirements: Development with
corporates, trusts and
• Engage in technical areas before asking for funds. • Understand what type of agreement is being offered – grants foundations g
Institutional donors are often field experts and want to or commercial contracts. Part 4. Resource
understand the specific data and evidence connected to different Development through
development areas. • Institutional donors often conduct strict due diligence social enterprises g
procedures before awarding funds. Some donors support
For example: Organisations should look for opportunities where organisations to meet their requirements by offering advice on
they can engage with donors on policy and technical issues policies, financial management systems etc.
before asking for funds. This could involve sharing data or policy
positions on older people in their communities. It is important to • Institutional donors vary in demand of their grant recipients.
present an overall picture of older people as well as engage in Some will require only periodic financial and narrative
specific technical areas of interest to show your organisation progress reports, whilst others may want to be a lot more
understands the specifics as well broader context. engaged with the grant recipients, with requests for regular
updates or meetings, requiring organisations to have an
engagement strategy.

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1.4 How to approach an institutional If you do not know which INGOs are operating then build Part 1. Resource
donor a list of all INGOs working in your country – there is usually Development with
institutional donors
a federation of INGOs in each country that may list these
There are many different ways an organisation can approach an
on their website, or most INGOs will have a website 1.1 What is institutional
institution donor and these should all be explored to see which are Resource Development?
detailing where they work and their projects. Organisations
best for your organisation (it may be that multiple are applicable for 1.2 Difference between
should visit these websites and use the donor mapping
your organisation, and if this is the case you should explore each institutional grants and
tools introduced in Module 4 to prioritise which ones to
relevant one): contracts
approach.
1.3 Key principles of
• Be invited to be part of a project put together by HelpAge institutional Resource
International (or a Supporting Member). Under its new Development
model, HelpAge will be looking to network members and partners INGOs should be viewed as ‘partners’ rather than ‘donors’ and 1.4 How to approach an
to lead and implement projects at national and regional level. organisations should look to establish mutual interests and how institutional donor
HelpAge and its Supporting Members will share all relevant your organisation can add value. Invite the INGO representatives 1.5 Rejection from
institutional opportunities across the network. Organisations to your events – especially if you are disseminating research or institutional donors
should ensure that HelpAge (through your Regional celebrating days, such as the International Day of Older Persons.
Representative) are aware of what your organisation does so INGOs will typically be willing to help build the capacity of your Part 2. Individual
they can be aware of appropriate funding opportunities for your NGO if they like you, and support in the implementation of giving g
organisation. projects they work with you on. Part 3. Resource
• Approach other INGOs in your country and look for • Embassies in country. Embassies often have a small fund
Development with
partnership opportunities. HelpAge is one INGO but there are corporates, trusts and
available for local NGOs. Almost any donor country may have foundations g
many others, some of which may share common interests with such funds, but at a minimum, organisations should check with
you or require the knowledge and skills your organisation brings the embassies of big donors, such as UK, Australia, USA,
Part 4. Resource
to a project. Development through
Japan, Canada, New Zealand, Sweden, Denmark, Germany etc. social enterprises g
Remember your organisation offers a very technical and Organisations can start by regularly looking at embassy websites
specific aspect to development issues – older people and and searching for ‘grants’ or ‘funds’ to see if anything is
ageing, and more broadly how your organisation can connect available. If possible, and they are willing to meet, try and
this to issues of inclusion and ensuring ‘no one is left meet embassy staff to find out more about what they really
behind’. This is something many other organisations do not have want to fund (websites do not always give full information).
any knowledge in or capacity around and such you should think If organisations can make a personal contact with the embassy,
about how your organisation can pitch and sell its expertise, this is one route to connect with missions (see approach
approach and beneficiaries to these organisations. How can your detailed on next page g); embassy staff may be willing to make
organisation add value to their work or increase their impact? a personal introduction to the relevant mission staff.
Embassy grants are relatively small and do not come with
To do this, organisations must ensure they are networking at
the same reporting requirements as large institutional grants
national level. Understand who is operating in your context, and
so can be attractive to smaller NGOs.
how you can link with them. To be successful, relevant
individuals in the organisation must be good at networking.
Get to know as many INGO staff as possible. Go to the
meetings where they may be present and talk to them –
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Module 5: Implementing different types of Resource Development

• Missions in country. Most countries are likely to have offices • United Nations (UN). The UN believes in building
Part 1. Resource
of some foreign missions. This may include FCDO (UK), partnerships with NGOs and supporting them in terms of grant
Development with
DFAT (Australia), Canada (GAC), USAID (US), EC (European opportunities, networking, conferences and capacity building. institutional donors
Union), JICA (Japan). As with INGOs, organisations should visit Funding opportunities for NGOs at the UN are sometimes
1.1 What is institutional
the website of the mission and locate as much information as available through the different agencies directly, for example UN Resource Development?
possible. Democracy Fund, UN Women grants and UN Global Environment
1.2 Difference between
Facility Small Grants. These opportunities are announced institutional grants and
For example: if the country you are in is noted as a priority
annually during different times of the year and there is a strong contracts
country or a focal country of the foreign mission, then look for the
focus on funding small and medium-sized organisations in 1.3 Key principles of
donor’s strategy paper for your country on their website to see how
developing countries to address issues related to democracy, institutional Resource
your organisation’s work, the issues of older people rights can link
youth, good governance, environment, climate change and Development
to the areas of interest.
women’s empowerment. As with other institutional donors, 1.4 How to approach an
Organisations should try and secure a meeting with mission organisations should seek out common areas of interest and seek institutional donor
staff. It will be important to find a compelling reason for the out funding opportunities that are suitable for them to apply for. 1.5 Rejection from
meeting – share a research report, or discuss advocacy This will vary from country to country. institutional donors
approaches, or something that suggests that the donor will
• Respond to ‘Calls for proposals’/‘Request for proposals’
benefit from meeting you. The initial meeting should not be Part 2. Individual
that are advertised. The scanning of opportunities should be
to ask for money! giving g
systematic. Organisations need to ensure that they are aware of
where institutional donors list their opportunities. Researching Part 3. Resource
Development with
donors was covered in more detail in the donor scoping section of
corporates, trusts and
Module 4. foundations g
Part 4. Resource
Development through
UN social enterprises g

The United Nations

believes in building partnerships
with NGOs and supporting them
in a variety of ways.

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1.5 Rejection from institutional • Organisations did not follow the instructions. Most donors
have specific instructions on how to apply, especially with a Part 1. Resource
donors Request for Proposal. This can include countries and topics
Development with
institutional donors
funded; the minimum and maximum amount of the grant; the
1.1 What is institutional
type of application form; page limits; submission deadlines; and
Institutional funding and contracts are highly in demand by Resource Development?
much more. If organisations do not follow these exactly then they
both CSOs and the private sector. There are many actors 1.2 Difference between
will be rejected. institutional grants and
approaching donors for the same funding and as such there
• Organisations apply to the wrong donor. Many organisations contracts
are often great ideas and proposals which are rejected due
to high levels of competition. believe that they should apply and reach out to every single 1.3 Key principles of
institutional Resource
institutional donor. This is a ‘scattergun’ approach, and the Development
chances of this approach being successful are very low.
1.4 How to approach an
Some common mistakes to avoid when applying to institutional Instead, organisations would be much better placed by spending institutional donor
donors include: time researching donors that are a good fit with their organisation 1.5 Rejection from
• Posting to online discussion groups or sending letters and cause (using the guidance in Module 4), and then focusing institutional donors
or emails with requests for funds. Organisations will not their resources on reaching out and applying to these.
gain funds by directly asking for them without building up an • Organisations giving up after the first attempt. It takes Part 2. Individual
understanding of the work the organisation does and the benefit time and effort to find a donor that will engage and fund an giving g
that it provides to beneficiaries and the community. It is organisation with a specific cause, like ageing and older people. Part 3. Resource
important for organisations to build their credibility and build Organisations should not give up if their proposal is rejected, Development with
a rapport with institutional donors before asking for funds. instead organisations should ask for feedback and find out the corporates, trusts and
• Poorly written or incomplete proposals. Ensure that reasons for the rejection. Colleagues should review and evaluate foundations g

applications or requests are proofread and there are no spelling these reasons together, and then together decide the next steps. Part 4. Resource
errors. Organisations should also avoid writing everything in For example, how could they use the feedback to improve the Development through
proposal submitted or is there a different approach that might social enterprises g
capital letters. See Module 2 for further guidance on good proposal
development. work better next time. It can sometimes take years before an
organisation succeeds with a specific donor.
• Organisations do not put the resources and time required
into Resource Development. Organisations need to ensure
Errors in proposals they follow the basic techniques of Resource Development;
can lead to unsuccessful funding from donor research, engaging and networking, to developing
requests. high-quality proposals. If they do not, they are much less likely
to succeed. This needs to include staff time to lead and support
Resource Development efforts.

Endnotes
1. www.oecd.org/dac/financing-sustainable-development/development-finance-standards/official-development-assistance.htm Reg charity no. 288180
2. www.developmentaid.org/#!/tenders/search?showAdvancedFilters=0&locationisstrict=0&sectorsisstrict=0&typesisstrict=0&all=1&ownPosts=0 © HelpAge International 2021
 Resource Development Training
Module 5: Implementing different types of
Resource Development

Part 2.
Individual
giving
HelpAge International

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Module 5: Implementing different types of Resource Development

Part 2. Individual giving

Part 1. Resource
Development with
institutional donors g

2.1 Introduction to individual giving Resource Development is regulated in most countries, so what may
be possible in one country may not be in others. It is important for Part 2. Individual giving
organisations to check their national contexts to understand 2.1 Introduction to
Individual giving (also known as Resource what they can and cannot do. individual giving
Development from the public or public The importance of individual giving will vary from organisation 2.2 Online fundraising
fundraising) is the method whereby organisations to organisation, and the context they operate in. When undertaking 2.3 Crowdfunding
reach out to ordinary individuals for funds. a context analysis (as detailed in Module 1, Part 3) organisations 2.4 Direct mail
should research the possibilities of individual giving in their own
The principle of individual giving is that any contexts. 2.5 Other methods of
individual giving
donation should be welcome, however small, Funding from individuals can either be for:
Annex A. Message from
– and if cultivated correctly this may help an Global Giving, updating
• Raising unrestricted funds for the organisation. This allows
organisation build a loyal and regular source donors
organisations to use the funds for core costs or in any method
income. they feel will help achieve their vision. Annex B. Sample direct mail
package
• Raising funds for a specific cause. This will either be for
a specific campaign or after a disaster but can also be used to
Part 3. Resource
support specific development projects. These funds are then Development with
restricted to be spent on that cause or project. corporates, trusts and
foundations g
This section will go through different methods that HelpAge network
members working on ageing and older people have successfully Part 4. Resource
implemented to raise funds from individuals. Development through
social enterprises g

Individual giving
works on the principle that no donation is
too small, and over time even small donations
can turn into regular sources of income.

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Module 5: Implementing different types of Resource Development

2.2 Online giving Age International has designed a specific donate button on their
website’s homepage which is prominently placed and can easily be
Part 1. Resource
Development with
Online giving increased by 10% in 2019,3 and this trend is institutional donors g
located by the reader:
expected to continue as the use and functionality of the internet
increases. Individuals are accessing more information over the
internet and are able to facilitate payment relatively easy through Part 2. Individual giving
online donations. Organisations can either fundraise online 2.1 Introduction to
through their own website (IT support will be needed to set this individual giving
up and manage it), social media platforms, such as Facebook or
2.2 Online fundraising
by using crowdfunding platforms (see section 2.3 g).
2.3 Crowdfunding

Online giving through an organisation’s own 2.4 Direct mail

website 2.5 Other methods of
individual giving
Having a donation page on an organisation’s website allows an
individual to fund the organisation directly for either a specific Annex A. Message from
campaign (for example, to support a response to a natural Global Giving, updating
donors
emergency, such as an earthquake or to set up a hospital in
Annex B. Sample direct mail
a community) or more broadly to support the organisation
package
(this can include contributing towards core costs).
Online giving through an organisation’s website may involve set
Part 3. Resource
up costs (including IT and support costs) and organisations Further down on its website’s home page, using impactful language,
Development with
should consider costs before embarking on this, as well as Age International provides the potential donor with different options corporates, trusts and
ensuring that they can securely set up the payment functionality to donate and/or fundraise for the organisation: foundations g
on their website. Part 4. Resource
Development through
social enterprises g
For example: HelpAge’s network member, Age International
successfully uses an online donate functionality on their
website to allow supporters to contribute to their general work
as well as specific causes and campaigns, most recently
funding to support their COVID-19 response.

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The donate button takes the reader to a specific page. The page Age International also has a specific coronavirus fundraising appeal. Part 1. Resource
provides details of Age International’s cause and mission and Development with
The coronavirus appeal page is linked to what Age International institutional donors g
allows the potential donor to select between a regular donation
is doing to support older people in response to COVID-19. Here the
(i.e. once a month) and a one-off donation. It also provides the
reader is offered different payment options and each of these is
donor with a choice of payment amounts or allows them to fill
linked with something specific that they are contributing towards. Part 2. Individual giving
in their own amount.
These are only indicative and may be used in different ways –
2.1 Introduction to
The suggested amounts are linked to specific things that a but whatever the use, it will be connected to Age International’s
individual giving
potential donor’s payment can contribute towards. This allows coronavirus response.
the donor to envision what their funds may be used for. 2.2 Online fundraising
For example: ‘£30 could provide health workers with protective
2.3 Crowdfunding
For example: ‘£13 per month could help train volunteer carers to suits and masks’ or ‘£144 could help run a mobile medical team’.
visit homebound older people’ or ‘a one-off payment of £25 could 2.4 Direct mail
help pay for a cataract operation to restore an older person’s sight’. 2.5 Other methods of
individual giving

Annex A. Message from

Global Giving, updating
donors
Annex B. Sample direct mail
package

Part 3. Resource
Development with
corporates, trusts and
foundations g
Part 4. Resource
Development through
social enterprises g

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Key tips for setting up an online donation page • Make sure the donate button is visible all across the Part 1. Resource
website: When organisations start online fundraising it is Development with
• Design mobile friendly websites: As more and more people important that a donate button is added and placed
institutional donors g
use smartphones, the use of laptops and desktops is and will appropriately on the page. The key is to make the button
continue to reduce considerably for internet searches. It is visible to anyone who visits the webpage so that they can
therefore advisable that organisations make their websites mobile easily locate it and donate. Organisations should make sure Part 2. Individual giving
friendly. In addition, Google searches are also configured to that the button stands out on the page – either through where 2.1 Introduction to
prefer mobile friendly pages and apps. it is positioned or via bright colours. Some organisations also individual giving
• Use compelling imagery: Visual images always create a integrate the donate button on all pages of the website, this 2.2 Online fundraising
long-lasting impact on humans and therefore organisations is done so that the visitor can hit the donate button anytime
2.3 Crowdfunding
should aim to use images that compel donors to support their while navigating through the website.
cause. It is important to select images wisely because a donor 2.4 Direct mail
should be able to get a clear idea of what they are trying to raise 2.5 Other methods of
funds for from an image without having to spend too much time individual giving
reading all of the details or being diverted through multiple donate
Annex A. Message from
images or webpages.
donate
Global Giving, updating
donors
Annex B. Sample direct mail
package

Part 3. Resource
Development with
corporates, trusts and
Use compelling imagery foundations g
to tell your story and compel your reader to Part 4. Resource
donate. A picture paints a thousand words. Development through
social enterprises g

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• Share impact stories on the webpage and via monthly • Use statistics to show results: Many organisations have Part 1. Resource
newsletters to individuals that have donated: Organisations improved their fundraising performance through the use of data. Development with
institutional donors g
can attract more donors by regularly updating their websites with Organisations can use charts, graphs and figures on the donation
stories from older people themselves – both of the issues they page to present important information for donors. For example,
face and how the organisation is helping them. These should be organisations can show the current total of funds received for
rotated on a regular basis and a suite of different impact stories a campaign through a status bar representing how far they are Part 2. Individual giving
built up over time. As an organisation, you want to engage towards achieving their goal. Organisations may also be able 2.1 Introduction to
potential donors by showcasing the good work you are doing, to use analytic data to show how money from donors has individual giving
the impact your organisation has had on the beneficiaries it impacted lives. 2.2 Online fundraising
serves and how their support can help build this.
• Ensure there is a secure space for online transactions: 2.3 Crowdfunding
Many organisations also send monthly updates to all their Financial transactions have become commonplace on the 2.4 Direct mail
donors (usually via e-mail) stating achievements, new events internet, but people still like to know that organisations are
2.5 Other methods of
and activities undertaken for a particular cause. This helps taking the appropriate precautions to ensure their information is
individual giving
organisations stay connected with their donors, reminding secure. Organisations should ensure they have a reputable and
individuals of what the organisation is doing and encouraging trusted mechanism to process online payments, such as PayPal, Annex A. Message from
them to donate again. Stripe or other reputable providers. Global Giving, updating
donors
• Provide donors options: When creating an individual donation • Make the process of payment easy: Organisations should Annex B. Sample direct mail
page, organisations should try and provide donors with multiple not over complicate the process of donation. Make the forms package
options to support their cause (as Age International has done). easy to understand and only ask for information that is relevant.
These options can range from: Complicated payment mechanisms and lengthy forms deter
Part 3. Resource
donors. Organisations should try to make the payment process
• Support a specific campaign or activity – for example, setting Development with
simple and then take the donor to pages where additional details corporates, trusts and
up a mobile health clinic which provides health care to older
are required. foundations g
people in a community or training OPA leaders to advocate
for change or building community structures. • Acknowledge donors: Another great tip for both conventional Part 4. Resource
Development through
and online fundraising is acknowledging donors. Organisations
• Options to provide different funding amounts, for example: social enterprises g
should ensure they send thank you messages to donors – this
$5, $10, $50 etc. Research reveals that giving amount options
can be as simple as a thank you email, or share the names of
leads to an improved donation. It is also good practice to give
supporters in blogs, webpages, social media and newsletters
examples of what the amounts will pay for – $5 will pay for an
where applicable and relevant (ensure consent is received to do
older person’s medicine for a week; $10 will train one older
this). This often motivates individual to continue their support.
person in preventive health measures etc. It is also important
that these examples are engaging and something the
donor can relate to and want to fund!
• More than just monetary donations to support the cause
can be suggested, for example in-kind donations, volunteer
support etc.

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2.3 Crowdfunding Crowdfunding campaigns have a set time period for which they are
active – this can be anywhere from 30 days to a year, depending on
Part 1. Resource
Development with
institutional donors g
the cause and the campaign, as well as how much needs to be
Crowdfunding is a method of raising funds raised. If organisations are running a longer-term crowdfunding
(funding) from a large number of individual donors campaign, they will need to plan a strategy of how to engage and
reach out to both individuals who have donated as well as new Part 2. Individual giving
(crowd) through different mediums such as social
individuals over the whole period. This can be achieved by 2.1 Introduction to
media (Facebook, Instagram), crowdfunding creating an outreach communications strategy for a period of time individual giving
platforms and mobile phones. (for example the first three months or six months if it is a longer 2.2 Online fundraising
campaign), after which organisations review this for success and
2.3 Crowdfunding
challenges, and then look at how they can build upon that for the
Crowdfunding can be for any purpose but is generally associated remaining period of the campaign. 2.4 Direct mail
(and more successful) if a crowdfunding campaign is to raise funds
2.5 Other methods of
for a specific campaign or purpose, rather than being initiated for Steps organisations should consider when undertaking a
individual giving
funds to support the running of an organisation. crowdfunding campaign:
Annex A. Message from
For example: a HelpAge network member may look at using • Build knowledge of the organisation’s brand online via Global Giving, updating
crowdfunding campaigns to raise funds for launching a campaign social media: Organisations looking to initiate a crowdfund, donors
against ageism in their local community, building a mobile clinic should first look to increase their presence on social media. Annex B. Sample direct mail
or providing health and nutrient assistance to refugees following This can be done through increasing communications on social package
a humanitarian disaster. media – more photos of your organisation’s beneficiaries and the
work being undertaken, as well as short impact stories. Use of
Part 3. Resource
Facebook, Twitter and Instagram should be increased using the Development with
same method as well as engaging in relevant topical debates, corporates, trusts and
such as new policy being drafted by your government or other foundations g
Crowdfunding issues affecting older people in your country. This will help Part 4. Resource
raises funds by reaching out to potential donors investigating the organisation understand the Development through
a large audience through social
and digital media.
work that is being done and why they should be funding it. social enterprises g
It is important to look at a range of methods to increase your
following.
• Plan the campaign: Organisations should fully plan their
campaign idea before launching it. This should include deciding
on key aspects, such as the timing and duration of a campaign,
as well as targets and outreach plans. Organisations should
allocate human resources to support and implement the
campaign, this should include picking a team with suitable and
enthusiastic people from within the organisation, and also
involving volunteers.

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• Decide a theme: Organisations should choose a theme for • Starting the campaign: Once organisations are ready with Part 1. Resource
the campaign that resonates well with their mission, vision the planning and the network had been listed and contacted, Development with
institutional donors g
and the core objective of the organisation. The theme has and all the communication content is ready, it is time to set the
to be well-timed and appealing to the target donors. For a ball rolling.
crowdfunding campaign organisations will need to be able to
select, articulate and communicate the theme in a way that Part 2. Individual giving
appeals to different audiences. The campaign can start!! Make sure you have a start 2.1 Introduction to
date and an end date, you have planned how much you individual giving
• Mapping and reaching out to their network: An want to raise, you have listed who will be contacted, with
organisation’s network is its most valuable asset when planning 2.2 Online fundraising
what frequency, and what types of communication, and
a crowdfunding campaign. Organisations need to map their what platforms you will use to spread the word. 2.3 Crowdfunding
network (including both individuals as well as other 2.4 Direct mail
organisations) and classify these in terms of who will be an
• Accelerating your efforts: Organisations need to make sure 2.5 Other methods of
advocate or ambassador of the cause, who can just spread the
individual giving
word, and who can actually donate and make others donate. they utilise all the communication platforms available, such as
These organisations and individuals need to be approached their website, any specific webpages, social media such as a Annex A. Message from
knowing what you would like them to be doing. Tapping and Facebook page, Twitter handle and Instagram to promote the Global Giving, updating
donors
engaging with your network is the key to success of any campaign. It is important to prepare a social media calendar
and plan the content according to the suitability of the platform. Annex B. Sample direct mail
crowdfunding campaign.
package
Some Crowdfunding sites also work with organisations on their
• Select the platform to use: There are over 600 crowdfunding
platform to send an update email/letter to those that have already
platforms globally, and it is worth researching which one is right
fundraised for them (see Annex A g for an example from an Part 3. Resource
for your organisation. Kickstarter, Indiegogo, Launchgood, Development with
accelerator campaign initiated by HelpAge USA and Gravis
GlobalGiving and JustGiving are some examples of platforms corporates, trusts and
on the Global Giving platform).
available, but they have different costs and rules. It may well be foundations g
that your country has a platform which is well known and would • Post-campaign: After the campaign, organisations will get a Part 4. Resource
work better in your context. Organisations should research picture of how successful the campaign was. Did you raise the Development through
platforms before launching a campaign – looking at different funds you needed? Did you exceed the target, or did you not meet social enterprises g
types of campaigns already on the platform, what seems to it? Who donated – was it individuals that you know or have you
be successful (i.e. has the most amount of funds raised), been able to reach new donors? The organisation must utilise
and asking the question would your campaign work on this data and feedback to have an internal reflection, and draw
platform? conclusions about what went well, and what went wrong and
brainstorm for future efforts. Be assured that the lessons
• Craft communication to suit different audiences: The
learnt are worth the effort, even if you did not reach your
campaign alone will not succeed unless there is accompanying
organisation’s target, but make it a point to note and not
outreach plans to different audiences and this needs to be
repeat the mistakes when you do such a campaign again
supported with communications material for every group in a
in future.
targeted and focused manner. Organisations should decide on
timelines to utilise this content and the best platforms to
communicate this (emails, telephone conversations, face-to-face,
social media, website, print media). This will be needed before
as well as throughout the campaign.
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Part 1. Resource
Foundation For Older Persons’ Development (FOPDEV) Development with
institutional donors g
– crowdfunding case study
FOPDEV initiated its public fundraising efforts in 2015 through FOPDEV attribute several key factors to their success, including
Taejai.com. Taejai.com is a well-known crowdfunding platform researching and identifying an online platform which they believe Part 2. Individual giving
in Thailand; open to both individuals and organisations. was reliable, well-known and had a large reach across Thailand.
2.1 Introduction to
The platform is a social enterprise and charges a fixed fee of Taejai.com also works to promote projects on its platform across individual giving
10% of the total amount of funding raised by an organisation. different forms of media (including national newspapers and
2.2 Online fundraising
television), other online platforms and utilising well known
FOPDEV have so far initiated four successful online fundraising
people/celebrities to help promote the fundraising campaigns as 2.3 Crowdfunding
campaigns on Taejai.com:
part of their strategies. Promotion strategies are key to success 2.4 Direct mail
• In 2015, FOPDEV initiated a three-month campaign to fund and this is something that both FOPDEV and the online platform
2.5 Other methods of
the training of nurses to support with geriatric care in a plan and implement to support the campaigns. individual giving
community in Thailand. The total amount raised was
It important for the reader to clearly understand what they are
approximately USD3,600 (130,015 THB) which exceed their Annex A. Message from
being asked to fund. In each campaign FOPDEV always ensures Global Giving, updating
target of USD2,000 (71,800 THB).
it includes – what the organisation does; what the problem is donors
• In 2018, they successfully launched a one-year online and why it is important; the need of the beneficiaries and what Annex B. Sample direct mail
campaign raising approximately USD11,000 (358,696 THB) will happen to them if they do not receive support; what the package
to support their Buddy HomeCare initiative. organisation is proposing to do and what this will mean for the
beneficiaries (i.e., how their lives will be changed).
• In 2020, FOPDEV raised USD15,000 (465,467 THB) through a Part 3. Resource
one-month online fundraising campaign to help older people The campaign also needs to be an issue that the public can Development with
corporates, trusts and
during COVID-19. recognise and identify with, that attracts people beyond the
foundations g
traditional supporters of the organisation. As part of the
• In 2021, FOPDEV launched a one-year online fundraising Part 4. Resource
promotion activities, FOPDEV also partners with other
campaign to support 500 older people on low income with Development through
organisations to offer potential donor incentives. For example,
food and livelihood support. social enterprises g
individuals donating to campaigns are able to use their donation
receipt to enter events for free. This is promoted by FOPDEV
through different online activities and through public awareness
raising events.
FOPDEV’s success has been centred around their reputation in
Thailand and it is important that the organisation and the cause
is ‘recognisable’ by the public. FOPDEV has also centred their
campaigns around key needs of older people as well as utilising
members of the community to help support older people through
its Buddy HomeCare campaigns, and this helps the donor feel
they are contributing to something sustainable that is helping
FOPDEV

the community as whole.

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Part 1. Resource
Additional resources Development with
institutional donors g
Examples different webpages for online giving:
https://wiredimpact.com/blog/9-examples-ways-to-give-pages/
Part 2. Individual giving
Information and experience on different crowdfunding sites:
2.1 Introduction to
www.shopify.co.uk/blog/crowdfunding-sites
individual giving
www.thebalancesmb.com/giving-to-charity-online-2501931
2.2 Online fundraising
www.nptechforgood.com/2018/04/27/20-crowdfunding-services-for-nonprofits-worldwide/
2.3 Crowdfunding
2.4 Direct mail
Articles on crowdfunding:
2.5 Other methods of
Guardian article – Essential advice on crowdfunding: individual giving
www.theguardian.com/voluntary-sector-network/2014/sep/17/crowdfunding-charities-essential-advice-fundraising
Annex A. Message from
How to crowdfund: Global Giving, updating
donors
https://globalnomadic.com/crowdfund-for-nonprofits/
Annex B. Sample direct mail
package

Part 3. Resource
Development with
corporates, trusts and
foundations g
Part 4. Resource
Endnotes Development through
3. M+R Benchmarks study, www.mrbenchmarks.com/editorial social enterprises g

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2.4 Direct mail Part 1. Resource

Development with
institutional donors g

Resource Development through direct mail is

funding requests through any print-based fund-
Part 2. Individual giving
raising material delivered to people. This includes
2.1 Introduction to
both addressed mail (mail to named individuals), individual giving
and unaddressed mail (letters to unnamed
2.2 Online fundraising
individuals or leaflets), as well as inserts in
2.3 Crowdfunding
magazines and newspapers.
2.4 Direct mail
2.5 Other methods of
Direct mail allows organisations to prospect for new donors by individual giving
introducing their work and the impact it has in a format which is Direct mail Annex A. Message from
accessible and can potentially reach a wide range of audiences. raises funds through print-based Global Giving, updating
It is also a method which has been used to establish and maintain fundraising materials. donors
relationships with donors through regularly communicating Annex B. Sample direct mail
information, generating donor commitment and loyalty. package

In many countries direct mail is no longer popular as online giving

has taken over and is generally cheaper and more accessible to a Part 3. Resource
wider range of people. However, there are some places where it has Development with
corporates, trusts and
proven to still be successful and some network members are
foundations g
utilising it more frequently.
Part 4. Resource
Some basic principles to guide direct mail communications: Development through
social enterprises g
• Keep it legal: Ensure that you follow the relevant laws in your
country.
• Keep it ethical: Be cautious around the use of ‘shock tactics’,
weighing up the potential benefits against the risks. Be careful
that you have permission to use photos of individuals.
• Keep it honest and truthful: Do not mislead people whether
by inaccuracy, ambiguity, exaggeration, omission or otherwise.

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Part 1. Resource
HelpAge India – Direct mail case study Development with
institutional donors g
HelpAge India, a HelpAge network member in India has had The design of materials is also important, and time is spent to
great success from running direct mail campaigns in India. ensure that the messaging is strong and easily to understand.
The materials need to have an impact in order to help people
HelpAge India focus on three different forms of direct mail: Part 2. Individual giving
believe in the authenticity of the cause and the support being
• General purpose – these mails are sent throughout the year provided by the appeal. HelpAge India often base their materials 2.1 Introduction to
and focus on providing information about the organisation, its individual giving
around an individual story which helps the reader relate to
goals and vision and the work it is doing as well as an appeal the issue. 2.2 Online fundraising
for donation. 2.3 Crowdfunding
Data is processed and analysed for future mailings and HelpAge
• Festive mail – this will contain the same information as India believe that a good up to date database accounts for 80% 2.4 Direct mail
general purpose mail but is sent during national festivals and of their success with direct mail donations. HelpAge India also 2.5 Other methods of
aims to trigger emotions and connect messaging/appeals ensure that their approach is cost-effective and their return is not individual giving
around the particular festival. more than their spend through their analysis.
Annex A. Message from
• Specific purpose mail – these mails appeal for funding of HelpAge India have identified the following factors to understand Global Giving, updating
the organisation’s response to a specific situation, such as why people respond to direct mail fundraising appeals: donors
a natural disaster, pandemic or special event. Annex B. Sample direct mail
• Organisations ask them to package
From their experience, HelpAge India believe that it is critical to • They have money available to spend
target the ‘right people’ at the right time; and they do this through
market research which helps them identify who to send appeals • They are comfortable and familiar with spending money/ Part 3. Resource
to and when. HelpAge India create a list of potential individuals donating by mail Development with
corporates, trusts and
to reach out to, personalising messages where applicable. • They support charitable causes and organisations working foundations g
The names of these individuals are added to a database which on causes they believe in
Part 4. Resource
is continuously monitored and updated as and when responses • They believe their gifts will make a difference Development through
and donations are made. social enterprises g
• They feel they are ‘doing something’ about a critical problem
• You help them learn about a complex and interesting problem
or issue
• They are recognised and thanked for their support
• They are offered a tax concession
• They feel it is their duty
• They believe it is a blessing to do so.

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Direct mail often takes the form of a package of materials which Part 1. Resource
includes an outer mailing envelope (providing the organisation’s logo Development with
institutional donors g
and any key messages); an appeal letter which provides background,
details of the ask and impact donations will have; a donation form
for the individual to complete; and a reply envelope for individuals to
send their completed form back to the organisation. Organisations Part 2. Individual giving
may include promotion materials such as leaflets providing more 2.1 Introduction to
details on the organisation’s work. individual giving

Annex B g provides an example of a package of materials that 2.2 Online fundraising

Age International circulated through a door to door drop off 2.3 Crowdfunding
campaign in 2021. The campaign was supported with adverts in 2.4 Direct mail
a range of publications – from national press to other more niche
2.5 Other methods of
magazines.
individual giving

Annex A. Message from

Global Giving, updating
donors
Additional resources Annex B. Sample direct mail
package
Direct Mail – how to do it guide:
https://ciof.org.uk/events-and-training/resources/direct-mail
Part 3. Resource
Development with
corporates, trusts and
foundations g
Part 4. Resource
Development through
social enterprises g

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2.5 Other methods of individual Telephone Part 1. Resource

Development with
giving This builds upon the approach of face-to-face Resource institutional donors g
Development but involves reaching out to potential new supporters
Face-to-face via telephone. Telephone Resource Development will involve set
up and implementation costs and organisations should ensure this Part 2. Individual giving
Face-to-face Resource Development is a method that charities use is done in a friendly and non-pressurising manner.
to reach new potential supporters. It involves employing individuals, 2.1 Introduction to
individual giving
using volunteers or hiring professional agencies to approach Legacies
potential supporters on the street, public places (i.e., train stations) 2.2 Online fundraising
or door-to-door. The employed individual or volunteer will effectively In countries where people make wills to distribute their assets after 2.3 Crowdfunding
be selling the work of the organisation in short sharp pitches, death, individuals may decide to leave some or all of their wealth to
2.4 Direct mail
looking to engage people to become supporters and to make regular an NGO when they die. This is difficult to plan or proactively set
donations. They should be trained to be able effectively pitch the up but is something that organisations can potentially advertise as 2.5 Other methods of
a possibility on their websites or with regular donors. Or look at individual giving
charity’s mission and vision, and the impact a donation will make
to its work. The aim is to get an agreed donation there and then, how they can build relationships with regular/long term donors Annex A. Message from
with the individual providing their details. who may be interested in leaving a legacy fund to the organisation. Global Giving, updating
Organisations should be very sensitive about how they discuss this donors
Face-to-face Resource Development can be very beneficial for an with individuals and it should not be something which is forced on Annex B. Sample direct mail
organisation as it introduces the work of the organisation to vulnerable individuals. package
supporters that they may not necessarily reach using other forms of
public Resource Development, including broadening many charities
Auctions Part 3. Resource
reach to younger donors. It is also a good method of making
Development with
individuals think about supporting causes they may not necessarily An NGO may join up with other companies who donate items or corporates, trusts and
think of doing so, such as ageing and older person’s rights. experiences (e.g., a holiday or something connected to the company, foundations g
This can be very topical if connected to the life course approach i.e., visit to radio/TV studio, a year’s free supply of chocolate) to the
Part 4. Resource
and how ageing will affect everyone. However, it is important to NGO and then the NGO organises an event (either an online or Development through
note that face-to-face fundraising does involve costs with physical event) to auction off these items to members of the public social enterprises g
employment of individuals and materials to undertake the or a select few individuals at an organised event. An auction would
fundraising and is regulated in many countries. There are often involve individuals bidding on these items and the person who
strict rules about what face-to-face fundraisers can and cannot makes the winning bid (usually the highest bid) gives the money to
do, and this includes how they treat members of the public the NGO in return for the item or experience. The key with auctions
when trying to induce donations. is to work with companies that have items which the public want
and would be keen on bidding high amounts for, as well as targeting
Organisations should investigate this to assess the costs and
the right members of the public to attend the auction (generally
analyse whether it is worth undertaking in their local contexts.
people who have more disposable income). Auctions require both
time and resources to reach out to companies as well as set-up
and organisation costs of the auction itself (i.e., food and drinks,
hire of space).

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Events Part 1. Resource

An important principle for individual giving Development with
A popular way of raising funds is through events. In recent years, institutional donors g
some charities have set up their own selected events such as To achieve success with individual giving, NGOs must work to
‘sponsored runs’, ‘sponsored cycles’ or other challenges, where ensure that they are able to encourage donors to both increase
members of the public sign up to undertake a certain challenge their donations and become regular supporters of the NGO.
Part 2. Individual giving
for sponsorship (i.e., payment of an agreed amount on completion) One key principle is that organisations have to ensure
that they are in regular communication with their donors 2.1 Introduction to
by other individuals. individual giving
(68% of individuals surveyed by HelpAge India noted they
Other events such as music concerts may make money for an stopped donating to an organisation due to the lack of 2.2 Online fundraising
NGO but the expenses may also be high and setting the right ticket communication from the NGO). To support with this, 2.3 Crowdfunding
price can be difficult. Or organisations can look at how they may be organisations should ensure that they have donor care plans
able to utilise the skills of the older people they support to set up 2.4 Direct mail
in place for different types of public Resource Development
events to raise funds. they engage with. 2.5 Other methods of
individual giving
Organisations are also now encouraging their supporters to hold
their own smaller fundraising events, such as bake sales whereby Annex A. Message from
Global Giving, updating
they give the organisation the profits.
donors
In all your fundraising events, consider the cost of the fundraising Annex B. Sample direct mail
as this will need to be deducted from any profit made. package

Part 3. Resource
Development with
corporates, trusts and
foundations g
Part 4. Resource
Fundraising events Development through
such as cake sales, or a social enterprises g
sponsored cycle, are a great way
of engaging the public in the
cause.

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Annex A.
Part 1. Resource
Development with
institutional donors g

Message from Global Giving, updating donors

Part 2. Individual giving
2.1 Introduction to
individual giving
2.2 Online fundraising
2.3 Crowdfunding
2.4 Direct mail
2.5 Other methods of
individual giving
COVID-19 Response for Older People in Rural India by HelpAge USA has just posted a report about the impact of your donations.
You have made 2 donations to this project. Your most recent donation to this project was last year. Here’s the unedited update from the field: Annex A. Message from
As the unprecedented public health challenges related to COVID-19 continue to spread, the evidence is firm that older people in India are facing Global Giving, updating
the most challenges. Both in the context of infectivity and fatality rates, they are at a much greater risk. The fatality rate for the age group 70+ is donors
alarmingly high compared with younger age groups. Despite older people’s greater vulnerabilities being recognized, the attention on prioritizing Annex B. Sample direct mail
older adults in the COVID-19 response has been far from adequate. With certain biases arising, there is an increasing possibility of discrimination package
and stigma against older people.
GRAVIS is one of the oldest and largest NGOs in the Thar Desert and covers over 1,300 villages with its work. Over the last 37 years, GRAVIS
has reached a population of over 1.3 million, and it has supported the capacity-building of over 3,500 Community-Based Organizations. Part 3. Resource
GRAVIS has been a HelpAge Network Member for many years and has received funding support from HelpAge for various needs and projects. Development with
corporates, trusts and
In September 2020, HelpAge USA helped to raise funds during the GlobalGiving Accelerator that allowed GRAVIS to continue its COVID-19
foundations g
relief efforts in the Thar Desert region, Rajasthan, India. Thanks to donors, GRAVIS was able to conduct the following activities in February 2021:
Part 4. Resource
1. Distribution of 235 Food Supplies Kits
These kits were distributed to older people and their families. Each kit contained food supplies that Development through
would last for about 20 days for a family of six. These kits contained wheat flour, lentils, cooking oil, spices, social enterprises g
and matchboxes.
2. Distribution of Hygiene Kits
235 older people were given hygiene kits to remain healthy and protected from COVID-19. Each kit had
supplies for up to 2 older people in the family and would last for 45 days.
All of these kits were given to older people in the Jodhpur District Villages which are remotely located,
and drought-impacted. Members of the Village Older Peoples Associations (VOPAs) prioritized the
individuals who needed these kits the most. Social distancing and hygiene measures were followed
during the distribution of the kits. GRAVIS team members carried the kits to villages.
Food and hygiene kits are of great use to older people during this time. Food supplies would support the
family for at least three weeks at a time when supplies are low. Hygiene supplies will last about six weeks.
470 older men and women and about 1,800 family members have benefitted from the activity.
HelpAge USA and GRAVIS are deeply grateful for the donations made to support these efforts.
We’ll continue to provide updates on the work as GRAVIS continues its COVID-19 response.
Check out the GRAVIS website!
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Annex B.
Part 1. Resource
Development with
institutional donors g
Inside: Your friendship labels
Sample direct mail package
Tavis House
ID204623 03/21 IJ436
1–6 Tavistock Square
London WC1H 9NA

s Hard ti www.ageinternational.org.uk
When a frie True friend t, Part 2. Individual giving
alway mes
The registered address is Tavis House, 1–6 Tavistock Square, London WC1H 9NA.
nd puts 0800 032 0699
apar
of Age UK (charity no. 1128267 and registered company no. 6825798); both registered in England and Wales.

are never ance

a smile on s re
your face,
true fr veal
[email protected]
HelpAge International UK, trading as Age International, is a registered charity (no. 1128267-8) and a subsidiary

it makes the
be in dist
world
a better pla
may
in heart
iends 2.1 Introduction to
but never
ce Lines open
Mon–Fri 9am–5pm
individual giving
Will you be a friend? Spring 2021
2.2 Online fundraising
Looking for a way to make a difference? Dear friend,
themselves. Whether it’s going out to buy food or fetch medicine, 2.3 Crowdfunding
If you’ve opened this envelope, I believe
cooking, you arepersonal
cleaning, just the friend wedoing
care, or are looking for – someone
the laundry – they who
Concerned about tackling injustice? cares about the most vulnerable lendolder people
a helping around
hand, whenthethere
worldmight
and isbe
willing to else
no one take there
actiontoto

Are you… tackle the injustice they face. support them.

Does that sound like you?
2.4 Direct mail
Caring? In a small village called Hong Thai, Miss Tuyet receives care at
Caring? I hope it does, because I’d likehome along
to invite
can walk,
By giving a regular gift each month, youso
youwith her our
to join
without
could
severely
anyone
provide
disabled
community ofbrother.
there to support
the practical help, even
Neither
friends at of them
Age International.
thatthe most
older basicliving
people
2.5 Other methods of
individual giving
Concerned about tackling injustice?
Are you…

Credit: Simon Rawles/Age International

in poverty need as we navigate of our
tasks
wayis aout
struggle. But her carers
of the pandemic – older
and into the people
uncertainthemselves
years to come.
– have helped to provide relief from these everyday struggles,
I don’t know if you’ve heard of Age International, but we help some of the most disadvantaged
Annex A. Message from
Looking for a way to make a difference?
along with a friendly face. This support has transformed their
older people around the world. You’ll perhaps recognise us as the international arm of Age UK.
lives. As Miss Tuyet tells us: “The feeling of sitting there alone and
Our work builds on a long andthinking about my
distinguished disabilities
history stretchingwasback
so sad
to and made me
the 1960s. Weburst
focusinto
on the Global Giving, updating
older people who need us most, tears. But luckily,
helping themthe volunteers
access healthcarehavethat
come, and theytohave
is tailored theirhelped
needs
ease mytosadness.”
and working with their communities ensure they are cared for. We support older people to earn
donors
a living or get the pensions they deserve. We challenge age-related prejudice and discrimination
Miss Tuyet is just one example of an older person receiving
wherever we find it. And when a disaster strikes, we ensure that older people are not forgotten.
Annex B. Sample direct mail
support at home through what – in recent years – has grown Miss Tuyet’s volunteer carers
to what
In short, our goal is to redefine become a network
it means to beofolder
moreinthan 16,000
today’s world.carers: the largest package
help her with everyday tasks
but never ce
a better pla in Vietnam. It’s an example of what can be achieved when
in heart
iends Does that sound like something you would like to be part of?
like-minded people come together. People who want to create like cooking, cleaning and
maybe in
true fr veal dist it makes the
world
s re are never ance your face,
Again, I hope it does. Becausea it’s onlyworld,
kinder thanks to theeveryone
where kindnessisofvalued
our supporters that we
and respected, nocan doing her hair.
ay
HelpAge International UK, trading as Age International, is a registered charity (no. 1128267-8) and a subsidiary
a lw apar a smile on
mes True friend t,
of Age UK (charity no. 1128267 and registered company no. 6825798); both registered in England and Wales. nd puts
Hard ti When a frie help people overcome the difficulties
matter theirand age.
injustice thatthe
If I had getting
space, older can you
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The registered address is Tavis House, 1–6 Tavistock Square, London WC1H 9NA.
Part 3. Resource
s
you an example of the work we do with But
examples. a one stark fact remains: without regular financial support, we simply wouldn’t be
focus on one country where we’re proud
able to help disadvantaged older people around the world. Without the generosity of people like Development with
you, I don’t know whatCoronavirus
to have helped pioneer an inclusive, has had atoprofound
Miss Tuyetimpact
and heron
ID204623 03/21 IJ436
would have happened brother.
Inside: Your friendship labels community-led approach to supporting older people around the world – especially
Matching older people with their volunteers – and providing training and ongoing support through
corporates, trusts and
older people: Vietnam. the most disadvantaged, whom we support.
their local Older People’s Association – is only possible by working with communities on the ground. foundations g
In Vietnam, more than 40% of people
That’s how we can reach But the
it’smost vulnerable
not just older people
about surviving with the right support, that they most need.
coronavirus.
Inside: Your friendship labels aged 60 and over do not receive any form
That takes time. It takes
of pension. Roughly the same proportion
It’s commitment.
about all the effects
And it that
takes have
the come with of somebody like you.
generosity Part 4. Resource
lockdowns, pressure on health systems and
lack the health insurance card That’s
that why
many I would likefurther
to invite you to become a friend of Age onInternational by committing to a
regular
others rely on. As a result, many gift
older
instability. It’s about the impact the
each month. You can use the enclosed form to respond (please stay safe on your trip to
people
Development through
s Hard ti health, income and isolation of older people.
When a frie True friend t, box), you can give online at ageinternational.org.uk/friend or you can call 0800 032 0699.
the postlives.
struggle to live healthy and dignified social enterprises g
nd puts
apar alway mes To address this, we helped to establish a A regular gift will help us to support more older
are never ance
a smile on s re
your face, By starting a regular gift today, you will help bring more comfort and security to some of the most
it makes the dist true fr veal network of Older People’s Associations: people as the world deals with the impact of
world maybe in iends disadvantaged older people, as the number of people aged 60 and over continues to grow around
a better pla in heart community-based organisations that COVID-19 in the months and years to come. The
ce but never the world. Words don’t do justice to the difference you could make.
support healthy ageing through a variety work we do has never been more important – will
I’ll be
of activities and provisions. One suremost
of the to keep youyou up to date with
become the work
a friend of Age that you help fund
International and(if you choose to hear from
us). And
crucial of these provisions is social from time to time,
care. I’ll introduce
help some you to
of the older somewho
people of the
needpeople you’ve helped, so you can see
us most?
exactly what your gifts are helping to achieve.
By recruiting and training local volunteers, Please complete and return the enclosed form
we’re able to equip people fromAroundthe the world, so many to help people
oldercan be cast
people asideRemember
in need. or isolated to – simply because of their age.
Looking for a way to make a difference? It isn’ttoright,
community with the skills needed look and your follow
gift could help
social us tackle guidelines
distancing this injustice head-on
if posting by providing the basic
your
after those who aren’t able toessentials
fully careolder
for peopleresponse.
need and deserve. Whether here in the UK, or the other side of the world,
Front and back of outer envelope. Alternatively, give securely online at
Concerned about tackling injustice?
There is also a return envelope
later life brings similar challenges. By becoming a friend, you will help to transform the lives of
ageinternational.org.uk/friend or call our friendly
people who are ageing in some of the poorest parts of the world.
Please turn over… helpline on 0800 032 0699.
in the pack Caring? I hope you will join me in making this difference.
With thanks, Age International, you
P.S. By becoming a friend of
Are you… Letter older people around the
will touch the lives of so many
2-sided stickers which I hope
world. I’ve also enclosed some
difference that your
Chris Roles
will serve as a reminder of the
Managing Director
Age International gift could make. Thank you.

Follow us: /AgeInternational @Age_Int @age_international

HelpAge International UK, trading as Age International, is a registered charity (no. 1128267-8) and a subsidiary
of Age UK (charity no. 1128267 and registered company no. 6825798); both registered in England and Wales.
The registered address is Tavis House, 1–6 Tavistock Square, London WC1H 9NA. ID204623 03/21 LS946

Reg charity no. 288180

HelpAge International UK, trading as Age International, is a registered charity (no. 1128267-8) and a subsidiary
of Age UK (charity no. 1128267 and registered company no. 6825798); both registered in England and Wales. © HelpAge International 2021
The registered address is Tavis House, 1–6 Tavistock Square, London WC1H 9NA.

ID204623 03/21 IJ436

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Part 1. Resource
When you become a friend of Age International, Development with
you’ll be helping to change lives. institutional donors g

Credit: Kate Holt/Age International

You could help someone like When a friend puts Because of friends, I laugh a Part 2. Individual giving
Candeado to see clearly again a smile on your face,
it makes the world
little harder, cry a little less

a better place
and smile a whole lot more 2.1 Introduction to
You could help provide essential healthcare to older people who
would otherwise struggle to access what they need. Candeado, from individual giving

/Age International
Mozambique, had very poor eyesight – but the glasses he received
from Age International changed his life. When you become a friend,
you’ll be helping older 2.2 Online fundraising
“It made a big difference when I got my glasses. Before, I could not do people like Ernestina.

Credit: Judith Escribano

Dear friend,
anything for myself. I could barely eat and I could not even go to the True friends Hard times
She was one of the first
women to receive a pension 2.3 Crowdfunding
toilet by myself. Now, I can do everything.” Will you help transform the lives of some of the world’s most
disadvantaged older people? Whether it’s enabling them to access the are never apart, always reveal in Zanzibar, thanks to a
healthcare they need, providing age-friendly aid when disaster strikes, or empowering older people maybe in distance true friends
campaign supported by
2.4 Direct mail
Age International.
to access the pension they deserve, your support could fund vital programmes around the world. but never in heart
Please let me know how much you would like to give on the form below. Thank you for your support.
Chris Roles, Managing Director 2.5 Other methods of
Join with fellow supporters like individual giving
actress MiriamYes,Margolyes
I’ll be a friend to older people
“I would urge people – ifI you
wouldhave
like atocharitable
give £9instinct,
a monthand if£13 youa month My choice of £ a month
Sheet of stickers Annex A. Message from
Credit: Simon Rawles/Age International

care about the world we live in, and if you recognise that there are
starting on
other older people in the same position 1st
as you15th of
all over the world, (month), (year) Global Giving, updating
Please choose a start date at least one month from now.
who need your help, and
you can.
you can do something about it…Give what donors
Instruction to your Bank or Building Society to pay by Direct Debit
“People who may never know you, will bless you for giving them a
Please fill in the form and send it to: Age International,
Annex B. Sample direct mail
chance of happiness. You can give them the gift of aChippenham,
further life.”SN14 6NG
Bumpers Way, Bumpers Farm, Service user number package
Name and full postal address of your Bank or Building Society
4 3 8 2 0 5
To: the Manager (your bank’s name)
Reference number (Age International use only)
e
ational archiv

You can trust Age InternationalAddress Part 3. Resource

to be there for older people
Instruction to your Bank or Building Society:
Development with
Image: Age Intern

Please pay Age International Direct Debits from the account

Postcode detailed on this instruction, subject to the safeguards assured
In 1961, a dedicated group launched the Help the Aged Name(s) of account holder(s) by the Direct Debit Guarantee. I understand that this instruction
may remain with Age International and, if so, details will be
corporates, trusts and
Refugee Appeal to assist older people escaping conflict
and disaster abroad. This appeal was the start of the
passed electronically to my Bank/Building Society.
foundations g
Signature(s) Date
organisation that would go on to become Help the Aged Account number Sort code
and then, together with Age Concern England, formed Age UK. The desire to help older people– – Part 4. Resource
in need wherever they are was always part of the charity and to recognise thisand
more formally,
Age International was formed as a separate organisation in 2012.
Banks Building Societies may not accept Direct Debit Instructions for some types of account.
Development through
Mypeople
Today, Age International is a UK leader in supporting older details
overseas, working with in-country XXXXXXXX XXXXX social enterprises g
partners through a localised approach, and as the UK member
Title of theFirst
global HelpAge network. Our
name Surname
vision is a world in which women and men everywhere can lead dignified, healthy and secure lives
as they grow older. But, as back in the 1960s, we dependHome
on theaddress
generosity of supporters like you to
help realise this vision. Postcode

Telephone Email
Project examples are illustrative of
Keep in touch to hear how yourprogramme
Age International’s ongoingand support is helping older people
donations will be used to support
We’d like to keep in touch with you to work
Age International’s let you know about the vital work we do for older people,
worldwide, our appeals,
products and services, and how you
where thecan
needsupport us. We will never sell your data.
is greatest.

Yes please, I would like to receive communications by email phone SMS

I do not wish to receive communications by post You can change your mind at any time by phoning
0800 032 0699 or emailing [email protected]
Donation form For further details on how your data is used and stored: ageinternational.org.uk/privacy
2-sided
Gift Aid Declaration
Yes, I want Age UK and its partner organisations* to treat all donations I have made for the four
years prior to this year, and all donations I make from the date of this declaration until I notify you otherwise, as Gift
Aid donations. I am a UK tax payer and understand that if I pay less Income Tax and/or Capital Gains Tax than the
amount of Gift Aid claimed on all my donations in that tax year it is my responsibility to pay any difference.
*Age Cymru, Age Scotland and Age NI. Please ensure you provide your full name and address, and
Today’s date / / let us know if you wish to cancel your declaration, or if your tax status, name or address changes.

Please return this form in the envelope provided and follow Government isolation and distancing guidelines if posting.
HelpAge International UK, trading as Age International, is a registered charity (no. 1128267-8) and a subsidiary
of Age UK (charity no. 1128267 and registered company no. 6825798); both registered in England and Wales.
The registered address is Tavis House, 1–6 Tavistock Square, London WC1H 9NA. ID204623 03/21 R7672

Reg charity no. 288180

© HelpAge International 2021
 Resource Development Training
Module 5: Implementing different types of
Resource Development

Part 3.
Resource
Development
with corporates,
trusts and
foundations

Registered charity no. 288180. Copyright © HelpAge International 2021

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Module 5: Implementing different types of Resource Development

Part 3. Resource Development with

Part 1. Resource
Development with
institutional donors g

corporates, trusts and foundations Part 2. Individual

giving g

3.1 Introduction to corporate • Cause-related marketing – i.e. a commercial activity by which

businesses and charities or causes form a partnership with each
Part 3. Resource
Development with
Resource Development other to market an image, product or service for mutual benefit corporates, trusts and
foundations
• Payroll Giving (often matched by the employer) – employees
3.1 Introduction to
Corporate Resource Development focuses on donating to an NGO through a deduction in their salary.
corporate Resource
organisations partnering with commercial The donation will come directly from the employee’s salary each Development
month and is often matched by the company they work for
companies/corporations for financial support. 3.2 Key considerations in
Partnerships with corporates can be both effective • Secondments of company staff to the NGO – this may be to corporate Resource
support build the NGO’s capacity, i.e. a company may second Development
and beneficial for NGOs as corporates can also
finance staff or communications and marketing staff to help build 3.3 How to make your first
provide both knowledge and expertise to an NGO an NGO’s finance capacity or develop new brand communications contact with corporate
as well be a good source of funding. and products donors fruitful
3.4 Understanding
• Employee involvement and volunteering to support different
corporate donors
NGO activities
It is important to regard the relationships between NGOs and 3.5 Employee engagement
corporates as a joint endeavour, and one that needs to work for • Gifts in kind – this could include communications equipment
3.6 Trusts and foundations
both parties. Both parties should have scope to negotiate to achieve or office furniture
what is best for them and the partnership. An NGO should not just
• Fundraising events – i.e. auctions of company products
accept without questioning the terms proposed by the company. Part 4. Resource
• Innovative projects linking business and social value. For Development through
Different forms of corporate partnerships can include: social enterprises g
example, a company may be able to provide the business skills
• Corporates donating funds for specific projects, such as mobile to support you in developing your social enterprise.
health clinics or food packages
• Corporates donating funds for core costs to support the
NGO achieve its mission
• Employee fundraising events to raise funds for the QUIZ
NGO, i.e. a company quiz or sports day NIGHT Quiz nights
• Licensing – i.e. use of an NGO’s name and/or logo in are an example of an
employee event that could
conjunction with the sale of goods/services. An example of
raise funds for an NGO.
this could be a company creating assistive devices, such as
wheelchairs partnering with an NGO working to support
older people with disabilities
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Corporate Social Responsibility Part 1. Resource

Google Philanthropic CSR Development with
Corporate Social Responsibility (CSR) and an enhanced public institutional donors g
image are the two prominent reasons why corporate companies Google is well known for its corporate philanthropy, running
Part 2. Individual
work and give to NGOs. CSR is a form of self-regulatory business multiple charity programmes through Google.org that have giving g
planning where companies integrate initiatives focusing on provided over $100 million in grants and investments.
achieving sustainable economic, social and environmental benefits The company carries out a volunteer programme which
for all stakeholders involved (employees, consumers, investors and allows employees to dedicate up to 20 hours of work time to
Part 3. Resource
other groups). The purpose of CSR is to encourage businesses to volunteering in their communities each year. In addition, Development with
conduct their companies in an ethical manner and work towards Google has a matching gift programme in place where corporates, trusts and
having a more positive impact on society and ensuring donations made by employees that are between $50 and foundations
sustainable growth. $12,000 are matched at a 1:1 ratio. Beyond these programmes, 3.1 Introduction to
Google has carried out numerous initiatives focusing on corporate Resource
Different types of CSR: improving particular regions. One example is their work with Development
• Philanthropic CSR whereby a company will give some of Learning Equality (www.google.org/our-work/) towards 3.2 Key considerations in
its profits to NGOs or other good causes. making digital content accessible online in order to allow corporate Resource
students without the internet to have better access to learning Development
• Environmental CSR whereby a company will adopt practices resources. By making materials available through a cloud 3.3 How to make your first
(such as waste disposal or carbon emission trading) so that their library, Google hopes to help contribute to reducing the gap contact with corporate
environmental impact is reduced; or between disadvantaged communities in India, Latin America donors fruitful
• Ethical CSR which may focus on how the company treats its and Africa and countries with better access to technology. 3.4 Understanding
staff and undertakes its operations, for example, checking that With the company’s motto being ‘You can make money corporate donors
child labour is not used in its supply chains. without doing evil’, it makes sense that Google is known for 3.5 Employee engagement
Many corporates are increasing their commitments to CSR in light its philanthropy, having a track record of meeting the interests 3.6 Trusts and foundations
of Environmental, Social and Governance (ESG) criteria standards of its stakeholders and their communities.
which are now being used by investors to screen companies before
Part 4. Resource
making investments. ESG looks at a company’s environmental Development through
impact and their relationships in the area they operate in, including social enterprises g
with employees, suppliers, customers and the wider community

Topeka K. Sam/The Ladies of Hope Ministries

(social) as well as internal structures and controls (governance).

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Part 1. Resource
HelpAge India CSR Development with
institutional donors g
India is a good example of where Philanthropic CSR is taken
Part 2. Individual
seriously by the government. A law passed by the Indian giving g
Government in 2014 obliges companies of a certain size to pay
2% of their profits to good causes which may include NGOs.
HelpAge India has developed a corporate Resource
Part 3. Resource
Development programme utilising this law and the principles Development with
of CSR, to partner with numerous companies to support the corporates, trusts and
running costs of some programmes, such as the Mobile foundations
Healthcare Units, sponsoring cataract surgeries or supporting 3.1 Introduction to
their Sponsor-a-Gran programme. They are also included in corporate Resource
some companies’ payroll giving initiatives and receive Development
donations in kind. 3.2 Key considerations in
corporate Resource
Development
3.3 How to make your first
contact with corporate
donors fruitful
3.4 Understanding
corporate donors
3.5 Employee engagement
3.6 Trusts and foundations

Part 4. Resource
Development through
HelpAge India

social enterprises g

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3.2 Key considerations in corporate Both the company’s and the NGO’s brands should be regarded as
valuable assets to protect. Organisations should consider whether
Part 1. Resource
Development with
Resource Development the association enhances or damages the NGO’s brand?
institutional donors g
Part 2. Individual
As with other types of Resource Development, there are some key
giving g
elements for an organisation to consider when undertaking Resource Decision-making process
Development with corporate companies. A policy on working with companies, agreed by the trustees, is
essential for an NGO to be able to engage effectively with the Part 3. Resource
Research corporate sector. The policy should define the parameters of Development with
When an NGO is approaching a corporate or has been approached associations across all types of corporate partnerships and activities. corporates, trusts and
There also needs to be a process for decision-making, including a foundations
by a corporate, it is important that you learn as much as you can
about the company and undertake a full assessment to identify why clear delegation of responsibilities, since working with companies 3.1 Introduction to
it might be inclined to support your organisation. This should be is the classic example of where value judgements need to be made. corporate Resource
All those responsible for the development of these relationships Development
done before companies are approached, opportunities discussed
and a partnership is finalised. NGOs should also be sure about the should be given specific instruction on the NGO’s boundaries on 3.2 Key considerations in
values of the company and assure themselves that a partnership corporate engagement and at what point the decision-making body corporate Resource
decides whether or not an initiative should proceed. The complexity Development
with that company will not contravene their ethical fundraising
policy. of the issues that need to be addressed will define the process. 3.3 How to make your first
As part of this process there needs to be: contact with corporate
As part of any assessment, organisations should undertake research donors fruitful
and due diligence. See Module 1, part 4. • A proper due diligence of the company by the NGO (see
3.4 Understanding
Module 4, part 3 for more information on this process) corporate donors
Other key questions to consider:
• Clarity of what each party is offering. This should form part 3.5 Employee engagement
• Is there a history of charitable support or charitable giving of a Memorandum of Understanding (MOU)/agreement between
within the company? If so, what was it, when was it, and was 3.6 Trusts and foundations
the NGO and the company
it successful? (Check with any previous NGO partner(s) and
current NGO partners? What was their experience?) • Clarity on who the key contact people are in each party
Part 4. Resource
• What are the company’s motives for corporate giving? • Engagement at a senior level – ideally between the CEOs or Development through
senior management social enterprises g
• What is the public’s perception of the company and its brand?
(use the internet to search the company name) • A review of the proposed partnership according to the NGOs
ethical fundraising policy.
• Is what the NGO expected to bring to the partnership a fair
exchange for what the company is offering in return? The
company and the NGO should be equal partners, although this
may not always be feasible. Both NGO and company should be
clear about the benefits they expect to gain from the relationship.

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Communicating and marketing plans • A company is working with two NGOs in the same sector – Part 1. Resource
this may cause conflicts if both NGOs/charities are working on Development with
If part of the reason for going into a corporate/NGO relationship is the same issues and with the same beneficiaries
institutional donors g
publicity, thought should be given as to how it is to be Part 2. Individual
communicated externally and internally within both of the • An NGO is working with two companies from the same sector. giving g
organisations. It is advisable for a communications plan covering For example: if your organisation works with two companies
both parties to be written at an early stage that details the relevant in the pharmaceutical sector and they are rivals, that should be
information to the relevant people. Both sets of employees should declared as it may create a conflict of interest
Part 3. Resource
be informed about the relationship and nature of the partnership. • A company charges the NGO for a product or service that helps Development with
Messages should be agreed by and adhered to by all. the NGO achieve its mission but also partners with it for corporates, trusts and
foundations
It is also important to be clear on what both the company and the philanthropic purposes. For example: a pharmaceutical
company supplying, in a commercial arrangement, anti-cancer 3.1 Introduction to
NGO do independently and what they are trying to achieve together.
corporate Resource
Communications to the public and customers should always include drugs to a hospice and supporting that hospice ‘philanthropically’
Development
the aims of the partnership and what the relationship is about. It is at the same time
3.2 Key considerations in
important that each party respects the other’s branding guidelines, • A company wants the partnership to be exclusive – this needs corporate Resource
and that both parties agree the final procedure for press releases and to be considered by the NGO, as it may limit options for other Development
media liaison, being aware of each other’s needs and timescales. partnerships 3.3 How to make your first
contact with corporate
Conflicts of interest • The company wants access to the NGO’s supporters
donors fruitful

It is important that an NGO is driven by its mission and works • A company is both a supporter and a supplier to an NGO. 3.4 Understanding
to achieve this. This will help define what its aims are as an For example: a bank providing banking services and also corporate donors
organisation and help establish the right kinds of companies to fundraising for an NGO 3.5 Employee engagement
be associated with. When selecting a company an NGO should • An employee or non-executive director is also a trustee of the 3.6 Trusts and foundations
establish that there are no conflicts of interest. NGO, and wants to exercise influence over artistic aims/products
• A company wishes to link direct material benefits for their Part 4. Resource
A conflict of interest is a situation in which a person or product through the association with the NGO. For example: Development through
organisation is involved in different interests, and one of implying a health benefit from a product through an association social enterprises g
those interests may involve working against another with a medical NGO.
interest (leading to a conflict).

Good partnerships often result from common interests and agendas.

It can be a fine line between a common interest and a conflict of
interest. The types of conflict that may arise and affect a relationship A communications plan
should identify what the relationship
are where: is between a corporate and an NGO and
• Ethical considerations are not discussed: what is ethically what you want to achieve together.
acceptable by a company (who set out to make profits) may be
at a different standard than for an NGO

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Risk assessment It is important that NGOs always consider the following points: Part 1. Resource
Development with
NGOs should undertake a risk assessment to identify any element • A written agreement governing the relationship between the institutional donors g
of risk involved in potential partnerships. Working with a company company and the NGO is executed (even where this is not Part 2. Individual
brings with it many benefits but there is almost certainly an element strictly legally required). This should be approved and giving g
of risk. This could be in terms of the ability to meet the expectations understood by all parties
and demands of the corporate, loss of credibility for the NGO in • If the company falls into the definition of a ‘commercial
forming partnerships with certain corporates, or becoming resource- participator’ by selling goods or services and promising a fixed Part 3. Resource
dependent on a corporate, limiting an NGOs ability to challenge donation to an NGO, then the specific rules need to be followed Development with
any negative actions. Research will bring up any issues that could corporates, trusts and
adversely affect the NGO and action can then be taken at an early • An NGO ought to take advice if at all unsure about any tax or foundations
stage to negate any identified risk. legal aspects arising out of a fundraising partnership with a 3.1 Introduction to
business. corporate Resource
Development
Duties, obligations and rights
3.2 Key considerations in
Within any partnerships, including corporate/NGO relationships corporate Resource
there will be both legal and moral obligations. Where the law does Development
cover the position, the issues are clear cut (i.e. the need for a
3.3 How to make your first
commercial participator agreement where financial gain is evident contact with corporate
for the corporate), but clarity may be required where the law does donors fruitful
not cover the position. In setting up a partnership with a company
3.4 Understanding
it is necessary to make clear certain issues at the outset and their corporate donors
implications, for example:
3.5 Employee engagement

Shashank/HelpAge International
• The use of the brand and the NGO’s name and logo 3.6 Trusts and foundations
• Who owns what: copyright, events, services, products, brands
and logos Part 4. Resource
• Who is going to do what, and when it is to be done Development through
social enterprises g
• How the relationship is going to be presented to the outside
world and what is going to be said about the company and
the NGO
• The duration and clear terms of the relationship (for instance
whether that should include exclusivity agreements or allow
access to a supporter database)
• Regular communication, evaluation and review.

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3.3 How to make your first contact Tips on preparing for a face-to-face meeting: Part 1. Resource
Development with
with corporate donors fruitful 1. Appointments
institutional donors g
Part 2. Individual
You should ensure that you have an appointment with the person giving g
Making first contact with corporate donors can be from the company that your organisation wants to meet (research
tough and intimidating. The corporate culture and discussions will help you understand who this is). It is
differs a lot from the NGO world. NGOs need to important that the individual wants to be in the meeting as well Part 3. Resource
as you, and that they also have the power to make decisions and Development with
make a lot of effort to reach out to a corporate, to
take steps towards achieving a partnership! Before the meeting, corporates, trusts and
make them listen, and to tell them why they stand NGOs should also try to reach out by telephone to set the foundations
out by the good work they do. It will be more than foundations for your meeting or send an email defining the 3.1 Introduction to
just completing one application! objectives of the meeting. corporate Resource
Development
2. Preparation for the meeting 3.2 Key considerations in
An NGO should work to secure a meeting with a corporate they corporate Resource
are interested in collaborating with. Acceptance of a meeting Your organisation should aim to make a positive impact at the Development
request will be a good indication that a corporate is interested in meeting. In order to do this, make sure you have done your research,
3.3 How to make your first
understanding more about the NGO. Some of the tools and relevant preparation and understand the key points you would like contact with corporate
methods of donor engagement are presented in Module 4. to get across before the meeting. Share anything that you would like donors fruitful
the company to know about your organisation before the meeting
3.4 Understanding
– this can be a link to your website or a leaflet about your corporate donors
organisation’s work. More information on preparing for the meeting is
3.5 Employee engagement
in Module 4.
3.6 Trusts and foundations
Do your research: As a part of your preparation for the meeting,
and for developing good strategic relations with the company, you
must put in adequate efforts to understand the company, its strategic Part 4. Resource
plans, values and work, and their work in the area of CSR. A little Development through
social enterprises g
bit of research about the company, including any previous and
current social projects it has implemented (if any), and which
SDGs they are supporting, can tell you a lot about the corporate.
In undertaking research, you will have a better understanding of the
Be prepared corporate and present an appealing proposition.
for the first meeting and do
your research to understand
the corporate – its plans,
values and attitudes.

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3. Keep it simple Part 1. Resource

Development with
Keep the first meeting simple. Although you need to display what institutional donors g
your organisation does, impact areas and success stories, keep Part 2. Individual
it light and emphasise what makes you different – your unique giving g
selling point. You do not need to carry bulky documentation, or
your reports, accounts etc. to the first meeting unless asked to.
Aim to use the first meeting to discuss, brainstorm, explore areas Part 3. Resource
of collaboration, further understand each other to arrive at a Development with
conclusion towards working together to support the cause of corporates, trusts and
older people and ageing. 5. Take the first small step, aim for the giant leap foundations
3.1 Introduction to
There is an expression in fundraising: If you ask for money, you get
4. Communicate your impact advice, and if you ask for advice, you get money. Make sure you do
corporate Resource
Development
Most corporate donors do not like to risk their funds, reputation, not come across as just another NGO asking for a usual donation,
3.2 Key considerations in
and time, so most of them like to go for a known, reputed and trusted considering the corporate as ‘just another donor’. Discussions, corporate Resource
organisation to work with to support social development projects. brainstorming, analysing the needs of the community will help you Development
come to a conclusion about how both organisations as a team can
3.3 How to make your first
work together to bridge the gaps. contact with corporate
You need to communicate how your NGO is unique, what is it
Cultivating relationships with corporate donors is the key to a donors fruitful
that you do, why you are needed and how your organisation is
best placed to do it. Communicate why the corporate should successful collaboration and long-term association that hold huge 3.4 Understanding
potential for the cause of your organisation, and the older people corporate donors
invest in ageing and older people – present significant data,
success stories, even videos with a ‘master’ presentation about and their families that you support. Help the corporate understand 3.5 Employee engagement
the organisation and its programmes. Before asking for how CSR can help them, and how your organisation is making a
3.6 Trusts and foundations
donations, you need to communicate why the corporate must difference to the lives of the beneficiaries you work with.
be interested in your organisation’s cause.
Part 4. Resource
3.4. Understanding corporate donors Development through
social enterprises g

HelpAge India suggest that there are four key reasons why
corporates work with NGOs in India:
• For enhanced company image (as a responsible corporate)
• For improved staff morale and loyalty
• For greater community involvement
• For improved investor and public relations

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Figure 3: How NGOs can interpret what companies are thinking Part 1. Resource
Development with
What the company is thinking What this means for the NGO institutional donors g

Selecting a cause: Management will be deciding their CSR strategies based Make sure that your organisation’s cause is very clear and only target Part 2. Individual
on improving their image and brand and will be looking to support a cause that companies where you think their cause may coincide with yours. giving g
aligns with their business values and will help engage and increase the morale
NGOs should think outside the box – look at both older people and how
of their employees.
older people fit into the broader society. Look at how you can contact employees
They will undertake research on potential NGO partners and often share ideas from the company to see if you can get any further insights before formally Part 3. Resource
with employees. approaching the company. Development with
corporates, trusts and
foundations
Looking for an NGO which has an aligned mission, vision and values: Think about how to align your organisations mission, vision and values with
Corporate’s will be searching for an NGO with which it can align its vision and that of a corresponding corporate company. 3.1 Introduction to
core values, and professional staff and expertise. corporate Resource
Think outside of the box – even if companies do not focus particularly on older
Development
For example, multinational information technology corporation could commit people, there may be other aspects of their work, such as IT, that can be
its CSR efforts towards IT training and skilling for older people, so it may adapted to older peoples’ needs. Be creative! Be imaginative! 3.2 Key considerations in
collaborate with various NGOs working with older people. This helps them corporate Resource
align their goals and objectives with that of the NGOs, while working towards Development
the social responsibility.
3.3 How to make your first
contact with corporate
Long-term thinking and collaboration: Corporates link their CSR strategies If organisations think long term, then you will not be thinking so much of a donors fruitful
and sustainability initiatives with long-term goals. How will a partnership with project (thought that may be the vehicle for funding) but your overall strategy.
3.4 Understanding
an NGO benefit the company and act as a long-term strategic investment? The company wants to build relationships so go into the discussions with the
corporate donors
same approach. Talk about the relationship as long-term collaboration – sell
a vision and how you can do this together. 3.5 Employee engagement
3.6 Trusts and foundations
Clearly define roles and responsibilities: Setting the roles and If it is not suggested by the company, then ask for clarity. You may primarily
responsibilities of each party in the beginning will be helpful in the long run. want their money, but what do they want from you? How much time will it take
A contract/Memorandum of Understanding (MOU) can serve as a documented to provide it? Have you got the resources to do so? If you deduct the cost of Part 4. Resource
guide for the implementation of the programmes later. resources needed to manage the relationship from the grant they will give, is it Development through
worth it? social enterprises g

Trust: Trusting your NGO partner is the key to a successful partnership. Take part in creating an environment of trust.
Trusting would not mean completely agreeing to everything or thinking the
same way as the other. It means developing an equation that allows you to
communicate freely, express your opinion, debate and discuss and then come
up with conclusions with everyone’s inputs.

Make use of your ‘core competency’: Each organisation has its own This is important. Apart from money, what else can the company offer the
strengths and core competencies. Your core competency might be marketing, NGO? Can they help train your finance staff or give their time freely in other
while an NGO may have expertise in climate and environment. Finding a ways?
good match, making best use of each other’s strengths is the attribute of
a successful partnership.

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Companies may also like to provide match funding for projects so Organisations need to engage corporates to help them reach Part 1. Resource
that you are not relying on them entirely and they will be more their employees. This can be done through one-off information Development with
institutional donors g
convinced of the sustainability of a project. It is also possible that sharing events and presentations by the NGO or engaging HR/
the company will be able to give you ‘in-kind’ support – for example Senior Management to circulate information. The aim should be Part 2. Individual
a law firm may offer free legal support; an accountancy firm may to engage employees on both the cause of the NGO and also giving g
offer free training on accounting and financial management. create a spirit of giving and enthusiasm amongst the individuals.
NGOs should fully understand the company to make sure you are NGOs could also look to engage specific individuals within
able to make the most of partnerships. a company to help create a sense of ownership within the Part 3. Resource
company who can support the NGO increase their reach to Development with

3.5 Employee engagement other employees.

corporates, trusts and
foundations
Many companies who engage in corporate partnerships with
NGOs do so partly so that their staff can engage with the NGO, and 3.6 Trusts and foundations 3.1 Introduction to
corporate Resource
both contribute to the work of the NGO, and learn from them. This section briefly looks at trusts and foundations as another Development
potential source of income for an NGO. 3.2 Key considerations in
corporate Resource
From their experience, HelpAge India suggest that employee
engagement is important for several reasons:
Introduction to Resource Development with Development

trusts and foundations 3.3 How to make your first

• Helps create awareness, empathy, and support for contact with corporate
an NGO’s cause donors fruitful
• Builds a better society A Trust is a fiduciary relationship whereby a person or 3.4 Understanding
persons (trustee/s) hold(s) and manage(s) property for the corporate donors
• Creates future donors
benefit of one or more others (beneficiaries). Fiduciary means 3.5 Employee engagement
• Encourages companies to give grants ‘in good faith’ or ‘in trust’ so trustees have to act in the
• Facilitates a regular stream of income for an NGO interests of the trust. A charitable trust is set up to fund 3.6 Trusts and foundations
specific social development or charitable causes. A Trust’s
purpose and rules are set out in its governing documents Part 4. Resource
Employee engagement can take many forms: (normally trust deed or Memorandum and Articles or Development through
• Payroll giving – employees provide regular contributions to an Association where company limited by guarantee). social enterprises g
NGO via an agreed amount deducted from their salary by the
employer and this is then paid by the employer to the NGO
(some organisations will match their employees’ contributions) A Foundation is, for the purposes of this training,
synonymous with a ‘trust’. They have a slightly different legal
• Volunteering for the NGO – especially useful when the company basis, but for the purpose of Resource Development we can
are offering their specialist skills (e.g. communication, treat them the same.
accountancy, legal).
• Hold fundraising events or participate in sponsored events
(like marathons or bake sales) to raise money. These may be
matched by the corporate.
• Employees can engage in events promoting your cause and
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Estimates show there are over 250,000 foundations and trusts in the Research Part 1. Resource
world today.4 Trusts and foundations vary in size enormously, from Development with
It is advisable for applicants to explore their own organisation’s institutional donors g
the extremely large foundations such as the Bill and Melinda Gates records to identify past approaches to trusts/foundations, past
Foundation in USA (with an endowment of $42 billion), the INGKA donations and existing contacts that can be pursued. Next, carry out Part 2. Individual
Foundation in Netherlands (valued at $34 billion) and the Wellcome giving g
external research in published directories of trusts and foundations
Trust (UK) (with $20 billion)5 to very small family trusts who give or via internet searches. Directories cost between $150 and $250
grants of just a few hundred dollars. per year but this may be a good investment if your organisation is
Part 3. Resource
Some of the larger companies not only run CSR programs, but also successful in raising funds (see box below for links to paid regional
Development with
run foundations separate from the company itself. Corporate directories). The research is essential and will identify those trusts corporates, trusts and
foundations are typically funded by the company. However, they and foundations whose objectives and policies match the need for foundations
have their own boards and operate independently in most cases. which the grant is required. The more research undertaken, the
3.1 Introduction to
This means these foundations are focused on wider charitable greater the chances of success; for example, this can include looking corporate Resource
partnerships and causes rather than just internal CSR or employee at past grant recipients, trustee backgrounds and influences. Development
engagement initiatives. Examples include the Coca-Cola Foundation, 3.2 Key considerations in
Ikea Foundation, MasterCard Foundation, and Toyota Foundation. corporate Resource
Development
There are numerous sources of funding available but it is important Links to directories of trusts and foundations
to know where to look and how best to approach the funders. (paid access only): 3.3 How to make your first
contact with corporate
Establishing which options are right for your organisation is an donors fruitful
important first step.
African Foundations Directory 2021
www.api-publishing.com/shop/foundations/african_ 3.4 Understanding
Trust fundraising refers to the process of asking for support from foundations_directory/ corporate donors
trusts and foundations that are empowered to make grants for 3.5 Employee engagement
charitable purposes. Directory of Asia Pacific Foundations 2021
3.6 Trusts and foundations
Applying to trusts/foundations is often attractive as the applications www.api-publishing.com/shop/foundations/directory_of_asia_
are less onerous than for larger institutional donors. Trusts and pacific_foundations/
Part 4. Resource
foundations are also likely to support both core and project funding.
Directory of Foundations of the Islamic World 2021 Development through
social enterprises g
Important guidelines for Resource Development www.api-publishing.com/shop/middle-east/directory-of-
foundations-of-the-islamic-world/
with trusts and foundations
Directory of Latin American Foundations 2021
Defining the need
www.api-publishing.com/shop/foundations/directory_of_latin_
Good Resource Development with trusts and foundations starts
american_foundations/
with a clear articulation of the need that the applicant requires
to be met. This may be for its general purposes, for buildings or Directory of Middle East Foundations 2021
equipment, or for special projects. Only by first defining the need
www.api-publishing.com/shop/middle-east/directory_of_
clearly is it possible to accurately identify prospective funders.
middle_east_foundations/
Therefore, the first step in making an application to grant making
trusts and foundations should be a clear articulation of the need
for which the grant is being sought in the context of the
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If possible, try and obtain a trust or foundation’s guidelines, Making the approach Part 1. Resource
through directories, websites or by asking for them. If there are no Development with
Trusts and foundations are extremely varied. For example, a trust institutional donors g
guidelines, it will be useful to undertake research to find out the could be small or large, institutional or family-based, so good
trust’s interests and preferences, geographical area and the typical practice will inevitably vary when planning individual approaches. Part 2. Individual
size of grant awarded. Since grant making bodies sometimes giving g
Foundations can also range from corporate foundations to public
change their criteria, it is advisable to revisit these sources from foundations, family or community foundations. Some grant making
time to time. charities may also be set up as foundations. It is important to
Part 3. Resource
understand the type and size of organisation you are hoping to
Development with
approach, information guidelines they may have, their websites; and corporates, trusts and
During your research, you should take time to summarise key
details of how they may wish to be contacted to help determine the foundations
details about prospective trusts and foundations:
most suitable and effective approach.
3.1 Introduction to
• Name of the organisation corporate Resource
If possible, your NGO should also utilise any contacts that you may
Development
• Website have to introduce you and the NGO to the trust or foundation.
This could range from a Board Member, staff member or partner 3.2 Key considerations in
• Thematic focus corporate Resource
organisation that may have contact with staff or leadership at the
• Typical grant amount and/or range Development
trust /foundation. A direct approach through a personal relationship
• Giving process and conditions will often help facilitate a conversation that may not happen through 3.3 How to make your first
a cold application. This could be by facilitating a meeting between contact with corporate
• Entry point (for example, any personal connections or donors fruitful
the organisations, through an email introduction, introductions at
previous contacts, fundraising webinars or events or links networking events. This approach often allows you to build a more 3.4 Understanding
that can be made by others, including your Board Members) collaborative introduction to introduce the work of your organisation. corporate donors

• Contact details 3.5 Employee engagement

With trusts and foundations it is important to focus on building
• Any positive signs or red flags to consider a relationship to establish trust for initial investment as well as 3.6 Trusts and foundations
continued and often larger investment. Many trusts and foundations
• Any questions that you may have often choose to fund smaller projects at first, and once they have Part 4. Resource
supported an NGO for a while, built relationships and believe they Development through
are seeing good impact/results, they will look at providing larger social enterprises g
grants. A longer-term strategy and plan is important when
approaching an NGO – remember it is easier to start small and build
Key details from there.
will help you analyse and compare
prospective trusts and foundations. Donor engagement and retention methods are discussed in
This will help you select the right
Module 4.
organisations to approach.

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The application Responding to approval or rejection of applications Part 1. Resource

Development with
When considering your organisation’s application to a trust or When an application is approved, it is good practice for receipt of institutional donors g
foundation, ensure that your proposal matches the aims and the grant to be promptly acknowledged in writing, confirming the
Part 2. Individual
interests of the trust being approached, whilst fitting your own purposes of the grants, and thanking the trust and trustees.
giving g
organisational strategies and objectives. Express the purpose of your It is advisable that all appropriate members of an applicant
proposal clearly whilst adhering to the trust’s guidelines. This need organisation’s project staff and/or volunteers are informed as soon
not inhibit your creativity in framing applications and if in doubt, as decisions are known.
Part 3. Resource
contact the trust to ask for clarification. You should avoid applying
Administrative requirements of the trust should be strictly followed, Development with
to trusts/foundations where you cannot link your thematic focus corporates, trusts and
so a successful organisation understands any conditions attached
or approach. foundations
to the grants, such as the trust having management, advisory or
Where appeals are for general funds, any specific projects mentioned other inputs into the work. Also check any requirements for public 3.1 Introduction to
should be clearly identified as examples of the applicant NGO’s acknowledgement of the trust/foundation’s support. All of this corporate Resource
Development
work. Make sure that your proposals are clear, accurate, and above should be understood and agreed to in writing by both parties before
all, honest. For a good application, information will be relevant, the grants are formally accepted. 3.2 Key considerations in
using clear and concise, non-technical language. If a trust requests corporate Resource
When applications are rejected try and obtain feedback. Appeals or Development
further information, this should be provided as soon as possible.
attempts to persuade trusts to reconsider are usually only made in
If any of this is not clear, seek clarification with the trust, 3.3 How to make your first
rare circumstances – such as where there are clear mistakes of fact contact with corporate
wherever possible.
or trusts have specified appeal procedures. In some instances a trust donors fruitful
Unless a trust or foundation’s application procedure specifies might accept further applications at a later date, when trusts indicate
3.4 Understanding
other requirements on financial information, it is important that that no further applications will be considered, it is advisable for the corporate donors
full budgets with breakdowns and explanations of costs appropriate situation to be accepted, unless there are special reasons for making
3.5 Employee engagement
to the application are included. Any reasonable and justified further applications.
management and administration costs should be included in the 3.6 Trusts and foundations
It is important to maintain excellent internal and external
proposed budget (even if these costs are not being asked for), and
relationships with grant making trusts/foundations and with staff
how figures were reached explained.
and volunteers. Once a relationship has been developed, you should Part 4. Resource
Check project timescales to ensure that they are appropriate to work to maintain and develop it. Keep in touch with your main Development through
social enterprises g
trust/foundation’s assessment timescales. It is worthwhile to contact and offer information which promotes your organisation’s
provide the trust with at least two contacts in case the trust requires work and could be useful to them, including your newsletters,
further information and the original contact is not present. project summaries or inviting them to events.

Don’t forget
to say thank you!

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Part 1. Resource
Additional resources Development with
institutional donors g
Corporate funding in UK: Part 2. Individual
https://ciof.org.uk/events-and-training/resources/corporate-fundraising-a-snapshot-of-current-practi giving g

A guide to Corporate Social Responsibility:

www.thegivingmachine.co.uk/corporate-social-responsibility-simple-guide/
Part 3. Resource
Development with
Overview of trusts and foundations:
corporates, trusts and
www.institute-of-fundraising.org.uk/guidance/corporate-fundraising-trusts-and-foundations/grants-and-trusts/ foundations

Build and keep good relationships with non-profit funders: 3.1 Introduction to
corporate Resource
www.missionbox.com/article/371/crucial-points-to-build-and-keep-good-relationships-with-nonprofit-funders-while-working-
Development
remote
3.2 Key considerations in
corporate Resource
Development
3.3 How to make your first
contact with corporate
donors fruitful
3.4 Understanding
corporate donors
3.5 Employee engagement
Endnotes
3.6 Trusts and foundations
3. Alta Alonzi, Proposals for NGOs
4. www.worldatlas.com/articles/which-are-the-wealthiest-charitable-foundations-worldwide.html

Part 4. Resource
Development through
social enterprises g

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 Resource Development Training
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Resource Development

Part 4.
Resource
Development
through social
enterprises
Peter Caton/Age International

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Part 4. Resource Development through

Part 1. Resource
Development with
institutional donors g

social enterprises Part 2. Individual

giving g
Part 3. Resource
Development with
4.1 Introduction to social enterprise Part 4 is not a ‘how to’ guide of how to set up a social enterprise
(it is very much like setting up any business and the same principles
corporates, trusts and
foundations g
apply), but it will examine what a social enterprise is and discuss
Social enterprises are businesses which trade in how relevant social enterprises are for NGOs. Some of the key steps
order to address social and environmental when planning and setting up a social enterprise are shared below: Part 4. Resource
Development through
problems. They generate income like other 1. Do your research and speak to other social enterprises to find social enterprises g
businesses but reinvest all or most of their profits out their experiences. Join social enterprise networks, as well
4.1 Introduction to social
into their social mission. They create jobs, reduce as organisations that specialise in this area.
enterprise
inequalities and are accountable for their actions, 2. Understand what products and services you could sell and why. 4.2 Should NGOs consider
bringing together the entrepreneurial skills of the 3. Think about your potential stakeholders and collaborators. developing social
enterprises?
private sector and the values of public service.
4. You should draft a feasibility study. The business canvas 4.3 Social enterprise models
model is a useful starting point and is a widely used tool to map
4.4 Challenges and risks
your idea.
In other words, a social enterprise is an organisation that adopts and how to manage them
commercial strategies to make profits with a social objective. 5. Write your business plan and prepare a pitch to sell your idea. 4.5 The transition process
A social enterprise could sell things (e.g., a restaurant that trains 6. Look for start-up funding, perhaps from a corporate partner 4.6 Is a social enterprise
survivors of violence and abuse); could provide a service investor, or even government. right for your NGO?
(e.g. a training institute); or promote employment of certain
excluded groups (e.g. persons with disabilities, refugees). 7. Work on creating a strong brand for your enterprise.
These are just examples, and there are thousands of social 8. Register your social enterprise in your country. The legal entity
enterprises globally. The main goal of a social enterprise is you establish will depend on the country in which your
to achieve financial sustainability and have a social impact organisation is based.
among the beneficiaries they serve.

Social enterprises
aim to be financially sustainable
– with a social objective.

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4.2 Should NGOs consider • Looking for self-reliance and becoming more independent:
Some development organisations turn to social entrepreneurship
Part 1. Resource
Development with
developing social enterprises?6 to increase financial sustainability. The social entrepreneurial
institutional donors g

This section presents the key factors that should be considered by model does promote independence and self-reliance, allowing Part 2. Individual
NGOs to generate their own income while the overall social giving g
NGOs setting up social enterprises:
mission of reducing poverty and fighting injustice and inequality Part 3. Resource
• Avoid a mission drift: In their search to become more remains the same. It is all about recognising business Development with
financially self-reliant more NGOs are experimenting with opportunities that can, at the same time, solve social and civic corporates, trusts and
social entrepreneurship. Many are doing this to strengthen their foundations g
problems. However, it is important to recognise the risks involved
financial situation, but social entrepreneurship can do much more in setting up and investing in a business model that relies on
and it opens up new ways to help communities, but to ensure the dynamics of local markets and economic factors. Further,
they stay on track NGOs should think about how this new organisations should be prepared for other commercial entities Part 4. Resource
venture links to their mission. NGOs should avoid setting up Development through
in the market which may undercut their social enterprise.
social enterprises which do not connect with their organisational social enterprises g
objectives or exclude their beneficiaries. • The paradox of NGOs relying on market principles: 4.1 Introduction to social
Organisations must address how social entrepreneurship can enterprise
help NGOs, not only by making them self-reliant and more 4.2 Should NGOs consider
independent of donors, but also by increasing their social impact developing social
on such a scale that it has the potential to change the power enterprises?
relations in the communities. There is a paradox that in creating 4.3 Social enterprise models
A mindset shift social enterprises, NGOs start relying on the very market
4.4 Challenges and risks
is needed, for NGOs to start thinking principles that may be a cause of the problems their missions
and how to manage them
in a more business-like way. call them to deal with.
4.5 The transition process
• Shift in mindset: Many studies have shown the difficulties, as
4.6 Is a social enterprise
well as the opportunities, non-profit organisations face when they
right for your NGO?
turn to business. Implementing entrepreneurial values requires
a shift in mindset within organisations, from seeing poor and
marginalised communities as victims or in need of development
assistance, to seeing them as people who can generate market
opportunities. Organisations will also need to start thinking in
a more business-like way. This will include rethinking their
financial management such as understanding and building in
profit margins into budgets and ensuring cash flow reflects the
needs of the social enterprise and is managed separately from
its grant funded projects.

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4.3 Social enterprise models 4.4 Challenges and risks and how to Part 1. Resource
Development with
To become social entrepreneurs NGOs must earn money in the manage them7 institutional donors g
market. They are therefore searching for business models that can Part 2. Individual
To set up or integrate social entrepreneurship within an existing
help them obtain self-generated income through the market without giving g
organisation is a bumpy road for most NGOs. If the connection
compromising their general social mission. Part 3. Resource
between the social enterprise and the NGO’s core work is weak or
Development with
Four different types of social enterprise models that NGOs can non-existent, there is a risk that it will do more harm than good
corporates, trusts and
explore and research are: by diverting resources or causing confusion amongst partners over foundations g
the NGO’s priorities.
• Embedded model: The social enterprise is embedded into
the social programme of the NGO. The NGO effectively operates • Does your organisation have the right skills? NGOs should
the business, i.e. sells products or services which is central to avoid simply replicating a successful business idea from another Part 4. Resource
its mission. organisation. Social entrepreneurship may not be appropriate for Development through
all types of NGOs and to all sectors. NGOs should take account social enterprises g
• Integration model: This model involves integrating business
of factors such as the background and skills of their managers 4.1 Introduction to social
activities into an NGO’s social programme. The NGO uses the enterprise
and staff, and their other resources, in deciding whether
business activities, which are often related to its mission, to
engaging in a business is appropriate for them. A number of 4.2 Should NGOs consider
generate income to subsidise its operations or fund and extend
successful social entrepreneurial NGO managers caution against developing social
its social programme. Structurally, the business and social enterprises?
using NGO staff who lack business skills and a business mindset
sections of the organisation may share costs, an office and
in a new social enterprise venture and advise recruiting key 4.3 Social enterprise models
operational staff.
business staff, whenever possible, from outside to manage and 4.4 Challenges and risks
• External model: In another model the NGO establishes a operate the enterprise. However, there is a downside to this, and how to manage them
separate legal entity, such as a for-profit subsidiary. This may because it can create a cultural split in the organisation, while
4.5 The transition process
have financial implications, such as having to pay a tax on profits having only people from the business sector might result in the
that they would not have to pay if they remained registered NGO adopting entrepreneurial values without a social impact. 4.6 Is a social enterprise
as a non-profit organisation. In this model, the NGO’s right for your NGO?
One way of getting the right kind of expertise might be to
business activities are different from their social activities. partner with a corporate body who would be willing to share
The organisation or part of it is a separate legal entity, it is their expertise.
fully commercialised, and its revenues must cover all its costs
• Good governance: The second issue relates to governance
at market rates. The purpose of the business is fundamentally
and transparency within an NGO. This is a particularly important
to support the parent NGO financially.
factor for countries (e.g. emerging economies) where corruption
• Mixed model: Combines elements of the integration and and misappropriation of NGO income may be more prevalent.
external models described above to best achieve the NGO’s A strong board of directors and transparency are also important
double bottom-line of providing a variety of goods and services in a decision-making process where all stakeholders,
and pursuing multiple social goals. This mixed operation may especially staff and beneficiaries, are engaged and their
occur at the level of the parent NGO or of the social enterprise. opinions are valued. A democratic governance mechanism in
For instance, while some programmes or operations may be social entrepreneurship means that NGOs can be held more
turned into for-profit ventures, others remain non-profit but cover accountable to their constituencies and beneficiaries, promoting
their operational costs with money earned from the market. a bottom-up or grassroots approach to development.

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• Get the balance right: It is also important to strike a balance • Accelerators, hackathons, incubators and competitions Part 1. Resource
between the economic and social objectives of entrepreneurial are often run by corporates, the charity sector and universities. Development with
institutional donors g
NGOs. For example, how to pursue the social objective of An organisation could also consider an internship or fellow from
generating jobs and income for deprived and disabled villagers organisations to provide support or develop the social enterprise. Part 2. Individual
while ensuring that the quality of the handicraft products they giving g
• Partnering with a corporate, NGO or others who may have
make are up to the market standard. To safeguard their mission Part 3. Resource
expertise in this area will mean you gain support and share the Development with
NGOs should ensure strong governance and a robust financial
risk. They may also provide additional support – both human corporates, trusts and
system while having a strong emphasis on social impact
and financial resources. foundations g
assessments.
It is important for organisations to note that the financial needs
4.5 The transition process of social enterprises change at different stages of their growth.
Part 4. Resource
Start-up ventures need capital (i.e. funds to test and prove the
Unlike charities, social enterprise models can access additional viability of a new idea) whilst established organisations may
Development through
types of finance. The main sources are outlined below: need finance for growth or to help with cash flow.
social enterprises g
4.1 Introduction to social
• Equity investment: Many social enterprises can access There are some successful models such as Vision Spring who enterprise
equity investment just like for-profit businesses. Equity provide affordable eyeglasses, vision screening and training and
investment is money that is invested in a company by purchasing 4.2 Should NGOs consider
work with NGOs, social entrepreneurs, governments and corporates. developing social
shares of that company. BRAC has also proven highly successful and have a clear enterprises?
• Repayable loans: As with other types of businesses, social sustainable social enterprise model. 4.3 Social enterprise models
enterprises can approach banks or other financial institutions
4.4 Challenges and risks
for investment/set up loans. Loans are repayable, and in most
and how to manage them
cases, loans have interest charges associated with them.
As such, organisations need to exercise caution and think 4.5 The transition process
about it carefully. 4.6 Is a social enterprise
right for your NGO?
• Venture philanthropists can also provide investment – they
adopt the tools and approaches of private sector venture funding
for philanthropic ends and may also provide mentoring support.

Juan Pablo Zorro/HelpAge International

• Most social enterprises can also obtain non-repayable grants
like charities and NGOs.
• Government schemes and loans may be available so check
what is available in your country and/or region.
• Corporates, high-net worth individuals, trusts and
foundations are often open and keen on social or innovative
ideas.

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It is of course possible for the whole NGO to transition into a social Part 1. Resource
FOPDEV – Buddy HomeCare social enterprise enterprise, though such a step would need careful thought and Development with
institutional donors g
A HelpAge global network member, FOPDEV in Thailand has planning. Community Initiatives Concern, an NGO in Kenya
implemented a mixed model. In the blog ‘How FOPDEV’s transitioned to a social enterprise with the support of the British Part 2. Individual
Council. More information on this transition along with other giving g
Buddy HomeCare is bringing generations together in Thailand’
resources on how NGOs can create social enterprises can be found Part 3. Resource
g, FOPDEV discuss how they created the social enterprise to in the Additional Resources section on the next page g. Development with
increase their own financial sustainability (reducing their corporates, trusts and
reliability on traditional sources of funding) as well as foundations g
addressing an intergenerational challenge in Thailand. 4.6 Is social enterprise right for
They undertook an analysis of the market opportunities to
create a viable business plan and understand how best to
your NGO?
Part 4. Resource
structure their new enterprise. They then reached out to social Social entrepreneurship certainly has many potential benefits that
Development through
entrepreneur start up programmes for initial funds to start are worth consideration by NGOs who are seeking more financial
stability, independence and sustainability. However, it should be
social enterprises g
their new venture and have worked with their employees to 4.1 Introduction to social
shift from project-based operations to operating a business to more than just a way to diversify funding sources. If well
enterprise
produce business strategies and income targets and growth implemented it not only enhances an NGO’s independence and
self-sufficiency but can also improve the quality of programmes. 4.2 Should NGOs consider
plans. The model allows them to operate as a business developing social
whilst also having a social impact. Entrepreneurial values can open up new grassroots-driven initiatives
enterprises?
and local partnerships that respond to the real needs of the
communities NGOs serve. 4.3 Social enterprise models
4.4 Challenges and risks
However, social entrepreneurship also has a number of side effects, and how to manage them
including the potential risk of NGOs being diverted from their
missions. NGOs should be aware of and address these risks and 4.5 The transition process
challenges as they consider an appropriate model for social 4.6 Is a social enterprise
entrepreneurial engagement. Social entrepreneurship is not the right for your NGO?
right solution for all social problems. For example, some
development and social service NGOs may find it easier to adopt
a social entrepreneurial approach, while those with a political
and advocacy agenda may find it difficult to reconcile social
entrepreneurship with their work.
FOPDEV

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Part 1. Resource
Additional resources Development with
institutional donors g
Article on how NGOs embrace social enterprise Part 2. Individual
www.thebrokeronline.eu/balancing-social-and-entrepreneurial-values-d26/ giving g
Part 3. Resource
British Council guides on Social Enterprise
Development with
www.britishcouncil.org/society/social-enterprise/reports corporates, trusts and
foundations g
Article on the state of social enterprise in 14 countries
www.britishcouncil.org/society/social-enterprise/reports/state-social-enterprise

Examples of social enterprise in Africa Part 4. Resource

Development through
www.howwemadeitinafrica.com/six-african-social-enterprises-that-had-people-talking-in-2019/64020/
social enterprises g
British Council article on social enterprises and the SDGs 4.1 Introduction to social
www.britishcouncil.org/society/social-enterprise/news-events/news-social-enterprises-tackle-SDGs enterprise
4.2 Should NGOs consider
Kenya: Transforming an NGO to a social enterprise developing social
www.britishcouncil.org/education/skills-employability/what-we-do/entrepreneurial-africa/news-events/ enterprises?
kenya-transforming-ngo
4.3 Social enterprise models
4.4 Challenges and risks
and how to manage them
4.5 The transition process
4.6 Is a social enterprise
right for your NGO?

Endnotes
6. Adapted from an article in The Broker, 2013: Balancing social and entrepreneurial values: NGOs embracing social entrepreneurship
7. www.thebrokeronline.eu/balancing-social-and-entrepreneurial-values-d26/

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