Project formulation and main steps in fundraising

THE PROJECT FORMULATION

Generalities

Standard model of funding request

THE STEPS OF THE FUNDING RESEARCH

To know

Make oneself known and make one's project known

Closely monitor the management of the funding file.

Practical advice

A. Project formulation

The presentation document of your project is a key document that will serve as
support during the processing of your file and will play a crucial role in
the acceptance or rejection of your funding request. You will find here
Some presentation tips, a kind of 'reminder' intended to guide your
writing.

1. Generalities

a) Document format

Although the content of your file is a priority in the eyes of the funders, the
The form you will adopt to present your project is of certain importance.
A bound and formatted document on a computer will certainly attract more.
the attention that a project written by hand and presented on loose sheets receives.

If you do not have office equipment, try as much as possible

possible to use equipment from friends, partners, or the UNDP NGO office
who is supposed to provide logistical support to NGOs. If you are forced to use
the handwritten form, inform the donor and take care of the writing of
file...

b) Document content

Many agencies provide a standard writing template for projects.

You will find attached several template models for funding files:
two project presentation models of the European Commission
(co-financing and budget line 'Environment')

a model of the French Ministry of Cooperation and Foreign Affairs

Two models requested by UNDP for CGAP funding.

Many donors do not require such complete files as

those proposed in the annex. However, keep in mind that a detailed presentation
your project will help you to better clarify your action and/or to identify certain
weaknesses or inconsistencies that had initially escaped you. If
It is true that what is well conceived is clearly stated, it is also true that
What is stated clearly is understood clearly.

Some donors often require an activity planning that is not

not always easy to develop for NGOs in the South whose environment is very
volatile and often adopt action-research approaches. Nevertheless, a
The programming effort of your activities should not harm your project.

It is also recommended to ensure that:

the nature of the projects should be consistent with the development policy
national

The amounts requested should match your capabilities for action.

the monitoring, evaluation, and capitalization should be taken into account in the project.

c) Folder size

Given the multiplicity of files received by aid agencies, it is

It is not recommended to present a document that is too large. Therefore, plan to ...
divide your document into three parts:

A section "project summary". The summary will be useful for people who do not have the
time to read the entire document; it should also serve as a 'hook', that is-
That is to say, it should generate interest in your project and make the reader want to.
to discover the main text.

the main part. It is described below. A small project can be held in

four pages, a medium project in about ten and a larger program in
twenty pages or even more.
"the appendices", which will include useful but secondary information. The
annexes can be significantly larger than the main text.

2. Standard funding request model

Title of the action, summary and recap

The title of the action should preferably include the theme and the area.
geographical.

The summary will allow the landlord to locate the parts of the text that interest them.
but will also allow him (in the event that he has not imposed a plan on you
specific) to visualize the architecture, the logic of your project.

Try to summarize the current situation, the issues, the objectives, the actions.
to be carried out and the expected results.

b) Presentation of the operator and the project partners

Try to specify the following elements:

Will you be the beneficiary of the funding?

The exact name of your organization with the address and the name of the principal
responsible; your creation date.

your legal status: association, cooperative, grassroots group...

your structuring (Office, Board of Directors), your staff (employees and

volunteers) and the number of your members;

your approximate financial capacity (annual budget, etc.);

your usual partners;

your main areas of intervention and your objectives;

your experience (other projects completed, etc.).

If there are any, the project partners must be presented. They bring together the others.
associations involved in the project, local or national authorities, the
research institutions, other funders... Be careful, some funders may
ask for your project to receive approval from the competent local authorities.
c) Project description

(1) Context and study of the external environment

Theoretically, one should not start an action without having acquired a

in-depth knowledge of the natural, human, and economic environment on which the
the project will intervene. In particular, it involves determining, in connection with the
concerned populations:

the place of the action and the issue of the area,

What is the starting situation,

if the action was preceded by other operations,

What is the economic and cultural environment,

favorable factors and limiting factors,

the human and financial potential of the locality or region.

(2) Project Objectives

Question yourself here about the goals pursued by the project. Example: increase the
women's income or the target group; creating jobs...
Attention: it is important to clearly distinguish between objectives and means (or activities).
Thus, raising awareness among the population can be a means to achieve
objectives of an environmental project, but it can constitute an objective in a
education project.

(3) Project beneficiaries

It is necessary to determine:

who will benefit from the project indirectly or directly;

the number of beneficiaries;

the quality of the beneficiaries (e.g., women, youth, artisans, grassroots groups, ...).
(4) Means

These are the resources needed to implement in order to achieve the objectives.
We will distinguish between physical means (office automation, equipment, vehicles, etc.) and
human resources (coordinators, facilitators, trainers, secretaries, etc.).

(5) Expected results

These are the main achievements of the project. The expected results must be in
alignment with the project objectives.

Example: number of jobs created, number of sanitation connections,

number of training sessions and trained individuals, etc.

d) Project organization

It aims to clarify the following elements:

With what types of stakeholders and following what methodology and strategy the project
will be implemented?
Who will be responsible for the project's management?

What will be the control instances? In order to allow for monitoring the
progress of the project over time, it is recommended to attach a schedule,
which will be closely followed by the funders.

e) Monitoring and evaluation

Monitoring ensures and verifies the smooth progress of the project throughout.
of the project and in particular of the activities planned in the schedule.

The evaluation measures, at a specific point in time, the degree of achievement of the objectives.
initials of the project and therefore its impact. The monitoring functions
evaluation tools are useful for analyzing the difficulties encountered by a project and
So to proceed with any possible reorientations. By presenting your project, it
It is therefore important to define in advance how you plan to carry out the monitoring.
and the evaluation of your action.

Often ignored by NGOs, whether from the North or the South, evaluation is
useful in two ways. For the Southern NGO, it represents an opportunity to outline
an assessment of the approaches and methods used in the implementation of the project.
For the aid agency, the evaluation allows for a better understanding of the process of
project and the conditions of use of the funding. The evaluation report (or
of activities) must indeed indicate the concrete results obtained by the project and
notably its socio-economic consequences for beneficiaries.

Note

The interim activity reports (monitoring reports and financial reports) are
generally required by the landlord for multi-year projects. For projects
short duration, one can prioritize a simple assessment report at the end of
program. It should be noted that good administrative and financial management constitutes
elements of credibility of an NGO.
f) Perspectives and risks of the project

It is important to describe here the measures that will be taken for the withdrawal of the project.
that the cessation of funding does not harm the actions undertaken and does not compromise
not the results achieved by the project.
In other words, it will be a matter of verifying the sustainability and long-term viability of the actions.
committed (technical and financial autonomy of the project in the long term).

For example, it is often necessary to ensure the transfer of skills to

beneficiaries (equipment maintenance, technical skills, capacities
organizational) to prevent the departure of the operator or the depletion of
financing does not compromise action.

It is also about determining the risks involved in the implementation of the project.
Example: administrative blockages, local conflicts, sociocultural obstacles. We
indicate the way in which we hope to minimize the incidence of these risks. Let us note
however, most projects encounter unforeseen difficulties and that
It is therefore the ability to respond to these difficulties that is important to strengthen.

Financial analysis

Attach a projected budget to your file.

The preparation of the budget is an important step in the development of your
project. The quantification of the expenditures planned for the implementation of the action
allows to verify the consistency of the project and usefully complements the text of
presentation.

The budget thus gives an idea of the size of the project, the number of people
paid or their level of remuneration. It allows to specify the types
actions planned by the project and informs about the priorities it sets.
designers.
The examination of the budget therefore provides a different perspective on the project.

The preparation of the project's budget must therefore receive the full attention of the writers.
It will specifically involve ensuring compliance between the project text and the part
financial; any action described in the text must result in expenses that
must appear in the budget. Conversely, the expenses included in the
budgets must be explained in one way or another in the text.

One of the most common mistakes made when preparing budgets is

the omission of budget items. However, once the budget is approved by the donor
funds, it is generally very difficult to claim budget extensions for
take these oversights into account. It is necessary to incorporate overhead costs into the budget
such as the operating expenses of the NGO, in order not to call into question a
part, see the entirety of the project.
In addition to the contribution required from the funding agency, we must not forget to mention (in
volume and percentage:

the applicant's own contribution or that of the beneficiary populations of the action
(Ex: contribution in work, volunteering, use of premises, equipment, funds)
clean, etc.),
the contribution (potential or already acquired) from other donors.

It is always about showing great rigor in the preparation of the budget.

However, it is highly likely that the presented budget will need to be rearranged accordingly.
indications provided by the (or the) lessor(s) (subsidy ceiling, positions
budgetary items not covered by the landlord, etc.).
The reader can also refer to other budget examples such as that one
presented in the annex which is provided for informational purposes and which has been retained due to its
exhaustive character.

h) Annexes

A certain number of attached documents in the appendix can help strengthen your
request and possibly to get to know you better. Among these:

the annual activity reports and the assessments of your organization; the reports
project evaluation,

letters of recommendation and various references,

newspaper articles, photos, etc.

the resumes of the project managers,

maps to specify the location of the project.

Case Study No. 2: Promotion for the Organization of Women in Distress in Addis
Addis Ababa (Ethiopia)

Justification of the project (national context)

In Addis Ababa, the population explosion has increased the number of inhabitants to
1.5 million to 3 million between 1991 and 1993. This growth followed the change
of the government of May 1991 which led to the demobilization of the army and, as a result
Indeed, a reflux of refugees from Eritrea or other regions where the ethnic group
dominant was not theirs (consequence of the 'ethnic policy' adopted by
the current government). For the period 1993 - 1998, urban growth is
estimated at 6.4%.

Following the demobilization of the army in particular and the establishment of a

structural adjustment program, the employment situation has worsened and the
the population has become poorer: the World Bank estimates that 60% of the population
lives below the poverty line. A second alarming data point is the report
of dependence (fraction of the economically dependent population of the
productive fraction) which is estimated at 79%.

Finally, the significant increase in rents has on one hand resulted in a

increase in the number of people sharing the same space and
on the other hand by the worsening living conditions of the disadvantaged segments of the
urban population.

Project presentation

Enda Ethiopia, founded in 1995, started its activities with a project designed on
an action-research-training that, ultimately, should enable the development of
neighborhoods of Addis Ababa. A request for funds intended for the establishment of
credit boxes by the target groups have also been formulated.

The target population

They are: impoverished women, mainly heads of households but also

some wives and some young girls having finished school and seeking to
to help their family. For information, it is estimated that the proportion of
Women housekeepers represent between a third and half of households.

The project's objectives

Support the efforts of disadvantaged women to organize themselves,

take actions aimed at obtaining a regular income (short term), manage
these actions and improve life in the neighborhood (long term).

Accompany groups of underprivileged women so that they

search for and find solutions to the problems they
meet in their daily environment.

The project partners

The system set up at the end of 1995 revolves around a collaboration with Enda
Ethiopia with the relevant offices of the Ministry of Agriculture (including the
monitors work in the different districts of the city) and an agreement with the
neighborhood management committees interested.

The kebeles and zonal offices of the Ministry of Agriculture in region 14 are
project partners, as well as women's associations, and depending on the groups, the
Faculty of Biology, a local NGO, the large merchants of Merkato
(search for outlets for artisanal products), and young entrepreneurs.
Project results
After more than a year of operation (including 3 months with fairly adequate resources
consequently), the results are as follows:

A group of women is about to legalize the association they have formed.

This group will start income-generating activities (production of goods
food, table linen and bedding, weaving products...) with funds
brought by the Belgian embassy in Addis Ababa. They were brought to
contact different administrative levels, to discuss with them to defend their
point of view, to make decisions regarding the organization of work within
from the group and to provide the necessary documents to receive the obtained funds.

A group of a few young girls is currently setting up a micro-

mushroom production company: searching for premises, water access ...

Project formulation

The head of Enda Ethiopia, alone and without additional training, has put in place
about 7 months to formulate the project. This timeframe corresponds to both the time
necessary to better target the initial design (awareness that the
a project not associated with a concrete action, no donor would support it
project) and the time taken to meet with a funding provider going in the direction of
desired project.

Initially, the idea was to request funding that would allow Enda
Ethiopia working in urban areas with any population.
susceptible to engaging in an action to improve their environment.
But, in the end, the project is more precisely focused on a population of
disadvantaged women.

To draft the project text, the manager mainly relied on the

Manual 'Towards Greater Financial Autonomy' by F. Vincent and P. Campbell
published by the IRED (clear and concise language, explanation of the sections to include in
a funding request and information to provide, practical examples,
errors to avoid, relevant advice.

The difficulties encountered are related to distance, lack of exchanges, to

discrepancies between what some landlords say they want and what they actually want
actually, to the requirements of certain funders regarding the types of projects
that they want to finance, to the disagreements related to the sometimes outdated design of
certain landlords on the necessary actions to promote development.
It is important to note the particularity of the formulation of this project: it was necessary to convince the
donor than receiving project proposals submitted by the
beneficiary " required to work with them, and thus to have a certain
means name.

The formulation of the project did not really follow the 'normal' order of a
funding request: it was primarily about getting accepted a
a certain point of view, based on reasoning that reiterated the theses
advances by the funders themselves.

This approach was greatly facilitated by the attitude adopted by Broederlijk.

Delen, a Belgian NGO contacted. It does not have a standard presentation model.
funding requests, but invites the NGOs that solicit it to formulate
their project based on what they consider important. It is then Brotherly
Delen is responsible for reformulating the submitted project based on the model.
applicable.

Note that the project had to be redefined due to the requirements of another donor.
funds.

The budget design

The budget has been designed with the most essential needs in mind.
from Ethiopia in order to start an action-research program
training and to have a credit fund. Information has been collected
on current prices in the city, the salaries practiced in various organizations
governmental and non-governmental at Addis Ababa. The official has
sought to avoid inflating costs by tightening them as closely as possible. In doing so, only the
strict necessity was taken into account, which resulted in the omission of
certain positions such as administrative and coordination costs.

B. The Steps of Funding Research

A classic funding search can have two phases. In a

First of all, it will be about informing you about potential funders,
their financing instruments and the terms of allocation of these funds.
The first part of the guide helps you identify the funding sources.
potentials and to have a comprehensive view of the different sources of funding to
at your disposal.

Later, it will be about making you known and making the project known for
which you are seeking funding for.

To know

This process includes the following steps:

the identification of potential funding sources for your project and

their financing instruments,

the verification of your organization's eligibility or the admissibility of your

project taking into account the grant allocation procedures.

a) Identification of donors funding actions carried out by NGOs

from the South

General recommendations

The different categories of organizations likely to fund NGOs in the South

is detailed in the first part of the guide.

The embassies of Northern countries

Most embassies of OECD countries have funds intended for

fund small initiatives. Contact the person in charge of these
funds. This first contact, even if it does not lead to immediate results, may benefit you
useful for better understanding the nature and procedures of the program
to reformulate your project or to better present a future project.

They can also provide valuable advice for your search for
funding because they generally know well the different
financial aid institutions present in the country where they are located.

You can also, during your visit to the embassies, ask to

consult the list of the main NGOs in the country as well as their addresses. Some
these NGOs are indeed potential sources of funding and sometimes have
representative offices in your country that you can contact directly.
(3) The local representations of bilateral cooperation agencies
The Southern NGO must inform itself about the opportunities for access to decentralized credits.
or decentralized (managed by local representations of agencies) and to
bilateral programs of these agencies (negotiated within a governmental framework) and
to make oneself known to

local offices or representations,

NGOs from the North that are partners or in the same field of activity, who collaborate
already with public institutions. The endorsement of an NGO from the North is often
determining.

In the case of France, you will need to contact the local mission of
Cooperation and cultural action (MCAC) which offers numerous tools for
decentralized funding to Southern NGOs.

In the British case, the ODA has regional offices in certain countries.
cooperation in development that manage aid programs
for NGOs.

The European Union

It also has local representations or delegations in many

southern country. The person in charge of relations with NGOs (if it exists)
Can you indicate the financing options corresponding to the profile of
your NGO and the types of projects you wish to see funded.

It's about getting known, particularly:

at the level of the bodies responsible for cooperation in the ACP State
concerned
At the level of the services of the national coordinator and the delegation (ACP countries),

· - with the geographical officer at DG VIII or DG I in Brussels,

The UNDP NGO office and other UN agencies

Each UNDP representation office has an NGO focal point whose

The person in charge is required to inform NGOs about funding opportunities.
projects by various programs of the organization (Africa 2000, LIFE,
Development Partners, etc.).

So don't hesitate to contact the person in charge of this focal point who
can also guide you to other aid operators depending on the
nature of your project.

You can contact other specialized UN agencies on site such as

UNICEF (children, youth and women), FAO (rural development and
rural training), etc.

(6) Northern NGOs and their local representations

Many NGOs such as OXFAM or Terre des Hommes have

local representations in Southern countries. One of their tasks is to identify
to finance initiatives supported by grassroots groups or associations
locales.

You can obtain the contact details of the representation offices of NGOs at
through the UNDP office, via the embassies of Northern countries or even with
national administrations in charge of NGOs.

NGOs that do not have representation offices in the South send

regularly for their part, mission officers on the ground for the purpose
to evaluate projects and/or to identify new projects.

Submit your funding request to the headquarters of the NGO; if this

the request does not lead to immediate results, you may still be contacted later
from the next identification mission conducted by the aid operator who will be able to
case of interest select your project.

Decentralized cooperation (city to city) and organizations

private professionals

Local authorities (municipalities, departments, regions and their groupings),

universities, research and study centers, foundations, companies and
other specialized professional organizations also hold potential
funding for your organization.
Case study No. 3: Integrated project of Sikoro (Burkina Faso)

Project Presentation

The integrated project of Sikoro aimed at the development of the village of

Sikoro, located in the Kossi province of Burkina Faso. It was initiated by
Thérèse Tarnagda, born in the village and working as a financial controller in
the National Social Security Fund (CNSS) of Ouagadougou, to provide assistance to
initiatives of the villagers since 1982.
Originally, the project was supposed to cover various aspects:

Health and village hydraulics (well drilling, construction of a station

primary health care, then a maternity hospital),

Environment: reforestation nursery

Schooling, training, and literacy, particularly through the construction of a

school.

Specifically, the village has benefited:

In 1985, drilling a well and a reforestation nursery;

In 1987, the construction of a PCP (Primary Health Post);

In 1991, the construction of a training and literacy center;

in 1993, the construction of a maternity clinic.

Project formulation

The project was written by Mrs. Tarnagda during her visit to France to follow
a two-year vocational training. The writing has undergone numerous
modifications, mainly following the advice provided by the various
people and landlords contacted. The initiator had no initial resources.
specific expertise in project formulation. Direct contacts thus
that the oral presentation of the project allowed to highlight its strengths and showcase them.
value the dynamism of the initiator during the interviews. The design of the budget,
which was not formalized in the original project, was discussed during the early
interviews with Terre Des Hommes France.

Identification and meeting with funders

A first phase with Terre des Hommes

It was through a television program that presented several NGOs.

French women that the initiator contacts Terre Des Hommes France who
propose to study the project and then meet her. Following the initial contacts made,
notably with the Terre Des Hommes France branch in Rennes, the initiator was able to
contact other associations to submit their request:

Brothers of Men Germany: despite a meeting, there are no contacts

followed. The lead is therefore quickly abandoned.

UCODEP: in June 1982, UCODEP offers the manager a two-month internship

weeks in an agricultural farm in the Paris region. The training provided him
allows for an introduction to draft animal culture, the management of village mills, to the
manufacturing of wind pumps, etc. However, UCODEP does not offer any
financing.

Shortly after Mrs. Tarnagda's return to Burkina Faso in 1982, three members
TDHF assets are going on site to assess the startup conditions of
project. The project was actually able to be implemented as early as 1985 and placed
gradually under the responsibility of TDH Alsace. The NGO's visits
French trips continued until 1988, at a rate of one trip per year, which allowed
to control the effective allocation of funds and to define the evolution of objectives
of development.

A second phase with a new partner: Africa Hope

In 1990, Thérèse Tarnagda is put in touch through an intermediary.

resident of Sikoro, with a new partner, Africa Hope, of which one
member is on a tour in Burkina.

Local meetings are organized to revive initiatives that had not been able to
arrive at the time of the TDHF intervention.

Africa Hope provided assistance for the establishment of an association.

called TAMSI, bringing together the villagers as well as the intellectuals of the village.
It was founded in 1991 with the goal of pursuing the integrated project and
the extension of activities to other nearby villages.

The structure of the association makes it easier to seek assistance.

financial, especially because it is present in major cities of the
Burkina, Ouagadougou and Bobo-Dioulasso.

Thus, the project took on another dimension with the creation, under the initiative of
Thérèse Tarnagda, from an agricultural center in Diarradougou (next to Bobo)
allowing, on one hand, to train villagers in agricultural techniques
news, on the other hand to generate revenue for the continuation of projects of
development in Sikoro. The initiative was financed among others by the Foundation
Jean-Paul, who has decentralized funds in certain African countries.

Teachings

Informal funding through NGOs

NGOs generally provide funding opportunities but in a way

limited and almost exclusively following pre-established contacts. The
the multiplication of requests, sometimes fanciful, has made these forms of
funding for small projects is becoming increasingly rare but NGOs are never
closed to providing advice or contacts to initiative holders.

As is the case for the Sikoro project, funding can be obtained

not only in Europe but also locally when members of NGOs
carry out missions.

One funder can hide another.

During a contact with a potential funder, it often happens that others

funding sources can be suggested. Connections or
recommendations can thus allow for diversifying the potential sources
of funding.

Interest in a personalized approach and direct meeting

Followed contacts (for several years for Terre Des Hommes France and
Africa Hope) has allowed for strong ties to be forged between beneficiaries and funders.
The fact that the project is under the responsibility of the regional delegation
TDHF (Brittany and Alsace), which includes a significant number of active members
Volunteers were a crucial element for the continuation of the project. The members
stakeholders were able to visit the site regularly. The meetings also
permission to go further than funding since the initiator was able to benefit fully
through a set of advice as well as appropriate training.

Case Study No. 4: Street Children in Bolivia, Young Economic Chamber

(JCE)

Project Presentation

This project, which started in November 1992, was intended to support marketing in
Europe of educational games created by street children. Supported by Enda
Bolivia, it targeted the working children of La Paz. It was supposed to
last several years and consisted of setting up a workshop for
15 street children. This workshop was supposed to produce games that would be sent and
marketed in Europe with the support of Enda Bolivia.

Project formulation and funding search

The project was written by the Enda Bolivia team. This association has been around since
10 years old and has good experience in project writing.

The formulation of this project was supported by a person from Enda Delegation in
Europe, who put Enda Bolivia's team in contact with a potential donor: the
Young Economic Chamber (JCE).

Initially, a person from Enda Delegation drafted a version

synthetic project and sent it to JCE. Subsequently, Enda Bolivia got involved in
telephone relationship with the JCE.

The study of the file was quite quick. The funding was approved, but from
indirect way. The JCE has indeed offered to take on the role of delegate
commercial in Europe. She thus verified compliance with the standards
Europeans have put Enda Bolivia in contact with an import/export company.

The Young Economic Chamber having subsequently abandoned its theme

priority for "street children", there has been no possibility for long-term follow-up
end of the partnership.
Teachings

A very selective funding search, a specialized partner...

The search for funding has focused here on a single donor.

Enda knew that he was highly likely to finance the project: this choice has
favored in this case a speed of execution in the implementation of the
funding and reduces the prospecting cost for a small association
size.

Although rarer, economic partnerships with organizations

professionals from the North are not to be excluded, particularly within the framework of projects
having a strong commercial component.

...which, however, has its limits.

The choice of a single partner, although advantageous in more than one way (flexibility of
management, personalized and sustainable relationship), however, presents a risk: when
he decides to withdraw from the project without notice, one must be able to find
quickly backup solutions with other funders. Therefore, it is necessary to
ensure in advance the capabilities and willingness of the partner to
to commit to the medium to long term with your association.

(8) Other sources of information

A certain number of directories of Northern NGOs and other aid operators have
have been published over the past few years. The OECD (Organisation for Economic Cooperation
and Economic Development) and Enda published a directory of NGOs
of Environment and Development of the Northern countries that is available from
of the aforementioned organizations.

Furthermore, in the context of the preparation for Habitat II, the OECD developed in
1996 a directory of Northern NGOs active in the urban field. It is
also likely that local directories or lists of NGOs and organizations
help exists in your country.

b) Identification of financing tools

Interest of the approach

Before the actual funding search, the identification phase of
financing instruments are particularly necessary in the case of
bilateral or multilateral cooperation organizations that have instruments
of multiple funding.

The European Commission has dozens of budget lines, including one

many are accessible to NGOs from the South. The UNDP, for its part, provides
work of numerous programs aimed exclusively at funding initiatives
associative structures from the South (e.g. Africa 2000, LIFE, Partners in the
Development, etc.).

Beyond the framework and funding conditions set by the donor.

you will always have the opportunity to negotiate the financial means suitable for your
work and your goals. If you wish, for example, to slow down the number and the
rhythm of sustained actions for the benefit of institutional strengthening, you
you should prioritize appropriate financing instruments or highlight this
choice with your partner organization.

Sources of information

Some financing instruments are described in the first part of this

You can obtain additional information by contacting
addressing the local representations of cooperation agencies, which have in
general brochures for program presentations, or by writing to the headquarters
of organisms.

NGOs with more limited resources generally have instruments

funding unique that they direct however according to priorities
themes, geographical or otherwise, that you will become familiar with in the
aforementioned directories or directly with the prospective NGO.

c) Eligibility of your funding request

(1) Eligibility Criteria

Once you have identified your potential funders and their instruments
funding, you will need to ensure that your request is eligible for
funding programs of the aid operator.
In general, funders set criteria based on
of which they select the fundable projects. We then speak of criteria.
eligibility. These criteria may pertain to the institutional characteristics of
the organization carrying the project, on thematic or geographical aspects,
on the nature of the project beneficiaries, on the size of the project, etc.

(2) Applicant eligibility

In general, the financial instruments of cooperation agencies are reserved for

following actors or a combination of these actors:

the governments of the South

They are the recipients of the majority of public development aid.

beyond, in many programs and/or countries, national NGOs cannot
receive outside funding only with the agreement of their government (it is in
in particular the case for European Union programs that fall within
the framework of the Lomé convention.

Non-governmental Associations and Organizations

A large number of programs distinguish between NGOs of

donor countries and Southern NGOs. Co-financing programs for actions of
development is thus exclusively reserved for NGOs of the donor country. In
revenge, many UNDP programs are reserved exclusively for
associative structures of the South.

universities, study and research centers

the companies or entrepreneurs

private individuals (experts, various officials...).

Unlike bilateral or multilateral cooperation agencies, the

privileged and nearly exclusive partners of Northern NGOs are NGOs and
associations of the South. The question of your organization's eligibility is therefore not a concern.
not in this specific case.
Project eligibility

The following criteria are important to specify.

(a) Program themes or priority themes of the NGO

The areas of intervention of bilateral or multilateral programs intended

the NGOs from the South or those accessible to them are generally defined in a way
quite precise.

Example: in the case of the UNDP LIFE program, the priority themes are:
inadequate solid and liquid waste management, air pollution and
water, hazardous living areas, environmental health issues
etc.

In the case of Northern NGOs, the need to optimize the use of funds
the organization leads to the definition of priority areas of intervention which include
thematic priorities. It will be up to you to inform yourself about these priorities.

(b) Geographic priorities

The geographical criterion is decisive in verifying your eligibility.

request. Indeed, few are the programs or NGOs that do not set or do not
do not favor certain intervention areas.

For example: still in the case of LIFE, the program was operational in 1994.
in eight pilot countries including Senegal.

In general, cooperation organizations are structured on a basis

geographical (geographical departments also called desks). A process
simple to find out if your country is eligible for funding from the
part of an organization is to address the geographic department covering your
region.

(c) Project size

The size of your project is also a determining factor in the acceptance or

the rejection of your request.

Some funding programs indeed set limits on

subsidies; these limits exist implicitly within NGOs.
In the same way, many budget lines or programs of
cooperation provides for minimum levels of subsidies, in this way
explicit or implicit. These conditions imposed by the organization often have the
but to minimize the relative cost of processing the file (processing cost /
amount of the grant).

Other criteria
In addition to the aforementioned criteria, it sometimes happens that other criteria are formalized.
by the NGO or by the funding program. We can mention as an example
example:

the duration of funding. It will be about ensuring that the duration planned by your
the project is well in line with the timeframes required by the program.

the chosen methodology. Example: emphasis on popular participation, etc.

the different types of funded activities. Some programs or NGOs specify

the types of funded activities. Example: community participatory activities,
institutional strengthening activities, documentation programs and
information exchange, transfer programs and replication of experiences
successful.

Case Study No. 5: TRAMIL Program for the Promotion of Medicinal Plants
in the Caribbean

Project Presentation

The project consists of validating or refuting traditional medical know-how.

to encourage the dissemination of knowledge and the use of medicinal plants
among disadvantaged populations in order to reduce the cost of the
drug therapy.
The project will provide the elements that make it possible to cultivate plants for which the use...
is desired. It primarily aims to achieve a coverage as broad as
possible health problems among disadvantaged populations in neighborhoods
urban areas and villages in the Caribbean that are participating in the action.

The TRAMIL program started in 1982 and is still underway.

In search of a funding provider ...

In total, TRAMIL had to be funded by about fifty donors, each
providing partial or episodic financial support for the project. We cite here the
main donors.

The Foundation of France

This is the main financier of the project. The head of TRAMIL had experienced the
Foundation by the press and had sent a complete file in 1981 accompanied
of a two-page summary.

The Foundation has asked the TRAMIL leaders to set their requirements.
minimal then granted 2/3 of the funding. The supports from the Foundation of
France has always been partial but repeated. The Foundation has thus funded 2.
or 3 workshops before ending its support in 1995. In terms of deadlines, the
The foundation has always been relatively quick in processing requests.
(never more than a year).

French cooperation

At one point, French Cooperation financed several aspects of the program.

(scientific, diffusion...). The ministry, however, has never renewed its
financing. An Inter-Caribbean Cooperation Fund (ICC) having been created, the office
NGOs refused to continue the TRAMIL grant on the grounds that
FIC became the interlocutor of the project. However, FIC unfortunately did not provide funding.
the projects that include seminars: the program was therefore unable to obtain
his support.

The CCFD (French Catholic Committee Against Hunger and for Development)

The CCFD has supported the program three times (40,000 FF). The only criterion
Eligibility for the CCFD was that the project must have the primary objective of dissemination
popular. Since then, the CCFD has changed its area of intervention and has withdrawn from the
Dominican Republic.

UNESCO

This organization has granted TRAMIL a sum of 15,000 USD.

eligibility conditions were always very strict.

The CISP (Italian NGO)

This association has only funded the TRAMIL project once for an amount of 10.
000 $ US.

Other requested organizations

ACCT (Agency for Cultural and Technical Cooperation): the delay between the
The presentation of the file and the receipt of the funds was long because the file had been lost.

·DED (German socio-technical cooperation): they financed the salary of a

cooperating for several years. More than a year has passed since the request for
staff and the arrival of the latter.

Latin American Network of Botanists: it took filling in many

The processing of the request required a lot of work for not obtaining
finally a limited funding ($500 US).

Guadeloupean Committee for Support of TRAMIL: it funded a seminar that

took place in Guadeloupe.

Various universities have supported TRAMIL: UNAH in Honduras, University

from Cali in Colombia.

Teachings

This is a very interesting case in that the promoters of the program have
known and still face significant difficulties in obtaining funding for it.

The reasons for a failure

Overall, the many specifics of the program adapted poorly to

eligibility criteria retained by each funding agency; these generally have
decided to finance only one aspect of the project, without being able or willing to commit to
the duration and size of the project.

Due to its both scientific and popular nature, many funders have
indeed refused to finance the action. The funders financing popular projects
found the program 'too scientific' and the funders supporting projects
scientists saw TRAMIL as a 'too popular' project. Thus, for some
for slightly complex projects like TRAMIL, it is essential to get in touch.
personally with the landlord. Correspondence by mail is not
sufficient, it can lead to misunderstandings.

Lenders do not like long projects. However, TRAMIL has been ongoing for more than ten.
ans.

Many donors (CEE, UNDP, UNESCO) are requesting that the program
be supported and presented by the government of the concerned country.

The constraints of a multi-partnership

As we have observed, TRAMIL has never been funded in its

totality. Although numerous, the donors funded only one or
several phases of the project, which severely penalized the project. The multiplicity
The management of landlords is indeed much more burdensome.

(5) Sources of information

Some donors, such as the EU, have a guide outlining the conditions.
general funding guidelines of the organization. On the other hand, brochures of
program presentations are published by the majority of agencies
cooperation. Finally, you can always inquire directly with
from the office of the organization or from its representation office.

You have now approached the funding agencies that are likely to finance
your project. You have also informed yourself about the nature of the instruments
financiers available to these aid operators and on the general conditions
of the allocation of grants by these organizations (aid policy). It is the time
to move to the active (and interactive) phase of your funding search.

2. Get known and make your project known

a) General approach

By following the initial steps of the funding research process, you

you have selected a number of organizations with financing tools
for which you are theoretically eligible.

However, in addition to formalized and explicit criteria, the funding of projects of

development is also subject to less apparent criteria and sometimes
subjective (examples: budget constraints, credibility or recognition of
your organization, political or ideological positioning of your organization,
personal relations with decision-makers, ...

Your task now consists of:

make sure that the organization is indeed able to finance your project: it is
It could indeed be that the organization or the program is subject to constraints.
major financials or that you do not meet a condition that you
will not have identified at the first stage.

make yourself known and provide proof of your seriousness and your ability to
implement the project.

You must present your organization (your identity) to the help operator.

you must convince him of your ability to implement the project that you
submit for funding (references, experiences gained, etc.)

to effectively defend (sell) your project.

You need to find the arguments to prove to the assistance operator that your
the project is interesting and useful and therefore it should finance it.

b) Recommended methodology

First contact

It is advisable to make contact beforehand (by phone, appointment, or mail)

with the organization in order to identify the person in charge within the NGO or
from the agency for the review of your project (geographic or thematic officer).
The objective of this first contact will be:

to introduce you,

to present your project,

to check if the aid operator is able to finance your project.

The objective is also to establish direct contact with a key person in

the processing of your file. Indeed, and as we will see later,
quality of the relationships between the project promoter(s) and the decision-maker(s) within
the financing organization is of considerable importance.

First submission: a summary of the project and a series of 'compelling pieces'.

If your project is eligible and it meets the interest of the funder, it is

likely that he will ask you to send him, initially,
a summary of the project.

In order to strengthen your request and in case the aid operator does not know
not yet your organization, it is advisable to accompany the summary with a set of
documents that will strengthen your credibility and indicate to the landlord the extent of
your experience (photos, press articles, reference letters, reports
activity, evaluation reports, video films, standard project files that have already
funded, copies of your publications, etc.)

A useful way to motivate the funder to be favorable towards you.

is to produce a recommendation for a regular partner of the aid operator
(NGO from the North or the South) or organizations such as UNDP or the EU. From
Even so, it may be advisable to obtain prior financial commitment from a
partner on a part or a phase of the proposed project; the co-financing of a
A project that involves multiple partners can indeed reassure a counterpart.
hesitant.

(3) Follow-ups

Some time after sending your first documents, it will be up to you to

general to follow up with the person in charge of reviewing your project. As a rule
In general, this will quickly indicate whether there is a need to provide a file.
more complete or if it is better to give up your funding request.

By following the procedure outlined above, you will have saved time and
the money (the preparation times for complete files and their costs are indeed
considerable); you will also have engaged in a dialogue with a decision-maker who, at
in the midst of the plethora of files he handles, will be able to identify you and can put
a name, a face or a voice (preferably friendly) on your file.

Case Study No. 6: Promotion for the Organization of Women in Difficulty in Addis
Addis Ababa (Ethiopia)

Identification of funding organizations and outreach

The head of Enda Ethiopie found her research facilitated by her situation.
personal.

She was able to enjoy her vacation in Belgium paid for by Belgian cooperation.
traveling at lower costs). She benefited from her relationships:
friends well acquainted with the Belgian NGO sector,

prior knowledge of the representative of Broederlijk Delen (Belgian NGO) in

Ethiopia
existing trust relationships with the person in charge of the office for Ethiopia at
Brotherly Share.

Thus, a presentation of the project idea in Belgium to people who are familiar with
the Belgian NGO environment has helped to identify the most receptive donors to
point of view of Enda Ethiopia.

During the initial phase, the manager conducted a letter survey.

important

a survey of potential donors in Belgium,

the preparation of a letter (2 pages) summarizing the Enda Ethiopia program and
aimed at arousing the interest of funders,

a mailing of this letter to the 35 identified landlords. These landlords have been contacted
because they are authorized to obtain co-funding from Belgian cooperation,

contact with landlords in Belgium who are likely to intervene in

Ethiopia.
Out of the 35 contacted landlords, 9 responded, 3 letters were returned due to reasons.
of change of address. LIVOS responded positively and declared itself ready to
to engage in a program set up by Enda Ethiopia. The low rate of
The response is related to the fact that the mailing addresses were selected without any
criterion and without knowing the geographical area of intervention of the organization

- In parallel to this mailing, various meetings took place with:

OXFAM Belgium, which was about to work in Eritrea and wanted to establish
contacts with the Enda office in Ethiopia.

· NCOS (National Flemish Centre for Development Cooperation). This

an organization that brings together several Flemish NGOs was contacted to obtain some
information about NGOs operating in Ethiopia. NCOS has also provided
set up an alternative financing program.

FOS (Fonds for Development Cooperation, Flemish branch) has been contacted
because he is known to be open to development issues and is supposed to be
engaged in Ethiopian programs.
LIVOS, contacted following its positive response to the mailing.

· Broederlijk Delen (BD): This Catholic organization, which bases its commitment on
Christian spirituality has been contacted because he has been engaged for a long time in
various programs in Ethiopia and because it is less 'conservative' than the
other donors. This NGO had been recommended to the manager.
from Enda Ethiopia, which already had good contacts with the representative of the NGO in
Ethiopia. Besides its role as a donor, Broederlijk Delen leads
also activities for raising awareness and educating the Belgian public as well as
activities in the political field (petitions, campaigns, lobbying...).
Follow-up of the request and processing of the file

(i) With Broederlijk Delen

Procedures

Interview at the Broederlijk Delen office in Brussels with the office manager.
Ethiopia.
Subject: Explain the type of project that Enda would like to submit.
Result: The interlocutor suggests to Enda Ethiopia to formulate the project accordingly.
of what is considered important.

Formulation of the project proposal.

Submission for comments to the representative of Broederlijk Delen in Ethiopia.

Provision of clarifications and modifications (budget) based on observations

done by this one.

Sending the document to Broederlijk Delen in Belgium.

Stay, 4 months later, of the head of the Ethiopia office in Addis Ababa.

Subject: Interviews and field visit.

Discussions on the activities planned within the framework of the project, but
also from the long-term program of Enda Ethiopia, from the situation in the
countries, the work of NGOs, development aid, women, of
alternative financing etc.

New meeting in Brussels with the person in charge of the Ethiopia office.

Subject: Discussion regarding the items included in the budget and on the
flexibility planned within each section.

Sending a letter signed by J. Bugnicourt (Executive Secretary of Enda Tiers

World) recommending the creation of Enda Ethiopia (necessary document for
justify the Ethiopian antenna.

Results

The head of the Ethiopia Office informs the manager of Enda that she will submit the
project for funding by Broederlijk Delen of the entire budget over 3 years.

The financing of the project amounts to 1,143,300 Belgian Francs (38,110

$US), fully granted by Broederlijk Delen. The budget is partially funded
on the equity of Broederlijk Delen and partly by the Community
European who provided funds ("block grant") to Broederlijk
Share for mini-projects.

The funding was received 10 months after submitting the project proposal.
Brotherly Sharing in Brussels.
What pleased Broederlijk Delen:

Brotherly Sharing knows Enda and already finances Enda GRAF, which has
certainly contributed to convincing them of the merits of Enda Ethiopia.

The project is targeted at underprivileged women, one of the priority areas of

Brotherly Sharing.

(ii) With LIVOS

Procedures
Reformulation of the project submitted to Broederlijk Delen according to the guidelines
provided by this landlord, in view of a possible co-financing with Broederlijk
Share.

An Ethiopian partner visiting Belgium will meet LIVOS on behalf of Enda.

Ethiopia.

LIVOS informs Enda Ethiopia that the submitted project does not meet its criteria.
of selection, but that he remains interested in other projects that fit in
better in their policy.

Visit to LIVOS and meeting with two managers during past holidays
in Belgium, in order to maintain contacts.

What pleased LIVOS:

LIVOS would like to intervene in Ethiopia.

With NCOS, meeting with the manager of the alternative financing program,
to discuss the possibilities of an intervention in Ethiopia.

What pleased NCOS:

For the NCOS, working with Enda Ethiopia was a way to integrate Broederlijk
Part of the group that works on alternative financing and of which Broederlijk
Delen has so far refused to be a part of.

Common questions asked by landlords

What is action-research-training?

How is the situation evolving in Ethiopia?

Where does the process of democratization in Ethiopia stand?

What is Enda? What is the legal status of Enda Ethiopia?

Teachings

For this funding search, the points that appear as

determinants are:

The importance of direct, formal and informal contacts and relationships

trust with the managers.

The need to master your project well, to believe in it, to have clear views.
Having one's own viewpoint and sticking to it provides a position of strength,
appreciated by landlords. This helps to have a better relationship with them, not to
not only to position oneself as a requester, but also to offer
something that interests them.

Just like some landlords engage in educational work with the public
that he requests to obtain funding, do not hesitate to do a job of
training and information for landlords to better engage them
understanding certain questions related to development from the perspective of
Third World.

Another difficulty was finding a funder willing to finance a project.

of action-research-training essentially comprising costs of
operation. Otherwise, once their interest was piqued, the processes took place.
without problems.

3. Closely monitor the processing of the funding application

Your fundraising activity will not stop on the day when a donor
the fund granted will agree to process your request. Your file can indeed be
rejected and it would therefore be wiser to present or continue the requests to
other potential donors that you will have identified in advance.

You also have a significant role to play in the handling of cases.

Indeed, it is rare for funders to be satisfied with the initial file that you
they will send you. In most cases, you will be asked for
additional information and details about the nature of the action that you
count to lead.

It is possible that some decision-makers may express reservations of a nature to

compromise the financing agreement. In this case, you will need to react.
quickly by addressing any potential criticisms or by suggesting improvements
to the project.

Another common eventuality that will justify an intervention with the landlord of
The fund is the blocking of your file due to delays in the process.
of instruction. In this specific case, a call from you could allow for
put your file back in the saddle.

So keep in touch with the person in charge of reviewing your file.

You will be able to follow step by step the progress of the investigation process and
will be able to prevent any event that could hinder the obtaining of
your funding.

Finally, during the processing of your file and if you have the means, it
It will always be useful to plan for one (or more) trips to defend your project.
from the funding body. Sometimes, the donors (in the North) cover your
travel expenses which is an indication of the interest they have in your
project. If you are in contact with an organization in your country, the
travel is strongly recommended and generally appreciated by your
interlocutor.

Case Study No. 7: Agricultural Waste Valorization Program for Household Waste
Dakar (Senegal)

Project Presentation

The Enda-GRAF team (Action Research Training Group) in Dakar has a

appreciable experience in waste treatment and recovery
urban

Given the deficiencies of the waste collection system in Dakar and the
organic needs expressed by the market gardeners in the Grand area
Yoff, a peripheral neighborhood of Dakar, Enda-GRAF has decided to invest in
more operational way in the fields of waste recovery at
benefit of urban agriculture.
A project has therefore been designed in connection with vegetable producers' groups and
youth associations from the Grand Yoff neighborhood with which the team maintains relationships
excellent relationships.
This project aims to encourage the collection and then the recovery of the organic fraction.
household waste in Grand Yoff. The project includes the establishment of a center
waste treatment (composting) whose production will benefit the
market gardeners of the Grand Yoff area. The Center will also serve as a place for
training for grassroots groups and associations interested in production
compost.

The specific objectives of the project are:

contribute to the improvement of cleanliness in the neighborhoods.

encourage the collection and recycling of waste for agronomic purposes.

create job opportunities.

Project formulation

The Enda-GRAF team has therefore developed a first project proposal.

describing the experimental setup, the objectives, and the scope of the action,
places where it takes place, etc.

This first proposal was sent to the Enda Delegation in Europe. In view of
from the proposal, the latter committed to seeking a funder for the
project. However, the Delegation proposed a number of modifications to
project text in order to make it more compliant with the presentation format
desired by the donors. Thus, following an exchange of faxes and letters,
a revised version is drafted.

Follow-up on the funding request and revisions

At the end of August 1993, a funding request was sent to the CCE (line
environment) by Enda-Delegation Europe.

After the file was reviewed by a CCE manager and a subsequent interview
With this last one, the file is deemed interesting but incomplete.

A new improvement work on the file has therefore been started. The terms of
action references are formulated and the budget is restructured to match the
budget line presentation standards. This work is done together at
through an exchange of fax and mail.
The file was sent back to the European Commission at the end of December 1993. Enda
The delegation is responsible for monitoring the funding request. This monitoring consists of
mainly to follow up with the person in charge of the file at the Commission. From
From January to April, four follow-up phone calls are made. It emerges from
different contacts with Brussels that the project has been introduced into the circuit of
the inspection.

The project received support from the European Commission in November 1994.
The process lasted nearly two years and the actual investigation lasted nearly 10 months.

Teachings

The monitoring of the instruction procedure by a relay structure in the North

The fact that Enda Delegation is a specialized structure based in the North has been
determinant in obtaining funding. A personal contact was able to be established
between Enda Delegation and the officials of the budget line. Furthermore, the
The monitoring of the file could be done at a lower cost.

A successful collaboration between Enda GRAF and Enda Delegation in Europe

for the formulation of the project

A file that complies with the very strict requirements of the European Commission has
could be developed. The facilitators of Enda GRAF were thus able to benefit from a perspective
external support and technical assistance that allowed them to better formulate the project.

All the effort to improve the file has been made through regular exchanges.
fax and mail. Email was also used when it
it was about communicating large documents. This mode of
communication, often more economical than fax, avoids re-entering the
documents that are transmitted from computer to computer. (The exchange of floppy disks
may also be recommended for organizations without a modem).

4. Practical Tips

We offer below some practical tips that can be applied to

all stages of fundraising.
a) Increase the follow-ups and do not hesitate to travel.

At all stages of funding research, it will be about

track the progress of the request by periodically following up with the person or people
in charge of the instruction. In the same vein, feel free to move around
to better defend your project. However, a limitation: do not go so far as to
irritate your interlocutor by following up too frequently.

Promote a personalized approach

It will be useful, as far as possible, to prioritize direct contact with

the assistance operator during your search for funding. The funders
they want to know who they have in front of them (you too, by the way). However, nothing replaces
the interview to really "feel" your interlocutor and to communicate effectively
optimal. The interview thereby allows for the clearing of misunderstandings, adjusting and
to clarify the participants' expectations, and to exchange as much information as possible.

Furthermore, as we mentioned earlier, the decision to finance a

the project depends on objective criteria (formalized or not) but also on criteria
subjective. Among these, the personal relationship you will have with the
the person in charge of the investigation can play a decisive role in obtaining
your financing.

It is therefore advisable, if the resources of your organization allow it or if you are

invited in the North, to carry out a tour of your potential donors.
They are generally always willing to receive representatives.
organizations from the South. It will nevertheless be preferable to inform the agencies of
your arrival.

If you are unable to move, you can suggest to

the organization to come visit you, for example during identification missions or
evaluation of projects that it will be required to carry out in your country or
your region.

Case Study No. 8: Valuing Women's Work and Domestic Employees

(Senegal)
Presentation and formulation of the project
The objective of this project is to improve social and health living conditions.
economic situation of domestic workers (Mbindanes) in the suburbs of Dakar in
Senegal (literacy, health information, food security mutual insurance).

The project text, including the budget, was entirely written by the facilitator of
the ENDA association regrets not having received training in
preliminary.

Identification of donors and sending of files

Two approaches were followed:

Use of the OECD NGO directory. Establishment of a list of

potential funders and sending the applications with a letter proposing a meeting.

personalized approach through recommendations from Enda

introduced to the funders.

Lenders approached in this way: CCFD, Fondation de France, Young Chamber

Economic...

Reminders and results

After obtaining her appointments, the host travels to Paris to defend

your file.

The Foundation of France: Meeting with the Foundation of France, which shows itself
especially interested in the younger maids because she has funding for
the child. At the end of the meeting, the facilitator receives assurances from
financing.

Various NGOs

A French NGO offers an appointment after a follow-up by a member of the

European delegation of Enda. However, it had not had the time to examine
the file. This interview will have no follow-up.

A second NGO becomes aware of the file that it considers 'unfeasible and
utopian.

CCFD (longtime partner)

Two maids are invited to France. They accompany the host to the headquarters of
CCFD where they receive a very warm welcome (presentation to the whole of
staff, gifts, etc.)
CCFD appreciated that the request is directed towards a women's project and that it is
presented by a woman. Only 4% of the requests submitted to this organization
are by women.

CCFD finances the project, recommends other potential funders and introduces
co-funding requests from other funding sources (CCE, Ministry
of Cooperation). In the end, CCFD is responsible for fundraising.
and the monitoring of the funding obtained.

French Ministry of Cooperation

A file has been submitted to the Ministry of Cooperation. This file had
previously received the support of the representative of the Cooperation Mission at
Dakar. A follow-up was made to ensure the receipt of the file.
Following the submission of the file, the organizer secured an appointment with the
concerned parties within the Ministry of Cooperation. During this
interview, the main questions asked were about the nature of
the preliminary investigation and the field methodology that the facilitator intended to implement
in work.

Officials from the Ministry have expressed their interest in the project by indicating
that it had the particularity of targeting a socioeconomic category that had
so far sparked little interest. This funding was obtained a year after the interview.

Common questions from funders

During the presentation of this project, several questions arose:

General questions

What is the origin of the project?

What led you to undertake this project?

Field questions

Localization of actions
Number of beneficiaries

Age groups and gender

Project Objectives

· Research share in the project? What are the research tools?

Number of facilitators?

Is there a forecast for the regionalization of action?

Teachings

Interest in direct meetings between project promoters and funders

funds

The visit of the project initiator to France was a decisive element in

the obtaining of funding for the action. The latter was indeed able to argue
and convince decision-makers of the interest and originality of the project.

Furthermore, and thanks to the support of the delegation, financing was secured allowing two
young girls coming to France was obtained. These two young 'Mbindanes'
mandated by their peers were able to directly explain to the funding organizations
the objectives of the request which allowed to better understand the needs and
increase the effectiveness of demand.

Special attention paid to the presentation of the project

The initiator of the action paid special attention to the presentation of the project that
has also been enriched and improved over time through the various
oral and written presentations of the file. The use of photos and reports
narratives including a clear explanation of the use of the budget and on the
the functioning of the project has also been favorably received by the
donors.

c) Use a relay structure (from the North or the South)

When you request funding in the North, the distance that will separate you
the funding provider can be a major obstacle to obtaining financing. It
it is indeed difficult and expensive to make follow-up phone calls or to
meet the people who will decide the outcome of your request.
It is therefore advisable in this case to call on an associative structure from the North.
(or from the South) which could be one of your partners or a specialized organization.
This structure will be responsible for the following tasks:

A search for potential funding sources and networking.

the phone follow-ups and the meetings with the landlord to support and
defend your case;

· technical support for the setup and drafting of the project if the structure is
specialized.
On the other hand, the structure of the North can also play a role as a guarantor of the
good use of funds.

Case Study No. 9: Construction of a vocational training workshop and a

nursery in Nova Iguacu (Brazil)

Project presentation

The CECOM is a neighborhood group from Vila de Cava, in Nova Iguaçu, Brazil.
was formed around the activities of the church in their neighborhood (vast: 66,000
inhabitants).
The CECOM project starts from the analysis of the problem of children left to their
own choice when their mother works. Its action started in 1992, when the
CECOM receives a piece of land and a dilapidated house from a Brazilian NGO
The objective is to build a nursery on the site and to start activities.
professionalizing in the home.

However, the house was totally dilapidated and it became essential to

repair before installing a vocational training center (hairdressing,
handcrafted production of flip-flops and IT.

Partnership with a Brazilian support organization

Having read an article in the newspaper about the activities of France-Brazil Solidarity
(SFB), a Brazilian non-profit association, CECOM decides to
request support from SFB. The presented project then includes the renovation of the
house and the purchase of equipment to give sewing, weaving classes to
women of the neighborhood.
SFB agrees to support this project, which is estimated at 60,000.
The assistance provided by SFB focused on the definition of the project and its implementation.
but also on the connection of the CECOM with other associations.
Thus, for the past 5 years, SFB has been providing educational and medical support to this group.

Project formulation

SFB assisted CECOM in drafting a genuine project that could be

sent to potential funders. During meetings, the CECOM defined the
pre-project, then the writing was done in partnership: SFB provided a template
succinct that the CECOM filled in and then the SFB revised it to avoid errors and
adapt the writing to the requirements of the donors. SFB has also translated the project
in French so that it can be presented to the funders in Europe.

Identification of donors and sending of files

Support by SFB

The search for funding was conducted by SFB in Europe and Brazil.
Notably, the SFB subsidiary based in Paris is accustomed to fundraising.
for operations carried out in Brazil; a few people are in charge
specifically of this kind of approach.

The file was sent to potential lenders by SFB, which acted as a guarantor for the
good use of funds, ensured project follow-up as well as justification of
actual expenses incurred and the sending of final reports.

Initially, the project was sent to some of the partners.

habitual SFBs in Europe and some Brazilian companies: Foundation of
France, French People's Aid, Friends of the Children of the World, Land of
Swiss men, Comex, BFB, IBM, Mesbla...

SFB brought CECOM into contact with other associations as early as 1991-92 such as
Faith and Joy, a Brazilian association that works in the field of daycare centers.
and the training for the little ones. It is an association that works with SFB since
long time and which comes in addition to the skills of SFB (more oriented towards
the training of adolescents.

The support of Enda Tiers Monde

Subsequently, at the end of 1993, Enda Tiers Monde, thanks to its knowledge of networks
associative and funding bodies in Europe, presented to SFB others
partners who might be interested in this type of project. It was about
mainly from company staff associations such as:

CDC Third World Association in Paris, which finances small projects

development projects in third world countries, in the field of aid
to childhood and education. This association only funds projects taken in
charged by the local populations.

Geneva Third World which finances vocational training programs

in the southern countries.

· Europe Third World in Brussels, which finances small concrete and rural projects
related to vocational training in the Third World.

The 1% fund for development in Geneva, which subsidizes small

projects (less than 80,000 FF) related to childhood, education, and training in the
third world country.

Common questions from funders

The main questions asked to SFB during its processes were about:

the viability of projects

the specific objectives with planned activities for each objective,

the evaluation criteria provided,

the detailed budget.

Follow-ups and lead tracking

The first private funding (from companies) obtained at the end of '92.

Initially, donations from individuals and businesses

Brazilian (private funds intended to finance the training of young people in Brazil) and
of the Inter-religious Fund have allowed to receive in kind or to purchase the
necessary equipment to start classes (sewing machines, looms
weave, leather...)
- A long wait (1 year) ...

In 1993, the project faced serious funding difficulties.

Indeed, most of the landlords to whom SFB had submitted a request
financing took a long time to provide a response which, in most cases, has
revealed to be negative.

These response times are partly due to the fact that a good number of organizations
they review funding requests only once or twice a year.

The first results with Friends of the Children of the World (AEM): July 94
In early 1994, the Friends of the Children of the World, following their visit to Brazil for
follow their programs, informed SFB that the training workshop project
had been accepted and that funding would be released for 1994, under
updated quote reserve.

A new quote of 44,000 FF has been prepared and sent to the Friends of Children.
world that gave their green light in July. The work has therefore started, SFB
advancing the funds that were paid in July.

The immediate resumption of other donors

At the same time, as soon as the funding of the workshop was announced by the AEM, SFB has
informed the other associations. The 1% Fund agrees to finance the project 'nursery.
in part, up to 20,000 Swiss Francs. In September, the money was
credited to the SFB account in Rio.
At the end of August 1994, CDC Tiers Monde announces to SFB Paris that the 'crèche' project is
partially accepted, with funding amounting to 63,000 FF. End of December
In 1994, the entire amount was released. The construction of the nursery was able to
thus starting in December 94; it was inaugurated in July 95.

The Europe Third World Association informed SFB that it does not fund this type.
of the project, but has sent them its criteria in case they have, in the future, a
project corresponding to their priorities (provision of equipment for projects of
training in the fields of craftsmanship or agriculture.

Subsequently, the association Geneva Third World informs them that it was aware
currently facing financial difficulties and that she could not accept
new partners.
In this phase, SFB's activity was crucial, as with every agreement made, they
carrying out a systematic follow-up with the other donors, explaining the status of
project and the financing that is still lacking.

In search of autonomy in the pursuit of partners and the conduct of

project
The CECOM, confident from its initial experiences with SFB, has contacted in a way
autonomous other associations (more or less related to the Italian church): Vision
worldwide, for a collective sponsorship, CEAR (Ecumenical Centre for Action and
reflection), for the support of the project development.

The initial objectives have been revised: the CECOM wished to build a center
a larger community and a second hangar is planned. The CECOM has
So 30 employees, including 27 educators engaged in the project, for 350 children in
the daycare centers. The expansion of the number of daycare centers is under negotiation with the town hall and

Training for electricians and plumbers is planned (extension of

buildings). In this context, SFB plans to withdraw from the project to only perform a
light follow-up on certain specific areas (training for adolescents...).

Teachings

This case study illustrates the interest in grassroots groups and small.
associations to entrust their fundraising operations to partners of
South or North; the latter can also play a role as a guarantor of the
good use of funds and assist the grassroots group in formulating and
presentation of the files, the initial training of educators, the reformulation of
project and the coordination of actions. Furthermore, the information of the financiers has been
ensured by SFB who kept them informed of the progress during the works,
construction companies provided them with a detailed financial report (with a copy of the invoices
in the case of the 1% Fund), sent them various documents illustrating the action
(photos, film, activity report).

Here, the initial support allowed a local association to take off.