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INTERNAL DOCUMENT – FOR COMMENTS ONLY
Accelerating Change for equality…….
FUNDRAISING STRATEGY FOR THE DALIT FOUNDATION
APRIL 2009 – MARCH 2012
C- 58, 2nd floor, South Extension part – II
New Delhi – 110049India
Tel: 011-41640929Fax: 011-41643459
www.dalitfoundation.org
Fundraising Strategy – Dalit Foundation April 2009 – March 2012
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LIST OF CONTENTS
1. INTRODUCTION 3
2. BACKGROUND ON PHILANTHROPY
2A. Overview of Philanthropy in India 5
2B. Estimated flow of funds 7
3. FUNDRAISING BY THE DALIT FOUNDATION TILL DATE 9
4. OVERALL OBJECTIVES 12
5. ASSESSMENT OF SUCCESSES AND LEARNING’S 13
6. STRATEGIC OPTIONS AVAILABLE 14
7. SOURCES
7A. CORPORATE AND PUBLIC SECTOR UNDERTAKINGS 15
7B. STATUTORY SOURCES 17
7C. INSTITUTIONAL DONORS 19
7D. INDIVIDUALS/ MAJOR GRANT GIVERS 21
8. KEY FUNDING DRIVERS 23
9. THE INDIAN ECONOMY AND THE CURRENT GLOBAL
ECONOMIC CRISIS 24
10. COMMUNICATIONS 25
11. IT STARTS WITH A CASE 27
12. CAMPAIGNS & MESSAGES 28
13. INTERNAL CONSIDERATIONS
13A. POLICIES AND PROCEDURES 29
13B. MONITORING & EVALUATION 29
13C. HUMAN RESOURCES / ORGANOGRAM 29
13D. INTERNAL AND EXTERNAL REPORTS 30
13E. STAFF DEVELOPMENT/TRAINING 30
13F. PARTNER SUPPORT 30Fundraising Strategy – Dalit Foundation April 2009 – March 2012
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1. INTRODUCTION
Dalit is a self designation for group of people of South Asian descent who were traditionally
regarded as untouchables or low caste. Dalits are a mixed population of numerous caste groups all
over South Asia and speak number of languages. It is impossible to differentiate between Dalits and
the various caste groups on the basis of phenotypes or genetics alone. The caste system is regarded
by many as a social construct between South Asian people. India has a total population of around
250 million Dalits. The word 'Dalit(a)' comes from the Hindi root dal, and means 'held under check',
'suppressed', or 'crushed', or, in a looser sense, 'oppressed'. The term was used in the 1930s as a
Hindi and Marathi translation of "depressed classes", a term the British used for what are now
called the scheduled castes. In 1930 there was a newspaper published for the depressed classes in
Pune called "Dalit Bandu" (friends of dalits). The word was
also used by B R Ambedkar in his Marathi speeches.In the
context of traditional Hindu society, Dalit status has often
been historically associated with occupations regarded as
ritually impure, such as any occupation involving butchering,
removal of dead animals, removal of night soil (human feces)
and leather work. One million Dalits work as manual
scavengers, cleaning latrines and sewers by hand and
clearing away dead animals. Engaging in these activities was
considered to be polluting to the individual who performed them, and this pollution was considered
to be 'contagious'. As a result, Dalits were commonly banned and segregated from full participation
in Hindu social life (they could not enter the premises of a temple or a school and stayed outside the
village), while elaborate precautions were sometimes observed to prevent incidental contact
between Dalits and other castes. Discrimination against Dalits still exists in rural areas (where two-
thirds of India's people live) in the private sphere, in common, every-day matters such as access to
eating places, schools, temples and water sources. It has largely disappeared in urban areas and in
the public sphere.
Most of the Dalits are bonded workers and many work in slave-like conditions to pay off debts that
were incurred generations ago. The majority of Dalits live in segregation and experience violence,
murder, rape and atrocities to the scale of 110,000 registered cases a year according to 2005
statistics. Common belief is these numbers are nowhere close to the real total of crimes committed
against Dalits. Most crimes go unreported, and few registered cases ever get to trial.
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Many Dalits who have converted to other religions in the past few centuries continue to retain their
Dalit heritage. In the 1991 census, Dalits numbered just over 130 million and constituted more than
16% of India's population. Discrimination against Dalits is limited to the Hindu community. Some
Dalits have successfully integrated into urban Indian society, where
caste origins are less obvious and less important in public life. In rural
India, caste origins are more readily apparent and Dalits remain
excluded from local religious life, though some qualitative evidence
suggests that its severity is in fact fast diminishing.
Quick Facts
There are more than 250 million Dalits in India.
The Dalits are also known as the “untouchables”.
Even though untouchability is outlawed by the Indian constitution, its practice still exists
within society and Dalits suffer as a result.
Most Dalit children have no access to education.
The historical hero of the Dalit people is Dr. B.R. Ambedkar who sought their freedom 50
years ago.
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2. BACKGROUND ON PHILANTHROPY
2A. Overview of Philanthropy in India
Philanthropy in India is guided by religion and the demands of caste, clan, family and community.
Giving is primarily directed towards religious organizations like temples and churches. However,
philanthropy has also extended to corporate involvement and the rise of non-profit organizations
working towards the country’s development.
Indian philanthropy has always been strongly linked to religion since ancient times. Concepts such
as daana (giving) and dakshina (giving to a teacher or priest) in Hinduism and bhiksha (giving to a
monk) in Buddhism are rooted in the idea of philanthropy.
In India, philanthropy also evolved into volunteerism. Individual volunteering has had a
tremendous potential in India, with most volunteers serving religious organizations.
A 2001 survey by Sampradaan, Indian Centre for Philanthropy covering around 28% of urban India
concluded that 96% of upper and middle class households in urban India donate to a charitable
cause (ICP, 2001). This charity amount is reported to be around Rs. 16billion (US$34 million)
annually. Other major findings of the survey are:
In terms of average annual donation, Christians in India take the lead, followed by
Hindus/Jains; Sikhs; and Muslims. The Christians also give the highest average annual
donations to other (non-religious) organizations
The most popular purpose for which money is donated is to relieve distress of victims of
calamity, 21% donating for this purpose.
The most important reason given for donating was a feeling of compassion (68%). The second most
important reason was that the giver feels good (48%). Religious beliefs and practices (46%) are the
third most important reason. Twenty-nine percent respondents donated because they believed in
the cause of the organization. The survey shows that for the donors reduction of taxes as the least
important reason (Dadrawala, 2001).
Another study on individual giving in five southern cities (Dongre, 2003) has also recorded a high
incidence of giving, both in terms of size and frequency, among particular income groups. The study
shows that the sample of 200 individuals donated an amount of Rs. 0.5 million in one year. The
study indicates that in urban high salaried class giving has become more rationalized and people are
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willing to give to big foundations that can channel the funds more effectively rather than to
governmental and religious institutions.
In the 2001 APPC study, Investing In Ourselves, noted giving behavior by Indians include:
In India, while there is a natural capacity to philanthropy, this is more informal and ad
hoc. Thus informal charity takes precedence over giving for long term change and
development. The new wealth created by Information Technology and other new
industries, coupled with a large overseas connection through relations and friends
overseas, but who continue to maintain links with the home state, has more for a more
dynamic gift market in Southern India.
On the giving rate, India’s is lower than the other three countries, while Indonesia,
Philippines and Thailand, the giving rate is as high or even higher than in northern
countries.
India has the lowest numbers of those who gave to relatives and friends. These figures
suggest that high income Indians have few ties with poorer people, whether relatives or
friends. This is perhaps because the growth of a large middle class happened earlier in
India than in the Southeast Asian countries, or perhaps because the financial crisis,
which India avoided, impoverished many of the new middle class.
The role of NPOs in addressing the social service issues and empowerment related advocacy efforts
has been increasing. The study conducted by PRIA also supports this fact when it notes that every
fifth NPO in India works on the issues of community and social service (PRIA: 2002). The favourable
disposition of the governments and the political will to involve NPOs is more pronounced in
implementation of the welfare schemes addressing to the women and child development.
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2B. Estimated flow of funds
There are mainly six sources of raising funds in India; Government, Corporate Houses, Individuals,
Trust/Foundations, International agencies and self earned income of the organization (consulting,
trading, endowments). Unfortunately, large numbers of NGOs are dependent on international funds
or the government grants in India. Involving people in the mission of getting money from common
people is not very common. While in India, there are millions of voluntary organisations, but less
than half percentage of them are into fund raising. In India, existing potential is 10 billion $ & actual
funds raised are mere 500 million $. Out of this, almost half goes to rural areas, one quarter goes to
religious institutions & only one quarter goes to all the NGOs put together.
Foreign donors seem to be in a generous mood when it comes to funding non-governmental
organisations (NGOs) in India. Foreigners loosened their purse strings to the extent of Rs 4,871.9
crore in ’01-02, up 7.4% from Rs 4,535.5 crore in ’00-01. There has also been a change in the list of
the top receivers of foreign funds in the country.
The little-known Bochasanwasi Akshar Purushotam Sanstha (BAPS), a Gujarat-based organisation,
tops the receivers list with foreign donations of Rs 107.5 crore. BAPS has seen a 280% jump in
foreign funding over two years, rising from 26th place in ’00 with receipts of Rs 28.3 crore to the top
of the list of receivers in ’01-02. Gospel for Asia with Rs 98.9 crore is the second highest recipient,
while the World Vision of India with Rs 88.4 crore is in third place, according to data collated from
the home ministry’s latest annual report.
BAPS is also the first time a voluntary organisation to have received over Rs 100 crore in foreign
funds, the previous high being Rs 88.2 crore by the Sathya Sai Trust in ’00-01. For ’00-01, the top
three beneficiaries were the Sri Sathya Sai Trust, World Vision India and the Watchtower and Bible
Tract Society. It is also interesting to note that two of the top three receivers (BAPS and Gospel for
Asia) of funds in ’01-02 are religious organisations.
In ’00-01, Rs 284 crore was received for religious activities by Indian organisations. This has risen
by 37.6% to Rs 391 crore in ’01-02. On an average, Indian religious organisations have received
around 10% of total FCRA (Foreign Contributions Regulations Act) regulated foreign fund inflows
since 1991.
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Thirteen of the top 25 receivers of foreign funds in India are religious organisations, both Hindu and
Christian. Several of these organisations are involved in social causes; the building of schools,
housing for the poor, literacy and so on, besides religious activities.
Delhi continues to top the list of receiving states with Rs 794.4 crore going to 839 organisations.
Tamil Nadu, where World Vision India is headquartered, comes second with Rs 695.5 crore, and
Andhra Pradesh follows with Rs 559.6 crore. In terms of cities, Bangalore topped the receivers list
with Rs 362.2 crore, followed by Chennai with Rs 311.6 crore and Mumbai with Rs 298.3 crore.
The top three donors are all based in the US. The bulk of the funding for Gospel for Asia in India
comes from its parent organisation in the US, which heads the foreign donors list with Rs 111.2
crore. World Vision International and Foster Parents Plan International follow with Rs 78.3 crore
and Rs 72.4 crore, respectively. Actionaid UK donated Rs 71.2 crore, and the Spain-based
Foundation Vincent Ferrer Rs 63.1 crore. The total number of associations receiving foreign funds in
India has also gone up in ’01-02 to 15,618 from 14,598 in ’00-01.
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3. FUNDRAISING BY THE DALIT FOUNDATION TILL DATE
Fundraising started in Dalit Foundation in a very natural and an internal process. This included
references and leads provided or initiated by its Board members and like minded individuals.
A glance on the figures:
2003-2004
Individuals, 15%
Small Trusts 85%
0100,000200,000300,000400,000500,000
1 2
2004-2005
Small Trusts 40%
Individuals, 60%
05,000
10,00015,00020,000
1 2
2005-2006
Small Trusts , 1%
Institutional Donors, 98%
Individuals 1%
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
1 2 3
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2006-2007
Institutional Donors 98%
Individuals, 1%
Corporates, 1%
0
5,000,000
10,000,000
15,000,000
1 2 3
2007-2008
Corporates, 1%
Individuals , 1%
Institutional Donors, 98%
010,000,00020,000,00030,000,00040,000,00050,000,00060,000,000
1 2 3
Amounts for the first round of six grants and nine fellowships were raised through
contributions received through various individuals and NGOs. This was done through
personal contacts of the board members.
Almost 98% of DF donors are institutional donors.
Ford Foundation was the first institutional donor to support the activities of the
organisation. Since the organisation did not have FCRA in the beginning, the money was
routed through TIDES Foundation. This was followed by Sir Dhorabji Tata Trust, Christian
Aid, Holdeen India Programme and ICCO Netherlands.
In June 2007, Mr. Mathew Cherian carried out a feasibility study of the organisation in terms
of fundraising and communications.
In 2007-08, Ford sanctioned an amount of $2 million toward Dalit Foundations Endowment
fund.
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In 2007-08, Dalit Foundation organised its first fundraising event – UTSAVA – Celebration of
struggle against oppression. Around twenty five thousand rupees in cash and a few
contributions in-kind were raised from the event.
Paintings which were exhibited during UTSAVA are being used for fundraising. Money
received is shown as contribution and the donor is given an 80G certificate along with a
receipt and a thank you letter. The money raised from the paintings is deposited in the
endowment fund of the organisation.
Observations:
As the above graphs demonstrate, Dalit Foundation has historically been most successful in
raising funds from institutional sources.
Given that grants and major donations are made over a number of years, there is
considerable pressure to maintain levels of income when significant grants end. We will
however be working hard to replace the institutional grant income with other sources so
that the risk is spread across.
In the next few years we need to increase the level of income raised. Ideally this income
would be unrestricted allowing us to allocate this against any areas of our expenditure.
Without any unrestricted reserves to use to invest and with the pressure for fundraising
activities to guarantee break even within a reasonable time period, we have identified that
the main potential for growth rests with major donors and company fundraising.
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4. OVERALL OBJECTIVES
To raise 1,000 lakhs (215 lakhs, 325 lakhs and 460 lakhs in 2009/10, 10/11 and 11/12
respectively)
This is against a fundraising expenditure of 205 lakhs in a three year period. This represents
a income to cost 1:4
To diversify sources of income across a greater number of funders to minimise risk.
To continue to manage relationships with major grant-givers and statutory organisations
but to seek alternative sources for additional unrestricted income.
Initiate fundraising across India backed with needs based communication
A well defined system of collation and documentation of achievements through an in-house
designed process
Uniform communication style and philosophy across the organisation and partner
organisations.
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5. ASSESSMENT OF SUCCESSES AND LEARNING’S
The major successes in fundraising till date are:
Increased confidence of the team of raising funds locally
Positive relationships with donors
Support of the Board members leading to a sustained culture for fundraising
Staff committed and dedicated towards the work
First round of money raised from Dalit community and like minded individuals
Flexibility in the program strategy to tailor them to an individual client/family/ community
needs leading to donors being positive about supporting the cause
Adaptability to the needs of the service-users
Low administrative v/s programme costs
Image of a social justice organisation within the sector
Donor constituency suited to major charitable giving
A South Asian approach and presence
Replicable model in place for others to learn and adapt from
Peer group Monitoring and Evaluation processes in place
Practice of ‘equality’ practiced throughout the organisation
The major learning’s in fundraising till date are:
Need for a dedicated and a professional fundraising team in place
Need for a updated and interactive web site
Inability of donors to donate on line
Not able to reach out to the past donors / no such donor care system in place
Need for organizational infrastructure - standardized policies, staff assignments,
procedures, systems, and methods to support fundraising initiatives
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6. STRATEGIC OPTIONS AVAILABLE
There are five fundamental strategies available to fundraising programs. They are growth,
involvement, visibility, efficiency, and stability. Each has it’s own costs and benefits – and is
appropriate to a stage in the life of the organization. Often a not-for-profit will find itself in a
position where it is unable to meet the demand for its program or service. In order to meet the
demand it will have to expand its donor base and revenues. This is the time for a growth strategy. In
this situation the organization invests in attracting new donors who will expand revenues in future
years.
Other organizations may place an emphasis on delivering their program with volunteers instead of
cash. This is an involvement strategy. An organisation for example through with its volunteer letter
writing campaigns is a classic example of an involvement strategy at work.
New organizations and movements often choose a visibility strategy where their prime objective is
to be noticed. They try to achieve visibility in hopes of attracting future supporters and donors.
Once the organization has grown to the point where it can provide sufficient program to meet
demand, it usually switches over to an efficiency strategy. Stewardship and sound management are
the priorities here. The emphasis is usually on maximizing the ratio of revenues to costs.
After doubling its donor base in recent years, organisations switch emphasis to upgrading donors to
monthly and planned giving – and increasing the revenue to cost ratio as a result. Sometimes a
mature organization will find itself in a period of crisis. In this case stability is the right strategic
choice. This is a defensive strategy where the emphasis is on keeping existing donors rather than
attracting new ones.
From the assessment of the Dalit Foundation’s previous donor approaches and successes, it has to
place an emphasis on the strategies of visibility and efficiency in the said strategic period.
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7. SOURCES
7A) CORPORATE AND PUBLIC SECTOR UNDERTAKINGS
a) INTRODUCTION
Historically, Indian companies and Public Sector Undertakings (PSU’s) had always strong
philanthropic activities mostly targeting their employees and their families. Studies reveal that
majority of the companies did not take CSR seriously and those who did, did it only with a
philanthropic frame of mind. Most companies/PSU’s made their employee welfare activities as
part of their CSR initiative, not really contributing to an outside community or its development.
However in recent years there has been a new paradigm shift in corporate giving-from
philanthropy to stakeholder participation. The first perceptible change has been the
introduction of a host of innovative programs and schemes in several areas like education,
healthcare, rural development, environment protection, protection of artistic and cultural
heritage and disaster management that are customized to meet the specific needs of the target
group and corporations devote not only financial resources but expertise, manpower, products
and services for the successful implementation of these schemes:
The projects that companies/ PSU’s get involved in are actually genuine and serve a purpose,
they do a round of elimination….make a shortlist, as to which are the good ones, after a lot of
verification. Sometimes they supervise the implementation part by visiting the area. Several
organizations like Gas Authority of India Ltd. (GAIL) have introduced benchmarking exercises
for their CSR activities .and industry bodies like Confederation of Indian Industries and FICCI
have introduced cross-sectoral programs, for the first time, in CSR related areas.
One of the greatest challenges of Business-NGO partnerships is the change in mindset. But it’s
fundamental to embrace new ways of thinking to create successful partnerships. Difficulties
faced by NGOs are meeting up to the expectations of the corporates and following a professional
approach, being clear and transparent in handling of funds.
b) Intervention by Dalit Foundation
Till date, there has not been any planned strategy by Dalit Foundation to approach Corporate
houses for support.
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c) Objectives
Raise 150 lakhs from companies in a three year period
None of this income is guaranteed
Develop funding relationships with at least nine companies in a three year period
d) Mechanisms
150 lakhs will be raised through nine new companies.
Register with CAF India, Give India to attract funds from companies
Get registered with Hewlett Packard for – computers and software donation
Introduce work of Dalit Foundation to Nasscom Foundation which is a consortium of IT
companies
Undergo an in-depth research into companies which will match the focus area/location of
the project
Approach companies for sale of Godna paintings and greeting cards
For the unrestricted income, we would enter into pay roll giving partnership with at least
one company a year.
We would work on the processes for understanding the ‘Charity of the Year’ concept and try
introducing it with one corporate for the year
We will also approach at least one company a year for Cause Related Marketing
e) Resources required
Database of companies to be in place
Organisation portfolio to be ready for sharing with companies
Case for support document
Shopping/Needs list that can be asked from a corporate
35 Ac tax permission from the Income tax Department of Government of India
7B) STATUTORY SOURCESFundraising Strategy – Dalit Foundation April 2009 – March 2012
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a) Introduction
Over the years, Bilateral, Multilateral and UN agencies have come to play an important role in
supporting development activities in the developing countries of Asia. Most of this support has
been channeled through the governments as official development assistance (ODA).
Increasingly, however, bilateral and multilateral agencies are recognizing the capabilities of
NGOs to reach grassroots groups. NGOs are regarded as legitimate alternatives to the
bureaucracies of government. As a result, significant moves have been made by many donors to
develop relationships with NGOs and to channel ODA to NGO projects and activities. Financial
assistance to NGOs in developing countries generally comes from two sources: grants by donor
NGOs going directly to recipient NGOs, and portions of ODA which are channeled to recipient
NGOs either for joint government/NGO undertakings or for programmes or projects
implemented directly by NGOs.
The recent changes in Government policies with regards to bilateral assistance, has created
some confusion and also resentment amongst the bilateral donors. In 2003, Government of India
decided to discontinue taking development assistance from bilateral development partners
other than Japan, U.K., Germany, USA, EC and the Russian Federation. Subsequently, in January
2005, Government came out with a revised policy. As per the new policy, with regards to the
bilateral grant assistance to Non-governmental organizations (NGOs) and autonomous
institutions, all Countries can continue to provide bilateral development assistance directly to
autonomous institutions, universities, NGOs, etc., as before. There are currently several
mechanisms through which NGOs receive ODA funds. One such mechanism has evolved largely
from government initiatives to involve NGOs in the implementation of foreign-assisted
government projects. This has led to the emergence of NGOs which some observers call "public
service contractors". This trend has been criticized because of the cooptive and short-term
nature of the government/NGO partnership.
Most of the International Multi and Bi-lateral agencies, UN organisations, Northern
Governments, International non-Governmental organisations work in India through India based
offices and local Consultants. They help their head offices in the north to develop policies and
help in monitoring their development aid programmes in the country. These
offices/consultants play an important role in shaping their policies, strategies and programmes
in India. NGOs could play a part in influencing policies favourably.
b) Intervention by Dalit Foundation
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Till date, there has not been any planned strategy by Dalit Foundation to approach statutory
sources for support.
c) Objectives
Raise 450 lakhs from Statutory sources in a three year period
None of this income is guaranteed
Develop funding relationships with at least five major statutory sources in a three year
period
To diversify the statutory funding base
To maximise core costs being funded by statutory donors.
Study the in-country government grants available under the relevant ministries
Explore all budget lines (project, strategic, thematic, research, health/education, social
policy, gender and women and child development etc).
d) Mechanisms
Develop funding relationships with statutory sources such as CIDA, Friedrich Ebert
Stiftung, and small grants of local embassies
Explore DFID India strategy and explore the possibility of support
Identify a Canadian agency for partnership for putting in a joint application to the
Canadian High Commission, Ottawa, Canada.
Keep abreast of, and respond to, changing grant-making mechanisms and opportunities by
statutory donors.
Intensive research into the government of India grants and avail funding under the
relevant ministries
Maintain efficient reporting and grant-monitoring systems
Continue to work with the Team in the development of detailed 3-5 year operational plans
reflecting organisational strategic priorities that can be used in multi-year applications.
e) Resources required
Database of statutory sources to be in place
Country strategies and funding guidelines of statutory donors needs to be identified
Project ideas/summary needs to be drafted for a project match with statutory
Sources.
7C) INSTITUTIONAL DONORSFundraising Strategy – Dalit Foundation April 2009 – March 2012
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a) Introduction
The number of NGOs is increasing. As the sector grows, competition for funding increases.
However new and different funding sources are becoming available. Growing numbers of
wealthy people are setting up charitable trusts.
The ability of an organisation to attract funding is becoming more dependent on its ability to
demonstrate its value and impact. The importance of measurement of outcomes is increasing.
This raises the evidence hurdle as the quality of data needed to secure funding increases. Some
funders are shifting their support towards what is proven to be working rather than insisting on
new or innovative projects.
Information is also far more accessible via the internet, changing the relationship between
donors and organisations by increasing expectations of accountability and the amount and
quality of information that donors demand before giving, and that they expect to receive after
giving.
b) Intervention by Dalit Foundation
This is been a source of income where Dalit Foundation has been immensely successful.
Agencies such as Ford Foundation, Christian Aid, ICCO and many such agencies have provide
vital support to the initial years of the foundation’s work.
c) Objectives
The emphasis will be on securing multi-year grants to increase stability.
To raise 325 lakhs from 10 – 12 organisations in a three year period
To look at options of registering Dalit Foundation as a UK charity in 2009/10
To explore the possibility of securing European Commission grants
d) Mechanisms
In order to meet the fundraising target we will:
Identify areas in deficit and prioritize these for developing applications for project funding;
Package up the most innovative and interesting projects and submit applications to
potential new supporters;
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Nurture existing donor relationships – via the work plan and reporting schedule, provide
high quality account management, timely evaluation reporting, project visits etc to ensure
continued funding;
Renew grants from those trusts where the grant is coming to an end with a view to these
being three to five year commitments;
Reactivate previous donors – review any lapsed or dormant supporters, as previous
supporters are more likely to give again;
Continue to diversify funding sources through research to identify new trusts from overseas;
Till Dalit Foundation is registered, register with organisations who provide with a platform
for funding. Examples: www.giveworld.org ; www.give2asia.org, www.ngoworld.com,
www.globalgiving.com
Design a programme of carefully tailored mass mailings to smaller trusts and foundations
that do not warrant individual applications;
Work with Trustees and key supporters to identify contacts within trusts and to develop
these relationships with a view to securing long–term support;
e) Resources required
Financing from major donors requires increasing evidence of need, both thematic and
geographical, and research skills will be required to produce this evidence;
Resources may be required to produce new case studies in order to demonstrate the impact
of Dalit Foundation’s work;
Costs of establishing UK Foundation;
Subscription to US/European funder databases
7D ) INDIVIDUALS/ MAJOR GRANT GIVERS
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a) Intervention by Dalit Foundation
There has been no planned strategy by the foundation in this area of fundraising
b) Objectives
To raise 75 lakhs from individual / major donors in a three year period
To research details of at least 500 names and contact details of individual donors
To have a database software for a systematic storage of current as well as prospective
donors
Have a direct marketing plan with clear and specified audiences within the donor database
Send one round of mailer to supporters on warm database and have a detailed history of
their donations every year
Send two mailers to database of banks and mobile operators. (Companies such as Vodafone,
Bharti, HDFC, HSBC will insert our appeals in the billing pack to mobile service users and
credit card holders. This will not only save postage charges but will guarantee that this
reaches people who are on warm database). Our own bank where we hold an account could
be approached for this.
c) Mechanisms
I. Intensive research on the individuals and major donors (High Net worth Individuals)
II. Cultivation
Personal meetings
Engage connections
A small reception with the existing donors and prospective donors - Recognition reception.
This would provide a good networking opportunity for supporters and an opportunity to
meet up with Dalit Foundation staff and Board members too
A targeted e-newsletter once a quarter
III. Recognition
We need to consider imaginative and cost-effective ways of recognising and rewarding some
of our donors. We should also consider a sliding scale of recognition to size of gifts. This
might be an area where we involve some of our warmest supporters. We should consider for
significant gifts whether we would consider a Board position
We should consider whether we formally assign “club” status and membership benefits to a
group of givers over a particular amount. It would be good to explore how this has worked
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We currently acknowledge and thank donors in the following:
- Annual review
- Annual accounts
- Website
- Branding on sponsored items
IV. Solicitation
It might take 8-18 months to cultivate a donor sufficiently, ready for an ask
Prepare individual strategies for each prospect
Use Board, other supporters, and Director to support the ask
Prepare for each donor prospect meeting and be prepared to counter objections
V. Stewardship
Develop a policy for the acceptance and acknowledgment of:
Thank you’s - personal hand-written thank you letters from a member of the Board, Director or
any of the service-user
Reporting
Relationship management
e) Resources required
We will have to allocate some amount each year in direct expenditure against major individual
donor fundraising activity. This is extremely time consuming and requires most of the time of at
least one member of staff with support from additional members of the team, the Chief Executive
and the Board. We need to spend additional time and resource on analysing data, and utilising the
database to ensure our activity is properly planned and co-ordinated.
8. KEY FUNDING DRIVERS:
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Many grantmaking trusts and foundations and wealthy donors are becoming steadily more
strategic in their giving and engaged with the organisations they support;
Funders are increasingly seeking better information to help them select the organisations
they perceive to be capable of making the biggest difference;
Competition for funds is intensifying due to the growing number of NGOs, and due to
polarisation of large and small NGOs
Income generating activities will continue to grow over the next five years as will the
expectation that organisations should generate their own income.
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9. THE INDIAN ECONOMY AND THE CURRENT GLOBAL ECONOMIC CRISIS
The global economic crisis is having a noticeable adverse impact on the Indian economy
already and it is likely to remain this way for some time. This poses significant challenges for
Dalit Foundation in consolidating its current position.
Though economic volatility often creates winners and losers it is highly likely that the nature
of the current economic crisis is likely to impact every industry adversely. Despite this,
impacts will vary considerably between sectors and understanding this may help Dalit
Foundation’s strategic direction in its fund raising efforts.
Recommendations
The global economic crisis will inevitably pose challenges for Dalit Foundation’s fundraising
needs. These challenges require strategic thinking as to the approach DF takes in seeking its
funding and where and to whom it directs its energies.
Charities are often hard hit in economic downturns but it is not always the case that people
stop giving in these circumstances. While overall there is likely to be large job losses and
wealth loss due to falling equity markets and property prices, many individuals will
maintain the same income levels through the crisis and may be prompted into feeling a
stronger sense of obligation to contribute to social charities.
Previous / lapsed donors, institutional, corporate and individuals, should be targeted as
these have established a willingness to contribute and this approach is consistent with
consolidation which should be the focus in the current environment.
Companies in sectors less likely to be severely hit by the crisis – such as high value added
manufacturers, mining, IT and other services –should be targeted, again with a focus on
getting lapsed donators to contribute and current to contribute more.
Governments will often spend more during downturns to minimize the fall in overall
demand in the economy. Though no research has been conducted here into the intentions
and fiscal positions of current state government donors, it would be prudent to look into any
possibility of DF receiving any benefit from extra government social spending. For example,
there is a announcement by the Oil Ministry that all Public Sector Undertakings which are
owned by the states will contribute 2% of its pre-tax income to social projects.
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10. COMMUNICATIONS
There is a clear need to strengthen communications in Dalit Foundation. Steps should be taken to
ensure a strong and a vibrant brand identity and visibility of the organisation. Once the
fundraising strategy is finalized, a detailed communications strategy needs to be worked around
it. This could be done in-house / seek an external agencies support and guidance. The ultimate
aim is that Dalit Foundation’s name should be recalled when there is a mention of Dalits.
Objectives:
To use consistent communications messages and styles in our communications
To target potential supporters with exciting and informative communications materials
about our activities/events.
To ensure our communications messages are easy to understand and communicate and that
the material we provide is easy to re-distribute and is equally suitable for this purpose.
Mechanisms:
1. Online social networking and broadcasting sites: Set up Dalit Foundation profile on a
range of relevant popularly visited websites such as Rediff, Google, Indiatimes, to raise awareness
of the work, harness support and to promote our work and events to website visitors. We will
also post our profiles on sites such as Indian NGOs and other popularly visited development sites.
2. Our website: Our new website will be live by April 2009 and will provide the opportunity to
inform current and potential donors our work and success. We hope to encourage existing
supporters and their donors to make repeat visits to our site to donate online, view fundraising
progress and post their views on the bulletin board, view photos from events, etc. We also aim
that there will be a Hindi version of the website for the benefit of service-users. While availability
of each of these aspects of the site is likely to be staggered, we hope to have all features available
by June 2009.
3. E-newsletter: This will be sent out quarterly to registered members to inform them of any DF
news, provide fundraisings advice, fundraising tips and any relevant or interesting event related
information. The E-newsletter will be created using a template from the new website.
4. Fundraising materials: We will prepare and make available to prospective supporters a
range of fundraising materials;
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Fundraising pack: This will have a brochure, case for support document and an annual
review of Dalit Foundation.
Annual reviews: These will be produced annually and will be distributed to the entire
mailing list of Dalit Foundation. In the near future, we will aim to have this translated in
Hindi also.
DF Bookmark: We will research the possibility of having bookmarks made using printing
‘off-cuts’. These could be sent to supporters to distribute to others and raise awareness of
our work. We could also use them as small thank you gifts when sending a thank you
note.
Library of good images: It is absolutely vital that we project our work in the most visible
manner possible and hence we will aim to have a comprehensive library of good quality
images.
5. Visibility: We will use the below methods to enhance our visibility
Mass Media: We will make optimum use of mass media through radio and television talks,
press releases and ad spots. We will also have audio visual presentations and short clippings
made which will project our work in the best manner possible.
Days of Importance: We will have a day dedicated and celebrated as ‘Dalit Empowerment
Day’ possibly on Ambedkar Jayanti. All partners will be encouraged to do this and this will
bring a nation-wide presence and awareness about Dalits and their rights.
Exhibitions and Festivals: We will have art exhibitions planned at state and national level
and will exhibit the art and craft of Dalit community. The dual objective will bring in
awareness and like-minded people together.
We will organize ‘Ethnic Food festival’ which will bring together Dalits to demonstrate the
variety of food prevalent in their communities.
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11. IT STARTS WITH A CASE
A Case Statement defines:
Who you are
Where you've been and where you're headed
What you WANT
How you're going to get it
When you'll get there
How much it’s going to cost
A good Case Statement has a compelling, self-evident need, has vision, and is defensible. It needs to
be brief, clear, positive, upbeat and an easy read. It needs to answer 6 questions:
1. What is your primary focus?
2. Who is your service-user?
3. What does the service-user consider value?
4. What have been your results?
5. What is your plan?
6. How much is it going to cost?
Since Dalit Foundation does not have a case statement the first job is to take the time to
write one. Part of that process is to confirm the top priorities for funding and then establish the
fundraising goal to achieve those priorities.
The case statement will be the ‘spine’ of the communications plan. Elements of it will be used to
write a news release, a brochure, a fact sheet, a PowerPoint presentation….each tailored to the
audience for which it is intended.
As importantly it will be the guide to assist all board members and staff to communicate about the
organization in a consistent and accurate manner. It is important to review and revise it regularly to
keep it current, accurate and ‘fresh’.
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12. CAMPAIGNS & MESSAGES
INNOVATION AND OWNERSHIP
Funders often want to fund innovative projects that make a difference. We will establish clarity
about what Dalit Foundation ‘owns’ and our areas of innovative work. We will emphasise the
uniqueness of Dalit Foundation by focusing on our approach to the building of services for Dalit
people, including the level of consultation we undertake with stakeholders, by working with local
partners, by employing local staff and by building the capacity of local organisations to create
service longevity.
INVESTMENT IN DALIT FOUNDATION
We aim to encourage new funders to support Dalit Foundation by investing in the principles and
values of the organisation so that we retain flexibility in our spending.
PROJECT FUNDING
Donors respond to opportunities to give where the price, the rewards, the package and the
relationship are clearly set out. Where possible we will seek funds for specific projects aiming to
build in as much core expenditure as possible in the project costs. Case studies are a powerful tool
for this.
SUSTAINABILITY
Where appropriate and to meet funder requirements, we will use the theme of sustainability to
emphasise the value of support and to demonstrate the importance we place on financial
responsibility and local autonomy.
THEMATIC FUNDING
We will aim to build proposals around areas of work incorporating office costs, looking at themes of
advocacy, education, campaigning and social inclusion.
IMAGE
The image that we want to communicate to our supporters about our events is that we are a
professional, experienced, efficient and credible charity offering a diverse portfolio of fundraising
events.
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13. INTERNAL CONSIDERATIONS
13A. POLICIES AND PROCEDURES
The following policies and procedures will have to be established within the organisation:
Work closely with the programmes team to understand the changing needs of the field
and the finance team to ensure that all income is recorded and reported as per the agreed
guidelines and deadlines.
Ensure that we are complying with statutory legislation and best practice within the voluntary
sector.
Respond to all inquiries and/or donations that come to Dalit Foundation within 48 hours of
receipt.
13B. MONITORING & EVALUATION
We would use the following indicators to measure our fundraising activities
Repeat donations from existing donors
Signing in of five new donors every financial year
Steady increase in unrestricted funds
The average donation per individual donor is Rs. 2,500
The returns of cold direct mailings comes to 3%
The fundraising programme is adequately staffed and funded and maintains a 1:4 cost to income
ratio
Donor feedback is acknowledged within 48 hours of receipt
Two project partners raising 50% of funds themselves
Total number of meetings and proposals sent v/s successful proposals
13C. HUMAN RESOURCES / ORGANOGRAM
The Fundraising and Communications team would have
A Communications Manager who would look after production of communications materials and
brand raising of the organisation
A Networking Manager focussed on fundraising activities with a clear focus and responsibility of
researching new donors, streamlining and increasing donor database.
The Executive Director would head the unit and oversee the fundraising and communications
strategy of the organisation. He would also line manage both staff members and continue to
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13D. INTERNAL AND EXTERNAL REPORTS
Continue to manage relationships with donors and keep them and Board of Trustees updated.
Have an annual reporting schedule for donors
Prepare quarterly narrative report on fundraising activities, income and expenditure report as
per the agreed format.
13E. STAFF DEVELOPMENT/TRAINING
Provide opportunities for development and personal growth.
Have a training needs assessment of the fundraising team keeping in view their areas of work.
Identify appropriate training venues where staff could be exposed to trainings
Help identify mentors to key fundraising staff where they get needs based and focused support.
Have a regular system of monthly staff meets and supervisory/appraisal meets.
13F. PARTNER SUPPORT
The ultimate aim of Dalit Foundation is that all its partners should have strong and effective
mechanisms in place. This will be ensured by support provided in the form of providing needs based
support. This will largely include - self needs identification by partners, accounts training, human
rights training and women leadership training
Specifics include:
We will provide support to partners in identifying and achieving their fundraising and
communication objectives. This would take 20% of the team’s time.
Whenever and wherever required, we will involve experts within the sector as resource persons
We will prepare Communication guidelines for partners and provide them with inputs to
implement them within their organisations
We will support them in drafting a fundraising strategy and needs based communication
materials to present their work
We will have trainings and one-to-one support aimed at partners for fundraising strategies,
media management and communication material generation.
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