ORGANIZATION
GENERAL DATA
Organization Name
Address (Country, Postal address, Tel/fax, e-mail, website)
Date of establishment
Director (Name, e-mail)
Permanent staff (number of persons)
Board (Number or persons)
Annual budget: Revenues (In Euros)
2008:
2009:
Organization organigrama
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ORGANIZATION MISSION
Your organization mission statement describes clearly and attractively:
• Why your organization exist: the reason for which it have been established, the
problems it wants to solve or the changes/solutions it wants to promote
• For whom your organization work: who it serves, who are its target beneficiaries
• How your organization intend to work: the principles that are guiding its work
• Where your organization wants to work and have an influence: the geographical
area it is targeting
THE DESIRED FUTURE: ORGANIZATION VISION
Imagine yourself 2-3 years from now working for your organization that is achieving
successfully its mission. Describe what you see about your organization: size, location,
people, beneficiaries, activities, outsiders’ perception about, etc
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THE PRESENT SITUATION1
SWOT ANALYSIS
What are the Strengths, Weaknesses, Opportunities and Threats of your organization in
achieving its Mission and Vision? List them bellow:
Strengths
Weaknesses
Opportunities
Threats
You can interpret the information generated by this analysis by answering one or more of
the following questions:
• Are the programs, services or products through which your organization achieve its
mission, built on its strengths?
• Has your organization used all the main opportunities that are around it?
• Have you planned scenarios to face the foreseen threats if they become reality?
• Have you planned remedial actions in order to address your organization
weaknesses that are real obstacles in assuring its sustainability?
This is a general note for all the tables provided in this forms: feel free to add columns or
rows as necessary in order to include all the information you want to generate
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THE PRESENT SITUATION
PROGRAMS/SERVICES/PRODUCTS & TARGET BENEFICIARIES/CLIENTS
In this table describe the present situation:
• In the first column list the types of programs/services/products your organization is
delivering
• On the first raw include who are your specific target beneficiaries/clients to whom
you deliver them; introduce them in the boxes a, b, c. Add columns as necessary.
• Check who are the target clients of each of the programs/services/products (you
can also include numbers of target clients)
PROGRAMS/SERVICES/PRODUCTS
Target Beneficiaries/Clients
a
b
c
You can interpret the data generated by this table by answering one or more of the
following questions:
• Does your organization programs/services/products use its main strengths and
opportunities?
• Does your organization have too diverse programs/services/products compared
with its human resources capacity? This may require focusing them. Or on the
contrary, does your organization need diversification of its programs/services or
products?
• Should your organization expand the target beneficiaries/clients number or types,
for an existing program/service/product? Should your organization develop new
programs/services/products for new clients, without contradicting its mission? You
may also take into consideration making changes in your organization mission.
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THE PRESENT SITUATION
SOURCES OF FUNDING
In this table:
• List your sources of funding you were able to access in the last years (be specific)
• Identify if they are in the group of supporters or target beneficiaries and in what
forms you received the funds from them (grants, fees, gifts, etc)
EXISTING SOURCES OF FUNDING
Forms of receiving the
funds
Supporters Beneficiaries
You can interpret the data generated by this table by answering one or more of the
following questions:
• Who are the 20% sources of funding that provided to your organization 80% of the
revenues? Are they to stay in the future years in your region? (Maybe you
identified the threat that these sources of funding are leaving your region?) Are
there ways to gain their loyalty and continuous support?
• How diverse is your funding base? Do not forget the wise saying do not put all your
eggs in a single basket
• Could you think about moving one source from supporter to beneficiary? (meaning
for example paying you fees for your services)
• Could you think of your existing target beneficiaries as becoming sources of
funding? (meaning for example paying you fees for your services)
• Can you expand your target beneficiaries to have new sources of funding? (once
again without forgetting about your mission)
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THE PRESENT SITUATION:
ANALYSIS OF PROGRAMS/SERVICES/PRODUCTS
Introduce your programs/services/products in the box where you think they belong based
on the two criteria: how much beneficiaries need them and to what extent you are
currently covering your costs of delivering/providing them. You do not need specific
budget numbers to do this, rely on a rough estimation based on your past experience.
• Development costs are recovered: means that the revenues generated by
delivering/providing the program/service/product cover not only the direct, indirect
and overhead costs, but you are able to save money for your organization reserve
fund for future development
• Full costs are recovered: means that the revenues generated cover the direct,
indirect and overhead costs, without any possibility of making economies
• Direct and indirect costs are recovered: means that the revenues generated
cover only the direct and indirect costs incurred by the respective
program/service/product delivery and do not contribute to cover the overhead
costs
• Deficit: means that the revenues generated cover only the direct costs and you
have to subsidize the rest of the costs
Your
organization
level of costs
recovery
Beneficiaries level of need for the respective service/product
Critical Need
Need
Development
costs are
recovered
Full costs are
recovered
Direct and
indirect costs
are recovered
Deficit
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Little Need
HOW TO GO FROM THE PRESENT TO THE DESIRED FUTURE:
PLAN YOUR PROGRAMS/SERVICES/PRODUCTS
In order to achieve your Mission and Vision, based on the information generated by the
different frames of analysis of the existing situation, decide for the next two years what
will be your main programs/services/products you want to deliver. Think about:
• What you want to keep doing?
• What you want to change in what you are doing? What you want to eliminate?
• What new program/service/product you want to deliver?
Take into account both criteria when completing this table: you may decide to keep a
program/service/product delivery even if it creates deficit, because you perceive there is a
critical need for it and the deficit can be covered by other programs/services/products. Or
you may consider keeping a program/service/product or create a new one as long term
investment, if you foresee it moving up on the level of costs recovery in the next years,
even if it creates deficit now and next year.
PROGRAMS/SERVICES/PRODUCTS: 2011-2012
Your
organization
level of costs
recovery
Beneficiaries level of need for the respective service/product
Critical Need
Need
Development
costs are
recovered
Full costs are
recovered
Direct and
indirect costs
are recovered
Deficit
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Little Need
ACTIVITIES, PROGRAMS/SERVICES/PRODUCTS TIMING
Plan roughly in time, in the following Gantt chart, for the next two years, the activities you
will
take
to
improve
your
organization
fundraising
capacity
and
the
programs/services/products you want to deliver:
PROGRAMS/SERVICES/PRODUCTS
2011
1-3
8
4-6
7-9
2012
10-12
1-3
4-6
7-9
10-12
FUNDRAISING STRATEGY 2011-2012
KNOWING WHAT YOU WANT AND KNOWING YOUR PROSPECT
Costs & Sources of Funding
In order to complete this table you need to:
• Evaluate roughly the costs of the planned activities, programs/services/products (know what you want). Please take into account
your organization overhead costs (organizational audit, marketing, legal services, director, utilities, etc). Decide if you include
them in the program/service/product costs or you include them in a separate line.
• Identify the possible sources of funding and how much revenues you hope to assure from the respective funding source (knowing
your prospect). The amount of money you want to secure, as revenues from the different sources of funding, are part of your
funding strategy objectives.
ACTIVITIES, PROGRAMS,
SERVICES, PRODUCTS
Costs
2011
2012
Total
Possible Sources of Funding/Amount to receive
a
b
c
d
2011
2012
2011
2012
2011
2012
2011
2012
Total
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FUNDRAISING PLAN
MAKING THE REQUEST AND BUILDING RELATIONSHIPS WITH YOUR DONORS
In order to complete this table you need to identify your most important fundraising objectives. One criterion would be to focus on raising
funds for the most important activities, programs, services, products, from most important sources of funding (the 20% that provides
you 80%). Other criterion would be to think diversifying your sources of funding and trying something new, like accessing new funding
sources (corporations, individuals) or new funding forms (fees for selling services or products to your target beneficiaries). It is up to you
how you choose your main funding objectives. Be aware that raising funds need funds (have a cost) and that the cost should be
maximum 25% of the funds raised. If the cost is bigger think if it is worth the effort, maybe yes if you have a long term vision and accept
short term losses for future gains.
For each objective you have to develop an action plan to achieve it, deciding the actions timing, who is responsible and what resources
are needed (money, time, information, other) in order to make the request and build the relationships. The table bellow will help you
structure your action plan:
FUNDRAISING OBJECTIVE
• Funding Source(s) targeted (if it is supporter or beneficiary)
• Revenues you want to generate: Year 1, Year 2, total
• For what activity (s), program(s), service(s), product(s)
Fundraising Actions
2011
1-3
4-6
7-9
2012
10-12
1-3
4-6
7-9
Responsible
Resources
10-12
Use this table for each of your Fundraising Objectives; it is up to you to decide how many objectives you want to achieve in order to
assure your organization financial sustainability, and if you organize them around types of funding sources or types of activities,
programs, services or products.
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