International Network for the Availability of Scientific Publications
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Health Information Forum: Working together to improve access to reliable information for healthcare workers in developing and transitional countries

HIF 10: Fundraising for health information activities

Venue: British Medical Association, Tavistock Square, London, WC1H 9JR

Date: Tuesday 21 March 2000, 4-6pm

Contact: Neil Pakenham-Walsh Telephone: 01865 249909 E-mail: [email protected]

Proceedings

Chair: Lucilda Hunter (Former President, Association for Health Information and Libraries in Africa; Former Chief Librarian, WHO Regional Office for Africa)

Guest speakers:

1. Lesley Carver (International Fund Raising Group) 'The preparation: planning for success'.

2. Firoze Manji (Director, `Fahamu'; Former Chief Executive, Aga Khan Foundation [UK]) 'The proposal: the art of persuasion'.

3. Bill Bruty (Fundraising Trainer - Directory for Social Change & the Open University) 'The follow through: maintaining a portfolio of supporters'.

PARTICIPANTS

• John Batten (AMREF)
• David Bramley (WHO)
• Fred Bukachi (HealthNet Kenya)
• Michael Carmel (PHI)
• Andrew Chetley (Healthlink Worldwide)
• Robert Cole (Liverpool School of Tropical Medicine)
• Chris Coyer (Wellcome Trust)
• David Curtis (Healthlink Worldwide)
• George Enyakoit (Institute of Neurology, London)
• Eileen Gillow* (Educational Low-Priced Sponsored Texts)
• Youssef Hajjar (Arab Resource Collective)
• Alexander Heroys (AMREF)
• Lucilda Hunter (chair) Former President, AHILA
• Manjit Kaur (ECHO International)
• Resoum Kidane (Sheffield University)
• Barbara Kirsop (Electronic Publishing Trust)
• Amanda Marlin (WHO)
• Mick Matthews (UK NGO AIDS Consortium)
• Maria Musoke (Makerere Univ, Uganda)
• Ann Naughton (International Centre for Eye Health)
• Neil Pakenham-Walsh (INASP-Health)
• Eldryd Parry (Tropical Health and Education Trust)
• Bill Posnett (3WD Bibliographic Services)
• Jean Shaw* (Partnerships in Health Information)
• Mary Tamplin (TALMILEP)
• Philip Weiss (Southern E Media)
• Liz Woolley (CABI)
• Chris Zielinski* (Health Information for Development)

* Speaker in Part 2

HIF business and Action Group updates: Neil Pakenham-Walsh

PRESENTATION 1: 'The preparation: planning for success'.

Speaker profile: Lesley Carver has been working in fundraising for 7 years, with organisations involved in overseas development. She was Head of Fundraising at Book Aid International and now works for the International Fund Raising Group, raising core funds and working with regional groups and organisations on strategies for becoming more sustainable. She has remained a `generalist', raising funds from government, National Lottery Charity Board, trusts and foundations, companies, and individuals. She has particular interest and experience in raising money for difficult causes: books, older people - and now fundraising itself! She also has several years' experience in private sector marketing and assisted with organizational repositioning both at Book Aid International and at the International Fund Raising Group, which is currently undergoing significant structural change.

Summary: Lesley's talk focuses on 'getting results'. Aimed at organisations with small fundraising teams or where fundraising is not a separate function the talk considers how to more effectively plan fundraising approaches. It provides some brief tips on: who to approach; researching donors; the elements of a core proposal/pitch, assessing what funds are required and deciding on the most effective way of making the approach.

Introduction:

• The challenge for any fundraiser whether part of a team or a lone fundraiser – often wearing other hats within the organisation - is a lack of resources (time and money) to raise funds and particularly to diversify sources of funds.
• This presentation offers some ideas and suggestions for making the most effective use of resources available to you.
• Investing time in planning the approach will produce results.

Stage 1 Research:

• A carefully targeted approach is more likely to succeed
• `Charities Aid Foundation' and `Directory of Social Change' produce directories of grant-makers and corporate donors. These are also available on CD ROM.
• Biggest breakthrough is the internet. CAF's site is very useful and also other such as fundersonline, funderfinder. These link to the web-pages of the donors. Here we find details of the donors programmatic interests, guidelines for application and in some cases downloadable application forms.
• e-mail for a list of useful sites and publications.
• Also ask your existing donors for ideas and contacts.
• Form a fundraising committee involving Board members or advisors – who can help with strategy, contacts and who will be prepared to make the ask.

Sources of funding:

• Government
• Trusts/Foundations
• Lottery
• Companies
• Institutions
• Churches/clubs
• Individuals

Stage 2 Preparation:

(a) Assessing the kinds of funds required

• Before deciding who to approach assess the kinds of funds required.
• Every organisation needs unrestricted or untied funds.
• Unrestricted funds come from fundraising techniques that require more investment time and money i.e. direct mail, legacies, income generating activities. (Contact for a case study of an effective low cost direct mail appeal.)
• Core costs can be packaged for some donors. (Contact for an example of how core costs were packaged for a corporate donor that funded a medical book programme.)
• Corporate relationships can need intensive management – but a lasting relationship can be built through a simple idea. I also have this case study.
• Grant applications need the least investment for return. However grantmakers not only have their own agenda, but are not keen on “core costs”. In preparing the budget ensure that costs associated with the project - staff time etc are included as above the line costs (direct costs) and that the adminisatration line (indirect costs) includes office support and running costs.

(b) Preparing the approach

• These are the key elements to consider in any approach to any donor
• Fits the donor's interest or strategic aims – offers involvement.
• Clearly communicated.
• Demonstrates the impact of the work – changes for the good.

Stage 3 The approach:

• Building a relationship with the donor is key.
• Personal contact gets the results.
• Use your board and fundraising advisory committees.
• Involve volunteers and friends paticularly in public relations, e.g. giving talks and running events
• Ask your existing donors to endorse your work.
• Many donors also encourage joint or consortium approaches – e.g. The National Lottery Charities Board. Contact for a case study of this type of approach.

PRESENTATION 2: 'The proposal: the art of persuasion'.

Speaker profile: Dr Firoze Manji, a Kenyan, has extensive experience in development. He has been regional representative for health for East and Southern Africa for the Canadian International Development Research Centre; Chief Executive of the Aga Khan Foundation (UK); and Africa Director for Amnesty International. He is Associate Tutor in International Human Rights in the Department of Continuing Education, University of Oxford, and heads "Fahamu", an organisation that produces computer-based distance learning materials for human rights organisations. He has a considerable track record in raising substantial grants from international development agencies. Originally a dentist, he holds a PhD from the University of London.

Summary: Most people confuse proposals with 'project documents or 'research protocols'. Each is reviewed in different ways by grant-making agencies. The distinction is an important one. Proposals are designed to persuade. This presentation aims to enable participants to grasp the principles of the art of persuasion and understanding how to apply them to writing grant proposals that make a difference.

Proposals that make a difference: How to write effective grant proposalsThe main message is: Distinguish between PROPOSAL and PROJECT DOCUMENT/DESCRIPTION

The main purpose of a proposal is to persuadeThe main purpose of the `protocol' or `project document' is to describeEach needs to be written differentlyEach part is reviewed differently - often by different people

Persuasion

• If you want to succeed in persuading

– first seek to understand

– and then be understood

• Spend more time listening than speaking (“Schmoozing” is essential)

• Consider written proposal as only the final act in a process of seduction

See it from the funder's view

• Funding agencies aren't there to help you!

• They see you as the means for achieving their own agenda

• Understand how they see the world and what they want to achieve. Only then can you persuade that what you propose will help them achieve what they want

The strucuture

• The proposal has only 4 sections, 4Ps or POOP

• This is the part read by decision makers

• Write to persuade

• Use simple, jargon-free, language

• Separate it from the project description

Four Ps or POOP

• PRESENT

• PROBLEM

• POSSIBILITIES

• PROPOSITION

• PRESENT

• OPPORTUNITIES

• OPTIONS

• PROPOSITION

Definitions

• Present: describe current situation in a way the reader will recognise; move them to appreciate that the situation can't go on because there is a

• Problem/Opportunity: What is it?

• Possibilities/Options: balanced assessment of different ways of dealing with problem

• Proposition: What you propose to do about it

Project description

• Purpose: description and intrinsic logic

• Write using technical jargon

• This part reviewed by technical people who decide only on technical merit

• Include: goals, objectives, outputs/results, activities, inputs (budget), risks, who benefits and how, and what's your track record

Demonstrate internal logic

– e.g. Supposing you want to become a nurse (goal); to achieve that, you must pass this year your anatomy exam (objective); to qualify for the exam, you must produce good results in your term tests, etc. (outputs/results); to pass these tests you have to do various things (purchase books, attend classes, etc.) (activities); to do all these you need resources, funds, grants, etc (inputs = budget)

For further details see: http://www.fahamu.org.uk

andProposals that make a difference: how to write effective grant proposals. Oxford Learning Space/fahamu, 1999. ISBN 0 9536902 0 2

Speaker profile: Bill Bruty works as an independent trainer in management and fundraising skills, having previously spent fifteen years as a fundraiser for several national charities. Since 1992 he has also been a trainer for the Directory for Social Change, helping to develop their training courses in fundraising from trusts and companies. He is recognised as one of the country_s experts in these areas of fundraising. He is also a lecturer in voluntary sector management for the Open University Business School.

Summary: `Perma-culture as a Model for Effective Fundraising'. This session looks at the issues of dealing with a potentially small number of donors and how to manage them on a sustainable basis. It looks at the attitudes of donors to continually supporting a charity and how a fundraising charity can maintain a portfolio of high value long term supporters over the long term.

Plenary session 2. Personal experiences and perspectives, anecdotes, challenges, and lessons learned:

[1] John Batten (AMREF)

The African Medical and Research Foundation (AMREF) was established as an international non-governmental organization in Nairobi, Kenya, in 1957. It has 4 country programmes, 5 field offices, and 14 extension activities. Its 1999/2000 budget is 20 million USD. Eighty five percent of funds are project funds, and 15 percent are unrestrcited funds.

Strategic objectives: operational research; capacity building; influencing and advocacy

Fundraising strategy: growth to 35 million USD in 5 years; diversify sources; 60:40 project: unrestricted

Rationale of unrestricted funds

• deliver strategic objectives
• finance priority projects
• evaluation and learning
• partnerships and networks
• start-up, phase-over, bridging
• programme development
• institutional development

Sources of unrestricted funds

• institutional funding from bilateral donors, foundations and trusts
• general public in the North
• general public in the South
• self-generated income
• special funds (endowment and investment)
• indirect project costs

Fundraising for health information

• AMREF has found very difficult
• use of unrestricted funds
• grants for `MAHLER' Library, HEN, and Resource Centre from INGOs and UN
• recurrent costs hard to fund and charging acts as a barrier.

[2] Eileen Gillow (Educational Low-Priced Sponsored Texts)

ELST is a three-year old charity set up to continue the work of the very successful ELBS (Educational Low-Priced Books Scheme) textbook scheme, which for 30 years had been funded by the ODA but was closed following a refocusing of the UK Government's aid policy. The popularity of the former scheme and the evident need for a replacement, illustrated by six files of letters from Vice-Chancellors, Deans of Faculties, Heads of Departments, nursing tutors and others had caused us naively to imagine that fund-raising would be easy. Three years later we are much wiser and regard our major success as survival. Key points in our steep learning curve are:

1. Registered charity status is essential.

2. Realism in level of funding requests. The need to break down activity into realistic bite-sized funding packets rather than hoping that one sponsor will cover all one's needs.

3. Adaptability of activity/organisation to meet funders' own agendas. This includes both their hidden agendas (need to have women/ethnic minorities on the Board, antagonism to certain features of an activity or indeed personalities) and restrictions (eg geographical). Time spent in recognisance is never wasted.

4. Need for a "champion" to advance one's cause. Endorsement by someone relevant and esteemed, in our case the Chairman of the British Council, and the acquisition of funds from a well-known sponsor lend "credibility" to applications.

5. Success builds on success, and vice versa - hence the importance of never letting it be known that fundraising is either difficult (implying others have not been attracted to your cause) or time-consuming (sponsors expect one to devote endless time to their applications in return for their possible support).

6. Commitment and perseverance - be committed or you will not convince others.

7. Survival is the priority in the early days.

8. Lady Luck is your best - and indispensable - ally.

[3] Chris Zielinski (Health Information for Development)

Neil suggested I might provide what he called a “vignette” along the lines of “big is beautiful” – but the jury is still out on how beautiful our big Information Waystations and Staging Posts project may be to donors, with its 1,000 information centres and $45 m price tag. The vignette that more readily comes to mind is “patience is a virtue”. It took over six months, 20 e-mail exchanges, and an hour on the telephone to Seattle from a payphone in the London School of Tropical Hygiene to secure funding for the 9-month research project I am currently running.

It also took an outright refusal to reach success. At the time of my original application, there were two Gates Foundations: although the WH Gates Foundation provided support to health initiatives of various kinds throughout the world, they had decided to exclude anything to do with capacity building related to information technology. I was informed that such capacity building “is the function of the Gates Learning Foundation” - which ONLY applies to North America. So if your project is about connectivity issues anywhere in the world other than in North America, even if it relates to health information, this was not being supported by the Gates Foundations, a surprising stance on the part of Foundations benefiting from Microsoft's very global activities. [NOTE: this policy has since changed with the merger of the two Foundations].

So my first approach met with a point-blank refusal. A few months later, I circulated the research proposal. Even though it was billed as the first phase of a connectivity project, the immediate deliverable is a Global Directory of Health Information Resource Centres. Bingo. Little formality, quick approval.

The ideal initial project proposal letter seems to be two pages long. The first paragraph should be a complete summary of the project, and you should include history, brief costing and a list of the principal partners. A needs assessment is a crucial cornerstone of the proposal – is there clear evidence you can cite that someone actually needs what you are proposing?

In our case, the Directory is itself a needs a assessment for the big project. Stay tuned, I might offer a vignette on “big is beautiful” yet!

[4] Jean Shaw (Partnerships in Health Information)

Jean Shaw spoke on behalf of Nance M'Jamtu-Sie, a close colleague and medical librarian in Sierra Leone. Despite all the current troubles in Sierra Leone, which have included massive destruction of resources and equipment in the medical school library itself, Nance and her colleagues in Freetown are trying a wide variety of methods to fundraise for schools and school libraries. They are organizing sponsored walks, raffle draws, lunches, picnics, fashion shows, and, for one particular school library in Freetown, have launched an endowment fund.

For further details about the situation in Sierra Leone contact Mrs. M'jamtu-Sie at < [email protected] > or Jean Shaw at < [email protected] >.

[5] Eldryd Parry (Tropical Health and Education Trust)

Health Information Forum is run as part of the INASP-Health Programme, a cooperative network for organizations and individuals working to improve access to reliable information for healthcare workers in developing and transitional countries. Participation is free of charge and without obligation.