Strategic Report

SRHR Alliance Kenya

Resource Mobilization Strategy

Strategic Report Resource Mobilization Strategy Report

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SRHR Alliance Kenya

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Resource Mobilization Strategy Report

SRHR Alliance Kenya

Contents 1. Legacy statement

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2. Resource Mobilization

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2.1. Introduction - Background about the alliance

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2.2. SWOT analysis - describe the process, table of SWOT

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2.3. Objectives

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2.4. Guiding Principles

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3. Strategic priorities 3.1. Priority areas

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3.2. Geographical area

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3.3. Donor Landscape

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3.4.Identification of key donors

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4. Fundraising support systems

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4.1. Approach to resource mobilization

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4.2. Roles and responsibilities

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5. Implementation Framework

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5.1. M&E framework - outputs and indicators

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6. List of annexes Annex i - Donor Grid

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Annex ii - Resource Mobilization Plan

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Annex iii - Decision-making tool

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Annex iv - Financial track-record template

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Annex v - Checklist of practical systems for resource mobilization

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Follow us on; @KenyaSRHR @KenyaSRHR @KenyaSRHR @SRHR Alliance Kenya Send views and comments info@srhralliance.or.ke

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1. Legacy Statement The Sexual Reproductive Health and Rights (SRHR) Alliance is a coalition of civil society organizations and institutions working to promote the sexual and reproductive health and rights of young people and women in Africa, Asia and Europe and was established in Kenya in 2011 Working as an Alliance provides a great platform and an opportunity for national and international advocacy and has proven to offer a strong added advantage

861,135,000.00

United for Body Right (UFBR)

632,328,000.00 United for Body Right (UFBR)

$396.000,00

Amplify Change program

$5.500.000,00 Get up Speak out (GUSO) program

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he vision of the alliance is sexual reproductive health for all with a key emphasis on information, services and creating an enabling environment. We aim to accomplish this by increasing access to comprehensive sexuality education and sexual reproductive health information among young people, increasing the demand for and access to quality sexual reproductive health services, and by advocating for the realization of the sexual and reproductive health and rights of young people, women and marginalized groups.

Working as an Alliance provides a great platform and an opportunity for national and international advocacy and has proven to offer a strong added advantage. It has offered leverage on resources and expertise to do better programming and a framework for fundraising to partners by mobilizing funds from local and other sources. The alliance has been implementing several programs since 2011 with the United for Body Right (UFBR) that had funding of Euros 861,135,000.00, Access, Services and Knowledge in 2013 with funding of Euros 632,328,000.00. Currently, we are implementing the Amplify Change program, with funding of $396.000,00 and the Get up Speak out (GUSO) program with funding of approximately $5.500.000,00 The Alliance works towards improved SRHR conditions for young people and adults, by strengthening the capacity of the partner organizations and CSOs in Kenya to enable them to sustainably promote and implement effective interventions, and to advocate for SRHR in the counties. The Alliance is also instrumental in conducting evidence-based programming to inform laws, policies and decision-making and focuses on influencing significant change on the priority given to SRH by national and county governments.

Networking is vital to the sustainability of our work and we strive to create lasting linkages and relationships for effective political mobilization so as to influence policy and financing for SRHR with local, regional and international key stakeholders.

In line with our mission; to harness partnerships to promote the realization of sexual reproductive health and rights of young people, women and marginalized groups, the alliance collaborates and partners with key line ministries in policy formulation such as the Ministry of Ministry of Health (MoH) where we developed the National Sexual Reproductive Health Policy (NARSH), the National Guidelines for Provision of Adolescent Youth-Friendly Services (YFS) in Kenya, 2005 and the Ministry of Education (MoE) where we developed the school re-entry guidelines for students trying to go back to school. The Alliance also maintains strong partnerships with other Dutch funded alliances such as the Right Here Right Now (RHRN); PITCH Alliance; Yes I Do Alliance (YIDA) and RFSU. The alliance is currently funded by, Rutgers, Simavi, CHOICE, AIDS FONDS, IPPF, AMREF, Dance 4 life and Amplify Change

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Resource Mobilization

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2. Resource Mobilization 2.1. Introduction - Background about the alliance

T The Resource Mobilization Strategy of the alliance sets out how the alliance will aim to mobilize resources, allocate these resources to the agreed priorities manage and report on their use

he SRHR Alliance through its programs strives to accelerate access to SRHR information and services for young people and girls in Kenya and collectively strives for an environment in which all young people fully enjoy their SRHR in productive, equal and healthy societies. If young people stay healthy and realize their SRHR, they are able to lead productive lives and access economic opportunities. Together with our partners, the Alliance employs various strategies and approaches that have contributed to significant successes in the various aspects of our work in Kenya. The alliance recognizes that to ensure continuity of these approaches that address the needs and challenges of adolescents and young people, the alliance requires more resources and must focus its resources on programmes which have proven to be effective in addressing these needs and challenges. The Resource Mobilization Strategy of the alliance sets out how the alliance will aim to mobilize resources, allocate these resources to the agreed priorities manage and report on their use.

The RMS will therefore directly contribute to the strategic objectives we seek to deliver upon over a five year period that is aligned with the organization’s strategic plan 2015-2019:

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To advocate for policies and legislation that promote access to sexual and reproductive health and rights at both the National and County levels;

To build institutional capacity and sustainability of the Alliance to effectively implement and deliver the strategic plan form 2015-2019;

Strengthened partnerships and capacities of alliance members to facilitate and qualify sexual and reproductive health and rights programmes for young people, women and marginalized groups;

Research;

To improve sexual and reproductive health status among young people, women, and marginalized groups;

Strengthening partnerships

In addition, the RMS for 2019-2023 seeks to deepen the partnership with traditional donors; to diversify the donor base; and to mobilize sufficient resources to deliver upon the strategic outcomes set out in the strategic plan for young people, women, and marginalized groups.

The SRHR Alliance believes that improving sexual health and rights depends fundamentally on three things:

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Available services and information provided in a manner that respects individual autonomy and dignity;

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A vibrant, diverse, and competent civil society empowered to demand the full recognition of individuals’ rights;

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Community awareness and acceptance of the right to sexual and reproductive health services as a public health and human rights priority;

These convictions have fueled our strategic objectives and long-term objective.

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Our strategic objectives

To increase access to

comprehensive sexuality education and Sexual and Reproductive Health information among young people

To increase demand for and access to quality sexual and reproductive health (SRH) services

To create an enabling

environment for the realization of the sexual and reproductive health and rights of young people, women and the marginalized.

Our long-term objective Empower all young people, especially girls and young women, to realize their SRHR in societies that are positive towards young people’s sexuality

2.2. SWOT analysis A SWOT Analysis using an online survey/assessment was conducted by staff and coalition members and their experiences informed the development of this RMS. The purpose was to understand the level of understanding of key programme and technical staff on resource mobilization, leveraging; partnerships and collaborative relationships. As a result of this process, the RMS outlines the challenges impacting effective resource mobilization, the current trends in donor funding for human rights priorities, assess internal structures and provides a framework for mobilizing resources.

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Strength

WEAKNESS

»» Structured head- secretariat - with governance and operating structures. »» Institutional capacity in management, based on sound policies and procedures, human resources at the secretariat. »» Diversity of SRHR Alliance partners and connections with other networks and organizations (international and local). »» Good relations of the SRHR Alliance with stakeholders, national government, county governments, target populations, etc. »» Recognition of the SRHR Alliance as a key player in the SRHR sector in Kenya. »» Strong partnership among its member organizations.

Diversity of its members and complementarity of its expertise, areas of work, capacities.

»» Structured head- secretariat - with governance Registration of the SRHR Alliance is still in process.

This has implications for the eligibility of the Alliance for some funding. »» Long process due to the diversity of members interests affects decision-making. »» Limited systems in place to facilitate resource mobilization, e.g. templates, database on potential donors, etc. »» Lack of documentation of work of the SRHR Alliance, case studies, operations research, success stories Selling Points »» Lack of coordinated approach to lobby and advocacy at national and international level. »» Limited diversity of funders. Dependency on Dutch funding.

»» Shared goals and vision-mission among the members of the SRHR Alliance.

»» No knowledge or focus on local funding opportunities

»» Focus on youth and meaningful youth participation, expertise in working with young people and improving SRHR for young people. »» Capacity to use innovative approaches on SRHR for young people

OPPORTUNITIES »» Establish partnerships with other SRHR Alliances existing in Kenya and internationally. E.g. around research, evidence, lobby. »» Increase membership base and networks of the SRHR Alliance. »» Increase participation as SRHR Alliance in conferences and networking events. »» Explore other types of funding, such as international and local philanthropic funders, corporates, foundations. »» Maximize on the recognition of the Alliance and the partnership with government.

THREATS » Political instability and corruption in Kenya, affects the collaboration of the Alliance with government and discourages donors. »» Negative political climate towards SRHR, e.g. legislation on the illegality of certain sexual orientations. »» Increased conservatism against SRHR, affecting the funding available to SRHR. e.g. Gag Rule in the US. »» Shrinking space for civil society organizations and civil society mobilizations, in SRHR and general, in Kenya and the world.

»» Build relationships with the networks and donors who have relations with other Alliance members.

»» Social, cultural, political values and taboos around SRHR causing stigma, discrimination and opposition to SRHR.

»» Dutch policy is still committed to SRHR, therefore creating opportunities such as “She Decides movement”.

»» Decrease of aid funding in the world in general.

Aid for trade agenda in middle income countries, like Kenya.

»» Tap into donors committed with SRHR, such as Canada or Nordic donors.

»» Big competition from other international and national NGOs for the limited funding available

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2.3 Objectives RMS Overall Objectives RMS The central objective of the SRHR Alliance Resource Mobilization Strategy is to ensure that there is a clear, systematic, predictable and well-coordinated approach in place to build a sustainable financial base, as well as adequate utilization, management, reporting, monitoring, and evaluation of resources that contribute to achieving the targets as set in the strategic plan 2015-2019.

The SRHR Alliance RMS target for the year 2019 is set at 500,000,000.000 Kenyan Shillings and is based on the strategic objectives and activities scheduled for this specific programming year.

500 Million SRHR Alliance RMS target for the year 2019

Specific Objectives Align the donor/partner support to the Alliance SRHR Agenda priority areas, systems, structures, and procedures to realize the funding potential of partner organizations; Ensure adequate staff capacity, procedures, tools, and systems are in place to support the resource mobilization efforts and facilitate efficient and effective management of resources;

Maintain and nurture relationships with top donors to secure high levels of predictable funding;

Kshs

Increase domestic resource mobilization and broaden the resource channels by improving relationships and explore alternative sources of funding, with National Government, County government and private sector contributions and financial allocation to SRHR Alliance to reduce dependence on resources from a small group of donors and to diversify the contribution base to include different sources of income;

Mobilize multi-year unrestricted funding linked to results;

2.4. Guiding Principles The SRHR Alliance core values are shared and espoused by the partners and inform the foundation for interactions with the Alliance and with the external stakeholders. The RMS provides five guiding principles, which are to be applied whenever the alliance is mobilizing resources and engaging in resource partnerships, these include:

Principle 1: Respect for diversity All resources mobilized support the alliance’s Strategic Framework and will thus contribute to the achievement of programs that focus on marginalized groups, including young people, women and girls and marginalized groups.

Principle 2: Commitment to partnerships The SRHR Alliance Secretariat is committed to building sustainable partnerships and ensure close relations with resource partners are maintained, built on trust and mutual accountability.

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Principle 3: Commitment to deliver value for money

One of our All resources mobilized will support the strategic objectives of the Alliance Strength is that and hence focus on delivering the key-priority results of the Alliance partners. we have a Strong Resources mobilized are formally monitored and accounted for, both internally and externally. partnership among our Principle 4: Respect for human rights member All activities carried out by the Alliance are rights-based. During resource organizations. mobilization, only donors with equally strong emphasis on the respect for human rights may be approached and followed-up with.

Diversity of our members and Principle 5: Commitment to uphold the integrity and accountability complementarity The SRHR Alliance maintains close relations with resource partners which are of expertise, our built on trust and mutual accountability. Furthermore, all resources mobilized areas of work and will be continuously formally monitored and accounted for, both internally and externally. our capacities.

Principle 6: Commitment to learning and innovation Resources mobilized by the Alliance will be utilized in the best possible way to continue strengthening the Alliance, to improve our programs by building the evidence-base that supports them and by continuously monitoring and evaluating developments in Kenya, as well as our programming results to adjust and improve when deemed necessary.

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Strategic Priorities

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3. Strategic Priorities 3.1. Priority areas

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he priority areas for Resource Mobilization have been aligned with the key strategic objectives of the Alliance Strategic Plan 2015-2019. Combined with knowledge and information derived from the Governance Policy & Standard Operating Procedures Handbook, the Alliance Advocacy Strategy, Communications Strategy and operational research, these strategic directions should inform all fundraising efforts.

The resource mobilization strategy should generate the funds needed to implement our strategic activities. Therefore, the priority areas for the resource mobilization strategy have been defined as follows:

1. Deepen and Diversify Partnerships to Generate Additional and Sustainable Funding Partnerships with donors are key and the priority for overall advocacy and engagement for the SRHR Alliance. The Alliance therefore will seek to significantly enhance and accelerate outreach to all prospective donor organizations, while simultaneously targeting the National and County governments to mobilize the financial resources required to strengthen the visibility of the SRHR Alliance, and position the Alliance as a thought leader and key-partner to engage with for SRHR development in Kenya.

2. Secure political leadership to advocate for greater engagement on SRHR.

One of our Strength is that we have a Strong partnership among our member organizations.

Diversity of our members and complementarity of expertise, our areas of work and our capacities.

Considering the shrinking civil space and decrease in aid funding for SRHR programming both globally and in Kenya, it is imperative for the alliance to mobilize the highest level of support both at county, national, regional and global level to advocate for significant increase in the sexual reproductive health financing.

3. Capacity development The Alliance will strengthen internal skills and knowledge of its members on resource mobilization, fundraising, proposal writing and identifying opportunities to further improve donor market intelligence and communications in project management and resource mobilization. It will also ensure effective dissemination of best practices, success stories and lessons learned in these areas, to promote organizational learning.

4. Cross cutting strategies a) Research and analytics Up to date analysis of donor trends, priorities, policy changes, budget cycles and other key factors such as political changes is vital to craft effective advocacy and engagement strategies. Understanding the decision-making landscape and their perception of the SRHR Alliance is vital. The Resource Mobilization strategy is important to continue to collect additional information that support advocacy and key programming activities. b) SRHR Alliance Visibility Combining both evidence-based programming and human-rights based programming is important to amplify the global visibility of the SRHR Alliance in a crowded landscape. Continuous efforts are needed to convey the role of the SRHR Alliance concretely in terms of areas of action and results features, while also showing and expanding its added value. By increasing communication through cross-media strategies, the Alliance can enhance its public outreach and engagement and increase visibility.

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Costing of the priority areas The costing of the priority areas is based on the current funding basis from the Alliance programs (amount in KSH). The aim is to meet these funding targets over a period of three years.

Partnerships

Advocacy

Capacity Building Research

Visibility

Year 1

25,000,000.00

40,000,000.00

33,000,000.00

30,000,000.

21,000,000.

Year 2

26,000,000.00

36,000,000.00

31,000,000.00

26,000,000.

26,000,000.

Year 3

28,000,000.00

39,000,000.00

34,000,000.00

39,000,000.

28,000,000.

79,000,000

115,000,000

98,000,000

95,000,000

75,000,000

Total

3.2 Geographical area Mobilized resources will be directed towards counties in Kenya with poor SRHR indicators and areas

Nyanza

Western

Coast

Other

Kisumu

Busia

Mombasa

Nairobi

Siaya

Bungoma

Kilifi

Turkana

Homa bay

Kakamega

Kwale

Samburu

Migori

Vihiga

Lamu

Machakos

Malindi

Kajiado

Kisii

3.3 Donor Landscape Annex I: Donor Grid

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3.4. Identification of key donors Donor category

Funding range

Governments Canada - Grand Challenge USAID DFID

Multilaterals UNFPA WB WHO UNDP UNAIDS

International foundations BMGF Packard Stephen Lewis Foundation Open Society Foundation

Private sector Corporate foundations Safaricom Chase Bank

Coca Cola GSK

Chandaria Trust funds

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Time-frame of funding

Effort to win Effort to Manage

Interest of the donor?

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Fundraising Support Systems

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4. Fundraising support systems

The alliance’s unique position presents opportunities for meeting and identifying potential donors at international, regional and sub-regional levels. This blend of the added advantage of being a consortium with seventeen organizations specializing in information, service, and advocacy makes the alliance attract resources from different sources. The approach for the implementation of the RMS as well as division of roles and responsibilities are elaborated on below.

4.1. Approach to resource mobilization The SRHR Alliance approaches resource mobilization as follows:

Establish the foundational elements needed for focused resource mobilization;

Outline the comparative advantage of SRHR Alliance;

Purpose and targets for funding sources;

Provide guidance to staff assigned with lead and coordination functions in their approaches to potential funding partners so that the existing donor base is maintained and additional funding is generated through expanding state and non-state actors and the general public as per specific targets set;

Annex II shows the Resource Mobilization Plan and Annex III a decision-making tool that should enable Alliance staff to decide whether to act upon a grant/lead/proposal or not.

The Resource Mobilization Strategy of the alliance sets out how the alliance will aim to mobilize resources, allocate these resources to the agreed priorities manage and report on their use

Furthermore, the SRHR Alliance Kenya makes the distinction between the following resource mobilization areas.

1. Resource mobilization for the Alliance (global work) and its Secretariat A limited number of key donors should be identified for overall Alliance support.

This would include support for overall Alliance advocacy activities, coordination of SRHR issue-specific activities, and the SRHR Alliance secretariat.

Potential donors should be sent communications and advocacy material to raise their awareness of the Alliance. Many opportunities exist to approach donors and appropriate staff within the alliance and the alliance could use existing contacts within their area of expertise to target key individuals within governments/bilateral through informal phone calls or meetings. Subsequently, face-to-face meetings should be arranged, either around set events such as conferences, and the meeting of interested parties, or on a more informal basis

2. Resource mobilization for priority issues and Alliance members The primary goal of the Alliance is to promote the realization of sexual and reproductive health and rights for young people, women, and marginalized groups by increasing access to information, services and creating an enabling environment for advocacy. It may be easier to raise resources for specific SRHR activities and themes rather than trying to attract buy-in to the alliance overall.

4.2. Roles and responsibilities i) National Steering Committee 1. Setting targets for different funding sources »» The NSC is responsible for setting targets for the different funding sources required to attract the funding needed and to maximize the delivery of results with the funding available.

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SRHR Alliance Kenya »» The resource mobilization committee will approve the resource mobilization plan and ensure that outcomes; strengthening traditional donor partnerships; diversifying the donor-base and creating an enabling environment to support donor-relationship management are achieved. »» Supervise and approve the annual exercise for setting programmatic priorities for funding where the sub-programme coordinators ensure that funds will be sourced and directed to areas that are most critical for successful programme delivery. »» Review due diligence and risk management processes; 2. Incentives/ Level of Effort The level of effort put into resource mobilization should be recognized and acknowledged at various levels. The NSC will develop and approve the incentive plan in parallel with detailing the roles and responsibilities of the staff.

ii) Board of Directors The Alliance board of directors will 1. Execute and implement the policies and resolutions of the General Assembly 2. Receive reports, approve the Annual Budget and adopt the Financial Statements of the Organization; 3. Approve staff recruitment as proposed by the Secretariat; 4. Cause the Constitution of SRHR Alliance to be amended provided that at least 75% of the members of the organization have, by special resolution, approved such amendment(s), provided that the amendment(s) will be presented to the Annual General Meeting for ratification; 5. Approval of the strategic plan in the event that the strategic plan under implementation lapses before the General Assembly.

6. Save for the National Coordinator, members of the Board of Directors shall not enter into any Contract of Service or any form of employment with the Organization as employees, independent contractors or otherwise.

iii)

SRHR Alliance Secretariat 1. Strategy development and material development Developing advocacy, marketing & communications and fundraising strategies; develop necessary technical, advocacy and promotional materials.

2. Capacity strengthening and technical support Provide capacity strengthening and technical support to the Alliance Partners on resource mobilization and identify the capacity needs.

3. Donor identification and communication The Secretariat has the responsibility to identify prospective donors and establish communication with these donors. The Secretariat will maintain close communication with alliance members, movements, interested parties, potential partners, the steering committee, advisory committee, media and other important stakeholders.

4. Manage budgets All programming budgets will be managed, monitored and accounted for by the Secretariat of the Alliance.

5. Prepare and submit funding proposals Proposals should be prepared, based on an overall work plan with clearly defined objectives, milestones, and outcomes. It should also match each donor’s current priorities, focus, and funding areas.

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6. Receipt of funds Ensure the financial structures and processes are reviewed to enable swift receipt of funds from funding partners, especially from the non-governmental sector. Larger multi-donor programmatic and thematic funds should be set up to facilitate the provision of pooled earmarked support.

7. Review The strategy and its implementation plan will be assessed by the secretariat and RM committee team annually based on the results achieved against the set targets. A summary report based on the internal assessment will be provided to the NSC.

8. Audit of financial documents Auditing financial documents for donors;

9. Follow up The Alliance Secretariat shall put in place an effective resources management framework that would best manage resources.

The alliance will also develop appropriate action plans for implementing the resource mobilization strategy that are cognizant of the capacity requirements for achieving the objectives of the strategy. »» Marketing and showcasing of the Alliance »» Monitor and evaluate the RMS »» Tracking local and country level activities and establishing databases on alliance activities; »» Documenting promising approaches and results (case studies of good practice); »» Supporting and facilitating the development of national and local SRHR policy documents (including capacity-building efforts); »» Planning and management of special events, consultative meetings and activities of the alliance as appropriate; »» Human resource, financial planning, and budgeting

iv) Member Organizations »» Develop a donor database to guide the identification of opportunities and ensure timely responses for resource mobilization »» Mutual accountability »» Develop resource mobilization policy for their individual resource mobilization efforts »» Contribute in the monitoring and identification of resource mobilization opportunities »» Submit information or input upon request from the Secretariat to ensure timely response to calls for proposals »» Contribute to the concepts submission and participate in proposal development »» Generate evidence: including the documentation of best practices, success stories & lessons learnt »» Allocate resources (%) for the implementation of the RMS »» Pay the annual membership fee, and support in kind by hosting of proposal writing workshop, facilitating and allocate supporting staff

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5

Implementation Framework

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5. Implementation Framework

The single most important measure of success will be the Secretariat’s ability to mobilize adequate resources to carry out all its planned activities in the strategic plan 2016-2019.

5.1. M&E framework - outputs and indicators Monitoring and evaluation of the impact of this resource mobilization strategy is of paramount importance. The single most important measure of success will be the Secretariat’s ability to mobilize adequate resources to carry out all its planned activities in the strategic plan 2016-2019. The Secretariat already evaluates and reports regularly on the implementation of programmes to the NSC and its donors and/or partners. The reporting of strategy will require milestones and indicators of progress towards the resource mobilization goal.

Set clear targets

Monitoring and evaluation mechanisms

Transparent reporting at the impact, outcome and output levels

Table: Monitoring and Evaluation Framework

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Annual reports by outcome and cross-cutting/ priority area

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6 ANNEX

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Chapter 6: List of Annexes: ANNEX I: Donor grid

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ANNEX II: Resource Mobilization Plan Template Objective

Action Steps

Identify expected opportunities

Research on opportunities that currently exists Staff responsible for tracking opportunities

Develop and compile template documents for developing proposals

Update corporate capabilities statement

Person Responsible

Priority level Deadline

Support documents from donors and partners Updated CVs Develop budget and budget note template secure Bio-data forms Updated audit reports Develop/update management organogram Develop M & E template Update by -laws and update list of board of directors

Develop fundraising systems to support resources mobilization

Develop prospective donor list; contact and background information, website and notes on their strategies/priorities Secure soft & hard copies of all donor templates, handouts and tools and to ensure RM team has full access.

Branding and social media, website, digital branding Assign roles and responsibilities for cultivation of existing donors.

Develop process for assigning proposal development coordinator role.

Establish a list of possible editors for proposal documentation.

Assign roles and responsibilities for resources mobilization staff

Develop a process for proposal coordination and follow-up

Documentation for resource mobilization

Develop and disseminate a basic information pack (organization, Case studies, programme results, success stories)

Capacity building Participating in conferences Meetings with donors/embassies

Basic organization brochure

review meetings of the NSC resource committeequarterly

Proposal writing write-shops quarterly

Assign responsibilities for new donor research

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ANNEX III - DECISION MAKING TOOL Key questions to answer

Answer

Is my organization eligible?

yes/no

How large is the funding available in total for this call for proposals?

Max. amount I can request and min. amount I can request

Max.: Min.:

Time frame of funding?

# Months

Match-making funds required? Or own contribution? If yes, specify if you have them available and what is the source?

Type of opportunity What is the process for submission? »» Two state process (first need to submit concept note and then full proposal); »» Only concept note; »» Only full proposal;

Contract / Grant

What is the deadline for submission?

Concept note deadline (if applicable): Full proposal deadline (if applicable):

Time and staff required to submit proposals?

Is the staff available?

Staff: Time in # days:

Need of external resources? (e.g. hire a consultant, editor, etc.) Y /N Do I have a relation with a donor? Does this donor knows me? Y/N: Have I had previous experiences with this donor?

Specify if Y: What is the request from the donor and does it the SRHR Alliance? »» Scale/results »» Thematic scope »» Geographic scope »» Other relevant requests: Does the Alliance have the capacity to manage and implement these funds?

Does the Alliance have an approach ready or idea or do we need to start a new concept?

What would be the role of the SRHR Alliance: »» Lead/prime »» Sub-contractor/co-applicant »» Grantee If not in the lead how much can the SRHR Alliance expect to receive (in terms of resources?)

Other partners and roles relevant

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ANNEX IV - FINANCIAL TRACK RECORD TEMPLATES Annual income x

2019

Donor + Theme programme name

2020

2021

2022

Date

Total # of years

Total Grant amount (currency

Donor + programme name Donor + programme name Year

Donor

2009

Private individuals and direct fundraising amount (%):

Amount (currency)

Non-profit foundations amount (%): Government subsidies: X donor amount (%) Y donor amount (%)

2020

Private individuals and direct fundraising amount (%): Non-profit foundations amount (%): Government subsidies: X donor amount (%) Y donor amount (%)

2021

Private individuals and direct fundraising amount (%): Non-profit foundations amount (%): Government subsidies: X donor amount (%) Y donor amount (%)

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ANNEX V. Checklist of practical systems for resource mobilization Does the Alliance have the following in place?

»» Clear system or basic database for organizing, managing, and updating new donor contacts and relationships ___yes ___no »» Clear system for organizing, managing, and updating current donor relationships and reporting deadlines ____yes ___no »» Updated key boilerplate documents (Corporate capabilities statement, track record in expertise areas, etc.) ___ yes ___no »» Budget template with budget notes ___yes ___no »» Updated staff CVs ___yes ___no »» Past performance recommendations ___yes ___no »» Letters of support ___yes ___no »» Copy of financial statements ___yes ___no »» Audited financial statements ___yes ___no »» Basic brochure ___yes ___no »» Copies of success stories ___yes ___no »» Documented evidence of program effectiveness (evaluation; case studies) ___yes ___no »» Is there a clear understanding in your organization about who is responsible for the following tasks? »» Identifying and researching new donors ___yes ___no »» Identifying researching for calls for proposals ___yes ___no »» Managing reporting deadline calendar ___yes ___no »» Building relationships with existing donors ___yes ___no »» Scheduling key networking activities ___yes ___no »» Managing and updating boilerplate templates for proposals ___yes ___no »» Tracking and updating resource mobilization plan ___yes ___no What else do you need? ___________________________

Annex: Template for the reference letter Annex: Template for the CV’s Annex: Budget Template

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P.O.Box 19329-00202 Nairobi, Kenya Tel: 020 2333 921 info@srhralliance.or.ke www.srhralliance.or.ke KenyaSRHR 28

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