4. Funding targets and strategy
The CCG should establish initial fundraising targets as quickly as possible (within 48 hours of the emergency alert) to ensure that an appropriate level of funding can be secured for the response. This figure will be communicated to CARE Members and donors in CCG notes and in the initial appeal and emergency response strategy document (refer to section 4.3).
Fundraising targets are helpful for communicating the need for assistance to key stakeholders including donors, as well as assisting with planning for scaling-up CARE’s operations. Targets are also helpful to ensure CARE reassesses the needs and capacity to deliver the programme when fundraising targets are reached.
CARE’s fundraising targets should be commensurate with the overall goals established in CARE’s emergency response strategy (see Chapter 4 Programme Strategy , for guidance on developing a strategy). Targets should be proportionate to the level of humanitarian needs, and should recognise CARE’s mandate and obligation to respond to humanitarian crises.
Targets should also consider CARE’s absorptive capacity. Absorptive capacity is the extent to which CARE, drawing on global resources, can effectively and accountably address humanitarian needs and manage funds.
Fundraising targets should clearly define the time frames in which the funds will be spent. CARE will be accountable to donors for spending funds within these time frames. Time frames should be realistic and aim to give as much flexibility in programming as possible, while recognising donors’ expectations for rapid programming of funds.
Fundraising targets should define the priority interventions and sectors to assist with aligning fundraising proposals for priority activities, for example.
|Total fundraising target USD14 million|
|Emergency relief phase||Up to 12 months||$4 million|
By key interventions:
|Water, sanitation and hygiene
|Rehabilitation||Up to two years||$5 million|
|Reconstruction||Up to three years||$5 million|
Country Offices must prepare and issue an Initial Appeal and Response Strategy (Annex 7.2) to circulate to CARE International Members via CEG as quickly as possible. This will serve as both the first draft of CARE’s emergency response strategy and the first appeal for assistance to be used as the basis for fundraising. For more information on preparing this, see the Strategy chapter. Samples are attached at Annex 7.3 Sample Initial Appeal and Response Strategy.
This Emergency Response strategy document is essential for CARE International Members to begin fundraising. It also helps to ensure that the CO’s programming strategy drives global fundraising efforts so that resources are matched to the highest priority needs. CARE’s programming strategy should not be driven by funding opportunities, but by the humanitarian response service gap.
The strategy should be followed up by generic concept papers and proposals for funding as soon as possible. For more guidelines, see the Proposal writing chapter.
The CO should develop a deliberate strategy to mobilise funds that considers all possible sources and the particular opportunities that different donors represent. For example, some major donors are useful for large rapid-response funding. Some smaller private donors can provide smaller funding sources for strategic activities such as innovative projects.
CARE’s targeting of donors should be aligned with CARE’s programme goals and strategy. Annex 7.4 Donor Targeting Matrix, is a simple tool that can help with strategically targeting donors in line with the strategy.
Donors may have phased approaches to funding. While some donors may make a one-off contribution to an emergency, other major donors will have several funding rounds for different phases of the response.
4.4.1 Potential funding sources
Primary institutional donors with direct relationships with CARE Members, for example:
- Austrian Ministry of Foreign Affairs (MOFA)
- Global Affairs Canada (formerly known as CIDA/DFATD)
- French MOFA
- German MOFA
- Norwegian MOFA
Bilateral donors with no direct CARE Member relationship, for example:
- Arab states
UN and other multilateral donors, for example:
- UN CERF
- Regional development banks
Philanthropic institutions, partner NGOs and private donors, for example:
- Gates Foundation
- Partner NGOs
- Small charities
Public appeals, for example:
- CARE Member appeals
- DEC (through CARE UK)
- Dutch platform
- German platform
Personnel funding programmes
Dutch PSO funding
Progress against fundraising targets will be tracked, initially by CEG, using the attached Annex 7.5 Funding Matrix. This will be attached to the sitrep. The funding matrix will be reviewed by the CCG to monitor the financial viability of the response.
The funding matrix will be prepared initially by CEG and handed over to the CO depending on the scale and speed of the emergency.