15
	Funding Services

	Bill Brohier

Money is said to be the root of all evil.  However, this is a misquote from St. Paul's letter to Timothy which reads: ' the love of money is the root of all evils'.    The very sad fact is that 'the love of money' is the driving force behind much of the world's development projects.  An even sadder fact of life is that these development projects appear, on the surface, to be for the betterment of the people when, in reality, they are often at the expense of the majority.  This results in the unequal distribution of wealth to the extent that, in some countries, between 10-20% of the population own around 80 - 90% of the wealth!  Where do people with disability stand in such a global scenario and what are their chances of competing on an equal footing, or even of surviving?
	The World Summit for Social Development  (WSSD), which was concluded on March 12, 1995 in Copenhagen, held out much hope for people with disability because its three core themes were:

	 Poverty Alleviation,
	 Increased Productive Employment, and
	 Social Integration

The great importance of the above issues cannot be over-emphasised for people with disability, especially the millions who barely subsist in the teeming masses of Asia, Africa, Latin America and the Caribbean.  Therefore, in preparation for the World Summit, six disability, non-governmental organisations which operate internationally (INGOs) submitted the following statement to the Organising Committee.

	The disability INGOs know from the direct experience of their members that disabled people are the poorest of the poor - segregated and isolated in their communities.  The three core issues of the Social Summit are particularly relevant to disabled people everywhere.  Disabled people are a significant proportion of every other group in the world.
		The resulting experience of discrimination and oppression make it imperative that disabled people are included wherever there is reference to marginalised, disadvantaged or impoverished people.  There should also be particular recognition of disabled people's experience of social apartheid, the exciting solutions that disabled people have found for themselves and the monitoring and evaluation mechanism put in place by the UN itself in the Standard Rules on Equalization of Opportunities for Persons with Disabilities.
	(Extract from the Statement prepared by: Disabled Peoples' International, International Council for Education of People with Visual Impairment, Nordic Council of Organisations of Disabled People, Rehabilitation International, World Blind Union, World Federation of the Deaf, January, 1995)

For the first time at a summit meeting, people were being placed at the centre of development. There was great expectation that the participating Heads of State would make specific commitments and ensure the funding  which would result in direct benefit to people with disability, who after all account for '10% of the world's population' (UNESCO, 1993).
	The World Summit was somewhat disappointing in realising the above hopes.  But as with the International Year of Disabled Persons (1981), what it did do, among other things, was to focus global attention on the growing needs in the developing and developed countries as well.  The facts are these:

	The population of the world is still increasing too rapidly.
	As a direct consequence, the demands on both developing and developed countries have increased, as have the numbers of people who are disabled, often as a result of wars, armed conflict, anti-personal mines and a variety of easily preventable causes.
	The above increases have resulted in an ever widening gap between the haves and the have-nots.
	Unfortunately, in view of the world's economic situation, available resources, especially financial, cannot keep pace with the above demands.
•	In fact, less funds are available for the escalating needs, resulting in keener competition for the same dollar and the need for a more professional approach to programme management and to fund raising.

Although 'the love of money is the root of all evils', money itself - like love -  makes the world go round and can be put to very good uses, including the support of services to people with disability.

Partnership for Progress

The introductory paragraphs are deliberately not very encouraging because the task of funding services for people with disabilities is not easy.  There are innumerable demands on the limited resources.  However, the challenge can be met and success is not impossible.
	Gone are the days when Non-Governmental Organisations (NGOs) from developed countries merely donated large sums in support of residential or centre-based programmes.  Two main factors  account for this; the current economic situation and a deeper understanding of the real needs and aspirations of people with disability.
	Hopefully gone too is the purely charity approach to services for those with disabilities which resulted in over-protection and mere 'hand-outs'.  
	Today, service programmes are preferred which adopt a developmental approach and have built into their plans time-bound phases towards becoming self-sustaining.  Such services, if they are affordable and appropriate, are assured of continuity which, in turn, ensures long-term benefits to people with disability.  In order to plan and implement such programmes, the local NGO needs:

	to totally involve people with disability themselves, their families and the community in the planning and decision-making process from the beginning;
	to provide a local counterpart either in cash, kind or in terms of human resource, coupled with a commitment to increase it annually as donor assistance is phased out;
	to call on professionals and technical experts to assist in drawing up the plan and its implementation, if necessary; and
	to attract the necessary funding from local, national and overseas sources.

Such a partnership for progress is assured of success, particularly if it forms part of an overall community service, be it in health, education or welfare.

International NGOs
The International NGOs which support services to people with disability should not be looked upon only as donor agencies which can provide financial assistance annually for an indefinite number of years.  This would merely reinforce the dependency syndrome.  Moreover, as stressed earlier, they no longer function in such a way, so to look to them in this light would be futile.
	It is also worth noting that INGOs today tend to collaborate and co-ordinate with each other much more than they ever did.  This ensures that there is no double funding and that the limited resources are maximised through pooling together whatever they have to offer.  An excellent example of international collaboration and co-ordination is the Partnership Committee of NGOs dedicated to the Prevention of Blindness and the Education and Rehabilitation of the Blind which in 1994 had 18 full members, four associate members and ten with observer status.  Their numbers are increasing.
	As partners, INGOs can play important roles and assume certain responsibilities in furthering the cause of people who are disabled.  For example, they could:

	Assist the local NGO in pioneering appropriate and cost-effective development programmes with, and for, people with disabilities.  This can be done  by providing essential initial funding, professional and technical support as necessary and the required equipment/materials if they are not available locally.
	Support public awareness campaigns to change negative attitudes towards people with disabilities and build instead  understanding and acceptance.
	Guide organisations of, and for, people with disabilities in providing their governments with professionally sound advice for the amendment and/or enactment of legislation concerning the rights of people with disability and the implementation of the Standard Rules on the Equalization of Opportunities for Persons with Disabilities (United Nations General Assembly Resolution 48/96, adopted in December 1993).
	Support programmes on the prevention of the causes of the various disabilities and their cure if possible.

Above all, INGOs should guide and assist their local partners in the monitoring and evaluation of programmes to ensure that there is real growth and an improvement in the quality of life of the individuals in the programme.
	What is obvious is that INGOs should not take over local initiative and effort.  Rather, in true partnership, they should be available to support the programme as, and when, necessary but having first thought through the plans thoroughly with the local NGO(s) and agreed on very clear terms of reference, including any financial commitments.
	In the following sections information is given about possible funding agencies and the procedures required to access funds or technical support.

Types of Funding Agencies and Organisations
In addition to the numerous international and national NGOs which, as direct service providers also fund organisations of, and for, people with disabilities, there are several service organisations, such as Apex, Kiwanis, Lions, Rotary, Soroptomists and Zonta Clubs, which are usually very supportive of programmes by, and for, people with disabilities.  Moreover they often fund projects aimed at preventing the causes of disabilities.
	There are also a host of Foundations - both national and international - which have been established with very specific mandates.  Some of them are open and sympathetic to sound social and educational programmes which are either disability related or which could include such programmes into their general mandate.
	Inter-governmental development agencies, which have bilateral and multi-lateral relations between countries, are another potential source of funding, but NGOs normally have to get their applications processed and approved by their government, which then forwards the request for consideration.
	In addition, there are the Specialised Agencies of the United Nations (UN), such as:

	ILO, (International Labour Organisation), 
	UNESCO, (United Nations Educational, Scientific and Cultural Organisation) and,
	WHO, (World Health Organisation).

It should be clearly understood that these and other UN specialised bodies are NOT funding agencies with the exception of UNICEF, the United Nations Children's Fund.  However, technical co-operation can be obtained for an approved project which usually has to be recommended by the appropriate government department of a country.  In addition, it is possible to call upon the competent Specialised Agency to execute operational projects which are funded by outside organisations such as an International NGO or one of the other categories of organisations referred to in the preceding paragraphs.

Criteria for Funding:  In terms of funding services, it is important for the NGO asking for support to know  the profile of the funding organisation to which a project proposal is to be submitted, for example:

	 What is its main mandate, i.e. its aims and objectives?
	 Is it just a funding body, or a developmental organisation, or a technical co-operation agency which does not provide funds?
	 Does it consider only capital grants and, if so, only once, or annually, or after an interval of how many years?
	 Is it a developmental organisation which also approves running expenses?  If so, what sort of recurrent costs can be included?
	 What are its priorities for funding given the nature of the specific project, its criteria for eligibility of a grant, and any limitations and/or conditions?
	 What project proposal forms, if any, have to be completed and what additional information must be forwarded with the request for funding, and in what format, before the application can be given consideration?

Funding Cycles:  Likewise, from the timing point of view of an application, it is useful to know the answers to the following questions:

	 When is its financial year?
	 What is its funding cycle, i.e. does it consider applications every year, or every two years, or only once in three years?
	 Should the grant requested be for only a year, or for two years, or more?
	 By what date must the proposal be submitted?

Meticulous attention to all the above details, when preparing and submitting a project proposal, would ensure that the application is given careful and sympathetic consideration.  The converse is equally true: a slipshod request would not make a good impression with the recipient organisation.

Compendia: Most developed countries and some agencies have compiled lists of organisations which specifically support programmes of, and for, people with disabilities in developing countries, or which do include such programmes within their general funding support.  They are a useful resource when seeking funding for services.  A few such examples are:

	Listing of Organizations Working with Persons with Disabilities in Developing Countries, The Hesperian Foundation, P.O. Box 1692, Palo Alto, CA, 94302 USA.

	Handbook on Funding and Training Resources for Disability-Related Services in Asia and the Pacific, United Nations Economic and Social Commission for Asia and the Pacific (ESCAP),  United Nations Building, Rajdamnern Avenue, Bangkok 10200, Thailand

	A Directory of British Development NGOs supporting Education in Asia, Latin America and Africa Published by Voluntary Service Overseas, 317 Putney Bridge Road, London SW15 2PN

	The Foundation Directory 1994 Edition,and  Foundation Grants for Individuals,  The  Foundation Center, 79 5th Avenue, New York, NY 10003

	Directory of International Corporate Giving in America and Abroad, The Taft Group, 12300 Twinbrook Parkway, Suite 520, Rockville, MD 20852.

Included as appendices to this chapter are a sample Proposal Form and Letter of Enquiry which have been taken from the Handbook produced by ESCAP (United Nations Economic and Social Commission for Asia and the Pacific).  These are a useful guide for new NGOs.

Independence and Sustainability
Is it possible for an NGO in a developing country to attain independence and ensure sustainability of its programmes for people with disability?  The answer is a clear 'YES', in spite of the economic situation referred to earlier in this chapter and the numerous constraints with which NGOs are confronted, especially the self-help groups in developing countries.
	In order for the funding of services to be adequate and continuous, several things have to be in place.  If they are not, the NGO concerned should work towards them immediately.  The conditions which follow are not listed in any prioritised order because they are all inter-related, but it is obvious that unless certain essentials are already in force, the rest cannot happen.

Ownership of the programme:  NGOs which are not self-help groups must ensure that adults with disability and the parents of children who are disabled are at least part owners of the programme and directly involved in the decision-making process.  The community too should be brought into the programme from the beginning.  This is necessary for a number of important reasons:

	 Unless there is direct involvement in, and support of, the programme by the people named above, true independence of the programme and its sustainability cannot be guaranteed.
	 The commitment of those with disability, their families and the community should help to develop appropriate services which are needs-based and needs-led and which are also fully integrated into the existing infrastructure and life of the community right from the start.
	 Such a partnership makes it possible for existing local resources - both human and material; no matter how limited they may be -  to be tapped to the full.  Such resources will remain available even after any INGO support is phased out.
	 Although the disability itself does not automatically qualify an adult or the parents of a child who is disabled to play an active role in the decision-making process of an NGO, their inclusion on the Board would strengthen the organisation because of the valuable insights they would be able to share from deep personal experience.  
	 Shared ownership within an NGO increases its credibility and political stature as a genuine service provider and pro-active advocate.

Leadership:  Total commitment to the cause is an obvious prerequisite.  At the same time, while an individual with charisma can play a key role in terms of attracting funding for services, there is grave danger in leaving the task to just one leader however effective and successful that person may be.  A strong team approach is more likely to ensure:

	 independence and sustainability;
	 the pivotal role in spear-heading advocacy programmes and running essential services;
	 good stewardship and accountability as a result of careful planning and proper budgeting, and not just good accounts; 
	 programmes which are based on real needs and which are cost-effective as well as appropriate.

Corporate image:  In today's highly competitive world, it is imperative that the NGO develops a good corporate image.  To achieve this, it has to have long term plans and clear objectives against which the success of its programmes can be measured and demonstrated.  The leadership style referred to above, will result if the organisation is headed by a good cross-section of committed and knowledgeable professionals and public-spirited individuals who really believe in the cause, and become directly involved in it and not just lend their name to it.  Such management will also go a long way in establishing the credibility and professionalism of the NGO which are so important if it is to enjoy a good reputation.  This, in turn, enables it to attract funding  both from the government and the private sector; nationally and internationally.  The end result is an organisation that is independent and sustainable and one which commands respect in the country.

The Government:  Ideally, services to people with disability should be an integral part of any public service because these men and women are found in every walk of life.  Their needs should be automatically included in the government's national plans for health, education and social services, for example.  If this is not the case, then the NGOs in the country should join forces to advocate for the inclusion of the needs of people with disability in all public programmes so that they are given the priority they deserve. This can be achieved only if there is the political will.
	Such inclusion would ensure sustainability and would enable NGOs to complement, and supplement government efforts within a National Plan of Action.  Wherever possible, the NGOs concerned should obtain government funding, however nominal and/or inadequate this may be.  If this is not possible because of a government's severe budgetary constraints, then at least the government's 'blessing' of the NGO's programmes will go a long way in supporting efforts at raising funds locally and abroad.

Fund Raising
There are several essential elements which have to be borne in mind when mounting a campaign to raise funds for services to people with disability.  Some main points for consideration follow:

	The dignity and self-respect of a person who is disabled must never be compromised.
	The secret of success is knowing how to persuade the viewer, reader or listener to make as generous a donation as possible, often to the extent of giving sacrificially to a worthy cause.
	The appeal should be cleverly packaged to present the need clearly and, in every case, it must reflect an honest requirement which is presented truthfully.
	It should appeal to the heart of the donor initially, but it should also be educational because an informed contributor is more likely to become a regular donor than one who responds emotionally only to a heart-rendering story.
	'Strike while the iron is hot'.  Be an opportunist on the look-out for the right time and the right occasion to launch the campaign, using the most appropriate dignitary and place for the ceremony.
	Look for windows of opportunity.  For example if the government is running a campaign on saving the environment, ensure that your campaign incorporates and advances the theme.
	It is important to make the giving process as simple as possible so that people can respond easily and immediately.
	While it is important for the public to see the 'big picture' and to understand what the ultimate aim is, the appeal should have the effect of identifying a beneficiary in need with the donor, of impressing on the donor how important and significant his or her gift is and of making the donor feel pleased to have been able to help.  The NGO is the 'conduit', the important and essential link between the two.
	In order to build up a donor base of regular friends of the NGO, a close relationship has to be developed with donors, particularly those who can make substantial contributions and who are likely to give regularly.  This requires careful planning and handling, and time needs to be devoted to it.
	When the profiles of key supporters have been built up and good rapport has been established, the more targeted (specific) the appeal is, the more generous the contribution is likely to be.
	If specific appeals are being made to a particular profession, e.g. doctors, educators or lawyers, try to identify a distinguished individual of that profession, who is already a supporter or who is prepared to back the campaign, to make the approach.
	In addition to being the opportunist referred to earlier, try to be different and to present each appeal in a new way. NGOs can learn a lot from commercial advertising in terms of creativity and innovativeness.  Study the psychology they use to launch a new product or to boost sales.  Their one aim is to get more members of the public to buy more of their product.  Is this not what fund raising is all about?
	Be prepared to spend some money on making the appeal attractive and eye-catching but the costs of doing this should be no more than ten to twenty percent of the projected gross sum which you are trying to raise.
	Do NOT use commercial fund raising organisations which take more in commission than what is given to the project.
	Provide for the future by starting an Endowment Fund into which donations to commemorate a birthday, wedding anniversary or death, are put and from which only the interest earned is withdrawn while the capital keeps increasing.
	Gifts in kind can also be encouraged, such as food and clothing, or people might give of their time for voluntary work.
	Always have the fund raising accounts audited by a reputable firm or by an individual from such a firm.  He or she may be prepared to do this on a voluntary basis or at a nominal fee.

The golden rule of successful fund raising is to show personal appreciation.  Never fail to say, 'thank you very much'!

Conclusion
In summary then, the following factors all combine to make the funding of services easier and more sustainable:

		A good corporate image, 
		Developmentally sound and sharply focused aims,
		Transparent accountability and excellent stewardship,
		Appropriate, affordable and accessible services to children and adults who are disabled,
		Maximum use is made of available resources, both human and material, 
		Commitment and professionalism,
		A team approach,
		Dynamism and innovation.

NGOs are in the happy position of being pioneers who can respond almost spontaneously to a need.  As catalysts, they can demonstrate successfully to their government what can be done, at a relatively modest cost, to prevent the causes of disability and to improve the quality of life of individuals who are disabled.  They can maximise resources and minimise costs by establishing close linkages and networking with others.
	In all of the above, adults with disabilities and the parents of children who are disabled must play a key role in the planning, implementation and management of the services.  In the final analysis, their total empowerment is the ultimate goal.  To achieve this, they must be given positions of leadership and responsibility.  In fact, INGOs and other national funding organisations should give serious thought to providing more direct funding support to self-help organisations in order to accelerate the process and correct the grave imbalance which exists in the equalisation of opportunities for people with disability.
	The wise Chinese proverb has often been quoted: 'Give a man a fish and you feed him for a day.  Teach him to fish and you feed him for life.'  How true, especially in the context of the empowerment of people with disability.  However, as service providers and in the context of funding services, please never forget two important assumptions without which so-called empowerment becomes mere tokenism: 

	* there must be 'fish' to catch; the more the better!
	* the trained person with a disability is also allowed to 
		  catch the 'fish'!

Bill Brohier currently works for the Christoffel-Blindenmission/ Christian Blind Mission International (CBM/CBMI) as its Education and Rehabilitation Consultant for Asia, particularly in the field of blindness.  Previously he was CBM's Regional Representative for 14 years and he concurrently held a similar position for Sight Savers International.  In 1987, he became the first Asian to be elected President of the International Council for Education of People with Visual Impairments and is presently serving a second five-year term.  In 1992 he was awarded the P.J.M. by His Excellency the Governor of Penang for outstanding service.

Contact Address
	37, Jesselton Crescent,
	10450 Penang
	Malaysia

	APPENDIX

	Sample Letter of Enquiry

			Requesting Organisation's name, address and date

Dear ........

I am writing for information on the possibility of funding assistance for a project that we have identified in collaboration with (name of disabled group or community with which you intend to undertake this work or which you intend to serve).

The project is concerned with (give title or brief description of the project idea, including its objectives, expected activities, outcomes and estimated budget requirements).

We would be grateful to know if your organisation would consider providing technical or financial assistance for such a project.  If so, how could we apply for the needed assistance.  Please provide us with the necessary application forms, if there are any.

Should you not be in a position to help us, we would be grateful if you could recommend other organisations that may be interested in our proposal.

With appreciation,

Yours sincerely,

(name and position within the organisation)

	Sample Proposal Format

Requesting Organisation:
	Provide the full name and address of your organisation.

Objectives and Activities of the Organisation:
	Briefly describe the type of work you do.

Project Title:
	The title should be brief and descriptive of the activities that the project will undertake.

Objectives of the Project:
	State clearly and concisely what you expect the project will achieve.  Objectives should be feasible and measurable.  Do not make your objectives general or unobtainable.  For example, do not say that you will create employment for all disabled people!

Need for the Project:
	Describe the situation and the problem(s) which give rise to the situation.

Project Description:
	Describe the activities of the proposed project.  Activities should be linked clearly with your objectives.  Detail what the project will do, who will do it, where it will be done, who will benefit from it and the time-frame for its implementation.

Evaluation:
	Detail how you will assess if the project has been successful in achieving stated objectives.  What criteria will be used?

Budget:
	List in detail the types of things you will spend money on (e.g. staffing, travel, equipment) and the expected cost for each item.  It is important that you specify the kind and amount of assistance and expertise requested from the external agency.  Do not forget to list the contribution (both financial and in-kind) to be made by your own organisation.