Module 2 community champions agents of change

Community Champions Agents of Change delves deeper in how someone can effect change in their communities, its offers practical tools and advice for engaging and working with diverse communities and most importantly looks at funding opportunities to bring community projects to life.

1. Module 2: COMMUNITY CHAMPIONS – agents of change "The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsi­ble for any use which may be made of the information contained therein."

2. Who is this module for? This module can be used by anyone (person or organisation) who is passionate about doing something to change or address interface challenges in their communities, towns, cities or regions. About this Module Making a real and sustainable difference in any community can be a challenge. Making a real and sustainable difference in Interface Communities is an even tougher task. In this module, we explore the role of Community Champions who are the chief agents of change. Module 2 – Community Champions Agents of Change delves deeper in how someone can effect change in their communities, its offers practical tools and advice for engaging and working with diverse communities and most importantly looks at funding opportunities to bring community projects to life.

3. Learning Focus of Module 2 Community Champions – who are they? (characteristics and case studies) Effecting Change in your Community – where to start? Community Engagement – why it’s important ? How to get buy in from diverse groups? How to source funding to make a difference? Accessing Supports

4. Practical Learning Focus This module includes individual and group work exercises: Exercise Exercise Icon Research Exercise Group Discussion Written Exercise or Quiz Video Downloadable Resources for extra reading

5. Community Champions Who are they? What is their role? What qualities do they have? What leadership styles do they use?

6. Rosalynn Carter the wife of the 39th President of the United States, Jimmy Carter, and served as the First Lady of the United States from 1977 to 1981.

7. Community Champions – who are they? A community champion is a changemaker (and sometimes a disrupter) in the sense they are unhappy with a situation and are compelled to change it They represent the community’s interests and play an active role in protecting and promoting them. Typically, they mobilize communities for a common cause to design and champion courses of action to overcome specific community challenges .   This role could be paid for or voluntarily, most are volunteers.

8. Are you a community champion? Are you interested in becoming one? Community champions take responsibility for the well-being and improvement of their communities. Try answering the questions in this short leadership quiz. Are you someone who: Wants to improve your community? Has something to contribute? Doesn't wait around for someone else to get the job done? If you have answered "yes" to any of the above questions, you are most likely a community champion already, or on your way to becoming one. You don't have to run for office or be given a title to be a leader. All you need to do is decide to take responsibility for some corner (or bigger chunk) of your community.

9. Example Changemakers Project Mairead Horkan , volunteer ‘These people are coming from conflict and uncertainty, they’ve seen family members being killed and lost their homes. all they’re looking for is safety while coming to a place they don’t know anything about. they don’t know if they’re welcome. we need to build that safety and trust for them and you only do that by getting involved, meeting people and by building relationships. Read more https://www.changex.org/blog/failte-isteach-volunteer-mairead-is-confident-that-ireland-is-prepared-to-welcome-more-refugees/ Fàilte Isteach was established to offer free conversational English classes for migrants led by local volunteers that help migrants to improve their English skills and integrate into the community. there are about 80 classes up and running in Ireland. http://www.thirdageireland.ie/failte-isteach/locations

10. Example Changemakers Project ‘When you start daydreaming on a project like this, the sky is the limit. you have to think differently. I’m at a certain age now where you also think about what you want to leave behind in this world, a legacy perhaps. I like looking at a problem, turning it on its head and finding a solution. the greatest kick of all is sitting back a few months later and saying: we’ve done this and with all of this we also achieve our main objective the prevention of social isolation and its associated problems’. Ray Harte, founder of the Men’s Shed Portlaoise MENS SHED MOVEMENT Men's sheds are non-profit organisations that originated in Australia, to advise and improve the overall health of all males. They normally operate on a local level in the community, promoting social interaction and aim to increase the quality of life. Men's sheds can be found in Scotland, England, Wales, Ireland, Finland, and Greece.

11. Changemakers in the Community Click to watch: https://www.youtube.com/watch?v=zdZdhSWHP8Y EXERCISE 1: WATCH Through the Eye of Men VIDEO Refer to Module Learner Workbook.

12. Changemakers in the Community In an enterprise context Changemakers lend themselves to the power of being socially innovative and recognise that adopting entrepreneurial approaches can contribute to better outcomes in challenged communities and interfaces. New businesses & projects can be established by community champions because they want to tackle social issues. They use social entrepreneurship means identifying or recognizing a social problem and use entrepreneurial principles to organise , create, and manage a social venture to achieve a desired social change. For example, a Shop Owned and Managed by the Community in Ireland - According to the Teach na Daoine group, their local shop was closed for almost eight years and had remained unused during that time. They purchased it and restored it to good condition using their own funds. https://teachnadaoinefrc.com/community-enterprise/costcutter-not-for-profit-supermarket/

13. After refurbishment it opened in August 2014. The group decided early in the planning that as many local people as possible would be employed and that they would deliberately employ people with intellectual and other disabilities. Local Shop Owned and Managed by the Community It's viewed as an automatic resource for the community and a training facility for those who are unemployed, enabling them to gain the necessary skills and experience to make them more employable in other retail outlets throughout the town.

14. Changemakers in the Community – Food Cloud Founded in 2013 FoodCloud is a social enterprise that connects businesses with surplus food to local charities and community groups in Ireland through a technology platform. It matches those with too much food with those who have too little. They believe in building a culture where everyone has the chance to celebrate good food and learn about its benefits & believe communities built on shared food can be rediscovered. www.food.cloud Food cloud video profile: https://vimeo.com/188539918

15. Suspended Coffee’s mission is to bring communities together in hope, to inspire and empower people to change lives, and to restore faith in humanity. John M. Sweeney is the founder and chief kindness officer of the Suspended Coffees movement. The tradition began in the working-class cafés of Naples, where someone who had experienced good luck would order a sospeso , paying the price of two coffees but receiving and consuming only one. John created a Facebook page in March 2013, & the Suspended Coffees movement was born. Soon after that, something amazing happened. People loved the page and all of the heartwarming stories being shared daily, as well as the simple but amazing gesture of a suspended coffee. https://www.facebook.com/SuspendedCoffeess Changemakers in the Community – Suspended Coffee

16. EXERCISE 2: CHECK OUT www.ashoka.ie for great examples of social innovation concepts Refer to Module Learner Workbook. Changemakers in the Community ASHOKA believes that the best way to tackle social challenges is to identify, support and nurture the people with the best ideas, proven to change society for good. Ashoka is the largest global network of leading social entrepreneurs (Ashoka Fellows). Since 1981, they have elected and supported over 3,000 Fellows working across 82 countries.

17. Characteristics of Community Champions People get involved in community endeavours for many reason. They may feel a moral duty or have compelling reasons to take part in voluntary action want to develop skills or gain experience, to socialise or to give something back to society support a particular cause/solve a particular problem

18. Characteristics of Community Champions Forward-thinking.   Community Champions are visionary leaders, always looking forward, thinking of, setting and working to achieve a set of sustainable community goals. Self awareness .   Community champions are self aware and know their strengthens and weaknesses. This enables them to better exploit better their abilities while seeking help from others for their weak areas.  Interpersonal skills.   A community leader should be able to interact with other members of the community with ease. This calls for good communication and collaboration skills. Being able to negotiate, mediate, listen to others, and articulate arguments and to work with members external to the community is essential.

19. Characteristics of Community Champions Emotional and Social Intelligence.   Community Champions are competent leaders who have the insight to value all people be they local, migrants, ethnic etc. They make it their business to get to know and understand what drives and motivates them. Inspirational Do-gooders.   Community champions, inspire us all to create desired social changes to improve personally and interpersonally .

20. Characteristics of Community Champions Eagerness to learn and adapt.   As a community leader, earning respect from the community is one of the key enablers. To do so, learning to listen to others, appreciating their input and changing courses of action is essential. Honesty and integrity.  Community Champions are trustworthy members of the community and respected by other community leaders. Trust facilitates the environment for discussions and desired social change. Passion, Dedication & Service.   Most Community Champions play a voluntary role. They spend a lot of time spent creating spaces for desirable social change.  They do so with energy and dedication to improve the lives and opportunities of those around them. Some are bilingual and all reflect the diversity of the local population .

21. Role of a Community Champion In an interface context, a Community Champion goes further to: break down barriers between conflicting groups facilitate collaboration among the groups and help the peaceful resolution of differences help the community to embark on activities that benefit both sides These shared activities can be the most effective way to resolve an interface issue and to demonstrate the benefits of cooperation.

22. Community Champion Case Study - Rodica Lunca Rodica is Roma and works as a cultural mediator between members of the Roma community in Ireland and the various institutions of the State they encounter in day-to-day life. Health services, education authorities and welfare officials can all appear confusing and intimidating to an immigrant with no English and no experience of similar structures back home while a distrustful Roma can appear uncooperative to a public servant just trying to do their job. Much more than simply an interpreter, Rodica’s task is to translate not only the words her clients speak but the context in which they are spoken. Source: http://www.irishexaminer.com/ireland/integrating-the-roma-41506.html

23. Community Champion Case Study - Rodica Lunca Many Roma cannot read or write in their own language, never mind Romanian or English, and, even among those who can, there is a distrust of officialdom that comes from years of discrimination in their home countries. That’s where Rodica comes in. She works chiefly with Roma attending Dublin hospitals where she acts as a mediator between patients and staff during what can be a hugely stressful experience for both sides. Translating Irish ways to her fellow Roma is as much a part of her job as explaining the Roma to the Irish. Source: http://www.irishexaminer.com/ireland/integrating-the-roma-41506.html

24. Why Enterprise is a foundation for change ? Changemakers have used entrepreneurship as the vehicle to tackle social inclusion, youth unemployment and under-employment which remains high across Europe. As we explore in Module 5 , we can encourage people from interface communities to become agents of social innovation, setting up successful enterprises and/or tackling problems related to the issues they face, or to wider societal problems.

25. Why Enterprise is a foundation for change ? People, be they new communities or those in interface areas, often feel unable to influence the factors that shape the world around them, and this feeling is heightened in immigrants and newcomers. They feel they are locked out or under-utilised by the formal job market so “becoming self-employed is an important means of pursuing ambitions for social mobility.” (Centre for Entrepreneurs/ Duedil , Migrant Entrepreneurs Report, 2014). Lots more in Module 4 .

26. Leadership Styles of Community Champions – Group Discussion Did you know that there are 6 main leadership styles ? These are: Coercive Pace-Setter Visionary Affiliative Democratic Coaching EXERCISE 3: GROUP DISCUSSION: Which of these do you think would be the most conducive to interface communities and working with diverse groups? Refer to Module Learner Workbook.

27. Leadership Styles Coercive leaders  In a single phrase, this style is  ‘Do what I tell you’. Dictatorial, t his style does not encourage anyone else to take the initiative, and often has a negative effect on how people feel. Not recommended in communities settings, but we all have met such ‘leaders’. Pace-setting leaders  Can be summed up as ‘Do as I do, now’. The Pace-setter very much leads by example, but this type of leadership only works with a highly-competent and well-motivated community or target group. It can only be sustained for a while without team members flagging. Read more at:  https://www.skillsyouneed.com/ls/index.php/325444

28. Leadership Styles Visionary leaders  Best summed up as ‘Come with me’. It is the most useful style when a new vision or clear direction is needed, and is most strongly positive. Visionary leaders are high in self-confidence and empathy, acting as a change catalyst by drawing people into the vision and engaging them with the future. Affiliative leaders V alue and create emotional bonds and harmony, believing that ‘People come first’. Such leaders demonstrate empathy, and strong communication skills, and are very good at building relationships. This style is most useful when a community has been through a difficult experience, and needs to heal rifts, or develop motivation. Read more at:  https://www.skillsyouneed.com/ls/index.php/325444

29. Leadership Styles Democratic leader   Builds consensus through participation, constantly asking ‘What do you think?’, and showing high levels of collaboration, community leadership and strong communication skills. This style of leadership works well in developing ownership for a project, but it can make for slow progress towards goals, until a certain amount of momentum has built up. Coaching leader   Will develop people, allowing them to try different approaches in an open way. The phrase that sums up this style is ‘Try it’ . Th is leader shows high levels of empathy, self-awareness and skills in developing others. A coaching style is especially useful when a community is striving towards long-term development. Read more at:  https://www.skillsyouneed.com/ls/index.php/325444

30. This quiz from Skills you Need assesses your leadership style. Take the quiz https://www.skillsyouneed.com/ls/index.php/325444 EXERCISE 4: What type of Leader are you? QUIZ Refer to Module Learner Workbook.

31. Effecting Change in your Interface Community What you can achieve? Building relationships among diverse groups

32. What you can achieve ? Empowerment of interface communities. Involving people (especially those who haven't traditionally had much power) in improving the conditions which shape their lives can increase people's sense of their own worth and capabilities, helping them to live more fulfilling lives. Cooperation in interface communities. The collective voice of many people working together on a problem is usually much more powerful than a single voice.

33. What you can achieve… Increased self-sufficiency among community members in an interface situation. Organizing people to bring about change helps maintain a high level of ownership by people for their own destinies. Ultimately, this reduces the amount of outside help that will be needed.

34. What you can achieve… Increased social support. By bringing together diverse groups of people who are working for the same cause, people get the chance to talk and learn with others they may not have met otherwise. Both professionally and socially, community champions via their community work offer ample opportunity for growth and enjoyment among those who come together.

35. What you can achieve… Greater equality in the interface society .  When people gain control over the forces that shape their lives, it changes the balance of power in the community, spreading it more broadly and distributing it more nearly equally.  That, in turn, changes for the better the circumstances of those with the least power, making for a more just society.

36. Answering the following questions will help you identify what you want to achieve in your Interface Community. What community problem/goal to be addressed? Specific behaviors of whom that need to change List the improvements in community-level outcomes that should result What would success would look like ? How will the community be different if the intervention is successful? What will change by how much and by when? EXERCISE 5: What do you want to achieve? Refer to Module Learner Workbook.

37. Building relationships among diverse groups

38. Building relationships among diverse groups Positive, even enjoyable, informal interactions (cultural art and music festivals, community celebrations) and formal interactions (regular meetings, community discussion groups) are an excellent way of fostering community cohesion. They: work toward building understanding and communication across divides provide peaceful opportunities for real and extensive interaction, in which friendships develop help participants realize that their common values outnumber their differing values

39. The starting point –making contact Work with trusted organisations – your target group, be they youth, immigrants or the marginalised, may have already built up linkages and trust in community groups or voluntary organisations. Try to find out about established or emerging groups in your area who may be able to work with you to encourage involvement Work with group leaders – identify existing community groups (e.g. faith groups, specialist interest groups) and take time to meet with group leaders to explain what you are doing, and allowing time for the group leader to gain approval from the other group members.

40. Take time to develop relationships - This can involve very small steps to build trust and encourage people to become involved.   The starting point –making contact

41. Some practical first steps Plan regular meetings of spokespersons for various interests to share matters of concern to their interest groups with public officials and with each other. Community Planning - consider a process in which stakeholders discuss what they would like their community to be, compare that with the existing community, and develop a plan to achieve their desired community. (See next section for more info) Work with local media to develop a plan to convey what is occurring in the broader community. (See next section for more on this)

42. Community Engagement - Why Community Engagement is key? Building Rapport, Empathy not Sympathy Reaching out Methodologies

43. Community “Ownership” of Improvement/Development Plans is key Communities and interface areas must “own” the process of solving challenges and their sustainable development for it to be sustainable in the long term When local actors resolve differences at the community level, they share both a sense of ownership and accountability, which makes their collective work toward a common goal more fruitful and successful Community-driven resolutions have tremendous potential for sustainable change. Communities have local knowledge of the interface challenge – they know better than anyone the specific needs, sensitivities, assets and limitations of a particular area, as well as the sources of strife.

44. Building Rapport Rapport is a state of harmonious understanding with another individual or group that enables greater and easier communication. Rapport can be built and developed by finding common ground, developing a bond and being empathic.  Building rapport is all about matching ourselves with another person.  For many, starting a conversation with a stranger is a stressful event; we can be lost for words, awkward with our body language and mannerisms.  Be non-judgemental towards the other person.  Let go of stereotypes and any preconceived ideas you may have about the person. Creating rapport at the beginning with somebody new will often make the outcome of the conversation more positive.  Adapted from https://www.skillsyouneed.com/ips/rapport.html

45. Building Rapport – step 1 Break the Ice Use some simple tips to help you reduce the tension in the situation enabling both parties to feel more relaxed and thus communicate more effectively: U se non-threatening and ‘safe topics’ for initial small talk.  Talk about established shared experiences, the weather, how you travelled to where you are.  Avoid talking too much about yourself in and avoid asking direct questions about the other person. L isten to what the other person is saying and look for shared experiences or circumstances - this will give you more to talk about in the initial stages of communication. Resource - Active Listening to learn how to listen effectively.

46. Building Rapport – step 1 Be conscious of your body language and other non-verbal signals you are sending.  Try to maintain eye contact for approximately 60% of the time. Relax and lean slightly towards them to indicate listening, mirror their body-language if appropriate If appropriate try to inject an element of humour . However, Humour is notoriously culture-specific: Many things that pass for humour in one culture can be seen as grossly offensive in another. That said, l Laughing together creates harmony, make a joke about yourself or the situation/circumstances you are in but avoid making jokes about other people. Make sure the other person feels included but not interrogated during initial conversations. just as you may feel tense and uneasy meeting and talking to somebody new, so may they. put the other person at ease.

47. Building Rapport – step 1 Other Tips Use the other person’s name early in the conversation. This is not only seen as polite but will also reinforce the name in your mind so you are less likely to forget it! Smile!

48. Building Rapport – step 2 SHOW EMPATHY D emonstrate that you can see the other person’s point of view. remember rapport is all about finding similarities and ‘ being on the same wavelength ’ as somebody else. Being empathic will help to achieve this. W hen you show empathy you become relatable and people will want to open up to you. being empathetic provides an opportunity for community champions and organisations to prove they are human, capable of feelings, emotion and understanding.

49. Building Rapport – Let people get to know your motivations through your personal story Start with yourself and your story. It’s a blend of how you came to be, what you’re passionate about, your community background, how you want to make people’s lives better and why. Don’t forget the power of testimonials and empathy ( when you show empathy you become relatable and people will want to open up to you) Pick a relevant example that is relevant to the you’re the community or group you are approaching – people connect with and learn real life experiences. Trust building will commence. As a community champion, think about relevant and motivational stories you can share that might open up your position in the community to more diverse groups.

50. Building Rapport – step 3 REFLECT BACK As well as paying attention to and matching body language with the person we are communicating with, it helps if we can also match their words.  Reflecting back and clarifying what has been said are useful tactics for repeating what has been communicated by the other person.  Not only will it confirm that you are listening but also give you opportunity to use the words and phases of the other person, further emphasising similarity and common ground

51. Kitchen table discussions aim to encourage people to continue discussing an issue until all members have had a chance to be heard, and provide an opportunity of sharing not only opinions, but information and alternatives for community proposals or issues. Kitchen table discussions build a sense of community, providing an opportunity for sharing, and generating feedback and submissions on community issues and proposals. Uses/strengths: Maximises two-way dialogue. If issue is likely to be contentious, provides an ideal setting to scope for early conflicts. Maximises the likelihood of engagement in debate and allays likelihood of conflict because held in ‘neutral turf’ setting. Builds social networks within the community. Reaching out methodologies : Kitchen Table Discussions

52. Small meetings within the neighbourhood , usually at someone’s home or a local coffee shop. These settings make the meeting informal and participants tend to respond to the more relaxed surrounds. Because they are informal, participants generally are more willing to discuss issues and dialogue is maximised . A kitchen table discussion group is a small collection of people who get together to talk, listen and share ideas on subjects of mutual interest. Kitchen table discussion groups can be a prime vehicle for social change. Kitchen table discussions are now going ‘online’, and are being held around virtual kitchen tables where anyone can join in to discuss an issue. Kitchen Table Discussions – how to use them? Read more about this engagement tool: http://www.dse.vic.gov.au/effective-engagement/toolkit/tool-kitchen-table-discussion

53. How to source funding to make a difference ? Accessing Supports

54. Money- it does not come in – it has to be gone after It is not given – it has to be raised. It is not offered – it has to be asked for. Money is the oxygen of your organisation. Money is attracted by strength, not weakness. People like to support winners. Asking is your greatest fundraising tool. Money is not raised at a desks. People need to be inspired by a vision. If you’re not asking your funders or donors for money, somebody else is! The 10 Facts of Life in Sourcing Funding

55. Seek out national funding applicable to your project and area:- Government agencies (e.g., national, federal, state/ province, or local) Private foundations or donors Corporate foundations or businesses In Ireland, two excellent resources are:- Active Link www.activelink.ie Free resource. The online network for Irish non profit organisations The website is updated daily and the latest information is published and circulated once a week by email. Great Facebook page www. facebook .com/ ActiveLink Ireland Philanthropy Ireland is the Association of independent philanthropic organisations in Ireland, including grant making trusts and foundations Excellent Looming Deadlines webpage http://www.philanthropy.ie/2017/01/24/funds-and-the-looming-deadlines / Thoroughly Search Relevant Grant Opportunities

56. INTERNATIONAL RESOURCES International Grants . Fundsnet , a lengthy list of links to international grants, initiatives, foundations and directories on the web. International Human Rights Funders Group . Although the International Human Rights Funders Group (IHRFG) does not make grants, the site provides information about funders that do. You can search by geography, issue, type of support etc. International and Foreign Grant makers . Listing of relevant international websites which will be a great resource for grant makers. Council on Foundations . Provides tools to over 2,000 grant making foundations and giving organizations that are members of the Council on Foundations worldwide. Thoroughly Search For Relevant Grant and Donor Opportunities

57. Overview Of The Grant Writing Process Before writing the grant application: Identify the problem/ goal for which funds will be sought. Develop relationships with funders/grant makers when possible. Communicate with funders/grant makers about your work periodically, even when you are not in the process of submitting an application. This may help you learn about future funding prospects, as well as increase your chances for a successful proposal.

58. Learn the funder's grant making philosophy, programme interests, and criteria. Does the funder make grants that meet your needs? Check the purpose of grants offered: Seed money (not ongoing operating expenses)? Direct Service? Other? Check the size of grants offered, including minimum and maximum awards. Determine whether you will need to apply for multiple grants and investigate whether this is allowable under the guidelines of each funder. Consider the proposed project/ goal’s fit with the identified funder(s).

59. Check out the timeline for submission, and the funding cycle Check other restrictions (e.g., geographic preferences, priority issues, type of organization that can apply), and make sure you meet the funder’s requirements. Look at the number and type of past awards given by the funder and determine whether your project fits their model and warrant the effort it takes to prepare a competitive grant proposal. Examine how there is an organisational fit between your group/ project’s mission and that of the funder. How does your group’s work reflect the funder’s values and goals?

60. Check out the timeline for submission, and the funding cycle. How does your proposal advance the funder’s mission while staying true to your group’s mission? Check to see if you meet the eligibility criteria. Is there a potential partner for this grant? Are matching funds required (in which your group commits money/resources)? Before beginning, determine if you have the necessary time, energy, and other resources to prepare an effective grant application.

61. Learn the funder's preferred method of initial contact (e.g., e-mail, phone, face-to-face meeting). Check to see if the funder offers a conference call or web conference briefing session – if so, attending may be well worth your time. Check to see if the funder offers Frequently Asked Questions (FAQs) on their website, and review these in detail. If you see value in a pre-application meeting, and if the funders’ guidelines don’t tell you otherwise, consider requesting a meeting with the grant making agency. Consider a meeting with the funding source.

62. Set out best practices approaches might work in your situation. Develop an action plan for the intervention. Indicate how you will adapt the intervention or “best practice” to fit the needs and context of your community (e.g., differences in resources, cultural values, competence, and language). Identify the mode of delivery through which each component and element of the intervention will be delivered in the community (e.g. workshops for skill training). Specify the core components and elements of the intervention. Identify and assess “best practices” or “evidence-based interventions” that could help address the problem or goal in your situation. Do your research and prepare:

63. Statement of the Interface or Community Problem or Goal to be address. Describe the active involvement of the community in defining the problems and goals and planning the approach. Document evidence of the problem, including data on the scope or level of the problem. You may use public records of community-level indicators and/or community surveys to communicate the importance of the problem/goal. Provide Evidence of Need

64. Provide Evidence of Need Describe how you have determined that this project is needed in your community (e.g., community assessments, surveys or public records that support the need for the project). Document evidence of community concern about the issue, including information from people affected by the problem, those responsible for addressing it, and reports from the media. (You may want to use public forums and focus groups). If available, attach media reports on the issue or problem in this community. State whom the problem or goal most affects and how they are affected by it. Describe how the problem or goal is linked to other related issues in the community.

65. Outline the vision and mission of your project. State the objectives of your project or effort. State the context and conditions under which the problem or goal exists that may affect the intended outcomes (e.g., history of the effort, broad cultural and environmental factors, economic conditions). Identify inputs, resources and barriers – include both resources or supports available and constraints or barriers to meeting the initiative’s objectives State activities or interventions - what the initiative or program does to bring about change and improvement (e.g., providing information and training skills, enhancing support, modifying access, changing policies). Bring great clarity to your planned project

66. State outputs - direct results or products of the group’s activities (e.g., number of people trained or activities conducted). State intended effects - more broadly measured outcomes or results (may include shorter-term, intermediate, and longer-term effects). Describe the results you expect to achieve by the end of the funding period. Be realistic Describe potential sources of resistance to the project, the forms it might take, and how resistance could be reduced. Describe potential barriers to the project, the forms it might take, and how barriers could be removed or reduced. Bring great clarity to your planned project

67. Set goals and objectives for what "success" would look like. Analyze the problem or goals to be addressed by the intervention. Indicate how you will obtain community involvement in identifying problems and goals to be addressed by the intervention. Describe the prioritized groups to benefit and those implementing the intervention. Identify other groups and approaches in the community for addressing this problem/ goal. Assess the level of the problem or goal. Identify the community problem/goal to be addressed and what needs to be done. Hone in on the critical elements:

68. Prepare a budget for the project Clearly outline the amount of funding requested for each type of funding sought (e.g., amount for salaries, travel, and equipment). Create a budget justification (i.e., a description of why each type of expense is needed). Consider all forms of potential revenues (e.g., other grants and contracts, local funding, memberships, in-kind support), as well as all forms of expenses (e.g., staff salaries and benefits, consultants, travel, equipment, supplies, rent, insurance), for each year of the proposed project. Identify appropriate matching funds or resources if applicable.

69. Funders want to see a plan for how the project or group will be maintained (sustained) after the grant period. Create a business plan to anticipate what resources will be necessary to sustain the organization or effort. Identify specific tactics to be used to sustain the effort (e.g., sharing positions and resources, becoming a line item in an existing budget). Plan for sustainability of the project

70. Follow up to confirm that the proposal arrived. Identify a contact person at the grant making agency. Be clear on the communication channels that will be used from this point. Before submission Review and critique your draft proposal using the funder scoring criteria to see if it meets the proposal requirements .H ave someone with limited knowledge of the proposal give you feedback based on the review criteria. Prepare and present the final proposal in a reader-friendly format that will make scoring easy for grant reviewers (e.g., label sections based on proposal outline and criteria, use bold to highlight key points Follow up with the funder

71. Securing one grant sometimes takes multiple applications. Don’t wait to hear about one application before sending out another. Once word has been received from the grantmaking agency about the funding (or lack of approved funding), debrief with the group to discuss lessons learned and next steps. Continue efforts to diversify the types of funding and types of funders that support your work. Be persistent. Keep at it

72. Supports - Communities Integration Fund The Communities Integration Fund will fund actions by community organisations to promote integration in their local communities.  The intention is to provide funding and support for communities across Ireland to play a greater role in promoting integration by providing practical support to facilitate social inclusion among the migrant population.  A total amount of €500,000 will be made available in 2017 to local community based groups to  promote integration  in their area e.g. local sporting clubs, faith-based groups, theatrical and cultural organisations.

73. Grants/funding may be provided up to a maximum of €5,000 depending on the size and nature of the project. Activities may include, for example:- activities aimed at introducing newly arrived migrants to the community  measures to encourage migrant participation in local civil and cultural activities (and complement existing programmes and activities) measures to encourage involvement in local sports clubs, theatre groups, youth clubs, after school clubs, scouts, dancing troupes, choirs, drama/theatre groups, parent& child groups, etc. measures to link migrants with opportunities in the community (including employment) Supports - Communities Integration Fund

74. SICAP is the new Social Inclusion and Community Activation Programme. It aims to tackle poverty, social exclusion and long-term unemployment through local engagement and partnership between disadvantaged individuals, community organisations and public sector agencies. It was rolled out on 1st April 2015 and will run until December 2017. What is social inclusion? Being aware of society’s most marginalised and vulnerable groups Being aware of the needs of these groups Endeavour to accommodate the needs of these groups through positive policies and legislation SICAP providers in Ireland: https://www.pobal.ie/Publications/Documents/SICAP%20PIs%20for%20Web%20PDF.pdf Social Inclusion and Community Activation Programme

75. Funding, a case study The Welcome Project is a model way of integrating migrants in Lisburn City, Northern Ireland. The Welcome Project, mainstream funding from OFMDFM , has been delivering services to migrants and other members of the local community since its inception in 2006. It was established following the EU’s expansion and a sudden increase in numbers of migrant workers coming to Northern Ireland, who arrived in Lisburn’s Old Warren estate with little support. This posed a challenge to those within community who had recently come out of their own conflicts during Northern Ireland’s ‘Troubles’. Do we support and integrate the newcomers? or Do we get into conflict again? of The Welcome Project was the local response

76. The Welcome House Two key groups were involved from the start: local people, including former political prisoners and loyalist political activists, and EU migrants themselves. The founders found i nitial funding was relatively easy to secure from ‘EU PEACE’ monies, available because of the conflict, with two support posts being created – one local resident, and one from a migrant background. Then began the process of developing support services, but always with the key aim of integration. They now provide some services aimed at migrants e.g. training in English Speaking for Other Languages (ESOL), but many others for the whole community like International Children’s Day – which last year attracted over 2,000 people. They have also developed ‘ The Welcome House ’ – a ‘community house’ provided by Northern Ireland Housing Executive for the project to base itself within a Loyalist working class estate.

77. Funding,a case study The Welcome House also focuses on Community Safety – linking with police and community representatives to mediate issues within the community, and taking part in a Hate Crime Forum . Their welfare rights work now has NVQ Level III trained staff linking with a local Law Centre, and they hold information events for the whole community – linking in with the Home Office, tax office, job centre , the housing executive, policing, health and others. Their youth development project is bi-lingual, with qualified youth workers supported by the education authority.                             

78. Funding,a case study What is their future? In their words … ‘ The Welcome Project feels it has travelled a journey towards integration and makes a huge contribution towards life in Lisburn City. We feel it is a great time to locate in the city centre and bring our experience of culture and training into new premises. Funded by a cocktail of funders ‘The Welcome House’ could bring a vibrant model into the centre of Lisburn City, reaching into the cultural and arts scene that is now developing. We look forward to welcoming you to it!’ Asia Jarzynska , Project manager To find out more about the Welcome Project, check out their website:  http://www.thewelcomehouse.co.uk/                             

79. Beyond grants, look at crowdfunding

80. Crowdfunding is the financing of a new project by raising many small amounts of money from a large number of people. Thousands of people and organisations across Europe have raised funding through crowdfunding platforms, of which there are around 600 crowdfunding platforms in Europe. Community champion organisations use crowdfunding not only to raise money online for any idea or project but simultaneously build up a community and improve visibility.   Crowdfunding

81. Crowdfunding stands for a variety of different ‘fundraising’ models. It can take the form of Charity - when people donate to an individual, project or organisation while receiving no financial or material return in exchange Pre-selling - when people donate towards the creation of a specific community product, such as CD, book etc. Peer-to-Peer lending - borrowing from a number of lenders via an online platform, each lender lending a (small) amount in return for financial compensation – used for social entrepreneurship projects Different platforms facilitate different fundraising models. Finding the right funding model for your project is an important step for a successful campaign.

82. Advantages: Access to capital without equity stakes or rigid bureaucracy. Disadvantages: A lot of projects never get off the ground which can be frustrating given the amount of time you can spend setting up the campaign. Most crowdfunding platforms have an “All or nothing” model meaning that if the funding goal of the campaign is not reached, all the contributions are returned back to the backers. Some donation-based funding allow for “Take it all” meaning that even if you do not reach your target amount, you can still keep the amount donated into your campaign.

83. Different platforms apply different charges depending on the model you chose. Platform Hosting Fee: Some platforms, although not all, charge an initial cost just for hosting your campaign. This cost varies from €0-300 and will be charged to all projects, be that successfully fundraised or not. Ask platforms what fee applies to them before starting the campaign. Success fee: The majority of crowdfunding platforms will take a percentage of the total amount raised. The percentage varies from platform to platform and ranges between 3% and 12% of total raised. Payment processing fees: Look out also for a service fee for every transaction made. Usually this fee is on average 3%. For instance, for every €100 donation/investment, only €97 reaches the campaign.  Check each platform carefully to assess the real costs behind same.

84. The Role of Fundraising Ensure that you have a good supporter database.   Think of your database as your most valuable asset and make sure that you collect names of warm contacts at every possible opportunity (data capture) and 'clean' your database regularly.  A good database is an important tool for understanding your supporters and ensuring your community fundraising activities are supporter led. In developing a donor database you will need to ensure that you comply with Data Protection legislation.

85. Supporter database Marketing as a fundraising channel can generate higher numbers of supporters who donate smaller amounts but on a more frequent or regular basis e.g. EUR 5 a month by direct debit. Targeting many individuals for small but regular cash donations can be very effective if you are clear on where their money is going. Regular communication to update and thank donors cultivates future giving whether it’s through a regular newsletter or a ezine etc.

86. Community Example in Practice Lisdoonan Recreational Development Association, Monaghan An extensive campaign of local fund raising included securing €100+ from approximately 75% of local households. Now operate Community Centre Community Supermarket – now a meals facility, hairdresser Sheltered Housing

87. The Rise of the Viral Fundraising Campaign A number of non profit community/ charity campaigns have changed the nature of viral fundraising Made possible by technology iFundraise , Justgiving , iDonate

88. https://www.ifundraise.ie/

89. No Monthly Fee MyCharity.ie   MyCharity.ie offers charitable organisations an online presence and the ability to take donations directly from the public. They also provide fundraisers the opportunity to create pages for their events and raise money for the organisations. The fee for this service is 3% of each donation. www.JustGiving.com 5% fee (+ GST) on online donations, plus 1.3% -2.95% transaction fees apply sights

90. Research companies with a strong presence within your community and identify those with commitment to your organization’s cause. Leverage Personal Relationships - Ask committee and Board members for contacts they may have at corporations on your list of targeted prospects Develop your offering: Prepare a well thought out programme that provides a variety of options. Attracting Corporate Support

91. Attracting Corporate Support Understand Sponsors’ motivations: Brand building: Marketing, Corporate Social responsibility. If your project aligns with their philanthropic efforts you have a better chance of attracting their support. Craft and send a letter. Be passionate: If you and your committee are enthusiastic about the cause and your community/ social enterprise it will shine through and will be infectious to people around you.

92. Attracting Corporate Support Follow up - You must assume prospective sponsors will not contact you directly; it is your responsibility to contact them Deliver what you promise: You can never express enough appreciation for the support of corporates with regards to your event. Overdeliver!

93. Attracting Corporate Support Different types of donors require a different approach. It is important to note that corporates may donate cash, but they may also donate the use of their services or advertising support. They may also set up employee volunteer groups that then donate their time and skills.

94. Check out http://www.philanthropy.ie/