ISSEG 96 FARMACIA VENUSTIANO CARRANZA NO.
I, IIIVACUNAS,TOXOIDES,SUEROS Y HEMODERIVADOS
The most essential component of successful fundraising is having a well-founded and well-documented strategic plan for the organization. If you can carefully evaluate your program’s present abilities, measure its capacity against unmet public needs, and define how it can address these needs successfully, you will provide donors with a strong reason to join the effort. Truthfulness, donor confidentiality, and responsible stewardship are the foundations of organizational fundraising. Fundraising requires the paralegal orga- nization or program to be actively involved in a team effort.
There are many techniques for fundraising and many organizations engage in one or more of these activities. Given that seeking funding and resources takes time and energy, you will need to prioritize the different forms of fundraising you pursue. Possible avenues for acquiring funding and resources include:
Submitting funding proposals or grant applications to donor institutions
Seeking in-kind contributions (materials, office space) from donors or other
groups
Requesting and applying for government support Using volunteers
Developing affiliations with other groups or developing a membership base that
can support your project
Organizing benefit events
Soliciting contributions from individuals
Charging fees for paralegal services
Among the techniques listed above, three are particularly common and often used by groups to bring resources to their projects: external donors, in-kind contribu- tions, and government support.
3.9.2 External Donors
Most paralegal programs begin with external donors. Although external foundation support for paralegal programming is available, it is uneven. Organizations like the U.K. Department for International Development, the Ford Foundation, the Open Society Institute, the International Commission of Jurists (Swedish section), the Mott Foundation, and the World Bank have a history of supporting paralegal programs. In general, however, support has been ad hoc, country-specific, and often under “gover- nance” or “social development” programs. One way of reaching some donors can be to show them how the delivery of justice services through paralegals is effective and has unique added value.
3.9.3 In-kind Contributions
If a paralegal program is initiated with the support of a law clinic, they may be able to offer in-kind offices (which can be quantified in monetary terms). External financial sup-
port can then piggyback onto a program that has initial support from a law school. A proposal at this stage can point out the expertise of the involved law school faculty and opportunities to train the paralegals. This type of seed money or contributions—even in-kind—can help boost the credibility of your program and pave the way for other dona- tions. Bar associations are another local source of contributions.
3.9.4 Government Support
In most countries with paralegal services, the state has not yet taken responsibility for paying for these services and incorporating them into the formal legal system. But while many governments have yet to fully institutionalize paralegal programs, they are often willing to provide funding and support. This kind of government involvement and sup- port is often crucial to sustaining paralegal programs. Attracting government funding becomes easier once your paralegal program has started and has established its cred- ibility. You will also improve your chances of attracting state funding if you understand the rights and services that the government in your country has promised to citizens in writing (such as free legal aid) and if you can document how your program helps the government provide these rights and services. In some countries, such as Hungary, civil society members may receive government support through a tax designation system.
The Mongolian paralegal program began with support from the Ministry of Justice and Home Affairs because the government acknowledged that the legal advisors would be performing tasks that fell under the ministry’s responsibility. In Hungary, the ELTE paralegal program has had ongoing discussions with the Ministry of Equal Opportunities about hiring Roma paralegal training graduates to work in local employ- ment centers. While government support or affiliations may not always be desirable, paralegal program managers should always keep the option of government support in mind when considering the program’s long-term sustainability.
One of the greatest risks that comes with receiving government support is the potential sacrifice—or perceived sacrifice—of your program’s independence. Paralegal work often involves holding the government accountable and you cannot lose this critical stance. In certain countries, your clients and the communities you work with may see your affiliation with the government as a conflict of interest and you may want to avoid presenting your group as allied with or working for the government. If your group does receive government support, you must ensure that there are mechanisms both for inde- pendence and accountability. Your advisory committee(s) will play an important function in this regard.
3.9.5 Service Fees
Your program can help cover costs by charging fees for its services, although you should think about this issue very carefully. Many paralegal programs are established with the idea that all services will be provided free of charge. Yet paralegal program directors believe that it may be possible to charge reasonable fees under certain circumstances once the program has been established. For example, your program might provide initial consultations with all clients free of charge but request contributions from clients on a sliding scale basis if more in-depth assistance is involved. In public interest cases or stra- tegic litigation, programs can consider asking for contributions from the communities or groups that will benefit from the legal actions.
If you consider charging fees, you should investigate what resources might be necessary given the amount of additional work required and the donor and in-kind sup- port you will receive. It is also crucial for you to consider what amounts are reasonable for clients and how clients and communities may perceive having to pay fees. You must also ensure that you do not contravene any laws regarding who may charge fees for legal services.