Resource Library
Guides, explainers and reference material to read. For tools you fill in, see the Toolkit.
NGO A to Z
39 of 39 terms
Being answerable to donors, communities and the public for what the organisation does with its money and power.
A piece of work the project carries out, such as a training or a distribution.
A yearly filing that tells the regulator the organisation is still operating and who runs it.
A condition outside the project's control that must hold for the plan to work.
An independent examination of the accounts by a qualified auditor.
The measured situation before the project starts, used to show change later.
The group of people legally responsible for the organisation.
A report that compares what was planned to be spent with what was spent.
Work that strengthens an organisation's skills, systems and people.
Company limited by guarantee. A company form with members instead of shareholders, often used by non-profits.
A short outline of a project sent to a funder before a full proposal.
A situation where a person's private interest could affect a decision they make for the organisation.
Money that can pay for running the organisation, not only for one project.
The part of a project's cost that the organisation or another funder covers.
Costs that belong to one project, such as project staff and activities.
The checks a funder makes on an organisation before giving money.
The measured situation at the end of a project, compared with the baseline.
An arrangement where an established organisation receives and manages funds on behalf of another.
The long term change a project contributes to but cannot achieve alone.
The contract between funder and grantee that sets out the money, the work and the rules.
A measure that shows whether a result has been achieved.
Shared running costs, such as rent and management, that support every project. Also called overheads.
Goods or services given in place of money.
A table that sets out a project's goal, outcome, outputs and activities with their indicators and assumptions.
Monitoring and evaluation. Tracking progress during a project and judging its results.
Where the evidence for an indicator comes from.
Memorandum of understanding. A written statement of how two organisations will work together.
Extra time to finish a grant without extra money.
The change in people's lives or behaviour that the project brings about.
What the project delivers directly, such as people trained or wells built.
Private voluntary organisation. A registered form of non-profit in Zimbabwe.
Money that may only be spent on the purpose the donor agreed.
Protecting children and vulnerable adults from harm caused by the organisation's staff, work or partners.
Money a grantee passes on to another organisation to deliver part of the work.
The ability of results, or of the organisation itself, to continue after a grant ends.
An explanation of how and why the project's work is expected to lead to the change it wants.
A legal arrangement in which trustees hold and manage assets for a stated purpose.
Money the organisation may spend on any part of its mission.
Reporting wrongdoing inside an organisation through a protected route.
Straight answers
Questions organisations ask most often.
Do we need to be registered to receive a grant?
Most institutional funders require a registered legal entity with its own bank account. If you are not yet registered, an established organisation can receive and manage a grant on your behalf. This is called fiscal sponsorship.
What are indirect costs, and can we charge them?
Indirect costs are shared running costs such as rent, management time and the audit. Most funders allow them up to a limit set in their guidelines. Always budget for them where they are allowed, because unfunded overheads weaken the organisation.
How many board members should we have?
Your governing document sets the minimum. In practice a board needs enough people to hold a quorum when some are absent and to cover finance, law and your field of work. Many small organisations work well with five to nine.
What does a funder look for in due diligence?
Proof that you exist legally, that money is controlled by more than one person, that accounts are examined, that key policies are in place and followed, and that you have delivered before.
How often should we do a health check?
Once a year is enough for most organisations, and again after any major change such as a new director or a large grant. Compare the results with the last one.
Should we apply for every grant we are eligible for?
No. Each application costs staff time, and a grant that pulls you away from your mission can leave you weaker. Use the go or no-go check before you start writing.
Short guides
Each one takes five minutes to read.
How to read a call for proposals
- Read the eligibility rules first. If you do not qualify, stop there.
- Find the deadline, the time zone and how to submit.
- Note the grant size and duration, and check your idea fits both.
- Underline every scoring criterion. Your proposal should answer each one by name.
- List every attachment required and who will produce it.
Five financial controls for a small organisation
- Two people approve every payment.
- Reconcile every bank account each month.
- Keep a receipt or invoice for every payment.
- Compare spending with budget monthly, grant by grant.
- Have someone who did not prepare the accounts review them.
Preparing for a funder's due diligence
- Gather your legal, finance and policy documents in one folder.
- Check that every policy has been approved by the board and is dated.
- Make sure your latest accounts have been examined as your rules require.
- Brief the board chair and finance lead, who may be interviewed.
- Answer gaps honestly, with a date by which each will be closed.
Running a board meeting that decides things
- Send the agenda and papers a week ahead.
- Open by confirming who is present and any conflicts of interest.
- For each paper, state the decision needed before discussing it.
- Record each decision, who will act and by when.
- Close by confirming the date of the next meeting.
Guides and templates
These documents are listed on the current site. The files have not been added to this preview yet.
Annual Return Checklist
A checklist for preparing an annual return.
File not yet addedConflict of Interest Policy
A policy template to adapt and adopt.
File not yet addedWhistleblower and Ethics Guide
A guide to setting up a safe reporting route.
File not yet added