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Approved by the IPU Governing Council at its 179th session
(Geneva, 18 October 2006)


  • To secure adequate funding and support for the activities of the IPU;
  • To obtain timely and predictable voluntary funding allowing for appropriate planning of activities;
  • To obtain both flexible, broadly earmarked funding and funding for specific projects.


Establish close and professional working relations with donors based on credibility and transparency. Donors should be approached in a spirit of transparency, openness and dialogue. Contacts with governments should be nurtured in Geneva, donor capitals and in the field. This will include informal contacts, information sharing, and briefings for donor missions at the IPU Secretariat, as well as missions to donor capitals by the Senior Programme Support Officer, the Secretary General and other staff for discussions with decision-makers, focal points for issues relevant to the IPU and parliamentarians. As some donors have delegated funding decisions to field embassies, discussions will in some cases best be held in countries where the IPU implements projects.

Initially, the IPU will mainly approach government donors. It will then progressively expand the group of donors to include foundations. Most foundations of potential interest to the IPU are likely to be located in United States. In order to identify foundations with funding criteria that correspond to the IPU's activities and needs, various networks of foundations covering relevant themes will be useful, as well as the United Nations Democracy Fund (UNDEF) and the United Nations Fund for International Partnerships (UNFIP).

Approaches in the private sector will require different sets of networks and skills. The Global Parliamentary Foundation for Democracy will build on its Chairperson's and Board members' contacts in approaching high net worth individuals and corporations.

The IPU should be selective in its approaches, keeping in mind its limited capacity to meet the requirements of particularly exigent donors.

Formulate plans and budgets on which donors can base funding decisions. Donors need to be confident that activities for which the Organization requests financial support have been subjected to thorough review and prioritization and that their contributions are managed efficiently. The introduction of a Four-year Plan, with annual revisions, will provide comprehensive, clear and succinct overviews of all planned activities and requirements and: 1) serve as main resource mobilization tools 2) encourage predictable and flexible funding; 3) promote an equitable spread of contributions; 4) encourage longer-term planning of activities; 5) project a professional image of the Organization; and 6) inform Member Parliaments of the IPU's additional activities in a transparent manner. Additional funding submissions tailored to meet donors' criteria and formats will be prepared where necessary, based on long-term and annual plans. This will be required in particular for the private sector where fund-raising is likely to build on cooperation around themes or specific projects. The Four-year Plan, annual plans and reports will serve as a basis for the preparation of tailor-made material for specific target groups.

Establish systems for reporting on the implementation of activities, which respond to the needs and expectations of the donors in terms of structure, content and timing. Reports on the implementation of activities and use of funds are as important as succinct plans, and help donors convince their constituencies that money provided to the IPU is well spent. The IPU should devise a uniform system for reporting, which is acceptable to as many donors as possible to avoid a multitude of reporting formats. Reports should mirror the plans – long-term and annual – and provide an overview of implementation of activities, achievements and use of funds. It should be analytical in approach and present difficulties and shortcomings, as well as propose solutions to them. Additional reports tailored to meet donors' requirements will be prepared as the need arises.

The introduction of a planned and systematic approach to evaluation would be helpful in resource mobilization efforts.

Work and coordinate closely with relevant partners. With its limited resources and capacity, the IPU must work with partners to maximize its impact. The close cooperation with UNDP and other United Nations organizations such as UNICEF in implementing activities and technical cooperation projects in the field should be developed, and avenues to include support of a more institutional nature explored.

Coordinate resource mobilization efforts with the Global Parliamentary Foundation for Democracy. The Global Parliamentary Foundation for Democracy will target the private sector, in particular high net worth individuals and corporations, while the IPU Secretariat will focus on donor governments and foundations. Resource mobilization efforts of the IPU Secretariat and the Foundation should be well coordinated and relevant information and material shared. It is proposed that information be shared on a continuous basis on:

  • Donors being approached;
  • Feedback from donors on possible funding;
  • Funding indications and firm pledges;
  • Earmarking and conditions;
  • Projected income from voluntary contributions;
  • Material prepared for donors (Four-year Plan, annual revisions and reports and other tailor-made submissions and reports);
  • Relevant financial information.

Set up and maintain a sustainable system for the administration of voluntary contributions. Pledges inform the Organization of contributions and determine how they can be used. Conditions and earmarking must be respected and donors should be requested to formulate pledges in a manner that leaves no doubt as to how the contribution should be used. Most funding is provided under agreements setting special conditions. These should be kept simple and clear and include conditions that are practical and consistent with IPU rules and regulations. Pledges/agreements must be acknowledged in thank you letters and receipt of payments must always be confirmed. Funds provided with broad or no earmarking should be allocated according to priorities set by senior management, conditions/earmarking expressed in the pledges and/or in agreements covering the contribution and immediate funding needs.

In the longer term – depending on the volume of activities under voluntary funding – a decision-making process for the allocation of broadly earmarked contributions may be considered. A tracking system would be helpful in registering pledges, payments, allocations and reporting requirements.

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