Clarity about what you are funding
“We need money” is not a funding strategy. Be able to explain what the funding will make possible, who benefits, what the activity costs and what changes because the funding exists.
A credible operating structure
Funders want confidence that the work can be managed. Depending on the opportunity, that may include legal status, a bank account, budget, responsible owner, timeline, policies, reporting process and basic financial records.
Evidence of need and relevance
You do not always need years of outcomes, especially for a new idea, but you do need a credible reason the opportunity matters. Use data, stakeholder conversations, market information, lived experience, prior demand or other evidence appropriate to the opportunity.
A realistic budget
A useful budget connects dollars to activities. It should explain what the funding pays for and whether those costs are reasonable for the scope. Include both direct costs and the operational support required to deliver the work responsibly.
A measurable definition of success
What will you track? Participation, completion, referrals, revenue, engagement, learning, placements, community reach, customer acquisition or another outcome? Measurement does not need to be complicated, but it should match the promise you are making.
A plan for what happens after the funding
One-time funding can launch an opportunity, but partners may want to know how the work continues. Be prepared to discuss renewal, earned revenue, additional partners, organizational support or a deliberate end point.
Need help organizing the opportunity?
Praxis helps organizations organize early ideas and existing initiatives so they are clearer before approaching funding, sponsorship and partnership opportunities.
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