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Resource Mobilization

 RESOURCE MOBILIZATION COMMITTEE MANDATE

  1. To promote a comprehensive Resource Mobilization Strategy (RMS) anchored on Muteesa I Royal University's (MRU's) Strategic Plan
  2. To encourage a climate for RM among key constituent groups or stakeholders through focusing on their unique characteristics;
  3. To promote better utilization of, and maximizing, existing resources
  4. To develop and improve relations and dialogue between MRU and her clients/donors/partners
  5. To promote Resource Mobilization in all available philanthropic areas (health, ICT, engineering, technology, agriculture, social-culture, etc.) in order to mobilize adequate resources for MRU to implement its Strategic Plan
  6. To put in place frameworks for Resource Mobilization Strategy , RM Steps, Resource Mobilization Implementation Plan, and Resource Mobilization Monitoring and Evaluation (M&E).

RESOURCE MOBILIZATION STRATEGY SPECIFIC OBJECTIVES

  1. Mobilize resources for MRU to carry out all its activities in accordance with its Strategic Plan
  2. Ensure proper management and utilization of internal and externally mobilized resources
  3. Develop and improve relations and dialogue between MRU and its stakeholders
  4. Put in place frameworks for RM. 

RESOURCE MOBILIZATION STRATEGY FRAMEWORK

  1. To improve communication and information flow
  2. To develop a framework for dialogue with co-operating clients/donors/partners
  3. To communicate results
  4. To build capacity for RM
  5. To develop a strategy for implementation of the RMS
  6. To identify opportunities
  7. To develop and strengthen partnerships
  8. To manage and report
  9. To monitor and evaluate
  10. To develop budgets.

GUIDING PRINCIPLES

  1. Embracing one MRU (i.e., one corporate identity and approach in its interaction and relations with its donors and partners, hence consistent message received by donors or partners)
  2. Meeting stakeholders’ needs (i.e., governing the network’s interaction with donors or partners is the inviolable principle that the network maintains its core mandate and role – supporting its members)
  3. Creating an enabling environment for RM (i.e., an enabling environment includes adequate support and other factors that directly or indirectly influence an individual’s or MRU’s ability to identify, mobilize, track, spend, monitor and report back on resources. To do this well, MRU should have sound organizational structures, human resources, effective operational and managerial systems, tools, guidelines, and practices)
  4. Building the capacity for internal human resources (i.e., this involves building capacity within MRU’s Secretariat itself, and strengthening the skills needed to generate additional funding, initial skill-building sessions focusing on building the individual’s ability to identify and assesse opportunities, to assess and determine the interests of external audiences through conversation, and to make conversation with the objective of sourcing information or soliciting advice, and proper skill-building sessions with emphasis on improving negotiation skills, proposal writing skills, and organizing presentation skills through trainings, workshops and working sessions using a variety of media, including the internet and video-conferencing)
  5. Results-based programming and implementation (i.e., if MRU’s Secretariat is to remain relevant in the increasingly competitive resource landscape, it has to deliver high quality services and assistance in a timely and appropriate manner. It is equally important to deliver on promises made and to be accountable for results and impact through rigorous M&E of efforts).

COLLABORATIONS

The Resource Mobilization Committee (RMC) has so far received Pansante funding agency that applied to fundraise for MRU.