"Dieses Buch stellt Ihnen das aktuell verfügbare Wissen über professionelles Fundraising und sein systematisches Management zur Verfügung. Dabei profitieren Sie sowohl von den neuesten wissenschaftlichen Erkenntnissen zu Nonprofit-Management und Fundraising als auch von der mehr als 25-jährigen
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Praxiserfahrung aus über 100 Beratungsprojekten zum Auf- und Ausbau von Fundraising in kleinen und großen gemeinwohlorientierten Organisationen in Deutschland, Schweiz und Österreich. Knapp 300 Best-Practice-Beispiele sowie über 300 Abbildungen und Tabellen veranschaulichen praxisnah, wie Sie das Fundraising für Ihre gemeinwohlorientierte Organisation systematisch einsetzen können. Ein umfassender Service-Teil am Ende nennt Adressen von Fachverbänden, Anbietern von Aus- und Weiterbildung sowie Dienstleistern in Deutschland, Österreich und Schweiz. Die 8. Auflage wurde umfassend überarbeitet, aktualisiert und insbesondere beim Thema „Online-Fundraising“ deutlich ausgebaut - hierzu werden die neuesten Entwicklungen auf anschauliche und nachvollziehbare Weise erläutert." (Verlagsbeschreibung)
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"Featuring advice and stories from over 50 experienced fundraisers, foundation staffers, journalists and more, this book explains how to: make a fundraising plan; work with individual donors; keep givers giving; plan special events; solicit grants from foundations and corporations; use traditional a
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nd social media to engage supporters; start a side business to raise funds; and much more. Effective Fundraising for Nonprofits also provides creative grassroots strategies and dozens of real-life success stories. Best of all, it cuts out the jargon and “consultant speak” that’s all too common in nonprofit books. The 7th edition is completely updated to reflect recent fundraising trends, such as a rise in the proportion of gifts coming from wealthy donors owing to tax changes. It also suggests strategies for drawing supporters to virtual events." (Back cover)
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"In the Spring of 2020, we surveyed 355 nonprofit organizations in the process of “virtualizing” their fundraising events. The majority of these organizations worked to create online versions of existing galas and peer-to-peer events (many were walk-a-thons and races). In the process, some nonpr
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ofits have raised more through their virtual events than their traditional in-person events! As event options open up, many organizations are opting for hybrid events that offer attendees the option of attending in-person or virtually. What you’ll find in this short guide are virtual and hybrid fundraising event best practices that you can follow to ensure that in-person and virtual attendees receive the same level of experience and participation, while recognizing that their experiences will not be identical." (Page 2)
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"In light of the positive evolution in the mobilization of voluntary contributions over recent years, UNESCO can be more ambitious in setting its resource mobilization targets. At USD 453 million, the funding gap in the draft programme and budget for 2020- 2021 represents an increase of 30% over tha
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t identified for 2018-2019. Going forward, in order to meaningfully play its role in the achievement of the SDGs, and to maintain its relevance and visibility in an increasingly competitive environment, UNESCO needs to step up its resource mobilization performance – leveraging additional financial resources, diversifying its financial partners, working to increase the predictability of its resources, and accessing know-how and capacity from its public and private partners. To realize this ambition every entity in the Organization – whether Sector or Section, Field Office or Institute is called to play its part. To help colleagues contribute in the most efficient way to this house-wide resource mobilization effort, and ensure that we are all pulling in the same direction, the Resource Mobilization Guidebook gives a step-by-step overview of the process of mobilizing resources. It explains who does what as part of a closely coordinated resource mobilization effort, and explains in detail at each stage in the process. It gives an overview of the tools, templates, modalities, and other knowledge resources available to all staff from the preliminary assessment of needs to the final programme evaluation. Most importantly, the Resource Mobilization Guidebook places resource mobilization in the wider context of partnerships, which constitute themselves a separate SDG (SDG 17). Resource mobilization at UNESCO is not simply a transaction. It is a mutual commitment to build a long-term partnership based on a common purpose, mutual accountability and a shared commitment to deliver results. The Guidebook shines a light on the principles, values and priorities that underpin the way we mobilize resources. Its overarching purpose is to facilitate the work of the staff, to encourage the development of house-wide standards, and to foster excellence in the way we nurture and manage partnerships at UNESCO." (Preface)
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"The authors assessed 32,422 relevant grants totaling $1.8 billion distributed by 6,568 foundations supporting journalism and media-related activities between 2010 and 2015. About a third of this funding or $570 million was dedicated to journalism higher education, the Newseum, journalism fellowship
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s, and journalism research, legal support, and technology development. An additional 44% or $795 million supported public media and 5% or about $81 million backed nonprofit magazines. In comparison, 20% or about $331 million directly supported national, local/state, and university-based digital news nonprofits. In evaluating direct support for digital news nonprofits, the authors conclude that many innovative projects and experiments have happened and continue to take place, but that grantmaking remains far below what is needed, even in an era of increased journalism giving following the 2016 elections. Their analysis identifies sharp geographic disparities in foundation funding, a heavy concentration of resources in a few dozen successful digital news nonprofits and on behalf of coverage of a few issues. At the national level, there was also the granting of money to a disproportionate number of ideologically-oriented outlets. Although there are some success stories, neither the digital news nonprofit sector, nor any other form of commercial media have yet been able to meaningfully fill the gaps in coverage created by the collapse of the newspaper industry. A major challenge is that despite more than 6,500 foundations supporting journalism- and media-related activities during the first half of this decade, just a few dozen foundations have provided the bulk of direct support for news gathering." (https://shorensteincenter.org)
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"The growing trend of non-profit journalism has received much attention of late, but this report takes a unique look at how non-profit funding is affecting journalism in the Global South. Amidst the collapse of traditional business models for news organizations, funding from philanthropic foundation
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s may be critical for the survival of independence, in-depth news – especially in environments where news independence is also threatened. But the report also points to the risk that non-profit funding may carry its own threats for independence journalism. The report offers insights into how such non-profit funding can help to sustain news reporting, while ensuring that the independence of the press is respected." (CIMA website)
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"Our study focuses on Sesame Street and sets out to examine how Sesame Workshop, as a ‘nonprofit’ organization targeting children, has been able to continuously transform and make itself relevant in a predominantly commercial children’s television landscape dominated by transnational ownership
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structures. The analysis includes an investigation of Sesame Workshop’s mission statements, organizational structure, annual fiscal reports, promotional material and other written sources from the 1970s to the 2010s. We focus on the Workshop’s own arguments and reasons for why their ‘non-profit’ status was, and still is, better at taking care of children’s interests than the for-profit companies. These understandings are held up against the, at times, very commercial logic guiding the workshop’s business model, and analysed within the economic and political context of children’s television in the United States and the Workshop’s key international target markets. Our theoretical framework draws upon insights from work on political economy and children’s media and comparative media systems." (Abstract)
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"A revenue plan, unlike a traditional fundraising plan, is an integrated, thoughtful, and strategic way to help a nonprofit achieve social impact in a more sustainable way. The revenue plan is a key element of a nonprofit’s strategic plan. It is critical that an organization understand the cost of
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achieving the goals set out in the strategic plan (expenses) and how it will pay for them (revenue). Fundraising, raising money from private sources (individuals, foundations, and corporations), is just one revenue options available to nonprofits. Additional options include: earned income (selling a product or service), government grants, fee for service, and corporate sponsorships, just to name a few. A revenue plan differs from a fundraising plan in a number of ways. Unlike a fundraising plan, a revenue plan: includes all activities that bring money in the door in a fully integrated strategy and execution plan; supports the short AND long term goals of the organization; funds the programs AND infrastructure of the organization; employs money-securing activities that are in line with the core competencies of the organization." (Page 1)
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"The Guide presents principles, minimum standards and best practices, business processes, references and tools deemed important for effective, efficient, and sustainable organizations. The Guide consists of ten chapters that cover the key functional areas of most organizations. Each chapter (and ind
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eed each step and process within each chapter) can be used as a stand-alone document. With the exception of Chapter 3, Health and Human Services Regulations, the chapters in the Guide can be used by many different types of organizations, in many sectors (such as agriculture, health, peacebuilding, water supply, nutrition, education, or environment.) CRS offers the Guide as an adaptable tool which may be used to develop new, or strengthen existing, policies, processes and practices." (About the guide, page 7)
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"The vast majority of IFEX members say it is more difficult now than a year ago to find project funding. Half say it is more difficult now than five years ago to find project funding. The dominant source for project funding is foundations outside the country of the member. A majority of IFEX members
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also say it is more difficult now versus a year ago to raise core funding. Half say it is more difficult now versus five years ago. The dominant source for core funding is foundations outside the country of the member. Members say that half of their budgets comes from projects, and about a quarter comes from core funding. They say this is pretty much unchanged from five years ago. Open Society Institute dominates the list of funders for IFEX members - five years ago and now - with the National Endowment for Democracy figuring prominently as well. Almost all IFEX members say they face challenges in finding funding. About half say funders are requiring them to do things that they did not require five years ago. Members say that funding sources that had supported their work in the past were no longer supporting them. Five IFEX members have neither a full-time nor a part-time person for budget and finance. Twenty-two do not have anyone handling fundraising full-time." (Executive summary)
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"This book presents practical ways to build financial management capacity in an international development context (although much of it applies to any non-profit organisation). It describes best practice in the specific tasks of financial management – for example, planning and budgeting and financi
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al controls. It gives examples of how groups and organisations build their own capacity. It also considers what leadership teams can do to guide their organisation’s long-term direction (an activity sometimes called ‘governance’) and it describes other financial management aspects that can be built into an organisation’s structure. It is written for non-government organisations (NGOs), larger community-based organisations (CBOs), and charities." (Introduction)
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Beschreibt alle gängigen Fundraising-Methoden und gibt Anleitung zur praktischen Umsetzung. Mit zahlreichen Beispielen aus der Praxis: u.a. Greenpeace, Deutsche Welthungerhilfe, WWF, Deutsche Herzstiftung.
"The community radio sector is experiencing a time of rapid growth in Australia. While community broadcasting participants generally welcome the sector’s growth, they have expressed concern over the lack of proportionate funding increase from the Federal government. The key issue is the need to fi
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nd ways to enhance community radio’s sources of funding without imperilling its status as a not-for-profit sector, and as one main option, the deregulation of sponsorship time presently limited to five minutes per hour may enhance income generation for community radio. This paper argues that there is no inherent conflict between entrepreneurial principles and not-for-profit principles." (Abstract)
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This is a practical guide aimed at the managers of non-governmental and civil society organizations, primarily in developing countries, on how to mobilize funds and other resources for themselves and become financially self-reliant. The author examines all the options, showing how to identify fundin
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g opportunities and how to maximize fund-raising. He covers earned income, local foundations, governmental sources, foreign agencies, the corporate sector, micro-credit, the internet and social investments and sets these within a strategic overview of planning and management effectiveness.
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"For Fowler, sustainability is 'agility with insight', as simple as that. The book oozes with case studies, mainly of experienced NGOs, explaining how they overcame multifarious problems and settled down into the path of success. With some excellent discussion of questions like 'should we commercial
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ise?' and 'should we have private sector as partners?', it is less of a guide than a collection of insights." (Spore 91, February 2001)
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"Presents different strategies that can be adopted by Southern development organisations in order to achieve greater financial autonomy and describes a wide variety of practical techniques that will help organizations to reach this goal." (Catalogue Intermediate Technology Publications 2000)