"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 this guide, you'll learn: what a hybrid event is, plus the benefits; how hybrid events are different from, and similar to, virtual & live events; how to plan an event that caters to both in-person and virtual attendees; the different types of non-profit & fundraiser events; pitfalls that you wil
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l want to avoid in your event planning process." (Page 2)
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"Dieses Handbuch trägt den aktuellen Stand der wissenschaftlichen Auseinandersetzung mit dem Thema Fundraising in Deutschland, Schweiz und Österreich zusammen. Erkenntnisse und Kennzahlen werden praxisorientiert aufbereitet. Ausgewiesene Experten, die sich sowohl wissenschaftlich als auch praktisc
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h mit zentralen Fragen der Mittelbeschaffung auseinandersetzen, teilen ihre Erkenntnisse zu strategischen und operativen Fragen des Fundraising bei Privatpersonen, Unternehmen und Stiftungen. Für die zweite Auflage wurde das Handbuch um Beiträge zu aktuellen Themen wie CSR, agile Führung, Digitalisierung und insbesondere im Bereich Online-Fundraising erweitert." (Verlagsbeschreibung)
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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 purpose of this study was to conduct a communication audit of the Catholic Diocese of Kabgayi with a view to establishing the effectiveness of communication strategies used by Kabgayi Diocese in resource mobilization. The objectives of this study were: firstly, to establish communication strate
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gies utilized by Kabgayi Diocese for local resource mobilization; Secondly, to assess how well the current communications flow is working in supporting the local resource mobilization; and thirdly, to establish the laity's perception regarding the communication strategies used by Kabgayi Diocese for local resource mobilization. The study revealed that the clergy of Kabgayi Diocese mobilize local resources in collaboration with some church's leaders from the laity. It has been recommended that the clergy and laity leaders should mobilize local resources frequently. The study futher established that face-to-face group communication, the bishop's pastoral letter, the letters to individuals or families were the most used communication approaches currently in local resource mobilization and should, as a recommendation, be combined with other new communication approaches, such as, radio, television, newsletter, event fundraising, notice boards, and social media, especially WhatsApp. The study found out that there was lack of a resource mobilization strategic plan and a communication plan to support it at the parish and diocesan level. Therefore, the formulation of these two kinds of strategic plans has been perceived as a matter of urgency for Kabgayi Diocese. The study revealed that the amount of information currently received by the laity on local resource mobilization and related themes was not adequate.The study established that the information flow about local resource mobilization was predominantly one-way, downward communication. As a recommendation, upward and horizontal communication flows should be also encouraged by Kabgayi Diocese in resource mobilization. The study established that the laity was little involved in decision-making regarding the church's activities aiming at mobilizing domestic resources. To increase the laity's commitment and their sense of ownership, the Kabgayi Dioecese has been recommended to involve the laity more in decision-making regarding resource mobilization." (Abstract)
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"Matthias Kuhnert geht der Frage nach, wie zivilgesellschaftliche Gruppen bei der Bevölkerung um Unterstützung für ihre Tätigkeit warben. Am Beispiel zweier britischer NGOs, War on Want und Christian Aid, wird deutlich, welche Emotionen humanitäre Organisationen einsetzten, um ihre Botschaften
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zu vermitteln und Hilfsbereitschaft zu generieren. Durch den Vergleich christlicher und linker Organisationen kann der Autor zeigen, dass sich mit dem Wandel des Humanitarismus in der Nachkriegszeit nicht nur die Art und Weise humanitären und entwicklungspolitischen Engagements, sondern auch die emotionale Dimension humanitären Handelns veränderte. Zum ersten Mal liegt nun eine Untersuchung über die Transformation humanitären Engagements von der Nachkriegszeit bis Anfang der 1990er Jahre vor, die emotions- und wissensgeschichtliche Ansätze verbindet." (Verlagsbeschreibung)
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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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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.
"This sourcebook places its focal point on participative marketing, which is defined as "making full use of all available channels to improve the communication between an organization and all the groups and people it has relationships with." The first chapters give an introduction to marketing in ge
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neral and to marketing strategies for local radio stations in particular. It is followed by findings on radio audiences, which discuss when, where and why people listen to the radio. Dennis List describes the "three legged model of funding" that regards listeners, large funders like governments or NGO's, and advertisers as sources of income for local radio stations. Exceptionally useful are the chapters concerning funding from listeners, and about on air and off air marketing, containing suggestions for local events, organised by radio stations, and for non-radio services which local radio stations could easily offer. This is one of the very few publications on marketing for local radio stations and, al though it is not specifically aimed at radio stations in developing countries, it can be useful for a number of radio stations from these parts of the world." (commbox)
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"The manual gives a brief overview - not extensive instructions - of the different aspects of marketing in community radio stations, such as market research, promotions and local sponsorships. Unlike other publications, it does not focus much on fundraising and sponsorships, but includes methods, ex
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amples, ideas and concrete guidelines for achieving financial sustainability of community radio stations. "Marketing Community Radio" is not a guideline for developing countries, but it places strong emphasis on local marketing opportunities in general, like sales of airtime to local businesses, cooperation with local enterprises for mutual promotional actions, fundraising through individuals or local and national institutions, or even through "radiothons". Moreover, the publications contains a few lists of the "Do's" and "Don'ts" that should be considered in the process of selling radio airtime, as well as appendices with a marketing audit containing questions to evaluate your marketing plans and efforts. Additionally, the manual gives examples of the advantages that community radio stations can offer, eg, an attentive audience, an attractive timeframe for advertising without much competition, lower costs than TV and/or newspaper advertising, greater targetability, etc." (commbox)
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The first of a series of three practical guides that cover the most important strategies of fundraisers, incorporating experiences from Asia, Africa, Latin America, Eastern Europe, and the Caribbean. Credibility is an essential component of successful fundraising. This book helps to build on strengt
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hs in the organization and the community. Specific steps to achieve a credible long-range plan and an easy to understand financial plan are described in detail.
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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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