By Scott C. Stevenson
Originally released via Stevenson, Inc., this useful source promises a wealth of winning concepts for any fundraising pastime, together with annual money, capital campaigns, volunteer-driven efforts, and venture campaigns. as well as proposing thoughts to assist nonprofit enterprises meet or surpass fundraising objectives, this source offers step by step fundraising approaches effectively applied via different nonprofit agencies and encompasses a number of beneficial pattern types and reports.
Important themes lined include:
- Donor excursions to ignite passion
- Tribute programs
- Special events
- Chambers of trade collaboration
- Board member involvement
- Text/Mobile donations
- Awards dinners
- Employee giving campaigns
- Student-driven events
- Donor walls
- Giving/Donor clubs
- Block Parties
- Raising funds in lean times
- Events for more youthful constituents
- Donor incentives
- Soliciting on-line donations
Please be aware that a few content material featured within the unique model of this name has been got rid of during this released model because of permissions issues.
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Extra resources for 63 Winning Fundraising Strategies: Terrific Ideas for Meeting Your Goal
Gary Johns (2000) raises concerns about some of the assumptions underlying the NGO accountability movement. Johns argues that when NGOs posit that they are a new form of democratic legitimacy or the greatest expression of democracy, then NGOs may become subject to ‘a policy of heavy-handed regulation of private associations’. Johns sees this path as undesirable from a ‘liberal’ perspective, and suggests that each NGO should ‘claim no more than to represent a view’ and should not seek to belittle the authority of representative democracy.
Hetty Kovach describes how the UK-based One World Trust (OWT) has embarked on an attempt to create a new, self-standing accountability mechanism that serves the needs of organizations working globally. The accountability model has four dimensions: transparency, participation, evaluation and complaints and redress. Using extensive stakeholder surveys to verify the model, it is not only applicable for international NGOs such as Amnesty International, but also for international public organizations and global corporations.
Second, in positing the expanding circles, McDougal and Lasswell avoid the ‘impossible separation of national and transnational law’ (Lasswell and McDougal, 1997). The jurisprudence of human dignity they propose is applicable at all levels. The notion of the individual being governed in a multitude of arenas is empirically convincing and normatively valuable. On any given day, the individual may be confronted with the dictates and decisions of his homeowner community, employer, local government, provincial government, national government and international organizations.