Obtaining Donors : An Important Part Of Nonprofit Organization

As for some nonprofit organizations, lack of volunteers is their biggest worry. To other NPOs who are privileged enough to get volunteers to fund their operations, their problem goes a notch higher to getting commitment from their funders. This aggravates the NPOs problems of paying for their most important expenses such as human resource, infrastructure and utility bills. As a result, this makes it difficult for them to meet the societal expectations leading to suspicion of poor management or worse still embezzlement of funds in the name of alienating poverty. Some NPOs spend the little finances they have in applying for funds. Others spend money trying to attain the thresholds set by the promising funders. This is the general scenario in voluntary organizations but the small organizations are affected the most by financial problems.

It is essential to relationship fundraising that donors do not feel obligated or guilted into donating. Fundraisers should strive to inspire donors and to offer solutions. "If we show our donors that there is more depth, substance and sincerity in our communications than

Currently the target base is corporate Americans who are searching for a community event or hobby happening in the local area. For the fundraising, the target base is largely captive and patrons will be supportive from family member to coworkers are representing. Many patrons’ vendors will be willing to serve in any capacity and will be able to provide, however, professional services and resources and have the edge in being relatively supportive and satisfying. No other patrons are particularly expected to be present at these events at the capacity as the favorable sponsors who have a drive to serve, however, if there was the presence of another charitable organization serving the same exact purpose it may actually be beneficial in the same way. As for the psychographic make-up of the target base market, a large number of people attending these events are expected to be medium income families

receive donations which is the lifeblood of an charity or non-profit. This paper will discuss the

Organizations must view their potential donors as people instead of a potential donation. Organizations must effectively and efficiently collect and organize data about each potential donor in order to tailor strategies and techniques that encourage and persuade the individual to support their cause (Weinstein, 2013, p. 110). Organizations must listen carefully to the desires of the potential donor and use this information to create an appeal for support. Once this information is collected it should be documented using fundraising software or an Excel spreadsheet (Weinstein, 2013, p. 73). Although data collection and organizational systems are great, they are useless if the organization does not use the information to request support from unique donors (Weinstein, 2013, p. 111).

The strength of a nonprofit organization depends on their capability to secure and conserve funds. Most nonprofits primary source of income is generated from private donors, fees for service, fundraising through special events or government grants. As a result of the recession the organizations that secure funds will be able to maintain a standard of performance. It is inevitable to control all the unpredictable, but nonprofit organizations can use multiple strategies that will allow them to survive these difficult times. Therefore having knowledge of your organization’s needs is the first step to fundraising.

The challenges involved in accounting for charitable activities revolves around many special factors that distinguish the two types of organizations. First, charitable activities are always given to a single set of beneficiaries using resources that are donated by unrelated parties. The stewardship element of financial reporting becomes quite vital because the donor wants to get the assurance that their gift was put to the intended purpose (Burks, 2015). Financial reporting is the conduit through which transparency is created for donors and the nonprofit organization is held publically accountable. It is only through financial reporting that they get the assurance that may encourage them to donate more funds when they find out that their money or resource is put to the right use and managed well (Reheul, Van Caneghem, & Verbruggen,

Major gift requires that the staff meets several times, this way the leader may delegate tasks, equally, the manager keeps track of assignment, training and volunteers. It is recommended that the executive director and managers from different departments develop skills to feel comfortable asking for donations. Overall, the agency’s personnel should be trained as fundraisers, thus they can help to raise contributions. Staff should be prepared to contact and solicit sponsors. It is an effective strategy to personally contact sponsors. Hight level of sponsorships is considered after the agency has grown a relationship (Weinstein, 2009).

Charitable nonprofits around the world, rely on the public trust to achieve their mission. The importance that charitable nonprofits continuously earn the public’s trust through their commitment to ethical principles is paramount. Public mistrust in one organization could lead to the mistrust in all Non-profit-organizations ("Ethics and Accountability for Nonprofits", 2017).

Chari-ties are small organizations, though with some exceptional attributes. Both the charitable sector and the small business area comprise of an expansive number of little substances. Information from the NSNVO demonstrates that in 2003 there were 161,227 foundations and not-for-profits in Canada. The majority share 54% utilized no paid staff. Just 2% had paid staff of 100 or more. It's a comparative story in the little business part, which is commanded by an expansive number of small firms, by far most of which 98% utilize less than 100 paid staff. Under 2% utilize 100 individuals or more. Both areas are described by noteworthy dangers to achievement and congruity. Hindrances to section are moder-ately low and obstructions to achievement are generally high. In this manner there is a huge rate of passage and way out in both the altruistic and small business segments for an assortment of reasons, including insolvency, ailment, retirement, or the satisfaction of mission. For the small business area, the administration division has included firms more rapidly than the products creating part. In a few years, the rate of weakening in the small business division has been starkly high with respect to sample in the subsidence year 2009. Charities in Canada additionally encounter low boundaries to passage and high ob-structions to achievement. The net result is that every year, the quantity of charities in Canada increments. In 2009, for instance, around 2,100 new charities were enrolled by Revenue Canada while 1,500 charities were disavowed. In the course of recent years, a net increment of approximately 360 charities for each year has been ordinary, prompt-ing a genuinely quick development of the quantity of charities in Canada. This is a characteristic and, from numerous points of view, alluring part of the elements of the economy as more established associations kick the

In general, the problem with the nonprofit sector is not a questions of what types of nonprofits are being backed, but what size is receiving the most. Suzanne Perry, a Senior Editor at Chronicle of Philanthropy who specializes in nonprofit news cites a study done by the Institute of Jewish and Community “of more than 8000 donations of at least 1-million each made from 2001 to 2003” (Perry). In it, she writes that “44 percent of total dollars went to colleges and universities, followed by health and medical institutes (16 percent) and arts and culture groups (12 percent), while “social services received only 5 percent” (Perry). In other words, those social service organizations that go out of their way to help the desperate essentially get leftovers. More importantly, this goes to show that wealth charitable donors need to have a greater motive –higher tax deductions– for giving to the smaller and lesser known organizations, many of whom urgently need the extra donations to survive and fulfill their

Great point, and there is a balance for every organization. A few months ago I came across a nonprofit organization in Wilmington that had about 8 different fundraising events in a year. While the Executive Director felt that all these events were successful and need, in reality they were competing with each other. Fundraising is definitively an art and requires unique skills and the retrospective. At times the nonprofit organizations “fall in love” with their own mission and lose the ability to strategies successfully.

Gilbert (2006), the author of Eat, Pray, Love: One Woman's Search for Everything Across Italy, India and Indonesia, captures the human condition regarding emotions in the following line: “your emotions are the slave to your thoughts, and you are the slave to your emotions” (p. 132). This quote highlights the simple fact that all decisions are emotionally motivated. This is just human nature. Therefore, emotions should direct fundraising efforts as Sullivan (2013) suggests in the article titled “Giving is Literally a Chemical Reaction”. The nonprofit sector has “a great legacy of social change” (Glavin, 2011, p. 5). Change is driven by strong emotion and inspiration that pushes people to action. Ultimately, nonprofit organizations must generate profound emotional responses from prospective donors and then connect them with their mission or cause.

The rollercoaster of the global economy is causing havoc with charity income. Budgets are being cut and people are far more discerning about who to give to and how much. Fundraising and support are increasingly difficult challenges for the whole sector.

It is the responsibility of the leaders of non-profit organizations to ensure that their mission and purpose are clear and never compromised. The leaders of the organization and the fundraising team both need to be aligned with the goals of the fundraising plan. Costs associated with the fundraising plan can vary, therefore the organization needs to be realistic in its plan and try not to set unachievable goals that will stretch the finances and limit the ability to meet the goals of other programs that are also important to the mission of the organization. To meet the financial demands of their programs, non-profit organizations need to attract new donors. However, conflicting demands from these donors can cause organizations to expand