"In 2021, RWJF decided to make participatory grantmaking a hallmark strategy of a multiyear initiative focused on building the power and voice of communities affected by racial injustice in local public health and healthcare systems. The Foundation’s embrace of participatory grantmaking for this p
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ilot initiative was based on the belief that those closest to a problem should be central in crafting solutions. By providing outside and community experts with the power to design the initiative and recommend grants, RWJF staff believed the Foundation could increase the chances of achieving real and measurable community impact, while also delivering important lessons for the Foundation and other large funders about participatory grantmaking. This case study shares the story of how the process unfolded and how a committee external to the Foundation led the work of designing the initiative, soliciting and reviewing applications, agreeing on how the Foundation should disburse nearly $5 million in grants, and establishing norms and expectations for a group of intermediary grantees as they adopted their own participatory practices to “regrant” these dollars to community-based groups. The case study also seeks to lift up important takeaways for RWJF and other foundations, especially larger institutions, that are exploring or already engaging in some form of participatory grantmaking." (Pages 5-6)
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"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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"The biennial Nonprofit Tech for Good Report seeks to gain a better understanding of how nonprofit organizations use technology for digital marketing and fundraising. The 2023 report is based on the survey responses of 1,732 nonprofit professionals that subscribe to or follow Nonprofit Tech for Good
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on social media. Survey questions covered website and email communications, online fundraising, social media, and professional development in the nonprofit sector. The survey was promoted online in 2021 and 2022." (Page 3)
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"[...] Die Einbeziehung von vulnerablen Gruppen in die Technologieentwicklung ermöglicht es, ihre spezifischen Herausforderungen, Bedenken und Bedürfnisse besser zu verstehen und zu berücksichtigen. Dies sollte bereits bei der Formulierung des zu lösenden Problems geschehen, bevor überhaupt ein
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e technische Lösung erdacht wird. Denn: Gemeinwohlorientierung beginnt vor dem ersten Buchstaben Code. Nutzer:innenzentrierte Technologieentwicklung ist möglich und bildet eine wichtige Stellschraube, um den Begriff der „gemeinwohlorientierten KI“ mit Leben zu füllen. Diese Publikation soll als eine Hilfestellung sowohl für Wohlfahrtsverbände als auch für zivilgesellschaftliche Organisationen aller Art verstanden werden, um diese nutzer:innenzentrierte und gemeinwohlorientierte Technologieentwicklung in die Tat umzusetzen. Dabei kann KI im Fokus stehen, es sind aber auch andere digitale Produkte denkbar. Wir haben die Publikation so gestaltet, dass Sie sie immer wieder heranziehen können, wenn Herausforderungen bei der Implementierung und Steuerung digitaler Vorhaben entstehen. Die Ordner stehen dabei für sich und müssen nicht in einem Schwung durchgelesen werden." (Vorwort, Seite 4)
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"This textbook explores ethical issues for not-for-profit and non-governmental organizations, providing discussion-oriented cases for NFP and NGP practitioners. The book begins with an introduction to professional ethics as practiced in industry, not-for-profits and NGO's. Attention is paid both to
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classical ethical theories and contemporary variants. Then, combining that theory with an introduction to the morally unique facets of the NFP and NGO landscape, it offers a series of cases which pertain to the underlying theoretical substrate. The reader will find a blend of theory and application within the text as well as guided assignment prompts. Themes covered include board relationships, staff management, work with vulnerable populations, financial transparency, Human Resources ethics and ethical dilemmas unique to international operations." (Publisher description)
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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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"The goal of this Data Governance Toolkit is to guide non-profit organizations through the steps and best practices for implementing Data Governance within your organization, while keeping in mind the changing organization IT landscape, enterprise architecture and program deliverables. To support or
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ganizations, reach their goal of capacity building in Data and Analysis, this toolkit guides you through a Framework to implementing Data Governance that includes template policies, roles, roadmaps and KPIs." (Purpose of this toolkit, page 3)
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"This note aims to support DT Global staff and partners to: understand DT Global's adaptive management framework; assess if and what level of adaptive management is required for a program; the difference between adaptive management and good program management; and initial steps to apply adaptive man
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agement principles and practice. Adaptive management is a response to rising critiques since the early 2000s to traditional pre-determined development programming, arguing that too often simple solutions have been applied unsuccessfully to complex problems. DT Global considers adaptive management in practice as four essential elements operating together: flexibility, responsiveness, purposive learning and an empowering culture." (Page 1)
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"Richard J. Tofel, the former president and founding general manager of ProPublica, offers actionable strategies to help nonprofit newsrooms and news entrepreneurs build sustainable organizations. Drawing on his years of experience in managing and running a nonprofit newsroom, Tofel shares how to: d
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raft a strong mission statement; create a business plan, devise a fundraising strategy; build a board; sustain organizational structure; and much more." (Back cover)
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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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"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 2019, the Fund partnered with Purposeful, a feminist movement-building hub for adolescent girls, to pilot a participatory grant-making initiative in Sierra Leone aimed at promoting youth leadership and amplifying the voices of young people. As our first foray into realizing the potential of part
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icipatory grant-making, this experience taught us many valuable lessons about how to foster genuine participation of children and young people.
A targeted and intentional approach to reach a diverse group of children and youth is essential. This helps prevent a participatory process that only benefits young people in urban areas and those from higher socio-economic backgrounds.
We also learned that true participation requires letting go of power while ensuring that young people have what they need to make meaningful and informed decisions. Support to child and youth-led groups should go beyond grant money to include a comprehensive package of grantee-led learning and accompaniment.
The biggest lesson is about the need to be open and flexible throughout the process. Being willing to adapt as we went along allowed us to respond and make changes (almost) in real time. It also allowed us to learn from the young people about what it means to use your voice and make yourself heard in ways far beyond what we could have anticipated." (Executive summary)
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"Die neuen Möglichkeiten der Digitalisierung werden von vielen Organisationen bislang nicht ausreichend genutzt. Die Ergebnisse zeigen dafür vier wesentliche Erklärungen: Einseitiges Digitalisierungsverständnis: a) Digitalisierung wird in 86% der gemeinnützigen Organisationen als Mittel der Arb
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eitserleichterung, d.h. der effizienten und transparenten Bewältigung von organisationsinternen Aufgaben verstanden. Demgegenüber stehen nur 47% an Organisationen, die in der Digitalisierung auch die Möglichkeit sehen, ihre gesellschaftliche Wirkung zu steigern. b) Potenziale digitaler Schlüsseltechnologien werden nicht erkannt: Einige wenige innovative Organisationen im dritten Sektor zeigen zudem bereits anschaulich, wie digitale Schlüsseltechnologien ihre Arbeit bereichern und die gesellschaftliche Wirkung steigern können [...] c) Mehr Investitionen erforderlich, insbesondere in den Faktor „Mensch“: Eine erfolgreiche digitale Transformation endet nicht bei der Übersetzung von Daten vom Analogen zum Digitalen, sondern erfordert zusätzliches Wissen, Kompetenzen und Strukturen, um eine Organisation in letzter Konsequenz „digital zu denken“. Dafür braucht es Investitionen. Unsere Ergebnisse zeigen allerdings, dass die Höhe der ITBudgets bei 47% der NPOs stagnieren. Alarmierend ist vor allem, dass nur 8% der derzeitigen IT-Investitionen in das IT-Personal fließen, wohingegen 59% für Hard- und Software eingesetzt werden [...] d) Alte und neue Hindernisse bremsen die Digitalisierung: Ein seit jeher bekanntes und chronisches Problem im dritten Sektor sind die oft knappen personellen und finanziellen Ressourcen, was im Falle der Digitalisierung wichtige Investitionen verhindert. Die Problematik, erforderliche Ressourcen aufzubringen, in Kombination mit der Schwierigkeit, sich relevantes Wissen anzueignen, zeigt: Nur 14% des dritten Sektors sind gut positioniert, um sich erfolgreich zu digitalisieren." (Executive summary, Seite 6-7)
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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 3+5 framework consists of three core RBM principles plus five supporting principles. Each principle has an associated set of standards that capture the essential elements of RBM for generating and using results information. The primary focus of the 3+5 framework is to enhance the availability o
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f results information and to manage adaptively through continuous learning. The 3+5 framework helps UNFPA and its partners to assess their status in terms of results-based management and to identify areas for improvement. The RBM standards are assessed on a four-point scale that is intended to provide a rating of the extent to which the RBM standard has been met." (Page 2)
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