"The traditional financial models for news are dying. Could churches, environmental movements, and open source communities hold clues to its survival? We’re at a moment of profound transition and successive crisis for news. Our mission is to explore how membership models might help. A key takeaway
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from our research over the past 12 months is that membership models are fundamentally different from subscription or product models–and that they require whole new methods and mindsets to be successful. Membership isn’t just “subscription by another name” (though it’s often referenced that way), or about giving consumers access to a product. It’s participation in a larger cause that reflects what they want to see in civil society. In membership, there’s a different “social contract” or “value proposition” between the site and its members. At the basic level of: What do you give? What do you get? Subscribers pay their money and get access to a product. But members join the cause and participate because they believe in it." (Executive summary)
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"This study examines the challenges of good governance for community radio stations. It does this by exploring how volunteers, managers and members of the Boards of Directors at four community radio stations in Ireland view governance issues. The article finds that there are three key requirements f
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or effective governance in the context of non-profit community radio stations. First, participants described the importance of the Board’s leadership role in acquiring expertise in specific, necessary areas, such as finance, human resources and compliance. The Board was also seen to require a capacity to generate positive relationships between the station and its constituent communities. Second, participants outlined a number of practices that proved useful in achieving positive internal relationships between the Board, the volunteers and management. Third, participants described how a collectively shared ethos of community radio was useful in overcoming potential divisions by generating a shared sense of the organization for its members. The findings highlight the need for further research and analysis of the organizational uniqueness and consequent governance requirements of community media." (Abstract)
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"El presente documento es un analisis descriptivo del sector de crowdfunding – financiamiento mediante una multitud de donantes por medio de Internet - en América Latina. Su objetivo es conocer el tamaño, las caracteríticas y la dinámica de las plataformas latinoamericanas de crowdfunding. Par
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a ello, se realizó una encuesta a los operadores de dichas plataformas, entrevistas con administradores de plataformas y un análisis de los datos publicados en los portales web de las plataformas sobre la dinámica de las campañas y los inversionistas. El sector en América Latina ha tenido un crecimiento importante desde 2009 a la fecha. Los países que cuentan con un sector más desarrollado son Brasil, México y Chile. Se encontró que la internacionalización de los portales es todavía limitada y, por lo tanto, las plataformas lationamericans tienen aún la mayoría de fundraisers en el mismo país en donde operan. El análisis de datos ofrece una información detallada sobre los rasgos distintivos de cada uno de los cuatro modelos de crowdfunding analizados (donaciones, recompensas, deuda y acciones). El análisis de las entrevistas realizadas informa sobre los detalles de los modelos de negocio y la forma en que las plataformas lationamericanas capitalizan oportunidades y enfrentan retos inherentes a la dinámica de este tipo de plataformas. Finalmente, se describen los principales avances y retos en distintos países de América Latina en la promoción de este sector." (Resumen)
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"Wie kann ich das Internet zum Spendensammeln nutzen? Wie binde ich meine Unterstützer auch virtuell an mich? Wie vermeide ich durch den Einsatz von Facebook & Co. teure Postmailings? Dutzende dieser Fragen erreichen die Mitarbeiter von betterplace.org jeden Tag. Daher haben wir uns entschieden, da
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s erste Online-Fundraising-Handbuch herauszugeben, um unser Wissen für alle verfügbar zu machen. Wir duzen dich in diesem Buch übrigens, denn wir möchten dir unser Wissen direkt und persönlich vermitteln. Wir, das sind viele Mitarbeiter von betterplace.org, aber auch zahllose Experten aus NPOs, Internet-Firmen und Agenturen. Gemeinsam geben wir unser geballtes Wissen aus Tausenden (Spenden-)Kampagnen, Social Media Posts und Newslettern an dich weiter. Deshalb ist dies keine betterplace.org-Werbebroschüre, sondern die Sammlung unserer Erfahrungen aus der ganzen Bandbreite des Online-Fundraisings – unabhängig von genutzten Plattformen, Dienstleistern und Technologie. Damit dieses Buch für dich den größtmöglichen Mehrwert bietet – egal, ob du gerade mit dem Online-Fundraising beginnst oder schon erste Erfahrungen gemacht hast – führen wir dich anhand des Spenderloyalitätszyklus hindurch (mehr auf Seite 9). Das bedeutet, dass du der idealtypischen Reise eines Spenders folgst: vom ersten Kontakt zu deiner NPO über das Abonnieren des Newsletters hin zur ersten Spende. Am Ende des Buches findest du eine passende Checkliste, mit der du die konkreten Schritte nachverfolgen und „abarbeiten“ kannst – dein Weg zu einem erfolgreichen Online-Fundraiser." (Vorwort, Seite 6-7)
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"The discussion of opportunity costs, choosing a platform and networking strategies highlights the clear need for more industry data and transparency [...] Further, the private sector can monetize research on network effects and fundraising norms across the continent [...] Regarding the supply of ca
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pital in Africa, the Cheetah Fund model could potentially be scaled across the East Africa region, or even the entire continent, to include other crowdfunding platforms and instruments, such as debt [...] entrepreneurs should seek partnerships with individuals or marketing firms located in more developed crowdfunding ecosystems [...] There is significant room for payment systems innovation within the private sector." (Conclusion, page 15)
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"Gutes verbreiten, statt neu erfinden – das spart Zeit, Geld und Kraft und ist der beste Hebel, um mit einer Idee viel zu bewirken. Der Transfergedanke, also die systematische Verbreitung eines bewährten Projekts, ist noch längst nicht überall angekommen. Aber es tut sich was. Eine stetig wachs
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ende Community glaubt, dass gute Ideen nur wachsen können, wenn Wissen weitergegeben und -entwickelt wird. So trafen sich im Laufe des vergangenen Jahres über 500 Projektmacher und Förderer aus allen Teilen Deutschlands auf vier openTransfer CAMPs, diskutierten über Herausforderungen beim Projekttransfer, gaben Erfahrungen weiter und lernten voneinander. Viele dieser Impulse wurden als Beiträge auf der Plattform www.opentransfer.de veröffentlicht und so allen zugänglich gemacht. Dort kann jeder Wissen teilen, kommentieren, weiterdenken und mithelfen, gute Ideen ganz groß zu machen. 87 dieser Beiträge von 56 Autoren liegen nun als E-Book vor. Die freie Weitergabe und Zirkulation dieses Wissens ist nicht nur erlaubt, sondern auch explizit gewünscht. Die erfolgreichen Transfer-Geschichten, Herausforderungen und ganz praktischen Tipps in diesem Buch sollen Ihnen bei der Verbreitung Ihres Projekts helfen. Alle Ideengeber, Projektinitiatoren, Engagierten und Förderer sind eingeladen, Teil der Community zu werden." (Editorial, Seiten 8-9)
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"To be successful and sustainable, community broadcasters need all or at least some of the following: a favourable regulatory framework; comprehensive and meaningful participation mechanisms for the communities they serve; effective management and governance structures. From 18-19 March 2013 communi
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ty broadcasters in Namibia and members of their communities discussed aspects of community participation, governance and station management. The meeting was jointly organised by the media project of the Friedrich-Ebert-Stiftung (FES), fesmedia Africa, the Deutsche Welle Akademie and UNESCO. The following is a compilation of the key issues identified in group work and in the input by resource people from South Africa and Kenya." (Introduction)
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"Credible crowdfunding systems require more than entrepreneurs and willing investors. They also need a supportive ecosystem and enabling factors, including forward-thinking regulations, effective technological solutions, and cultures that can adapt to this new investment vehicle. This includes the c
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oncept of a “constellation of trust” that enables all parties to participate. The key factors that have facilitated crowdfunding in developed countries include: a regulatory framework that leverages the transparency, speed, and scale that advances in technology and the Internet can deliver to early-stage funding marketplaces; strong social media market penetration and Internet usage, which is necessary to harness demographic and technology trends to drive collaboration and cultural shifts; a regulated online marketplace that facilitates capital formation while providing prudent investor protections through education and training; collaboration with other entrepren eurial events and hubs including business plan competitions, incubators, accelerators, universities and co-working spaces to create a channel for opportunity and oversight." (Executive summary, page 8)
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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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