Question 2
Individual donors are important to the fiscal health of an agency because the agencies rely highly on the donors’ governing board of directors in providing leadership, financial oversight, and strategic guidance. In such a case, the degree to which the board effectiveness defines the financial health of the agency is of high interest to both the academic community and the practitioners.
The three types of donors from the list are millennials’, LGBTQ, and African Americans
First, my goal and the cultivation strategy of LGBTQ is to defeat the bills of “anti-LGBT, support lesbian, gay, bisexual, and transgender youths by developing new school curriculum and policies as well as partnering with other organizations on the minority issues like reform of criminal justice and gun control (Klein, 2011, slide 34). Furthermore, my goals and the cultivation strategy in LGBTQ is to take part in a lawsuits array which can bring a major influence, however, LGBTQ has different goals or strategies based on different groups’ priorities, for example, the group addresses the issues of equality differently from other movements with their goal being passing the law on equality, defeating locals and state laws (Vesterlund, 2013).
Secondly, my goal and the cultivation strategy on the millennials’ group is shinning in the policy roles and military ranks, taking on decision-making and greater policy responsibilities thus turning to be intelligence consumers (Waters, 2015). Nevertheless, this group has different goals and strategies based on different groups’ priorities in that they are in togetherness in a status quo disdain. Again, the group is together in the lack of process appreciation rather than outcomes and has the belief that in a community where they are no enough necessities, they should grow since that is where they grew (Seiler, Aldrich, and Tempel, 2010, slide 11). Finally, my goals and cultivation strategy of the African American movement is to focus on social support, provide education, and social welfare, and offer other services. The group has different goals or strategies based on different groups’ priorities in that it is pressing on its primary role of addressing and meeting social issues.
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Question 3
A donor can be moved from an annual giver to becoming a major gift prospect through first identifying the potential donor, secondly, educating the annual donor about your group or school in terms of its program and mission, and the dependants it is serving, thirdly, establishing connections with the prospect through developing a personal relationship, and finally, asking for the gift based on research, and match the interest of a donor with a particular group in need and a targeted amount (Seiler, Aldrich, and Tempel, 2010, slide 4).
The pieces of information the development officer would want to know about major gift prospects are the philanthropic indicators such as their past giving to a Nonprofit organization, earlier other Nonprofit Donations, and the involvement in Nonprofit donations. Further, the development officer has to know about the wealth-associated indicators like stock ownership, business affiliations, political giving, and ownership of real estate (Sargeant, 2016).
A stewardship strategy is important because it is involved in managing, supervising, or conducting a nonprofit success. An example of a stewardship strategy over a 12-month timeline I might use in cultivating an annual donor into becoming a major donor is the act of making good use of natural resources found on earth (Seiler, Aldrich, and Tempel, 2010, slide 8).
Question 5
The pros of organizations accepting government funding are generous money amounts can be received, after receiving one government funding, the likelihood of receiving others is high, and receiving government funding is a recommended way of developing the credibility and visibility of the organization (Stern, 2017). The cons of an organization receiving government funding are that the organization has to be experienced and talented in writing proposals for funding to the government, the success rate of government funding is low due to high competition, and most government funding raiser based on a short-term period, hence after they run out the organization has to start over (Klein, 2011, slide 22).
The trade-offs considered before applying for federal/state or city contracts are all the evaluation factors and crucial subfactors that will impact the awarding of a contract and their comparative importance and a stated solicitation of the overall factors based on if the factors are considerably more essential than, approximately equal, or comparatively less essential than price or cost. Furthermore, the trade-offs to be considered are the offeror who is the lowest priced and the highest offeror technically rated (Klein, 2011, slide 10).
Accepting government funding might change a program or service delivery model in different ways in that the program or service delivery model may be subjected to the transmission of the supposed public sector inefficiencies to the nonprofit universe service providers. However, the change may be mutual and complementary advantageous whereby the organizations may focus on capitalizing on the regular financial support from the government in improving the service delivery process efficiency.
Question 6
The importance of engaging both internally the staff and externally the donors in starting every fundraising plan with a case statement is to positively keep relationships for a long period with prospects at the required value and time, for the organization to attain its goals in finance. Furthermore, this kind of engagement is crucial in the fundraising campaign since it provides a direction to a fundraising campaign’s success through outlining clear methods and goals of attaining these goals. Additionally, the engagement gives a chance of determining the current environments of the organization and supporters engaging methods, raising funds, campaign marketing, and campaign evaluation (Klein, 2011, slide 13).
The importance of setting realistic fundraising goals when starting a campaign is that they help in defining the organizations’ goals to focus on working effectively towards them. Also, the elements of the fundraising goals give focus and direction to the campaign. (Gompers and Lerner,2013).
The importance of building a diverse mix of funding from individuals, government, and foundation grants is that it enables the organization to become sustainable and resistant to shocks on their finances (Waters, 2018). Besides, the fundraising mix is important to the health of the organization and it encourages other donors into contributing to the organization’s cause, on a long-term basis (Klein, 2011, slide 15)…
The importance of understanding the program and overhead costs help fundraisers in building a stronger fundraising plan because it helps in the preparation for fundraising, it helps in addressing the fundraising goals, how much money to ask for, and when needed, it helps to determine the sources to approach and to examine if the organization really needs to hire a fundraiser.
Question 7
The two ethical dilemmas in Fundraising that could arise are tainted money in the case when the fundraising money offered has a conflict of interest, and secondly, connecting the amount of raised funds on compensation forgetting that fundraisers’ motivation is helping further the organization’s mission, instead of making extra money.
Referring to the Metropolitan Council on Jewish Poverty (MET Council) case, the actions of the executive director from an ethical perspective is that he did not have the belief that the council won’t invite the changes, thus making the governance change of the Met Council turning to be inevitable (Seiler, Aldrich, and Tempel, 2010, slide 23).
As a fundraiser, the executive director would have acted differently by making sure that the regional commissions and entities cooperated as well as consolidate the commissions and the entities.
One guideline from the Association of Fundraising Professionals Ethical Standards and Principles is competence. The Met Council case violated this guideline because the arrangements made by the council of crafting regional plans of growth, getting regional and local land use, sewer, and road projects for confirming the plans did not work well as planned by the council (Weisbrod and Dominguez, 2014). One guideline from the Donor Bill of Rights is to have expectations that all associations with people representing the interested organization to the donor must be based on a professional nature (Khumawala and Gordon, 2014). The MET Council case violated this ethical guideline through the executive director representing the council making personal decisions without consorting other members of the council and thinking the required change cannot be implemented; hence the failure of the council in welcoming a new change(Seiler, Aldrich, and Tempel, 2010, slide 20).
References
Klein, K. (2011). Fundraising for social change (Vol. 21). John Wiley & Sons.
Seiler, T., Aldrich, E., & Tempel, E. R. (2010). Achieving Excellence in Fundraising: Principles: Principles, Strategies, and Methods.
Sargeant, A. (2016). Using donor lifetime value to inform fundraising strategy. Nonprofit Management and Leadership, 12(1), 25-38.
Stern, N. (2017). The effects of taxation, price control, and government contracts in oligopoly and monopolistic competition. Journal of Public Economics, 32(2), 133-158.
Waters, R. D. (2015). Measuring stewardship in public relations: A test exploring the impact on the fundraising relationship. Public Relations Review, 35(2), 113-119.
Khumawala, R.D & Gordon, P.M ( 2014). Applying relationship management theory to the fundraising process for individual donors. Journal of Communication Management, 12(1), 73-87.
Waters, R. D. (2018). Applying relationship management theory to the fundraising process for individual donors. Journal of Communication Management, 12(1), 73-87.
Gompers, P. A., & Lerner, J. (2013). What drives venture capital fundraising? (No. w6906). National bureau of economic research.
Weisbrod, B. A., & Dominguez, N. D. (2014). Demand for collective goods in private nonprofit markets: Can fundraising expenditures help overcome free-rider behavior?. Journal of public economics, 30(1), 83-96.
Vesterlund, L. (2013). The informational value of sequential fundraising. Journal of Public Economics, 87(3-4), 627-657.
