Table of contents
| Introduction | 3 |
| Chapter 1. THE ESSENCE OF MODERN FUNDRAISING TECHNOLOGIES | 7 |
| §1. Essential and content characteristics of fundraising | 7 |
| §2. Fundraising in Russia | 12 |
| §3. Not commercial organizations as the main subject of fundraising | 16 |
| Chapter 2. TECHNOLOGY FOR ORGANIZING AND CONDUCTING A FUNDRAISING CAMPAIGN | 22 |
| §1. Justification of the technology for organizing and conducting a fundraising campaign to raise funds for an action in support of disabled children | 22 |
| §2. Description of the technology for organizing and conducting a fundraising campaign | 25 |
| Conclusion | 37 |
| List of sources and literature used | 40 |
| APPLICATIONS | 43 |
INTRODUCTION
Traditionally, the social sphere in our country is the sphere of activity of the state, which is responsible for the implementation of social policy. IN Lately we can speak with some confidence about the prominent role of NPOs in the market social services and in providing cooperation and financial assistance to government social institutions. The implementation of many promising ideas and initiatives with the participation of NPOs is often associated with the availability of funding sources. As a rule, the number of ideas and proposals many times exceeds the financial capabilities of sponsors and donors. Almost all non-profit organizations and bodies are faced with the search for sources of financing and real donor funds for the implementation of socially oriented and socially significant projects local government, as well as various social institutions. This is an age-old problem, security socially significant projects sources
gratuitous financing, prompts the conscious need to standardize some targeted strategy for finding funds for the organization - fundraising. The field of fundraising is practically a new field of activity for our country. It has been developed in the USA, where a varied system of benefits and incentives has been developed for investors in the social sphere, be they commercial structures, foundations or individuals. The US free market tradition encourages philanthropy. Search for subsidies or Money- fundraising has grown into a separate professional management area. First-class specialists have appeared who know how to replenish the budget. There are now more than 50 million Americans in the United States who give either their time or their money to the nonprofit sector. The social sphere, like no other, needs more organized financing from extra-budgetary funds, a clearer and more professional organization of attracting resources from sponsors and donors. Relevance of the topic The course work is due to the fairly high importance of fundraising technologies for the development of the social sphere. Drawing attention to this type of social technology is necessary today for most subjects and objects of the social sphere. The introduction and use of fundraising technologies will expand the financial and other capabilities of social sector institutions and, as a result, increase the efficiency of its functioning.
Research problem: insufficient knowledge of fundraising methods and technologies in modern Russia and the need to implement these technologies in practice.
In the process of writing my course work, I used research on fundraising by O. Alekseeva ("Tactics for finding funds from individuals"
,
"Attracting donations from Russian companies"
); A. Dymnikova (“Fundraising as a special type entrepreneurial activity in culture"); G. Tulchinsky (“Fundraising. Raising funds for non-profit activities”, “Non-profit marketing (marketing in the field of culture)”), V. Pankov ("Features of national fundraising"
), J. Alexander and K. Carlson (“Basic principles of fundraising: Secrets of raising funds for non-profit organizations”) and others. It should be said that today the literature translated into Russian is clearly not enough to study this problem. Russian authors mainly study fundraising as an activity that is exclusively the prerogative of NPOs.
An object: fundraising as a tool for attracting resources in the social sphere.
Item: fundraising campaign technology as a tool for attracting resources for a specific socially significant project.
Target: study and describe fundraising technologies in the social sphere.
Tasks:
1. Determine the essential and substantive characteristics of fundraising.
2. Analyze the history of the formation and current state of fundraising in Russia. 3. Study the role of NPOs in the field of fundraising. 4. Justify and describe the technology for organizing and conducting a fundraising campaign to raise funds for the implementation of an action in support of disabled children.
The course work consists of an introduction, two chapters, a conclusion, a list of used sources and literature and applications. The introduction substantiates the relevance of the work, formulates the problem, goal, and main tasks. The first chapter, “The Essence of Modern Fundraising Technologies,” consists of three paragraphs.
Fundraising, like any professional activity, has a special terminology; some of the basic concepts related to fundraising activities should be considered: Resources– financial resources, information, specialists, equipment, materials and other tangible and intangible objects necessary for the implementation of a project or activity. Charity- voluntary disinterested donation by individuals and legal entities in the form of providing recipients with minimal financial, organizational and other charitable assistance. Maecenas– an individual who provides material, financial, organizational and other charitable assistance on a disinterested voluntary basis. Sponsor- a legal entity or individual who provides material support to charitable activities on a voluntary and non-profit basis in order to popularize exclusively their name, trademark, etc. Donor- a legal or natural person providing material, financial, organizational and other charitable assistance to non-profit organizations on a voluntary, disinterested basis. Grant- a charitable contribution or donation of a targeted nature, provided by individuals and legal entities in cash and in kind. Non-profit (non-profit) project– a set of planned activities united by common objectives, the purpose of which is to achieve a socially significant effect, and not to make a profit. .
Chapter 1. ESSENCE OF MODERN FUNDRAISING TECHNOLOGIES
“If you want happiness for an hour, take a nap. If you want happiness for the day, go fishing. If you want happiness for a month, get married. If you want happiness for a year, inherit a fortune. But if you want happiness for life, help someone.”
Chinese proverb
- §1. Essential and content characteristics of fundraising
Purpose of fundraising– is to ensure the implementation of socially significant activities. Areas of activity that most often need support:
charity;
protection of human rights;
environment protection;
health;
art and culture;
humanitarian sciences;
natural Sciences;
education;
private sector support;
jurisprudence;
other.
Fundraising objectives:
- fundraising;
development of social partnership;
- the opportunity to speak openly about the organization and communicate its goals;
- achieving the organization's goals and implementing its programs;
strengthening the well-being of society as a whole. .
- Fundraising can be “internal” and “external”. In the first case, NPO employees are engaged in the development and implementation of a strategy for finding funding independently. In the second case, this is one of the areas of consulting activity, when the search for funding is carried out by attracting professional fundraising consultants. This role can be played by both independent experts and specialized fundraising firms. Each fundraising campaign has strictly defined objectives, according to which there are two main types of fundraising. The first type of fundraising. If fundraising goals come down to receiving specific means for the implementation of projects, then this type of fundraising can be called design. Project fundraising is the most convenient form of raising funds, both for the cultural organization itself and for the financier. This is due to the presence of clearly defined purposes for the use of funds, the ability to attract significant financial sources with low fundraising costs, as well as obtaining commercial benefits from project financing. Second type of fundraising. If raised funds are used to cover current expenses, this type of fundraising can be considered operational. Operational fundraising is the least effective form of attracting funds to a cultural organization, since incoming funds do not have intended purpose and are accumulated in its current budget. They can go to pay wages, covering utility and material costs, as a result of which the interest of investors in such financing is reduced. Fundraising cannot exist without other elements of activity that are important for the organization: strategic and current planning, public relations, active involvement of volunteers, etc. A fundraiser is, in principle, any (state, commercial, public) structure that, for some reason, does not have the funds for some event of interest, but guarantees its high results. Another option: this structure does not want to invest financial resources in holding the event, since it has other resources (barter services, media, VIP contacts) that may be equivalent to financial investments. Subject fundraising is a professional PR division of the structure allocating or requesting funds and/or a PR agency that monitors the entire process from the allocation of funds to obtaining the required result, and in the case of a PR agency, fundraising may well appear as an area of business activity.
- fundraising in local communities;
- fundraising through large industrial companies systematically engaged in charitable activities;
- participation in competitions for grants from outside charitable foundations;
- individual fundraising.
Fundraising activities are one way or another carried out and regulated by the following regulations:
- Federal Law of the Russian Federation “On Charitable Activities and Charitable Organizations”;
Federal Law of the Russian Federation "On Non-Profit Organizations";
Federal Law of the Russian Federation "On Public Associations";
Federal Law of the Russian Federation “On Advertising”.
- This also includes
- Fundraiser Code of Ethics
The most traditional sources of financing for Russia today are donations and investments from sponsors, which come from private and public businesses.
Then follow:
conducting targeted/charitable fundraising events;
grants distributed by foreign foundations (Russian ones are still too small and weak);
funding from the budget (usually from the local, at the level of city or regional committees for culture, youth affairs, etc.);
creation of small enterprises, cooperatives, joint-stock companies for the purpose of income from their own commercial activities;
donations from individuals;
income from collection of membership fees. .
Types of resources received through fundraising activities:
- human ( work time, intellectual and physical effort);
information and methodological (knowledge, skills, technologies);
material (commodity);
services and work (through mechanisms that enhance and accelerate the human factor);
financial, for which, in fact, it is easiest to purchase everything listed in the previous paragraphs. .
- §2. Fundraising in Russia: history of formation and improvement
In our country, most non-profit organizations do not use the opportunity to attract additional financial and public resources for three main reasons:
1. lack of a fundraising strategy for NPOs;
2. lack of information database on sources of financing;
3. lack of specialists (fundraisers) capable of conducting marketing research, selecting a donor, writing an application, and monitoring.
Facts show that projects aimed at developing civil society, the non-profit sector, small businesses, as well as creating conditions for the economic development of the region have a high chance of receiving funding from foreign grantors.
Some private entities are adopting the experience of Western business communities and have come to understand that their support of non-profit fundraising organizations and their participation in charitable events contribute to the creation of
favorable attitude towards business from the local community.
More and more non-profit structures are appearing, the main “consumers” of charitable assistance, which gradually, year after year, form a project culture, thus creating for themselves a favorable environment for more successful work both with philanthropists and to attract funds or material resources from the business and local community.
Currently, non-profit organizations in Russia are increasingly considering financial assistance from foreign and national grantors as the only source of extra-budgetary funding to fulfill the socio-economic tasks that they set for themselves. Today, fundraising is the most effective way to support their activities, but as civil society develops in Russia, others will be established that will complement the existing traditions of effective fundraising, which will become components of a powerful set of socio-economic technologies that promote and allow society to independently determine priorities in your development and fulfill the tasks facing you. . Today, government grant programs, both federal and regional, have become widespread. The state has become the largest donor, followed by private capital and NGOs. Finding resources - fundraising has become one of the important tasks of managers and other specialists in the social sphere. Here the experience accumulated in this area in Western countries and, in particular, in the USA may be useful. However, for the competent application of this experience, it is necessary to take into account domestic realities. Taking these realities into account, it is possible to build adequate and effective models of fundraising activities. It is important to note that in our country today we can identify a number of significant problems of a subjective nature that can and should be productively influenced:
- paternalism, pessimism, passivity and expressed mutual distrust of the population, its organizations and associations;
ignorance and (or) underestimation of the role of public philanthropy in solving social problems and developing civil society;
lack of traditions and civilized mechanisms for the voluntary participation of residents in solving pressing problems of the territorial community;
unfair competition from other entities involved in local fundraising (local governments, recipient government agencies, recipient public organizations, individual families and individual recipients);
insufficient support for the cultivation of public philanthropy from international organizations and local media. .
- §3. Non-profit organizations(NPO) as the main subject of fundraising
The activities of NPOs are an extremely rapidly developing area of modern business and management. The technology of non-commercial (non-profit) marketing and management in general has already been formed and claims to be general in nature. In fact, we are talking about the formation and development of the social business industry, the tasks of which are: 1.) dissemination of relevant ideas (through the establishment of awards, organization of business breakfasts, lunches, etc., through means mass media); 2.) formation and maintenance of information databases and creation of an appropriate service for selecting social partners; 3.) information and dissemination of experience of charity and social cooperation.
NPOs perform a number of important socio-economic functions:
- Protect the interests of specific social groups and layers: professional groups and national-ethnic minorities, veterans and youth, consumers and business circles, religious communities and environmental movements.
They lobby for these interests in government bodies.
Carry out socially significant activities that are not implemented on a commercial basis.
Raise funds for such types of activities;
Provide social communications: partnership, PR, advertising.
- Create local permanent sources of financing for social projects and programs that are accumulated from various sources;
They set up a system of transparent financing of socially significant activities;
Eliminate the breeding ground for “professional petitioners” extorting social assistance, on the one hand, and corruption, on the other;
Promote the development of local initiatives and the growth of social activity;
Make it easier for businesses to plan and implement sponsorship and charity activities;
They ensure a transition from the “asker-giver” relationship to a full-fledged social partnership.
- The forms of social partnership are:
- Information exchanges;
Charity events;
Organizational support: payment, consulting, provision of equipment, premises;
State-public forms of self-government: round tables, commissions, councils;
Competitively funded grants;
Joint projects. .
NPOs in Russia can exist in the organizational and legal form of an institution, foundation, autonomous non-profit organization, non-profit partnership, association (union), state corporation, public organization, etc.
Institution. A significant part of NPOs are government institutions (culture, education, science). The peculiarity of the institution is that it is not the owner of its property and owns it with the right of operational management. The owner of the property is the founder (state, trade unions, etc.), who controls the safety of the property transferred to the institution. The institution does not have the right to carry out any transactions with this property without the consent of the owner. The founder, in turn, is obliged to fully or partially finance the activities of the institution (state cultural institutions are financed from the corresponding budgets). In addition, the founder bears subsidiary liability for the debts of the institution (in case of non-payment of debts, creditors have the right to present bills to the founder of the institution).
Fund. The fund can be established by individuals and legal entities on the basis of voluntary property contributions for non-commercial purposes. Unlike an institution that owns property under operational management rights and is not fully responsible for its debts, a foundation is the owner of its property and is fully responsible for its obligations. The Fund has the right to actively engage in entrepreneurial activities and acts in most cases as a financial institution (places funds in the accounts of banks, insurance companies, and securities). The obligatory governing body of the fund is the board of trustees, which supervises the activities of the fund and the expenditure of financial resources.
Autonomous non-profit organization. An autonomous NPO is created in the same way as a foundation, by individuals and legal entities on the basis of voluntary property contributions. However, an autonomous NPO specializes exclusively in providing services in the field of education, culture, science, etc. An autonomous NPO can provide both non-profit and entrepreneurial services, which in practice are sometimes difficult to distinguish between.
Non-commercial partnership. A non-profit partnership is created by individuals and legal entities to assist its members in activities aimed at achieving public benefits. The financial base of a non-profit partnership is the initial contributions of the founders, regular membership fees and income from business activities. In return for membership fees, members receive the right to use the services of the non-profit partnership.
Association (union). Associations (unions) are associations of legal entities, both commercial and non-profit. Commercial organizations create such associations to coordinate their business activities, as well as to represent and protect common property interests. Non-profit organizations can also establish associations (unions) to protect common property interests and various non-commercial goals. The association's property is formed from contributions from the founders and regular membership fees.
etc.................
In the context social work Fundraising is the activity of searching and collecting funds for the implementation of both socially significant programs and for organizational support of NPOs (non-profit organizations) or other subject of socially significant activities.
Often this activity is limited to only applying for help to various funds and non-governmental organizations to receive a grant, but this is not entirely true. Grant is a free targeted subsidy provided on a competitive basis to an organization, initiative group or individual for the implementation of a declared project in a particular field of activity. However, Western assistance is decreasing every year. This encourages NGOs to more actively develop the local “market” of resources.
Fundraising has several basic areas:
External (fundraising itself):
- . Grants from international charitable organizations and foundations. It is not easy to get a grant because the competition is very high. Recently, foundations have often practiced financing joint projects of Russian and foreign NPOs, and in this case, the chances increase for organizations that have partners abroad.
- Funds from the local budget. This difficult method of making money cannot yet be done regularly, but sometimes it pays off. Most often, this happens when the administration (or another government agency, such as an education committee) is itself interested in an event being held by a non-profit organization. But even in this case, there will not always be money in the budget for this. In this case, it is more realistic to receive funds “in kind” (for example, in the form of crediting the cost of energy supply or telephone communication to the office, provision of transport to service the event, etc.).
- Funds from other funds. Such funds can be either extra-budgetary or included in the budget, operate at different levels and are managed by different structures - nature conservation committees, the regional administration or the fund board. Here, it is more realistic for a non-profit organization to receive funding than from the budget, since the fund’s money is targeted. Yes, it may turn out available funds for a program of environmental education and training, publication of methodological literature, and some practical activities.
- Participation in state (or regional) targeted programs. For example, a youth support program could finance environmental activities for schoolchildren or environmental activities in which youth will participate; Environmentally-oriented production or agriculture can fit well into a program to support small businesses. Such programs are managed by relevant departments, and special funds are created locally. Information about them can be obtained from the local administration.
- Appeals to commercial companies, banks. Many of them are starting to fund charitable programs and events. Here you can count on both receiving a targeted donation and sponsorship funds. The latter are different from donations
the fact that the sponsor receives a certain commercial benefit from interaction with your organization. It should be taken into account that it can be easier for a company to provide its goods (for free or with a significant discount) or pay some bills than to allocate money.
- Collection of donations. It is implemented in various ways - through targeted appeals (to both individuals and organizations), during special events, in your office (“piggy bank” for collecting funds with information on what they will be used for), etc.
- Membership fee. The path is not new, but in the current economic situation, contributions cannot be large, and therefore will not provide sufficient funding.
- Carrying out charity events. These could be concerts and marathons, lotteries, sales of goods or paraphernalia (badges, posters, stickers, T-shirts, etc.) with the symbols of NK.O, if it is well known in the area or in this moment, and so on.
- Earning. To achieve this, socially or environmentally oriented production can be deployed; provision of various types of paid services (providing information, conducting training seminars); performing contractual work (for example, research).
The process of seeking extrabudgetary funds from charitable or other sources is new for Russia and specific type activity, which certainly requires certain knowledge and competence.
A few basic fundraising rules
Never rely on just one source of funds, no matter how reliable it may seem.
The likelihood of receiving money will increase if you ask for it not to support your organization, but to carry out a specific project that brings obvious benefits to society. And only some part of the funds received can be used for the development of the organization itself.
Recently, funds have often practiced financing joint projects of Russian and foreign organizations, and in this case, the chances increase for organizations with partners abroad; there are also funds that prefer partial financing to full financing, so be attentive to the priorities and conditions of the fund.
When developing a fundraising strategy, it is very important to realistically assess which sources of funding to turn to in a given case and how to present your project in the most appropriate form for a particular donor.
For the fundraising process to be successful, it is necessary to work not only with a variety of sources of funds, but also to carry out this work constantly.
The better prepared the fundraising campaign is, the more thoughtful the request for help, the higher the chances of receiving this help. Such campaigns require planning in the same way as all the activities of NGOs, social services and other subjects of social work.
Should I start with it?
When starting to plan and implement a fundraising campaign, you must first of all clearly understand what your organization is and what its mission is - after all, this is the first thing that will interest the people you are going to convince to fund your project or make a donation to the needs of your NGO. And, of course, we will talk about its goals and objectives.
When planning a fundraising campaign, you have to constantly collect and analyze information, ask yourself questions and look for answers.
Question number one - is it possible to replace some resources (or part of them) with others? For example, if you need to print flyers for a planned event, then it is better to start not with finding money. It may be worth contacting the owner of the printing house with a request to provide assistance and print leaflets for free or at least at a discount; and it is likely that you will be able to convince him to help you. Or another example: if, say, there are not enough workers, then wouldn’t it be easier to attract volunteers than to find funds for salaries for new employees and taxes? Or maybe it would be better in some case to find a partner - another NGO - and split the costs?
Traditionally, the social sphere in our country is the sphere of activity of the state, which is responsible for the implementation of social policy. Recently, we can speak with some confidence about the prominent role of NPOs in the social services market and in the implementation of cooperation and financial assistance government agencies social sphere.
The implementation of many promising ideas and initiatives with the participation of NPOs is often associated with the availability of funding sources. As a rule, the number of ideas and proposals many times exceeds the financial capabilities of sponsors and donors. Almost all non-profit organizations and local governments, as well as various social institutions, are faced with the search for sources of financing and real donor funds for the implementation of socially oriented and socially significant projects. This is an eternal problem, the provision of socially significant projects with sources of gratuitous financing, prompts the conscious need to standardize some kind of targeted strategy for finding funds for the organization - fundraising.
The field of fundraising is practically a new field of activity for our country. It has been developed in the USA, where a varied system of benefits and incentives has been developed for investors in the social sphere, be they commercial structures, foundations or individuals.
The US free market tradition encourages philanthropy. The search for subsidies or funds - fundraising - has grown into a separate professional management area. First-class specialists have appeared who know how to replenish the budget. There are now more than 50 million Americans in the United States who give either their time or their money to the nonprofit sector.
The social sphere, like no other, needs more organized financing from extra-budgetary funds, a clearer and more professional organization of attracting resources from sponsors and donors.
Relevance of the topic The course work is due to the fairly high importance of fundraising technologies for the development of the social sphere. Drawing attention to this type of social technology is necessary today for most subjects and objects of the social sphere. The introduction and use of fundraising technologies will expand the financial and other capabilities of social sector institutions and, as a result, increase the efficiency of its functioning.
Research problem: insufficient knowledge of fundraising methods and technologies in modern Russia and the need to implement these technologies in practice.
In the process of writing my course work, I used research on fundraising by O. Alekseeva (“Tactics of finding funds from individuals”, “Attracting donations from Russian companies”); A. Dymnikova (“Fundraising as a special type of entrepreneurial activity in culture”); G. Tulchinsky (“Fundraising. Raising funds for non-profit activities”, “Non-profit marketing (marketing in the field of culture)”), V. Pankov (“Features of national fundraising”), J. Alexander and K. Carlson (“Basic principles of fundraising: Secrets of raising funds for non-profit organizations") and others.
It should be said that today the literature translated into Russian is clearly not enough to study this problem. Russian authors mainly study fundraising as an activity that is exclusively the prerogative of NPOs.
An object: fundraising as a tool for attracting resources in the social sphere.
Item: fundraising campaign technology as a tool for attracting resources for a specific socially significant project.
Target: study and describe fundraising technologies in the social sphere.
- 1. Determine the essential and substantive characteristics of fundraising.
- 2. Analyze the history of the formation and current state of fundraising in Russia.
- 3. Study the role of NPOs in the field of fundraising.
- 4. Justify and describe the technology for organizing and conducting a fundraising campaign to raise funds for the implementation of an action in support of disabled children.
The course work consists of an introduction, two chapters, a conclusion, a list of used sources and literature and applications. The introduction substantiates the relevance of the work, formulates the problem, goal, and main tasks.
The first chapter, “The Essence of Modern Fundraising Technologies,” consists of three paragraphs.
Fundraising, like any professional activity, has a special terminology; some of the basic concepts related to fundraising activities should be considered:
Resources- financial resources, information, specialists, equipment, materials and other tangible and intangible objects necessary for the implementation of a project or activity.
Charity- voluntary disinterested donation by individuals and legal entities in the form of providing recipients with minimal financial, organizational and other charitable assistance. fundraising financial disabled non-profit
Maecenas- an individual who provides material, financial, organizational and other charitable assistance on a disinterested voluntary basis.
Sponsor- a legal entity or individual who provides material support to charitable activities on a voluntary and non-profit basis in order to popularize exclusively their name, trademark, etc.
Donor- a legal or natural person providing material, financial, organizational and other charitable assistance to non-profit organizations on a voluntary, disinterested basis.
Grant- a charitable contribution or donation of a targeted nature, provided by individuals and legal entities in cash and in kind.
Non-profit (non-profit) project- a set of planned activities united by common objectives, the purpose of which is to achieve a socially significant effect, and not to make a profit. .
Chelyabinsk State Academy of Culture and Arts
Faculty of Cultural Studies
Department of Cultural Studies and Sociology
Coursework for the course theory and practice of public relations
"Fundraising in non-profit organizations"
Completed by: Balanova Ksenia,
student of group 308 SO, CF, DO
Checked by: Lavrov A.G.
Chelyabinsk
Introduction………………………………………………………………………………………....page 3
Chapter 1. The essence of fundraising………………………………………p.5
1.1 Formation of the concept of fundraising……………………………….page 6
1.2 Definition of fundraising……………………………………….page 9
1.3 Strategic planning fundraising campaign…..p.14
Chapter 2. Non-profit organizations and their role in modern Russia……………………………………………………………......... ........................p.19
2.1 The essence of non-profit organizations……………………….page 20
2.2 Forms of non-profit organizations…………………………..p.25
2.3 The importance of the non-profit sector for the socio-economic development of Russia……………………………………………………….…p. 33
Chapter 3. Effective public relations and fundraising tools for non-profit organizations…………………………p.37
3.1 Information support for fundraising…………………p.38
3.2 Contacts with potential donors………………………p.43
3.3 Special events……………………………………...page 48
Conclusion…………………………………………………………….p. 53
References………………………………………………………....p. 54
Introduction
Even 10 years ago in Russia, when generating financial resources for non-profit organizations, they used the method of budget financing. Thus, state bodies and local governments play a decisive role in the distribution of funds. History shows that this method has its negative sides, because it is known that “he who pays the piper calls the tune.”
Based on the fact that our state is periodically beset by crises and it is very difficult for it to “recover” from them, non-profit organizations should not hope for state support, therefore it is necessary to develop such a type of activity as fundraising, which will help, using PR tools, to achieve the attraction of all kinds of resources for successful functioning of non-profit organizations.
The relevance of fundraising for non-profit organizations in our time is obvious; more and more researchers are trying to adapt fundraising to Russian reality, because it appeared in the USA. A stable terminology in the field of financing non-profit organizations has not yet been formed, and the legislative framework has not yet been prepared, even the word “fundraising” is something that everyone decides for themselves how to pronounce it: “fundraising” or “fundraising”, perhaps “fundraising”, but already now many non-profit organizations are American theoretical basis they are trying to put fundraising into practice in Russia.
In our work, we also took as a basis the American theory of fundraising, which is clearly outlined in the book “Basic Principles of Fundraising” by J. Douglas Alexander, which is a guide that provides answers to the questions most often asked by professional fundraisers and volunteers. Based on time-tested principles, it teaches you how to master the three main aspects of fundraising—writing a project brief, creating a campaign strategy, and securing large donations.
We found a theory adapted to Russia only in G.L. Tulchinsky. “Fundraising: raising funds for non-profit activities”, part of the series of articles: “PR: culture of business communications. How to do this in Russia." In the form of a brochure in the “manual” genre, the author tells how he mastered the American theory of fundraising from his own experience and tried to formulate the basic principles that are advisable to use in the Russian field of fundraising.
The goals of our research are to study a new field of activity for Russian non-profit organizations: fundraising and its effective tools.
To achieve these goals, the following tasks were set:
· studying the history of fundraising
· definition of the concept of “fundraising” in modern society
· strategic planning of fundraising campaign
· determination of the essence, forms and role of non-profit organizations in modern Russia
· studying fundraising tools for the effective work of non-profit organizations
The object of the study is Russian non-profit organizations.
The subject of the study is the development of fundraising in modern Russia.
Chapter 1. The essence of fundraising
The issue of attracting investment is comprehensive: everyone needs financial resources: some to do a good deed, others to increase the volume of the existing money supply, and others to give impetus to the development of an organization at the very beginning of its activities.
Most Russian non-profit organizations live by the principle: “What fell from the sky is mine,” i.e. do not engage in regular and thoughtful fundraising. As a result, they either do not have enough money or none at all.
In many Western European countries and especially in the USA, money and charity are taken very seriously. Having not even fully thought through the essence and details of the project, they begin to collect money for it. This is explained, among other things, by the fact that in these countries the state has never financed the entire social sphere. A significant part of the problems was solved only by charitable organizations, which could rely financially only on themselves, on their ability to attract a sponsor, organize work, and achieve a good reputation. In Russia, very often the thought of where to get money for a project comes last. We are not used to thinking about money, we are used to receiving it from the state.
1.1 Formation of the concept of “fundraising”
The term “fundraising” was borrowed from the United States, where it has been used for many decades primarily in the field of attracting funding to the so-called third sector. The third sector of the USA, developing from the end of the 19th – beginning of the 20th century. and operates alongside the private and public sectors, unites non-profit, non-governmental organizations designed to implement tasks ignored by the private and public sectors.
Active development of fundraising in the second half of the 20th century. associated with the increasing role of the third sector in the United States. The share of the total number of employees in the non-profit sector is increasing exponentially.
Fundraising received a new impetus for development in the United States in the 1980s. during the reign of R. Reagan, when the non-profit sector was experiencing a financial crisis due to a reduction in budget funding for social purposes. Despite the fact that the US non-profit sector has at all times been more focused on attracted and own sources of funding than on government funding, nevertheless, the reduction in direct and indirect government funding has caused the financial crisis of the third sector.
Fundraising since the 1980s began to focus on the active diversification (redistribution of resources) of sources of financing from individuals and legal entities, state and local authorities, as well as the development of new forms of attracted financing for non-profit organizations. In addition to traditional donations, grants, charities, sponsorships and membership fees, new forms have emerged, such as tax-exempt municipal bonds and reserve contributions.
Since the 1980s Fundraising in the USA has finally become an independent management discipline. However, even now, increased attention is being paid to the problems of fundraising development there. Despite emerging from the crisis of the 1980s, the American nonprofit sector again faced serious financial problems beginning in the mid-1990s. According to political scientist R. Putman, "many nonprofit organizations suddenly experienced a significant loss of their clients." As a result, a sharp decline in revenues from individuals led to a significant financial deficit in the budgets of non-profit organizations.
L. Salamon, director of the John Hopkins Institute in the USA, also points to financial problems as the causes of the crisis in the American third sector. On the one hand, they are associated with a reduction in government support: the amount of federal funding allocated for social needs has decreased, on the other hand, the financial problems of the non-profit sector are closely related to the reduction in the growth rate of private donations. Since the early 1990s. There is a steady downward trend in the growth rate of donations from the population and the commercial sector. Thus, the decline in the growth rate of private donations is not able to compensate for the reduction in government funding for social needs.
Currently, the development of fundraising in the United States is associated with active stimulation of the growth of private donations by federal and state authorities, primarily through the expansion of tax breaks for donors. The state will thus be able to compensate for the reduction in budget funding for the social sphere by increasing direct funding of non-profit organizations from individuals and legal entities.
In Russia, fundraising began to actively develop with the development of non-profit organizations since the 1990s, whose activities are aimed not at making a profit, but at solving socially important problems and making financing their activities topical issues. Today, the concept of “fundraising” includes such areas of activity as social management, marketing, PR and advertising.
Thus, the field of fundraising - completely new for our country - is developed in the USA more than in any other country. The percentage of participation of the population and the state in generating income for domestic non-profit organizations is still low, but the problem of attracting new forms of financing, planning and organizing external support processes, and, accordingly, the development of fundraising is becoming urgent. With such areas of activity as management, marketing, advertising and PR, Russia can quickly reach the level of the United States of America.
1.2 Definition of fundraising
There are many definitions of fundraising from scientific and practical points of view.
Let's present the most common of them:
· Fundraising from English fundraising (to raise fund) - increase resources, collect funds.
· Fundraising is an activity to attract resources for non-profit projects.
· Fundraising is the collection of donations for non-profit and charitable organizations or to provide socially significant events.
· Fundraising is a technique for searching for sources of financing, i.e. combines activities to attract and accumulate external sources financing.
· Fundraising – search and attraction financial resources"for the project"
· Fundraising– attraction of material, human, technical and time resources.
Despite the variety of definitions of fundraising, the goal, both theorists and practitioners, emphasize the implementation of socially significant activities.
The main objectives of fundraising will be:
– fundraising
– acquiring new partners and friends of the organization
– the opportunity to openly express yourself and inform about your goals
The basic concepts without which fundraising cannot exist are such concepts as: grant, application, donor, sponsor, grant givers, applicant, project, sponsorship, charity, donation, patronage, membership, patronage, public funds, intermediary funds and private foundations.
Grant - funds given free of charge by a donor (foundation, corporation, government agency) to a non-profit organization or individual to perform specific work. Unlike a loan, a grant does not need to be repaid.
Application - a written request for a grant. Unlike a business plan, an application is written to obtain funds for a non-profit project, i.e. for a business that is obviously not profit-oriented.
Donor is a legal or natural person who provides material, financial, organizational and other charitable assistance to non-profit organizations on a voluntary, disinterested basis.
Sponsor is a legal entity or individual who provides material support to charitable activities on a voluntary and non-profit basis in order to popularize exclusively its name, trademark, etc.
Grantmakers are individuals or organizations that review grant applications and make grants.
Applicant is an individual or organization applying for a grant.
A project is a logical set of activities carried out to achieve set goals within the established budget, plan-implementation schedule and forecasting of performance results.
Sponsorship is a mutually beneficial exchange of funds, goods, services, work for the possibility of advertising, PR - events that stimulate sales.
Charity is voluntary, disinterested, various forms of support from financial and legal entities for generally beneficial purposes.
Donation is the donation of an item or right to a limited number of beneficiaries for generally beneficial purposes.
Patronage is the provision of long-term material and organizational support for non-profit activities in response to obtaining rights to manage them.
Membership is a regular contribution of fixed funds to a non-profit organization in order to receive a standard package of non-profit services.
Patronage is the organization or support of socially significant events for educational purposes (mainly in the field of culture and the arts).
State funds are government institutions financed from the budget of their state.
Intermediary funds are public organizations financed by public or private funds and distribute funds to applicants who meet the requirements of the fund or program.
Private foundations are non-governmental non-profit organizations that receive funds from citizens (in the form of donations) or commercial organizations, as well as individuals. Typically, these funds are distinguished, in comparison with state and intermediary funds, by less bureaucracy, less stringent requirements for processing applications, simplified reporting, and greater democracy. Although a number of private funds are very, very demanding in terms of all the above criteria. Private foundations differ from each other primarily in who they are financed by. Thus, independent foundations, as a rule, are organized by individuals (a group of individuals) or a family. Such funds usually exist on dividends from invested capital and, as a rule, have a clearly defined once and for all list of priority areas and criteria for selecting applications.
Associated funds, as a rule, are financed from the funds of the company (commercial organizations, banks) with which they are associated. Typically, associated funds provide grants in areas of activity close to or coinciding with the company's area of activity.
Each fund has priority areas or programs. To implement these programs, foundations competitively select projects that best meet their requirements.
Fundraising can be “internal” or “external” in terms of the method of implementation.
Internal fundraising is when the development and implementation of the search for funding is carried out by the organization’s employees independently.
External fundraising is a search for funding carried out through the involvement of professional fundraising consultants. In this case, both independent experts and specialized fundraising firms can play this role.
Opportunities for obtaining funds in an organization can be divided into 2 categories:
1. Self-financing – when the organization’s funds are made up of membership fees, voluntary donations from individual members, and funds that the organization receives from targeted events.
2. External funding – these are grants from foundations, individuals, commercial structures, government, local administration.
Thus, fundraising is the attraction and accumulation of funds from various sources. At its core, fundraising is not much different from finding investors. The differences lie in the fact that investors are usually sought for commercial projects, “seriously and for a long time,” to create fixed assets, when the return on investment is expected after quite a long time. The investor's goal is to make a profit. Fundraising is usually associated with the search for funds for non-profit projects, which, in principle, cannot be implemented in a commercial mode and when there is a shortage of working capital for the implementation of projects and programs - not for the creation of fixed assets, but for activities.
1.3 Strategic planning for a fundraising campaign
The multiplicity and diversity of attracted sources of financing for non-profit organizations led to the need to plan and control the process of raising funds, as well as to the introduction of such a concept as a fundraising campaign (FR - campaign).
A fundraising campaign is a set of management activities for planning, organizing, conducting and monitoring the process of raising funds for a non-profit organization. Conducting long-term and large-scale fundraising campaigns has created a demand for new specialists - fundraisers providing services in the field of fundraising.
The fundraiser’s tasks are to analyze the donor market, determine the joint interests of donors and the non-profit organization, develop a system of privileges for donors, methods of raising funds, as well as the direct implementation of a fundraising campaign.
Organizing a fundraising campaign is complex process, which can be divided into four stages.
1. Planning FR campaigns.
2. Implementation of fundraising.
3. Monitoring the progress of fundraising.
4. Evaluation of the results of the FR campaign.
First stage begins with developing a meaningful fundraising program. For larger nonprofits, this process begins a year before the campaign begins. During it, the main directions of work for the next year are determined, lists of short-term and long-term projects are compiled, flows of clients, donors, etc. are predicted.
Most often, fundraising planning is carried out for a year, but quarterly planning or three- or five-year planning can also take place. In accordance with the plans for non-profit activities, the expenses of organizations for the coming period and the sources of covering them are determined in detail.
Each fundraising campaign has strictly defined objectives, according to which there are two main types of fundraising.
1. Project fundraising is when the objectives of fundraising come down to the receipt of specific funds for the implementation of projects. It is the most convenient form of raising funds, both for the non-profit organization itself and for the financing party. This is due to the presence of clearly defined purposes for the use of funds, the ability to attract significant financial sources with low fundraising costs, as well as obtaining commercial benefits from project financing.
2. Operational fundraising is when the funds raised are used to cover current expenses. It is the least effective form of raising funds in a non-profit organization, since incoming funds do not have a designated purpose and are accumulated in its current budget. They can be used to pay wages, cover utility and material expenses, as a result of which the interest of investors in such financing decreases.
The fundraising campaign plan itself is approved by the directorate of the non-profit organization 4–6 months before the start of the campaign. This is necessary for thorough preparation of the FR campaign, provision of all necessary information materials (project descriptions, appeals to sponsors, etc.), as well as for determining the circle of potential donors, the balance of expenses and income, etc.
As a rule, the annual fundraising campaign plan is divided into quarters and months and takes into account the territorial aspect. A non-profit organization can raise funds in various regions by organizing traveling exhibitions, concerts, public lectures and other events; dissemination of information and advertising through partner organizations and travel agencies; commercial sale of souvenirs and printed products; creation of branches and representative offices.
Second phase organizing a fundraising campaign is associated with its implementation in practice. Methods for implementing a fundraising plan are extremely diverse. This includes holding various events and contacting interested parties by phone, mail, during a personal meeting, etc.
1. Telefundraising – contacting potential donors and philanthropists by telephone and fax.
2. Mail fundraising – contacting potential donors and philanthropists by mail.
3. Individual fundraising - personal appeal to donors and philanthropists in a personal conversation.
4. Solo fundraising - acquiring support
5. Events fundraising – holding various events (auctions, exhibitions, lotteries, presentations, dinners, etc.)
A non-profit organization allocates its own funds for fundraising and establishes official responsibility for their operational use, as well as for final and intermediate financial results.
Responsibility for conducting a fundraising campaign may lie with the internal services of a non-profit organization, such as development, marketing, and public relations departments. In addition, independent organizations operating on the basis of non-profit organizations - Friends Clubs, Societies and Foundations - take part in fundraising.
Fundraising in large non-profit organizations is characterized by an extensive management structure. However, small non-profit organizations, as a rule, do not have special fundraising services and often turn to the services of third-party organizations.
From a marketing point of view, a fundraiser is a seller of a specific product, which is projects and programs. Successful sale of a product by a fundraiser involves market segmentation, identifying target groups of philanthropists and sponsors, as well as product positioning, focusing on those characteristics of the project that are important for a potential investor. Fundraiser services are extremely expensive, so not every non-profit organization can afford to use them .
Third stage organizing a fundraising campaign comes down to constant monitoring by financial services of the progress of fundraising, as well as adjusting plans taking into account changes that have occurred.
An equally important component, along with the stages discussed above, fourth stage is to evaluate the results of fundraising.
Assessing the effectiveness of fundraising should answer three main questions:
The first question is to what extent the set goals of the FR campaign meet the actual needs of the non-profit organization, i.e. The effectiveness of the planning stage is determined.
The second question is how well the actual results of fundraising correspond to those planned, i.e. the effectiveness of the fundraising implementation stage is analyzed. During this assessment, such final economic indicators as the degree of implementation of the financial plan within the established time frame are calculated; actual implementation of programs, etc.
The third question is how effective the costs were in achieving fundraising results. This is efficiency final results.
In general, the effectiveness of the final results of fundraising depends on the level of organization of each of the four stages of the campaign. How effectively planning, implementation, control and analysis of fundraising is carried out is reflected in the final indicators.
Thus, fundraising is not a one-time action or
a one-time event. Fundraising refers to a whole complex
management activities carried out annually by non-profit
organizations.
Fundraising policy of non-profit organizations, how
effective form attracting financing in market conditions,
acquires great importance in Russian conditions. Difficult financial
The situation of domestic non-profit organizations forces them to search for new sources of income.
Chapter 2. Non-profit organizations and their role in modern Russia
In modern Russia, the provision of socially significant services to the population cannot remain an exclusively state task. The period when the state concentrated all resources and assumed full responsibility for the well-being of citizens has ended. Today, partnership between society, government and business in solving social problems is being actively discussed. State policy involves expanding the market and improving the quality of services provided in order to ensure freedom of choice for citizens using free or government-subsidized services. It is planned to achieve this goal by actively involving social services population of non-governmental organizations and the development of competitive financing in the social sphere.
This approach corresponds to the practice that has developed in developed countries, where services in the social sphere are mainly provided by non-profit, non-governmental organizations. Even in Western Europe, which has traditionally held the view that the state should play a leading role in the social sphere, there is a tendency to delegate tasks for the direct provision of public services to non-profit, non-governmental organizations. It is advisable to use this experience to improve the efficiency of using budget funds. However, Russia undoubtedly has its own specifics and characteristics, which should also be taken into account.
2.1 The essence of non-profit organizations
A non-profit organization is an organization that does not have profit as the main purpose of its activities and does not distribute the profits received among participants.
A non-profit organization has following properties:
Availability of a legal entity;
The main purpose of the activity is not to make a profit;
Possible profits cannot be distributed among the participants of the non-profit organization.
If a non-profit organization intends to act in the future as a participant in civil law relations (acquire property rights and responsibilities), then it must undergo state registration procedures to acquire the rights of a legal entity, since only the status of a legal entity allows non-profit organizations to protect their property rights and interests, and at the same time obliges them to bear legal responsibility for infringing on the rights and legitimate interests of other legal entities and individuals.
It should be especially noted that only acquiring the status of a legal entity allows non-profit organizations to enjoy tax and other benefits.
There are two points to pay attention to:
1. the possibility of creating a legal entity without registration is left in the legislation only for public and religious organizations (associations) and for non-profit partnerships;
2. Non-profit organizations are created, as a rule, with the rights of a legal entity.
A non-profit organization as a legal entity has the following characteristics.
A non-profit organization must have an independent balance sheet or budget. A non-profit organization has the right, in accordance with the established procedure, to open bank accounts on the territory of the Russian Federation and outside its territory, and has a seal with the full name of this non-profit organization in Russian. A non-profit organization has the right to have stamps and forms with its name, as well as a duly registered emblem.
The constituent documents of non-profit organizations are: the charter, or the constituent agreement and charter, or only the constituent agreement. In some cases, a non-profit organization may act on the basis of the general regulations on organizations of this type.
The constituent documents of a non-profit organization must define the name of the non-profit organization, containing an indication of the nature of its activities and organizational and legal form, the location of the non-profit organization, the procedure for managing activities, the subject and goals of the activity, information about branches and representative offices, the rights and obligations of members, conditions and the procedure for admission to membership in a non-profit organization and withdrawal from it (if the non-profit organization has membership), sources of formation of the property of a non-profit organization, the procedure for making changes to the constituent documents of a non-profit organization, the procedure for using property in the event of liquidation of a non-profit organization and other provisions provided for by federal laws.
The constituent documents of a non-profit organization may contain other provisions that do not contradict the law.
The requirements of the constituent documents of a non-profit organization are mandatory for fulfillment by the non-profit organization itself and its founders (participants).
A non-profit organization is created without a limitation on the period of activity, unless otherwise established by the constituent documents of the non-profit organization.
A non-profit organization can create branches and open representative offices on the territory of the Russian Federation in accordance with the legislation of the Russian Federation.
A branch of a non-profit organization is its separate division, located outside the location of the non-profit organization and performing all or part of its functions, including the functions of representation.
A representative office of a non-profit organization is a separate division, which is located outside the location of the non-profit organization, represents the interests of the non-profit organization and protects them.
A branch and representative office of a non-profit organization are not legal entities; they are endowed with the property of the non-profit organization that created them and act on the basis of the regulations approved by it. The property of a branch or representative office is accounted for on a separate balance sheet and on the balance sheet of the non-profit organization that created it.
The heads of the branch and representative office are appointed by the non-profit organization and act on the basis of a power of attorney issued by the non-profit organization.
The branch and representative office operate on behalf of the non-profit organization that created them, and must be indicated in the constituent documents of the non-profit organization that created them.
By decision of the founders (participants) or the body authorized to do so by the constituent documents, a non-profit organization may be reorganized. Reorganization can be carried out in the form of merger, accession, division, separation and transformation.
A non-profit organization may be liquidated. This may happen:
By decision of its founders (participants) or a body authorized to do so by the constituent documents;
By the tribunal's decision;
If the organization is declared insolvent (bankrupt). This case applies only to funds and consumer cooperatives.
The main purpose of a non-profit organization is not to make a profit - another important sign non-profit organization.
Possible profits cannot be distributed among the participants of the non-profit organization.
Indeed, non-profit organizations do not have profit as their main goal. However, the legislation of many countries, including ours, allows for the possibility of a non-profit organization making a profit. However, within the non-profit sector the latter is limited.
Firstly, a non-profit organization can engage in business only insofar as it serves the purpose for which it was created; the business activity itself must be consistent with such goals.
Secondly, possible profits are entirely used to ensure the main profile of the non-profit organization and cannot be distributed among its participants. For example, the profits of healthcare organizations are used to provide the population with additional types of medical services and increase the volume of existing services. The profits of scientific organizations are spent on implementing new projects, purchasing equipment and raw materials. The profits of public organizations and associations go to expand the range of services provided to their participants, to improve the material base, etc.
In general, profits from the business activities of non-profit organizations are not distributed among their founders and participants, but are completely reinvested in the development of fundamental social spheres society (education, science, culture, healthcare), to strengthen social protection of the population.
2.2 Forms of non-profit organizations
A non-profit organization can be created in various organizational and legal forms. The specific choice of form depends on the goals for which the non-profit organization is formed, its relations with the founders, possible sources of financing, etc.
Non-profit organizations can be created in the form of public or religious organizations (associations), non-profit partnerships, institutions, autonomous non-profit organizations, social, charitable and other funds, associations and unions, as well as in other forms provided for by federal laws.
· Public and religious organizations (associations)
Public and religious organizations (associations) are recognized as voluntary associations of citizens who, in accordance with the procedure established by law, have united on the basis of their common interests to satisfy spiritual or other non-material needs. In particular, a religious association in the Russian Federation is recognized as a voluntary association of citizens of the Russian Federation and other persons permanently and legally residing on the territory of the Russian Federation, formed for the purpose of jointly professing and spreading the faith and having the following characteristics corresponding to this purpose:
Religion;
Performing services, other religious rites and ceremonies;
Teaching religion and religious education of its followers.
A public association is understood as a voluntary, self-governing, non-profit formation created on the initiative of citizens united on the basis of common interests to realize common goals specified in the charter of the public association. Public associations can be created in one of the following organizational and legal forms:
Public organization– a membership-based public association created on the basis of joint activities to protect common interests and achieve the statutory goals of the united citizens;
Social movement – a mass public association consisting of participants and not having membership, pursuing social political and other socially beneficial goals supported by participants in the social movement;
A public fund is a non-membership public association, the purpose of which is to form property on the basis of voluntary contributions, other receipts not prohibited by law, and to use this property for socially beneficial purposes;
A public institution is a non-membership public association whose goal is to provide a specific type of service that meets the interests of the participants and corresponds to the statutory goals of the said association;
A public initiative body is a non-membership public association, the purpose of which is to jointly solve various social problems that arise among citizens at the place of residence, work or study, aimed at meeting the needs of an unlimited number of people whose interests are related to the achievement of the statutory goals and implementation of the programs of the public body amateur performances at the place of its creation;
Political public associations are a public association, the charter of which includes among its main goals: participation in elections to state authorities and local self-government bodies through the nomination of candidates and the organization of their election campaign, participation in the organization and activities of these bodies;
Unions (associations) of public associations.
Participants (members) of public and religious organizations (associations) do not retain rights to the property transferred by them to these organizations, including membership fees.
The Foundation is recognized as a non-profit organization that does not have a membership, established by citizens and (or) legal entities on the basis of voluntary property contributions and pursuing social, charitable, cultural, educational or other socially beneficial goals.
The property transferred to the foundation by its founders (founder) is the property of the foundation. The foundation uses the property for the purposes specified in the foundation's charter. To carry out entrepreneurial activities, foundations have the right to create business companies or participate in them.
The Foundation is required to publish annual reports on the use of its assets.
The board of trustees of the fund, the procedure for the formation and activities of which is determined by the charter of the fund, is the body of the fund and supervises the activities of the fund, the adoption of decisions by other bodies of the fund and ensuring their execution, the use of the fund’s funds, and the fund’s compliance with the law.
· State corporation
A state corporation is a non-profit organization that does not have membership, established by the Russian Federation on the basis of a property contribution and created to carry out social, managerial or other socially useful functions. A state corporation is created on the basis of federal law.
Property transferred to a state corporation by the Russian Federation is the property of the state corporation. A state corporation uses property for the purposes determined by the law providing for the creation of a state corporation.
A public corporation is required to publish annual reports on the use of its property in accordance with the law establishing the public corporation.
The specifics of the legal status of a state corporation are established by law providing for the creation of a state corporation.
Traditional articles of incorporation are not required to form a public corporation. The law providing for the creation of a state corporation must determine: the name of the state corporation, the purposes of its activities, its location, the procedure for managing its activities (including the governing bodies of the state corporation and the procedure for their formation, the procedure for appointing officials of the state corporation and their dismissal) , the procedure for reorganization and liquidation of a state corporation and the procedure for using the property of a state corporation in the event of its liquidation.
· Non-profit partnerships
A non-profit partnership is a membership-based non-profit organization established by citizens and (or) legal entities to assist its members in carrying out activities aimed at achieving the goals provided for non-profit organizations.
Property transferred to a non-profit partnership by its members is the property of the partnership.
A non-profit partnership is a fairly new organizational and legal form of a legal entity for Russian legislation. However, despite its novelty, the organizational and legal form - a non-profit partnership - is already enjoying a certain popularity among citizens and organizations who want to engage in the same activities within the framework of one organization that would assist them in carrying out these activities.
A striking example non-profit partnership is a stock exchange, which is created only in the form of a non-profit partnership. The essence of the non-profit partnership “Stock Exchange” is as follows: the stock exchange, being the organizer of trade on the market valuable papers, assists its members in the implementation by each of them of activities related to trading in securities.
· Institutions
An institution is recognized as a non-profit organization created by the owner to carry out managerial, socio-cultural or other functions of a non-commercial nature and financed in whole or in part by this owner.
The property of the institution is assigned to it with the right of operational management in accordance with the Civil Code of the Russian Federation.
Depending on the goals of the activity, they differ:
State bodies and local governments;
Charitable institutions;
Cultural institutions (which, in turn, depending on the type of activity carried out, can be divided into museums, libraries, etc.);
Medical institutions;
Social institutions.
This list is not exhaustive.
The peculiarities of the legal status of certain types of state and other institutions are determined by law and other legal acts.
Autonomous non-profit organization
An autonomous non-profit organization is a non-profit organization that does not have membership, established by citizens and (or) legal entities on the basis of voluntary property contributions for the purpose of providing services in the field of education, healthcare, culture, science, law, physical culture and sports and other services.
Property transferred to an autonomous non-profit organization by its founders (founder) is the property of the autonomous non-profit organization. The founders of an autonomous non-profit organization do not retain rights to the property transferred by them to the ownership of this organization.
Supervision over the activities of an autonomous non-profit organization is carried out by its founders in the manner prescribed by its constituent documents.
The founders of an autonomous non-profit organization can use its services only on equal terms with other persons.
· Associations of legal entities (associations and unions)
An association of legal entities (association and union) is a membership organization that unites any commercial, non-profit, and government organizations for the purpose of coordinating their business activities, as well as representing and protecting common property interests.
The following forms of associations of legal entities are distinguished:
Associations of commercial organizations;
Associations of non-profit organizations;
Associations of commercial and non-profit organizations.
An association or union can only be created by a group of legal entities. If, by decision of the participants, an association (union) is entrusted with conducting business activities, such an association (union) is transformed into a business company or partnership in the manner prescribed by the Civil Code of the Russian Federation, or it can create a business company for carrying out business activities or participate in such a company.
Members of the association (union) retain their independence and rights as a legal entity and have the right to use its services free of charge.
· Consumer cooperative
A consumer cooperative is recognized as a voluntary association of citizens and legal entities on the basis of membership in order to satisfy the material and other needs of the participants, carried out through the pooling of property share contributions by its members.
The legal status is determined by Article 116 of the Civil Code and a number of laws, the most important of which are the Law of the Russian Federation “On Consumer Cooperation in the Russian Federation” dated June 19, 1992.
A consumer cooperative is created through entrance and share contributions and carries out trade, procurement, production, intermediary and other types of activities.
The consumer cooperative is created and operates on the basis of the following principles:
Voluntary entry into and exit from the consumer society;
Mandatory payment of entrance and share fees;
Democratic management of the consumer society (one shareholder - one vote, mandatory accountability to the general meeting of the consumer society of other management bodies, control bodies, free participation of the shareholder in the elected bodies of the consumer society);
Mutual assistance and provision of economic benefits to shareholders participating in the economic or other activities of the consumer cooperative;
Limitations on the size of cooperative payments (cooperative payments are part of the income of a consumer cooperative, distributed among shareholders in proportion to their participation in the economic activities of the consumer cooperative or their share contributions, unless otherwise provided by the charter of the consumer cooperative);
Availability of information about the activities of the consumer society for all shareholders;
Increasingly wide involvement of women to participate in management and control bodies;
Concerns about increasing the cultural level of shareholders.
The name of a consumer cooperative must contain an indication of the main purpose of its activities, as well as either the word “cooperative” or the words “consumer union” or “consumer society”.
2.3 The importance of the non-profit sector for the socio-economic development of Russia
Non-profit organizations can be created to achieve social, charitable, cultural, educational, scientific and managerial goals, to protect the health of citizens, develop physical culture and sports, satisfy the spiritual and other non-material needs of citizens, protect the rights and legitimate interests of citizens and organizations, resolve disputes and conflicts, providing legal assistance, as well as for other purposes aimed at achieving public benefits.
The non-profit sector effectively provides services to the population; it is distinguished not only by its ability to quickly respond to the needs of various socio-demographic groups, new social challenges and problems, but also by low administrative costs. As numerous studies show, without the intervention of non-governmental non-profit organizations in most regions of Russia, such urgent problems for society as ensuring equal opportunities for people with disabilities, searching for new mechanisms for the placement of children left without parental care, protection from domestic violence, assistance to refugees and internally displaced persons would be ignored. , defending the right of citizens to a healthy environment, social rehabilitation, a set of problems related to territorial self-government, etc.
The nonprofit sector is a source of social innovation. Many educational, management and information technologies, modern methods social work were first introduced by non-profit organizations, and then became part of state and municipal policies (competitions of social and educational projects, crisis centers for victims of violence, etc.). Finally, the non-profit sector is an area that provides employment and self-employment to the population. From this point of view, the non-profit sector is in many ways similar to small businesses, however, it additionally provides social and psychological support for its employees and volunteers, and is more active in involving socially vulnerable parts of the population in economic activities (disabled people, parents of disabled children, unemployed older women and etc.). Work in a non-profit organization that combines material interest and social integration, has become a way for many such people to get out of poverty.
The activities of non-profit organizations help improve the level of education and health of the nation, which, according to modern research, increases the efficiency of the economy and ensures higher rates of economic growth. By improving the social climate in the country, non-profit organizations contribute to ensuring social and political stability, which are necessary conditions for economic development.
The non-profit sector is seen as the organizational basis of civil society. Non-profit organizations are engaged in the protection of human rights and, through mechanisms of public examination and control, contribute to the transparency and efficiency of the work of public services and the judicial system. Non-profit organizations are a catalyst for the implementation of mechanisms feedback between citizens and government. This, in turn, contributes to the emergence of a sense of patriotism and responsibility among citizens, the formation of an active life position, self-organization and self-government.
Reflecting the interests of various, including vulnerable segments of the population, as well as various professional groups and business circles, non-profit organizations play an important role in the development of democracy. They are engaged in lobbying and representation of interests various groups society, provide them with ample opportunities to participate in the process of development and decision-making; shape public opinion. In countries with developed democracies, the role of non-profit organizations in the development of socio-economic policies at the national and local levels is publicly recognized and encouraged by the state.
Cooperation between the commercial and non-profit sectors is also mutually beneficial: it brings the former not only an improved image and the formation of consumer loyalty, but also an increase in the stability of the business environment; the second - resources to fulfill the public mission and organizational development. For example, when acting as sponsors or philanthropists, corporations use the positive image of non-profit organizations in their advertising and marketing programs and in relations with the public. The non-profit sector provides corporations and wealthy individuals with a specific service - the opportunity to satisfy their need to do good, which is implemented in the form of charitable projects and programs. Entrepreneurs care about increasing income, multiplying the total social resource, and the non-profit sector ensures its rational redistribution.
The non-profit sector makes direct and indirect contributions to economic development. Direct contribution is due to the fact that non-governmental non-profit organizations provide employment, buy and produce goods and services necessary for their activities, thereby stimulating aggregate demand and increasing aggregate supply. At the same time, non-profit organizations can work in niches that, in a natural situation in a free and competitive market, would not be of interest to the commercial sector, since they provide too small profit margins.
The indirect contribution is due to the fact that, by creating competition with state and municipal structures, non-profit organizations increase the efficiency of the system of providing social services as a whole. Non-profit organizations can implement government orders for the provision of socially significant services on a competitive basis. They can also independently determine the types and volume of social services they provide, both paid and free (financed by donations from businesses and individuals).
Non-profit organizations introduce an element of competition into the production and distribution of socially significant benefits and increase the efficiency of this area. Improved efficiency means that fewer resources will be taken out of the economy to perform the same amount of social functions (that is, it will be possible to reduce the tax burden), which means that more resources can be invested in ensuring future growth.
Thus, the non-profit sector contributes not only to meeting the needs of the population, but also to creating a favorable business climate, stable economic development and political system based on the principles of democracy, transparency and responsibility.
Strong non-profit sector ― important factor ensuring social and political stability, increasing the living standards of the population and, ultimately, sustainable development of the country.
The Russian non-profit sector already plays a significant role in the socio-economic life of the country, serving as a source of various social innovations. It develops dynamically and works effectively, as evidenced by the high growth rates of the output of products and services of non-profit organizations in difficult conditions of unstable financing, based on gratuitous receipts from legal entities and individuals. However, the potential of the Russian non-profit sector remains significantly untapped. Non-profit organizations are practically not included in the system of providing socially significant services financed by the state; they do not develop paid services for the population. This significantly limits the sector’s ability to participate in solving national problems, including in the fight against poverty. The limiting factor is tax legislation regarding the non-profit sector and charity, which has been repeatedly criticized not only by Russian but also foreign experts, describing it as “primitive, archaic, unclear, severely restricting activities” and creating an “unfriendly environment” for the development of grassroots initiatives.
The task of promoting the development of civil society must be implemented in the form of a package of legislative and organizational measures. These measures are aimed at increasing the efficiency of non-profit organizations, eliminating unjustified restrictions on their activities, as well as creating additional opportunities to attract non-governmental providers to the implementation of socially important services, taking into account existing international experience in this area. They will certainly be positively received by society.
Chapter 3. Effective public relations and fundraising tools for non-profit organizations
In the book Effective Public Relations, its authors Scott Cutlip, Allen Center, and Glen Broome note that there are 5 main reasons why public relations is used in the non-profit sector. These reasons are as follows:
1. For the public to understand and accept the mission of the organization.
2. To form channels of communication with people for whom the services provided by the organization are intended.
3. To create and maintain the necessary conditions for raising funds
4. To formulate and disseminate ideas consistent with the organization’s mission in public policy
5. To motivate people, from board members and employees to volunteers and related officials, to work toward achieving your organization's mission.
As you can see, Cutlip and others do not separate public relations from fundraising. Many public relations professionals agree that these two activities have merged into one.
That is why in our coursework we will look at public relations tools that are applicable in fundraising.
3.1 Information support for fundraising
Information support for fundraising activities includes the preparation of an information database (information about donors with whom work will be carried out), the necessary information and advertising materials, as well as setting up an accounting system.
Information about donors (information database) must contain the necessary information about all potential donors and donors selected for work in the four main groups mentioned: government organizations, commercial organizations, non-profit organizations and individuals. For each of the four groups, it is necessary to create lists of addressees. And for each potential donor, have at least the following information:
Full and abbreviated name of the organization;
Her address;
Telephone, if available - fax, E-mail;
Last names, first names, patronymics, social status (positions, titles, degrees, etc.) of the first officials, as well as decision-makers on issues of sponsorship, charity, patronage;
Their personal passions in the field of culture, hobbies, etc.
The scope of the company’s activities, its consumers, clients, products, partners;
Economic condition of the company;
Geographical area of activity of the company;
What areas and activities are preferred for this donor to provide support;
In what forms and volumes of support is traditionally provided?
The “depth” of the information database can be greater, depending on the goals, experience, existing contacts, etc. Typically, the database for each category is compiled on a territorial (geographic) basis. It is the most natural in terms of the social environment of the donor company, in which its reputation, image, and public opinion are formed. Although increasingly, the geographical factor turns out to be not so significant.
Sources of information about potential donors can be very different:
- All kinds of directories (telephone directories, publications like "Who's Who", etc.). They are necessary both when working “from scratch” and for all subsequent fundraising activities.
- Lists of clubs, associations, unions (clubs of philanthropists, Rotary clubs, industrial and banking unions, associations, etc.) uniting the business world - among other things, these organizations themselves can become donors and donors;
- Internet - almost all large companies and charitable foundations now have their own websites and servers, which necessarily contain information about their sponsorship, charitable activities, as well as the conditions for their provision.
- Media information about business life (which banks and firms operate in a given region), about support for cultural activities (who provides support and how);
- The social circle of the founders of the fundraising organization or members of the support committee, the personal social circle of the fundraisers;
- Information that competitors have - other fundraising organizations, and which can be provided on a parity, contractual basis (exchange of lists, cooperation, distribution of areas of activity over time or various programs).
Statutory documents of the organization (charter, regulations) conducting the fundraising campaign;
A brief description of the organization (its background, history of creation, activities, goals, achievements), issued in the form of a booklet or release. It may be supplemented by a short description life path and the activities of the organization’s top officials (or campaign organizers);
A selection of responses, assessments in the press and other media expressing public opinion about the fundraising organization and its activities;
Business cards, badges of fundraisers and volunteers;
Documents and materials characterizing specific projects and programs (descriptions, texts of proposals, estimates, etc.). These materials will be discussed in more detail a little later.
In relation to the conduct of each fundraising campaign, i.e. For each specific project or program, potential donors should be divided into two parts: the so-called “hot” and “cold” lists. In the first case, we are talking about potential donors, work with whom is a priority: either the return from them is most likely and largest, or strong relationships have already been established with them. The “cold” list includes less likely donors and returns from which are not so significant. It is necessary to make such a division for the optimal distribution of forces and time. Sometimes the return from one donor is enough to solve the problem of funding a project. In any project there is always a certain core group of donors. In addition, already having significant support, it is much easier to raise other funds and work with other donors. The main initial efforts should be focused on working on the hot list. “Hot” and “cold” lists may change depending on projects and programs: some donors are interested in some projects, while others are less interesting.
An important point information support is the preparation of the so-called “elevator speech”. A person involved in fundraising should be able in any situation (for example, finding himself in an elevator car with a potential donor and having only time for this communication) to briefly and clearly talk about the essence of his project. You need to literally memorize such a “speech” so that you don’t regret later that you forgot something important, said something wrong, etc.
The accounting system must contain information about the progress and results (interim and final) of the fundraising campaign:
The list (card index) of donors-contributors is, in fact, the main database;
Permanent correspondence - copies of all proposals, letters, responses (by donor categories);
Operational analysis data - copies of current information about meetings, calls, etc. Upon receipt of funds or refusal, this information is transferred to the main database;
Information about fundraising activities - usually in tabular form characterizing the progress of work with each potential donor (dates and results of contacts, correspondence, content of promises, etc.);
Information about the funds received - account numbers, receipts, dates of transfer and receipt, amount of funds, date of sending the thank-you letter.
Each of these accounting data blocks can represent the contents of a separate directory (file) in a single computer fundraising database for a specific campaign or organization as a whole.
Special attention need to be given to information sponsors. These are sponsors who publish or broadcast advertising of the event for free - newspapers, radio and TV. Russian news agencies have also become interested in similar projects.
The media are very useful partners of various social events, conferences and competitions, charity marathons and events, concerts and theatrical productions.
First, you need to make a list of media outlets. Depending on the goal of your non-profit organization, a list of publications with which you need to build relationships will be formed.
1. Title.
2. Type of publication (newspaper, weekly, etc.).
4. Distribution.
5. Frequency.
6. Dead line (last day, hour of submission of material to the current issue).
7. Address, telephone, fax, e-mail of the editorial office.
8. Belonging to any publishing house. (Sometimes such publications are served by one united editorial office. This means that the same journalist, specializing in a particular market, works for all publications of a given House, and he will be your contact person.)
9. Name, phone number and personal e-mail of the news editor.
10. Name, phone number and personal e-mail of a journalist writing about your industry.
If information on points 1-8 this list can be obtained from external sources, it is best to find out the personal data of journalists from them themselves.
The most important materials for journalists will, of course, be press releases and comments and participation in the preparation of reviews.
Thus, information support for fundraising is the most important tool of a PR specialist and fundraiser, because without the media, a non-profit organization is outside the information space, which has a bad effect on establishing relationships with potential and actual donors, and also makes it impossible to attract money to the organization.
3.2 Contacts with potential donors
Direct contacts and even written requests should be preceded by a preliminary telephone call to the potential donor's office. During this conversation, having previously introduced himself, the fundraiser informs about his organization’s intention to seek support, clarifies the name and address of the donor organization, last names, first names, etc. top officials of the company or also officials to whom the proposal needs to be sent. All this information can be provided by the secretary of the reception office or the company's assistant. There is no need to disturb top officials at this stage.
After such preliminary calls, written requests are sent with offers to provide support for a specific project. The text of the appeal should be short, preferably no more than one page, but no more than 2-3 pages. The text of the proposal must meet a number of formal and substantive requirements:
The address should ideally be personalized (“Dear Sergei Pavlovich!”). If there is a good database in computer technology Ensuring that each request is personalized is not a problem.
The style and intonation of the address are important - confidential, not overbearing, but also without inappropriate familiarity and playfulness, and most importantly - not humiliatingly pleading. This is, in fact, an invitation to cooperation.
The actual text should, from the very beginning, preferably in one phrase, contain the essence of the proposal (“We invite you to take part in the implementation of such and such a program”). The recipient of the letter should immediately, without long preamble, understand what is being offered to him.
This should be followed by information about the timing and location of the proposed project or program. Sometimes this information is already enough for the recipient to determine the attractiveness of the offer.
It is also necessary to communicate the uniqueness and social significance of the proposed project.
It is also important to report on the attitude of the authorities towards this project, even if they do not allocate funds for its implementation, it is important to know whether the authorities are aware of whether they support this activity.
The appeal must also contain information about other potential or actual donors who have already expressed interest in this project, or on whose support the fundraisers are counting. True, some donors prefer to provide support alone, but this does not happen very often.
It is also useful to report whether the program has received media attention and which ones, whether the implementation of the project and the final event will be covered in the media.
The recipient may undoubtedly be interested in information about the benefits and advantages that support can give him of this project(advertising, tax breaks, benefits for employees and their families, etc.).
It is also necessary to inform what exactly the support funds are needed for. In the absence of such information, well-founded suspicions arise that either the organizers do not really understand the economic side of the matter, or they are trying to ask for money for the fact of their own existence. It is better not to disclose specific amounts in the preliminary application, as well as attach a specific cost estimate.
An invitation to a potential donor to join the organizing committee, take part in the final meeting and other events related to monitoring the use of funds can serve the same purpose.
It is also useful, towards the end of the text, to warn the addressee that within the next week after he receives the appeal, he will be disturbed by a telephone call regarding the possibility of arranging a personal meeting for a specific discussion of possible cooperation and during which he will receive additional information.
And finally, the main text of the appeal should contain information about a contact telephone number and specific persons from whom a potential donor can obtain additional information.
The text of the appeal can be signed either by the organizers of the project or also by one of the well-known persons with a reputation who are members of the project support group.
The appeal can be supplemented with attachments (information materials, responses in the press, etc.
The text of the appeal and applications should have a decent design (on letterhead, using good fonts, etc.
The design of the proposal text should be complemented by the corresponding envelope design. However, you should not get too carried away with the design of the envelopes (silk-screen printing, gold embossing, etc.) - this can only alert the potential donor, prompting him to have reasonable thoughts about what his funds could be used for. The design of the newsletter should generally be maintained in what is called a “modest but tasteful” style.
If an agreement is reached (and therefore interest is shown), an interview is held. Its very fact is already a significant achievement of fundraisers. Therefore, it is necessary to consolidate this success.
It is important to prepare thoroughly for an interview. It is necessary to prepare all the necessary documents and materials (charter, regulations, full description of the project, cost and income estimates, reviews, recommendations, certificate of tax benefits, letters of guarantee from other donors, illustrative materials, photographs, diagrams, etc.) in order to be ready to answer questions that may arise during the meeting. It is better for the fundraiser to go to a meeting not alone, but to involve an authoritative and well-known member of the board, organizing committee or support group in it. This can have a decisive impact on both the course of the conversation and its results.
It is better not to be late for the meeting itself and be on time. It’s also not worth coming to the office in advance and waiting for the appointed time. And in this case, it is useful to remember that fundraising is not begging, and the fundraiser is not a crook or a humiliated petitioner. We are talking about possible cooperation and partnership in a socially important matter that may meet the interests of both parties. After the introduction and introduction, you should briefly and clearly state the essence of the matter and your understanding of the mutual interests of the parties, and answer any questions that have arisen.
Under no circumstances should you insist on a definite answer to the results of the meeting. This is the right of a potential donor. If he considers it possible to make this decision, you will save some time. On the part of the fundraiser, the only result of the meeting may be an agreement on the timing of the decision by the potential donor and the method of informing about this decision.
- Regardless of the outcome of the meeting, upon returning to your office, you must prepare and send a letter or fax to your interlocutor thanking you for your attention to the project and participation in its discussion. Such written gratitude is not an intrusiveness.
In addition, the person actually took the time to meet and discuss. And, of course, such written gratitude must be sent after receiving the final decision - regardless of its nature. And in case of a positive decision and receiving support, such written gratitude must be issued in a respectable design, it must be signed by famous people - members of your support group or organizing committee. The donor will keep it and show it to partners and colleagues. For him, this is an element of his PR and he needs help with this by fully satisfying this need.
If the issue is resolved positively, the relevant data is entered into the accounting system. In case of refusal, it is necessary to find out the reason for the refusal. This clarification is a duty of professional honor to the fundraiser. We saw a commonality of interests, but it did not materialize. This means that we made a mistake in something and it is important for us to understand what.
Meanwhile, explaining the refusal can become a new prospect for cooperation - the whole point is how to treat it and how to build subsequent relationships, taking into account the motives of the potential donor. If the refusal is motivated by the lack of money, they may appear later: since the money runs out, the lack of it must also end someday. If all the money goes to the development of a bank or enterprise - great, future prospects open up. If the circle of assistance has already been determined, that’s also good. This means that this company has a special structure and there are special people professionally involved in organizing charity. This means, secondly, in such an organization there is a greater chance of receiving support and help. The task is, thirdly, to find out the timing and procedure for considering applications.
And in any case, you should not take refusal to heart, as a sign of disdain for your business and you personally. Fundraising is a job that has its own specifics and requires a certain professionalism. Therefore, one should not lose a sense of professional and personal dignity, and also, which is very important, a sense of humor.
3.3 Special events
In fundraising, special one-time events are widely practiced - balls, evenings, competitions, honors, marathons, auctions, subscriptions, presentations, conferences, dinners, etc. - during the preparation and implementation of which the attention of potential donors is attracted to the project or program, and at the same time, the necessary funds are collected.
Their organization takes a lot of effort and time, and the methods already discussed should be used first, but their implementation can create good advertising for projects and the organization, involving staff and volunteers in real work. Many organizations and cultural institutions are very predisposed to organizing such events, because this is their natural creative activity: performances, concerts, holidays. A special promotion is usually a bright event worthy of the attention of the general public. But for this we need to work with the media, send out programs, invitations, and provide advertising. Such actions should be made as regular as possible, giving them the status of a “calling card” of the organization.
The list of invitees to such an event is developed in 7-8 weeks. When sending out invitations, an envelope for a response and a blank for this response are inserted into the envelope. All mailing materials must be well designed, because for each recipient an invitation to such an event is confirmation of his high social status and reputation. It is wise to invite your spouse to an evening event. After a couple of weeks, you should call those who did not answer and ask if they can come and then reserve places. Those who decline the invitation should send a letter expressing their hope that they will be able to attend another event this year. Those who accept the invitation must provide all necessary additional information.
During the event, a high level of service must be provided (refresh, interior design, photography and videography, TV, etc.).
Following the results of the event, an analysis of its preparation, conduct and effectiveness must be carried out.
· Receptions and presentations. Despite the fact that many sponsors do not commit themselves to attending the event. It makes sense to host several contrasting receptions throughout the year, giving donors a wide choice and demonstrating the organization's range of capabilities.
During the event itself, it is necessary to note each of the arriving guests, give them an updated program, indicate where the wardrobe, buffet or bar, and other rooms are located. If you need to highlight a particular guest from the rest of the audience, prepare a badge for him in his buttonhole or lapel. Someone needs to be given detailed instructions on how to escort guests, provide them all with drinks, and make sure everyone is introduced to each other.
Speeches, speeches and speeches during the reception should be short and to the point, informative and positive.
It is necessary to consider light refreshments - many of the guests will come to the reception directly from the office. It is advisable to offer some canapés before the show and a buffet after. Food and beverages should reflect the status of the organization.
A few days later, you can call the guests who were present to find out if they liked it, if they are going to look at the sponsorship package, and if you can discuss plans with them in detail.
· Competitions and awards. Holding competitions and awarding prizes can generate significant revenue, especially if they attract media attention. You just have to remember that some areas of activity are already oversaturated with competitions and awards. Therefore, the main task will be to determine your own niche.
Despite the fact that competitions are very attractive for sponsors, such activities require serious expenses, primarily for promotion in public opinion, development of public relations, etc. In addition, much will depend on the size of the premiums.
The awarding and presentation of prizes may be combined with concerts, demonstrations, exhibitions, publications, etc.
· Celebrity Auctions . We are talking about using connections among well-known people in theater, cinema, etc. They can be persuaded to put up their items for sale: hats, autographed photographs, suits that their fans want to buy. Of course, you should include good, high-quality items in the auction and sell them at a higher price. Such events can be very profitable.
· Dream Auction. Instead of selling things, you can auction off events, activities and opportunities to make people's dreams come true: a date with a movie or pop star, a hazel grouse hunt with a local celebrity, a gala dinner, a game of chess or tennis with a champion, conducting an overture with a famous musician... .A well-known auctioneer, a ticket to an evening with decent food can end with a successful, imaginative and highest degree profitable fundraising event.
· Sponsorship in kind. Firms can help not only with money, but also with materials and equipment, things they do not need, such as carpets, typewriters, tables and chairs, or exhibition stands. Industrial waste, such as wood scraps or paint, can be valuable to an organization, and some organizations prefer this type of sponsorship.
· Lotteries. There may be clothing lotteries, sweepstakes, and lotteries in which trinkets are raffled off. They can be very profitable, but they must be carried out in accordance with current legislation, which must be carefully studied. You should not spend a lot of money on purchasing prizes. You can give participants gifts or prizes that the organization itself can provide: free tickets, books, etc. The more interesting prizes, the more people will want to buy tickets.
· Evenings, dinners and balls. Such events are especially suitable for those arts organizations that have the influence, connections and funds to host them. This traditional methods fundraising. The goal is to ensure the high level and prestige of such an event. To be successful, a charity event must meet several obvious requirements. First of all, it must be attractive to participants, i.e. contribute to consolidating and promoting their reputation, attractive image, and social status. No less obvious requirements for the scenario of such events follow from this. First of all, this concerns the prestige and respectability of the guests of such an event. Neglecting this requirement can lead organizers to serious failures.
Effective PR and fundraising tools focus on how an organization raises money, not how much it raises. In non-profit organizations, raising funds is part of organizational work. Fundraising events are actually not inferior to purely organizational events in their potential. They unite the team, strengthen the sense of loyalty to their organization, the consciousness of their own responsibility, help identify new leaders, and in addition, the image of this organization is formed in the eyes of the public: those around them are more deeply aware of what this organization is and what exactly it does. These two factors, namely raising funds and building the image of a non-profit organization, are the ultimate goal of fundraising and public relations.
Conclusion
In our work, we examined a new phenomenon in the economic space of Russia - fundraising, which is a way of “survival” of non-profit organizations. Fundraising is common abroad, but in Russia it has only recently begun to be explored.
Non-profit organizations are, first of all, organizations that are created to achieve social, charitable, cultural, educational, scientific and managerial goals, to protect the health of citizens, develop physical culture and sports, satisfy the spiritual and other non-material needs of citizens, protect the rights, legitimate interests of citizens and organizations, resolution of disputes and conflicts, provision of legal assistance, as well as for other purposes aimed at achieving public benefits. However, there is a problem of lack of funds and then fundraising comes to the rescue.
An understanding of classical fundraising can be defined as a set of activities aimed at convincing a local community, society or donor of the need to pool disparate resources and provide them to support an already developed project that has socio-economic significance and creates more favorable conditions for the social and economic development of society. To convince the theory of fundraising, PR technologies are mainly used, which allow the most effective and proven tools in Russian reality to achieve goals faster and with the greatest benefit for the non-profit organization itself, such tools are information support, contacts with potential and actual donors, as well as holding special events, the ultimate goal of which is to attract resources and form the image of a non-profit organization.
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