SOCSCI 2RD3 Study Guide - Final Guide: Situation Two, Telemarketing, Double Bottom
8 May 2018
School
Department
Course
Professor
2RD3 Exam Review
Week 1
-3 Sectors: Private, Public and Not-For-Profit
-Organizations Play critical role in promoting active citizenship within communities
-900,000 People are working in the Not for profit sector (excluding hospitals and universities)
-N4P Sector has been around for 100 years but lacks sector analysis
-DEFINE: “self-governing organizations hat exist to serve public benefit, generate social
capital, but do not distribute private profit to members”
-Funding Matters (2003): 100 N4P firms, objective was to document the changing funding
landscape of N4Ps.
-Results:
-Volatility - huge swings in revenue making it harder to forecast
-Mission Drift - tendency to drift away from original purpose
-Loss of Infrastructure: can become a series of projects
-Reporting Overload: short term contracts, shot term reporting, short term hiring
-House of Cards: partnerships and contracts depend on each other
-Advocacy Chill: risky business
-Human Resource Fatigue : stretched to the limit.
-Funding Matters (2205) Phase II
-Presented report around country and heard the following
1. Funding is a pressing local issue
2. Funding is a pressing issue across Canada
3. Differences in how funding pressures are experienced across the sector
4. overall, there is a high level of interest in funding reforms
5. This interest is not universally shared by external funders
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6. Creating awareness about the N4P and volunteer sectors are vital
-1/3 of funding comes from hospital and universities
-50% of organization in the sector operate VIA volunteers
-2/3 have revenues less than 100,000
-Increased Targeting of Funds:
-Adopting Strategic Approach
-Narrow Focus ( limit number of groups that are funded)
-Financial Capacity
-is an essential part of organizational capacity and sustainability
-Financial Capacity isn't all about the money in the bank. Capacity includes relationships
with funders, institutions, mechanics, and practices that enable or hinder organizations to
carry out their work.
-Government Funding 50%, Income for non Gov Sources 35%, donations 13%
-Netherlands Biggest N4P, Canada second
Week 2
Surviving Mission Drift
-proactive relationships with government funders (don’t overestimate their help)
-providing services to governments through gov contracts
-attempt at controlling the direction of projects
-application of strategic account management
Roles and Responsibilities
-Executive Director responsible for creating the Case For Support
-With larger organization the ED goes from being a doer to a facilitator
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-Organizations where the ED does not allocate enough time to Resource Development is a
major reason for them not achieving their goals.
-Development Staff do the work for the organization
-Board of Directors: Guide organization and manage it
Development Director
-Works behind the scene with board to fundraise and manage relationships with donor,
creating a structure for effective fund raising.
-I.e Dalwara Paji
Week 3
To Raise Money
•Know what we want
•why we want it
•who we want it from
-Development Plan is a detailed outline of how an organization wishes to raise money for its
programs over a specific period of time
Prerequisites to Development Planning
-a healthy organization
-a relevant mission
-strong case for support
-Prospective donors
-plan to contact current and potential donors
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Document Summary
Organizations play critical role in promoting active citizenship within communities. 900,000 people are working in the not for pro t sector (excluding hospitals and universities) N4p sector has been around for 100 years but lacks sector analysis. Define: self-governing organizations hat exist to serve public bene t, generate social capital, but do not distribute private pro t to members . Funding matters (2003): 100 n4p rms, objective was to document the changing funding landscape of n4ps. Volatility - huge swings in revenue making it harder to forecast. Mission drift - tendency to drift away from original purpose. Loss of infrastructure: can become a series of projects. Reporting overload: short term contracts, shot term reporting, short term hiring. House of cards: partnerships and contracts depend on each other. Human resource fatigue : stretched to the limit. 15: creating awareness about the n4p and volunteer sectors are vital. 1/3 of funding comes from hospital and universities.
