...A Three-fold Theory of Social Change and Implications for Practice, Planning, Monitoring and Evaluation By Doug Reeler, of the Community Development Resource Association, 2007 “I would not give a fig for the simplicity on this side of complexity. But I would give my life for the simplicity on the other side.” Oliver Wendell Holmes “Whosoever wishes to know about the world must learn about it in its particular details Knowledge is not intelligence. In searching for the truth be ready for the unexpected. Change alone is unchanging. The same road goes both up and down. The beginning of a circle is also its end. Not I, but the world says it: all is one. And yet everything comes in season.” Heraklietos of Ephesos, 500 B.C “My eyes already touch the sunny hill, going far ahead of the road I have begun. So we are grasped by what we cannot grasp; it has its inner light, even from a distance. and changes us, even if we do not reach it, into something else, which, hardly sensing it, we already are; a gesture waves us on, answering our own wave... but what we feel is the wind in our faces.” Rainer Maria Rilke Contents 1. Who Needs Theories of Change? ............................................................................... 2 1.1 The Need ...........................................................................................................................2 1.2 Theories in Context ....................................................................................
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...is often embedded in the marketing mix which states the four ‘Ps’ of marketing which are product, place, promotion, and price. Marketing involves concept such as customer relationship management, business marketing, societal marketing, and branding. Customer relationship management refers to the activities conducted to provide the best possible interaction between the organization and its clients to ensure they build loyalty (Piercy and Evans 1983:19). Business marketing refers to the activities that organizations or companies take to market themselves to other organizations through providing quality goods and services that make other organizations want to be associated with them. Societal marketing refers to curtailing harmful activities that may occur in the society and ensuring the society in which the organization is working benefits more in the long run. Lastly, branding is the philosophy of the company to create a proper image that clients are proud to be associated with (Ferrell and Hartline 2010: 88-90). For humanitarian organizations, marketing refers to all activities that the organization undertakes in ensuring that they market their activities to donors and funding organizations (Rose-Ackerman 1982: 195-196). It also involves customer relationship management through ensuring that the donors are satisfied with the activities , the organization is undertaking while ensuring that the number and volume of grants continues to increase over the years...
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...Directors, Community [UPDATE] ... After-hours trading of $AAPL resumed shortly thereafter RE-Fundraising.com Fundraising + Relationship Building Home Consulting Speaking Bio of Author Disclosures Analyzing Fundraising Strategies through the 80/20 Principle Knowing what produces our greatest results can make a real difference. When I speak to nonprofit and education professionals involved with fundraising the discussion inevitably turns to the ROI of funding strategies currently in place and ways to improve. I think many nonprofits have explored various types of funding sources and to some extent have a diversified fund development plan in place. Where many fundraisers go wrong is in identifying which of these strategies has become too time consuming and less productive to their organization. To help dissect this problem I utilized the principles of an economist born over 150 years ago- enter Mr. Vilfredo Pareto. In the business world most are familiar with the term the “80/20 Principle” or Pareto’s Law. Quick history lesson; Pareto was a controversial economist (who isn’t these days) that lived from 1848 to 1923 and he wrote a book where he included a law about income distribution. The mathematical formula he used to demonstrate a grossly uneven but predictable distribution of wealth in society where- 80% of the wealth and income was produced and possessed by 20% of the population. Pareto’s Law can be summarized as follows: 80% of the...
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...think. The principles of fund raising in the organization is discussed below You have to ask for fund as well as authority, one of the principle of fundraising in the organization you have to ask for fund because if you do not ask no one knows that you have problem of fund for carrying out programmes or activities and for local or community fundraising you have to get permission to carry out the fundraising from different authorities that is Government authority, donors, partners, beneficiaries and other stake holders to gain support. Personal approach, the more personal your approach is, the better, for example asking someone face to face is better than; telephoning, which is better than; writing a personal letter; which is better than; giving a presentation to a group of people, better than; putting out a request on the internet. Many fundraisers prefer to send letters because sometimes it is the only way, however, its not the most effective especially when compared to; a meeting at your project when a donor can see your work and talk to beneficiaries, a request from someone who has already given or form someone important such as a business leaders or an expert in a field, part of the skill in fundraising is knowing who is the best person to do the asking. Fundraising is selling, since fundraising is selling therefore it involve direct marketing. Marketing is...
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...Prior to substantial structural reforms of the Sierra Club in the early 1970s, members conducted “business” within the organization in their own distinct fashion. To become a member before the 1970s, about the only place one could find a membership application was the “printed application on the book jacket of a Sierra Club book, requiring you to cut up the jacket and find two club members to recommend you for membership” (xxii). Fundraising was segmented within the organization, as there existed three separate, decentralized fund-raising staffs that failed to share information or donors amongst each other. Underneath these logistical complications existed a management unwilling to demonstrate firm control of the organization in the fear of preventing the existence of innovation and progress. It was this situation that Denny Shaffer of North Carolina entered into when he became a member of the Sierra Club in 1969. At his first National Sierra Club meeting, Shaffer was bewildered at the state of the organization, stating: “The first meeting I came to out here was, without a doubt, one of the most--I want to say I was shocked, maybe that's too strong a word. I was sure amazed that this powerful organization which was viewed as being so wise and old and right in its thinking and effective, in some levels was just really quite primitive” (30). Upon observing the general state of affairs within the organization, Shaffer went about with initial plans aimed at restructuring and strengthening...
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...Street Grace has been combating human trafficking since 2009, the challenges faced by the organization are not only challenges for the non-profit but also challenges for their collaborative partners. The organization’s range of relationships with law enforcement, the GBI and government officials among others face a number of obstacles which include defining a shared vision, acquiring resources, creating an effective structure, communication and trust, as well as articulating a common outcome. Successfully planning for these issues will maximize the coalition’s purpose as well as build its capacity. In preserving the value of the collaboration Street grace must find and define a shared vision with its partners. Forgetting to assess this issue can lead to mission drift, which can be potentially catastrophic for a nonprofit organization. When mission drift occurs it can potentially disrupt the organization and what it exists to accomplish, as well as, confuse donors, volunteers and even staff members. The nonprofit eventually becomes fruitless and the community’s perception of the organization is obscured. If Street Grace lacks focus, the operations and mission are not properly managed and the efforts may become overshadowed by internal problems and mission drift. Deluca stated her strategy to prevent mission drift is to “be absolutely clear about who you are and what your aims are. We got into this because we want to make a change, we have a group of questions that we ask ourselves...
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...Contingency Planning 14 5.0 Conclusion 14 References 16 1.0 Executive Summary Just Vets is a homeless shelter for Veterans in Fort Worth, Texas. Just Vets was established in 2013 by CEO John Stone, whom has a deep family background in the military dating back to the Civil War. John Stone was medically retired from the Army in 2005 after coming back from Iraq, with the military experience and college background with the help from the Veterans Affairs John was able to obtain a small business loan. John Stone was seeing all the different homeless veterans around the city and other places that it was John’s duty to continue to serve those in need. John decided to use every tool that was available to obtain the permits, building, and certified staff to open the facility. John had with the help from consultant’s was able to develop a marketing plan with information from the SWOT Analysis, marketing research and target market among others. 2.0 Situational Analysis Just Vets is entering their first year of operation. John Stone, the CEO believes that a well comprehensive marketing strategy would be the best business option to be the...
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...Changes in international development: An assessment of trilateral development cooperation. Introduction In a time span of the last 10 years, the scene has changed rapidly in international development studies. A number of new actors have appeared on the scene and are changing the attitudes towards and the setting of development, in particularly in Africa. To argue that changes on this scene is a novelty would be obscene, with possible references to the plethora of different development paths followed by individual states, the widely differing politics of international development and in particular the big shifts in the international paradigms surrounding aid and governance. The reasons for the current change on the international scene are many. First, and most relevant to this paper, there is the entry of “new” states on the scene. These are states that most often have risen to a middle-income level (e.g. China, Brazil, South Africa), and now are looking to either widen their altruistic reach, look out for geopolitical interest, gain political influence or to secure access to future growth markets and scarce resources – or maybe all of the above. It is worth to note, that they have all been present for a long time, but just recently have attained the interior economic welfare to increase their aid support (Rampa et al., 2012; Dreher et al., 2011; Wouters et al., 2012). Another very big driver of change is the entry of private financing into the field of development. Private...
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...Acknowledgements “Criticism, like rain, should be gentle enough to nourish a men’s growth without destroying his roots” Frank A. Clark I would like to thank my academic advisor, Gordon Holyer for his patience and kind guidance through various stages of the project. Through his suggestions and valuable advice the project grew in scope, gained necessary clarity and professional delivery. The benefit and help provided by Gordon Holyer is best summarized in the opening quote above for which I thank him wholeheartedly. Furthermore, I would like to show my appreciation for Vancouver Island University faculty for seamless transition from classroom to work settings. To my Internship Coordinator Nattallie Tessier my sincere gratitude for your tireless commitment and unwavering support. Last but not least, I would like to show appreciation to my Internship Mentor Carrie Linegar for giving me this internship opportunity at BC Wheelchair Basketball Society. I will always remember the experience as wonderful and it was genuine pleasure learning from you. Without of the collective support of all individuals involved I would not have completed this project. Milan Azanjac 565 582 699 Table of Contents Acknowledgements i List of Acronyms iv EXECUTIVE SUMMARY vii SECTION 1 – INTRODUCTION 1 1-1. Company Profile 1 1-2. Goals and Objectives of the Applied Project 1 SECTION 2 – SITUATIONAL ANALYSIS 3 2-1 Environmental Analysis 3 2-1-1. Economic segment 3 2-1-2...
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...with our goals, objectives, strategies and tactics. Included in this report will also be a year-long timeline of implementation for the next annual Gala. A Press Kit will also be provided.Then, as communication scholars, communication tools will be provide that Little Light of Mine should consider implementing within the organization. Finally, future directions will be provided for after this campaign has been completed and more donations have been received. Publics In the textbook Public Relations by Averill Gordon publics are defined as, “people as a whole, the community, or the nation and it can also mean people in general” (133). LLOM has a variety of publics ranging from the community, to employees, and finally to donors. First off, LLOM is a community based organization that does not have a national or global reach. The communities that LLOM targets are those who reside in the Tampa Bay Area. To be even more specific, LLOM is very important to the St. Petersburg community because it helps local families in need. The...
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...Wholesale Enterprise for Gram Vikas: The business success of a social enterprise lies in the self-sustainability; however, Gram Vikas is under financial distress and is highly dependent on often-delayed government grants and decreasing donations. These situations restrict Gram Vikas’ ability to expand its societal impact, and further undermine the creation of social value to the target stakeholders. (Nicolas Pless). To make Gram Vikas more sustainable and less reliant on donor money, while not restricting the access to original funding streams such as Government grants and donations, a stand-alone profit-generating company could be set up to ensure a more steady revenue stream for Gram Vikas. This stand-alone company would complement current GV’s activities and help both GV and the villagers sustain their income revenues. Thereby proposing a wholesale enterprise that integrates the distributing process for household individual income generating activities. Business Description: Currently, GV provides skill-building activities and advices on sustainable forestry, agriculture, and livestock husbandry to ensure food security and generate additional income for the villagers. Plantation of agriculture commodities, such as cashews, pineapples, mangos, jackfruits and vegetables is highly encouraged by GV, as these crops enable a steady source of income. (p.6) On top of that, many families have started income generating activities with the loans from Self-help Groups (SHG) in the village...
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...as much as in areas such as financial management and procurement. National Statistical Systems provide the data needed to develop appropriate policies, to target scarce resources, to measure progress, to make effective use of aid and to monitor and evaluate outcomes. At the Third International Roundtable on Managing for Development Results, which was held in Hanoi in February 2007, participating country teams emphasized that to be successful any scaling up of support to statistics must be grounded in and directly linked to national poverty reduction strategies or other development plans, must be based on well prepared and realistic national strategies for the development of statistics (NSDSs), and must involve harmonized and coordinated donor support. Many...
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...| | |Job Advert Details | | | | | | | |BBC Media Action | |JOB DESCRIPTION | |JOB TITLE: Senior Projects Manager, Africa | |REPORTS TO: Regional Director, Africa | |BBC Media Action ...
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...growing interest in the Balanced Scorecard. Increasingly, in order to succeed, organizations are relying on competitive advantage created from their intangible assets, such as loyal customers, high-quality operating and innovation processes, employee skills and motivation, data bases and information systems, and organization culture. The growing importance of intangible assets complements the growing interest in the Balanced Scorecard because the Balanced Scorecard helps organizations measure, and therefore, manages the performance of their intangible, knowledge-based, assets. With the Balanced Scorecard measurement system, companies continue to track financial results but they also monitor, with nonfinancial measures, whether they are building or destroying their capabilities—with customers, processes, employees, and systems—and how the company is managing intangible assets to create future growth and profitability. The Balanced Scorecard provides a framework for describing how intangible and tangible assets (such as property, plant, equipment, and inventory) will be combined to create value for the organization. 2.7 What is a strategy map? A strategy map identifies linkages among essential elements for the organization’s strategy. That is, a strategy map provides a comprehensive visual representation of the linkages among objectives in the four perspectives of the Balanced Scorecard. For example, employees’ process improvement skills (learning and growth...
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...worked very hard to court a number of major donors. However, it seems that the donative spectrum is too heavily skewed towards a number of major donors; while small to medium size gifts are a relatively small part of the revenue stream. I believe this is a most unwelcome development. The reasons why I believe this phenomenon to be problematic are two-fold. Any organization that becomes dependent on a small subset of donors for over 91% of its revenue runs the risk of losing operational and mission-related control of the organization. Additionally, it seems that a great deal of donative income is “left on the table.” The organization has apparently expended far too little effort searching for small to midsize donations. I believe that a great deal of untapped development potential is waiting to be realized. BBYO is an 85 year old Jewish Youth Movement that has an alumni base of over 35,000 individuals. When one considers that this number does not reflect the parents of alumni, one can only conclude that this very large donor base has mainly gone untapped. It would be interesting to compare the percentage of revenues solicited from major donors to revenue percentages of other youth groups, both Jewish and non-Jewish. While such figures are not presented in this study, I believe it is fair to conclude that the donative revenue structure of BBYO is far too heavily weighted towards major donors. In fact, the graphic representation of the Donor Period on the preceding page...
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