Mobilization of resources IV

Strategies for mobilization of resources
 

In the process of choosing a strategy for mobilization of resources it is necessary to evaluate certain aspects of the organization’s surroundings, capacities and strengths.

 

What should be evaluated?
 

What resources are necessary?
What resources are already at disposal? How much time and money can we invest in the mobilization of resources?
What are the local giving habits (individual and corporative)?
What are the trends in the international support (official international support, private foundations)?
Do we have enough fundraising skills? If not, how can we find and acquire them?
How does the wider surroundings, for example the legal frame, influence the non-profitable sector and the efforts for mobilization of resources?
 

What are the strengths of successful organizations in mobilization of resources?
 

·        Strong relations with the local community

·        The focus on the mobilization of resources is not only on itself

·        Access to forms of secure financing

·        Coherent mission and objectives widely accepted

·        Accounting systems that make sure that resources end where they were aimed at

·        Established canals/procedures for regular communication with donators and potential donators that provide transparency and reporting

 

What are some of the strategies for mobilization of resources?
 

·        Donors’ financing

Donors’ financing has so far been considered an easier or preferred option for the civil society organizations, however, there are many reasons why we cannot rely only on this kind of financing. The main reason is the change in the donors’ focus. Civil society organizations also suffer from the changes of the donators’ priorities. In order to decrease dependency, it is good to make diversification of donors.

 

·        Earned income from payments, sales and tenders

Payment of services and sales of products is the basis of generating incomes. Offering services and products on commercial basis should be carefully considered because civil society organizations have a development mission. In such situations it can often come to significant moving from the mission.

Applying on tenders is another possibility. Tenders are most often very specific and tender documentation gives precise explanation about what is required. The proposal should give an explanation about the way the delivery should be done, why would you be good at this and the cost. This forms the base of your contract if you get the job, therefore you should pay appropriate attention to the proposal’s preparation.

 

·        Membership fee

Some organizations charge a membership fee from their members for covering the costs for running the organization. This means that the members should have a benefit from paying the fee – it mostly involves discount prices for some other services, products or courses, or subscription to a magazine, bulletin or a newspaper otherwise sold at higher price.

Membership fees can bring bigger incomes if you have wide membership and you offer a unique or quality service.

 

·        Public fundraising

Public fundraising can imply: direct calls by post, special events (such as celebrations of the Europe Day), fundraising on the streets, fundraising in boxes, fundraising from door to door etc.

The key question for public fundraising is the image of your organization. 

 

Suncica Sazdovska