Thesis (M.S.)--Boston University

Leaders of not-for-profit organizations could benefit from learning how to build a sustainable organization to help ensure that their organizations could continue to provide valuable services to the community for the future. The purpose of this single case study was to explore the fundraising strategies and donor development skills that leaders used to create a sustainable organization. Five purposefully selected leaders of a not-for-profit organization in Michigan, with experience in implementing effective fundraising strategies and fostering donor development skills for a sustainable business, participated in the study. Transformational leadership was the conceptual framework. The data collection process entailed face-to-face semistructured interviews, observations, and review of company documentation. In-depth analysis of interview transcripts, organizational websites, and organizational documents provided the basis for coding of repeated words and clusters of information to identify 3 themes: the impact of relationships on fundraising efforts, fundraising strategies for organizational viability, and endowment funds as a source of revenue that can help an organization become financially sustainable. The implications of this study for positive social change are increases in sustainability within the not-for-profit community or increases in charitable contributions locally, possible improvements in the quality of life for the employees and community, and the continuation of vital services that are provided by these organizations.

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viii, 50 p. A print copy of this thesis is available through the UO Libraries. Search the library catalog for the location and call number. / Nonprofit organizations across the United States utilize participatory sporting events such as running or walking races in order to raise awareness and funds for their cause. Large events, for example the Nike Women's Marathon in San Francisco, attract thousands of participants and raise as much as $16 million annually for one cause. Smaller events held in small towns to large cities may attract as few as one hundred participants and raise considerably less for their cause. Representatives of nonprofit organizations and race directors were interviewed regarding staff time and costs involved in producing a run/walk event held in Oregon. Recurring characteristics and best practices for a run/walk event were identified. In addition to the funds raised less the cost to produce the event, measurements of success for this type of special event may include factors such as educating and attracting new constituents to the cause. / Committee in Charge: Renee Irvin, Ph.D. Chair; Laura Leete, Ph.D.; Sarah-Kate Sharkey, M.P.A.

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The purpose of this study was to survey the chief development officers in selected Mississippi community colleges in order to ascertain the fundraising efforts in which they are engaged. The community colleges were selected based on the Aspen Institute College Excellence Program. The institute identified the community colleges based on an assessment of institutional performance, improvement, student retention and measures of completion. The program selected the top 150 United States community colleges out of over 1000 public community colleges for the Aspen Prize for Community College Excellence 2015. Of Mississippi’s community colleges, 7 were among the top 150 in the nation. Resource Dependency Theory guided this investigation by considering factors, goals, implementation and activities involved in fundraising at the selected community colleges. In order to respond to the problem of this study 4 research questions were generated and a 7-question survey was administered. The results of this study showed that all of the selected Mississippi community colleges are engaging in fundraising. The results also showed that the colleges have goals and they are evaluating their goals at least yearly. Personal letters, personal phone calls, invites to campus and special events were rated as successful fundraising techniques with special events as the method used extensively to obtain donations. The foundation office was rated highly successful for fundraising functions success. Satisfaction with fundraising performance ranked the highest as the method of determining success with gift solicitation as a meaningful effort in obtaining funds.

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The aim of this study is to extend knowledge about corporate philanthropy in Australia, including the conduct of fundraising and funds management, looking especially at motivations for giving and techniques employed. It follows and builds on the researcher's MA work on Corporate Philanthropy in Australia: Principles and Practice (see Appendix I) and has generated new theories that may be tested in the marketplace by both individuals and groups involved in fundraising and fund management throughout Australia, and perhaps beyond. The study is based on a method melded together by the researcher from variations on participatory action research, action inquiry and cooperative inquiry. An extensive literature review explored material provided by participants along with material already in the public domain. The data set obtained from this exercise enabled the development of the range of questionnaires put before the participants. Personal interviews were conducted with individuals, representatives of companies, trusts and foundations, and recipient organisations, along with professionals from Philanthropy Australia. The aim was to hold a discussion with the most senior person possible in every case and that aim was achieved with willingness to participate a strong factor throughout. A focus group conducted with professional fundraisers provided a point of view from 'the other side'. The rigour of the work stems from the representative involvement of all interested parties. The researcher's long involvement in the fundraising industry was a strong enabling factor with iteration of all interviews confirming the findings and mitigating against undue influence from that background. It was clear early in the study that there was difficulty in separating individual motivations from corporate motivations, as the individual beliefs and experiences spilled over into corporate involvements. For some the motivation was that philanthropy was the price of doing business, although the gifts might be directed to projects of lifetime interest to the participants. Some companies were clear about the direction of their corporate philanthropy into the communities in the areas where they operate, while others were still developing policy. Some representatives preferred to name their giving as 'social activism' rather than 'philanthropy'. A template has been developed to assist informed decision making about gifts. Participants spoke of a variety of techniques of giving employed under the umbrellas of the Triple Bottom Line, the Third Way, Corporate Social Responsibility (CSR), and corporate sustainability. Those techniques include direct gifts or grants, sponsorships, strategic or venture philanthropy, Cause-Related Marketing (CRM), workplace giving or payroll deduction, bequests, and fundraising events. It was noted that workplace giving is growing. Changes to Australian tax laws have made it sensible for individuals and some companies to develop Prescribed Private Funds, while others have opted for corporate trusts or foundations, or board committees. CEOs seem not to be as powerful in gift decision making as was found in the earlier MA study. Several clear trends were identified, one related to companies making fewer larger grants, rather than many small ones. A further trend is for companies, trusts and foundations, and individuals to seek out recipient organisations for themselves, in accordance with their areas of interest and grants priorities. This changes the scenario for fundraisers who must find new ways of gaining the attention of grant and gift makers. A third trend is to require outside evaluation of projects and assessment of project progress. None of the participants in the study indicated that they carry out policy research before making gifts. Likewise not all givers indicated regular reporting requirements. Community foundations are growing with new ones being developed during the course of the study. At the same time some organisations are allowing voting rights to donors, and shareholders are becoming more vocal about corporate giving. Gaps in welfare funding vary considerably with many charities relying on companies, trusts and foundations and individuals to 'plug the gaps'. The concept of 'social capital' is explored and a new definition put forward. It is revealed that the term is capable of holding many different meanings. It was clear that durable networks are almost vital to the development of social capital. The gap in their understanding of corporate philanthropy between givers and receivers revealed by the MA study was found still to exist, although the whole process was found to be more open with the commercial confidentiality cited in the earlier study not appearing as a strong factor in this study, particularly as much material was available from the World Wide Web. In the end, the area of corporate philanthropy may still be considered to be almost 'virgin territory' thus providing a fertile field for aspiring researchers. Suggestions are provided for a number of areas of future research.

Thesis (M.S.)--Boston University / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / 2031-01-01