This assignment requires you choose a not-for-profit organization, whether existing or something you might consider creating, and develop a fund development campaign, including a brief budget, that aligns with the organization's mandate.

This Assignment achieves four (4) main outcomes:

- Demonstrate an understanding of the non-profit sector;

- Identify the challenges and main management issues of the non-profit sector;

- Describe the main tools and methods used in non-profit marketing and fundraising;

- Describe the main characteristics of financial management in a non-profit organization.

ASSIGNMENT / SUBMISSION DETAILS

The article Ten Nonprofit Funding Models by William Landes Foster, Peter Kim, & Barbara Christiansen https://ssir.org/articles/entry/ten_nonprofit_funding_models does an excellent job of detailing the important of a well aligned Fund Development Campaign. As mentioned in this article "When nonprofits and funding sources are not well matched, money doesn't flow to the areas where it

will do the greatest good." (Foster 2009)

ORGANIZATIONAL MANDATE

Briefly, detail the not-for-profit's organizational mandate. What is their purpose for existing in the market today? This detail should go beyond their purpose or mission statement to help ensure there is a clear understanding of who and how they support those who might be their customers.

FUND DEVELOPMENT CAMPAIGN

Based on the choice of organization PREPARE appropriate Fund Development Campaign. This campaign should be well-suited towards the type of organization they have chosen and their organizational mandate. This is a crucial consideration as the type of Fund Development Campaign often determines the success of the fund development.

In the article Ten Nonprofit Funding Models by William Landes Foster, Peter Kim, & Barbara Christiansen https://ssir.org/articles/entry/ten_nonprofit_funding_models the authors discuss ten (10) different models of fund development that can be used by a not-for-profit organization to build revenues to achieve their mandate:

"The first three models (Heartfelt Connector, Beneficiary Builder, and Member Motivator) are funded largely by many individual donations. The next model (Big Bettor) is funded largely by a single person or by a few individuals or foundations. The next three models (Public Provider, Policy Innovator, and Beneficiary Broker) are funded largely by the government. The next model (Resource Recycler) is supported largely by corporate funding. And the last two models (Market Maker and Local Nationalizer) have a mix of funders."

Review these ten (10) different models and they will help in determining what type of fund development campaign you may want. Note: This article was created in 2009 and there are also additional types that are available which may not be covered in the article. These additional types can also be considered when you make your choice.

Consider many of the following questions when developing your campaign:

What are expected to be the principal sources of funds of revenue for the organization?

What are the main fund development activities for the organization?

Are there any grants you've received, significant contributions, and in-kind support?

Have you identified gaps in your funding, and how you will manage them?

The details within you Fund Development Campaign are required to be researched and evidence with meaningful and relevant sources. Provide (3) references within report that support your determination that this Fund Development Campaign aligns well with the Organizational Mandate.

Also ensure the details about their Fund Development Campaign include who is the target for this campaign (individuals, corporations, government, etc.) and a clear understanding of the motivation for these supporters for the not-for-profit organization.

FINANCIAL BUDGET

Finally, briefLY WRITE Financial Budget that outlines the expected income and the principal expenses related to the Fund Development Campaign. As this Campaign is to provide a significant amount of income for the not-for-profit organization, it is important to ensure that we capture both the potential of the campaign and the risk (expenses) so that the leadership of the not-for-profit organization can make an informed decision on whether to pursue this Campaign.

The intent here is not to have every single little expense detailed but to capture the largest and most impactful expenses as part of your Campaign. Consider the following questions:

How did you calculate your revenue / income? What are your key assumptions? Are they realistic?

Have you included any essential startup costs (if required)?

Are there significant labour costs that should be included?

If using a third-party in the Campaign, are there commissions or fees that need to be considered?

This section should be included as table outlining the Revenues, Expenses and Profit specifically related to the Campaign including any supporting assumptions that have been used in calculations within the Financial Budget.