Fundraising Material Organizational material is often considered to be the tools for raising funds.

However, this has to be planned professionally, designed effectively and has to remain visually attractive. Brochures, calendars, greeting cards, posters, websites etc. can be developed with appropriate messages. It is important that the fundraising material focuses on sensitive case studies, success stories and organizational achievements. NGOs may decide upon the kind of material they need to bring out and can be designed effectively. However, the cost recovery factor needs to be kept in mind here. Communications and Appeal Letters This task involves contacting and corresponding with both donor agencies as well as individual donors. Small donations can be received from individual donors inside as well as outside the country. A list of such individuals, especially from the Diaspora (which developing countries usually have to a greater extent), can be drawn up and contacted with appeal letters. Donors can be updated with organizational information and regular correspondence can take place. Events, Workshops and Exhibitions These have been identified as potential sources of income generation either through donor agencies or through the collection of individual registration fees. NGOs can jointly plan out events and request donor support and/or collect registration fees. Collection Boxes Collection Boxes can be used at various points to receive small donations, giving clear and positive messages on welfare and development. The boxes need to be designed well and must be placed at potential spots. Consultancy Services NGOs can begin offering expert services in social development such as conducting research surveys, studies, assessments and evaluations to donor organizations, government and academic institutions. For this, a list of experienced staff members and their available expertise can be developed and presented to potential clients. Private Sector Collaboration Working for a social cause is becoming increasingly popular in the private sector, especially among the private companies, banks and schools. The NGOs can start tapping collaborations where in private agencies are ready to share their resources for community development activities. Also, the long-term business collaborations, such as banks for micro-finance and insurance companies for microinsurance, can be beneficial. Private agencies can be listed out and corresponded/contacted and meetings can be organized to initiate collaborations. Community-Based Marketing Approach This can be a significant part of the overall fundraising and sustainability strategy as it has the potential to build resources over a long-term, both for the organization as well as the community. However, careful assessment and planned implementation will be required. NGOs may opt for many sectors here such as micro-enterprises, micro-finance, micro-insurance, health micro-insurance and community tourism. These approaches can be used to develop innovative proposals to be submitted to donor agencies. This is based on the fact that NGOs already have a strong base of community-based organizations and the community itself to whom it can market approaches. Voluntary Support Volunteers especially from abroad can be a good resource to raise funds and provide other forms of support including documentation and promotion. Their assistance can be sought by contacting them via internet.
School Awareness cum sponsorship Program School fundraising is one of the wide spectrum of fundraising methods by which the funds are raised from the community through the medium of school students by educating them about the cause.

Normally an event is organised in the school with the two pronged objective of creating awareness and raising funds. As a part of our consultancy work, we approach various schools for social causes and solicit their support. Corporate Fund Raising We observe that corporate fund raising in NGO sector has increased in comparison to other fund raising techniques. For a NGO, CFR means raising resource from organization (who has an agenda for corporate social responsibility) for a cause of serious concern to the society. We provide our service so that substantial resources can be raised by tapping profitable corporate and socially responsible organizations. Cause Related Marketing We also approach companies who are willing to contribute part of their sales proceeds to a charity of their choice. The objective of the company will be to gain consumer goodwill and increase sales. Normally large companies like to tie-up with NGOs that are sync with their CSR objectives. NGOs with a high brand value are more likely to be able to have large CRM tie-ups.

I also got some suggested links on Facebook. someone has used ebay to fund-raise for their organization through. "Mission Fish"

Have them get in the habit of doing press releases to help make their name more prominent. Any new developments or newsworthy items need a press release. SEO optimized of course. I recommend prweb.com and marketwire.com
10) Fund Raising at local level Direct Mailing Application: Direct mailing application process (DMA) is a very vital aspect of fund raising techniques available for NGO sector. It is a direct marketing activity by which you take your appeal to the people & individualizing your appeal to your target Population. To make donation easy, a donor should be given following facilities (1) Business Reply Envelope (BRE) (2) Modes of payment i.e Cheque/ DD/ Cash/ Credit Card/ Bank transfer/Swift Code etc. Donation Boxes: Through Cause Related Marketing: o The process involves allowing a small percentage of the profit on any consumer item to be designated towards a charity. o This system has a three-pronged effect, benefiting the manufacturer, the consumer and the charity. o The consumer feels inclined to buy the product because he has the added advantage of buying a good (causerelated) product and being philanthropic at the same time. This naturally boots the sale of any cause related product and the manufacturer is able to make more profit in spite of being philanthropic. o And last, but not the least, the charity earns the valuable income without much effort. o Search the companies which would like to tie-up with NGOs that are sync with their CSR objectives matching with the objectives of the NGO. (3) E- Fund Raising:

Ethics H R has long dealt with such issues as harassment, discrimination, wage and hour concerns, safety,

and compliance with policies and regulations.

Procedural fairness /justice climate climate

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Identify the boundaries ofethical behavior Ensure that your employees are aware ofethical standards and your expectations for appropriate conduct Integrate your ethics and compliance initiatives into everyday business practices Engage employees in promoting and safeguarding an environment ofintegrity Encourage employees to make principled decisions and report concerns ofinappropriate actions without fear of retaliation Respond quickly and appropriately once an ethics issue is identified to minimize any negative impact on the organization.

rmstrong said there has to be good policies in place, which are continually revisited and modelled by senior leadership. She said that having an ethics code in place is meaningless if senior leaders do not walk the talk. Additionally she said that it is critical for HR managers and senior leaders to foster an environment where people feel comfortable to speak out and say what they need to say. I think HR plays the role of being in a middle position. There has to be good transactions with senior management, but they are also about looking after the people at the organisation, Armstrong said. She advised that regular activities be organised which encourage open communication, transparency and holding each other to account. Chip McFarlane, director of Institute of Executive Coaching suggested the following management tips for HR professionals, in order to avoid scandal and potential law suits:
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HR must be afforded the appropriate functions of instituting ethics policies by the executive team. The HR team must be given the power and support to push accountability. Programs should be instituted which raise awareness of what is an expected level of behaviour. Anonymous feedback forms should be readily disseminated. Senior management must ensure that it is an explicit part of HRs mandate to provide clear expectations and company policy to staff. When the executive focus is on accountability, it will be in everyones consciousness

Lead Rather Than Be Led

Fostering an ethical workplace culture can often be very complicated for HR executives because companies must also be profitable In todays profit-oriented work culture, even the best intentions may get overlooked in the drive towards financial success. Therefore, to improve their workplaces ethical standards, HR executives, throughout their HR careers, should persuade management to make ethics an agenda. In the workplace, HR executives can influence employees to behave within ethical frameworks in two ways: by being clear on what acceptable behavior is and is not and, on a more personal level, practicing what they say. But, as leaders, HR executives should, at the onset, establish clear credos on acceptable behavior from employees to minimize complications. Dont Just Preach-Act The first step for HR executives is to set a fundamental rule in place: nobody is above the company. This way, the fair-towards-all attitude of the company will encompass everyone-from the lowest position to the CEO of the company-within one common principle. This will also help the company and its employees benefit from a transformed view on ethics within the context of profitability. Small Measures Count Another vital aspect, when trying to develop or maintain workplace ethics, is for HR executives to let employees achieve balances between work and their personal lives. This creates win-win situations. Companies will boost productivity with satisfied employees, and employees will display enhanced moralities and gain from heightened reputations by encouraging ethics-based profitability drives. Inexpensive programs that help employees maintain balances between work and their personal lives such as flextime and telecommuting, among other programs, go a long way. A happy and satisfied employee will not engage in unethical practices or prove to be an obstacle to establishing ethics in the workplace. Set Guidelines for Everyone HR executives have to hunt for possible explanations for ethical crises in their workplaces. This will make the HR executive weigh the quality and effectiveness of the corporate, as well as human resources, leadership. Endorsement of unethical means is also being unethical. If an HR leader at an unethical company agrees to look the other way when employees, claiming that the companys behavior is disloyal, commit similar acts of disloyalty, the HR executive is also implicated in the unethical deed. Remember, passive compliance to unethical standards is a mark of a lack of ethical standards in the HR executive. The going is tough for HR executives who decide to begin ethical careers in unethical surroundings. With more and more companies getting their hands dirtied in murky dealings, the role of the HR executive, a.k.a. his or her HR career, has become a virtual firing wall. If the HR executive is steadfast in maintaining ethical practices at any cost, he or she runs the risk of being professionally sacrificed-his or her entire HR career may be jeopardized. However, if the HR executive, as a leader, establishes guidelines that apply to everyone, including the HR executive, any issues that may arise can be straightened out by the HR executive before they get out of

hand. If the finger points to the top chair in the company, as the corporate watchdog, the HR executive should bring it to public notice. If the HR executive fears retribution or is willing to allow the complaint to be compartmentalized, the repercussions of the HR executives irresponsible behavior will heavily affect his or her career. He or she will always be considered managements mouthpiece rather than a true employee

Developing a strong open culture of accountability, integrity, and trust is the backbone of a strong ethics program and this can profoundly impact performance. To ensure that your program meets your organization's needs, check for the following components:
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A comprehensive code of ethics/compliance An ethics and compliance policy Ethics guidelines and training for all levels of management An employee training program A communication process for ongoing awareness Practical reporting and investigating procedures Consequences for ethics violations