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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Serie: The AFP/Wiley Fund Development Series
- Sprache: Englisch
A practical guide to the challenges and successes of global fundraising, written by an international team of highly respected philanthropy professionals and edited by two of the leading nonprofit thinkers, Global Fundraising is the first book to genuinely offer a global overview of philanthropy with an internationalist perspective. As the world becomes more interdependent, and economies struggle, global philanthropy continues to increase. More than that, nonprofits are taking up roles that have traditionally been filled by the government--including social welfare, healthcare, and human rights. Global Fundraising provides complete coverage of the implications of this growth for nonprofit culture and how it drives changes in fundraising practices. * Organized into thematic chapters--a mixture of geographic and topical issues--it places North American philanthropy in a wider context * It features a companion website with a variety of online tools and materials * The book includes contributions by international leading experts Matt Ide, Mair Bosworth, Usha Menon, Anup Tiwari, Paula Guillet de Monthoux, Angela Cluff, Norma Galafassi, Mike Muchilwa, Tariq Cheema, Lu Bo and Nan Fang, Masataka Uo, Chris Carnie, Sean Triner, Andrea McManus, Marcelo Inniarra, Ashley Baldwin, Rebecca Mauger, YoungWoo Choi, R.F. Shangraw, Jr., Sudeshna Mukherjee, and Anca Zaharia. The book skillfully tracks how the world of fundraising is changing rapidly due to a number of factors including: continuing growth of great wealth; non-profit innovation emerging everywhere; growth of indigenous NGOs; increased professionalism in fundraising; and the value and role of new and social technologies. Written by a team of philanthropy leaders, Global Fundraising offers timely coverage of fundraising around the world. A must-have for INGO leaders and anyone, anywhere, interested in the future of philanthropy and effective fundraising practices.
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Seitenzahl: 587
Veröffentlichungsjahr: 2013
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Contents
Foreword
Acknowledgments
Chapter 1: Introduction to Global Fundraising
What This Book Is About
Who This Book Is For
About the Editors and Contributors
Seven Global Megatrends
This Book’s Setup
Our Global Fundraising Wiki
Part I: An Overview of Giving by Region
Chapter 2: China
A Historic Review of Philanthropy in China
A Panorama of China’s Nonprofit Sector
Framework for Nonprofit Sector
Current Fundraising Trends in China’s Nonprofit Sector
Fundraising Practices in China
In Summary
Chapter 3: Japan
Japan: Overview of an Island Nation
Philanthropy and Other Support
Giving Practices
Fundraising Practices
Challenges and Innovation
In Summary
Chapter 4: Latin America
An Overview of Latin America
Income from Services
Giving by Individuals
Getting Money from the Bottom of the Pyramid
Institutional Givers: Governments, Foundations, and Corporations
In Summary
Chapter 5: Western Europe
The Nonprofit Sector in Western Europe
How Western Europe Is Changing the Rules of Philanthropy
Where We Are and Where We Are Going
In Summary
Chapter 6: North America
The United States of America
Canada
In Summary
Chapter 7: Australia and New Zealand
New Zealand
Australia
In Summary
Chapter 8: Central and Eastern Europe
The Legal Grounds for Philanthropy
Fundraising in Central and Eastern Europe
Russia by Matt Ide and Mair Bosworth
Romania by Anca Zaharia
In Summary
Chapter 9: Africa
Giving to NGOs in Africa
Giving for Religious Purposes
The Lack of Information on African Philanthropy
Philanthropy and Other Support
Africa’s NGOs
Fair Trade and Social Enterprise in Africa
A Focus on Two Countries
In Summary
Chapter 10: Middle East and North Africa (MENA)
The Current Landscape
Historical Context
Faith-Based Giving
The Paradigm Shift
The Mohammed bin Rashid Al Maktoum Foundation
The Arab Foundations Forum
The World Congress of Muslim Philanthropists
In Summary
Chapter 11: Asia
Korea by YoungWoo Choi
Singapore by Usha Menon
In Summary
Chapter 12: India
The Demographics of India
The Nonprofit Sector in India
In Summary
Part II: Overall Topics in Giving
Chapter 13: Major Donors
Global Wealth
Where Are the Rich People?
Who Gives?
How Do NGOs and INGOs Go About It?
The Rich Will Save Us All—Philanthrocapitalism
In Summary
Chapter 14: Globarity—The Impact of Social Media on Global Solidarity
The “We” without Borders
The Individual as King of the Crowd Empire: Is Crowdfunding a Threat to NGOs or an Opportunity?
No More Sweeping Things under the Rug
The Social Speed of Light
Transcending Space: Connecting the Global Community
In Summary
Chapter 15: Innovation—The Only Competitive Advantage
Why Is Innovation So Important?
Who Is Innovative?
How Do Charities Become Innovative?
How to Improve Innovation?
In Summary
Chapter 16: The Charity Giants
Market Drivers
Competitive Drivers
Cost Drivers
Government Drivers
Common Themes from the Case Studies in This Chapter
In Summary
About the Editors
About the Contributors
Index
Additional Praise forGlobal Fundraising
“Penelope Cagney and Bernard Ross have done our sector a great service in bringing together such a talented team of top philanthropy specialists and non-profit experts to address the big issues covered by this book and give us their insights. In times of unprecedented challenges there’s much excitement and optimism here, as well as sound guidance and helpful advice. Anyone interested in fundraising and philanthropy internationally will find this book a great investment.”
—Ken Burnett, author, Relationship Fundraising and other books
“Global Fundraising, for an international fundraiser, is like have a Platinum Card for your favourite airline and being flown business class around the world gathering insights from some of the brightest and best fundraising practitioners on this planet. Global Giving is a must have, must read, must digest atlas for anyone taking a serious look at what is happening today in the ever globalised world of fundraising and philanthropy.”
—Daryl Upsall, Chief Executive, Daryl Upsall Consulting International
“This book is a long-overdue look at philanthropy globally. It will help every fundraiser put their fundraising program into perspective.”
—Harvey McKinnon, President, Harvey McKinnon Associates; author of 11 Questions Every Donor Asks and the number one international bestseller The Power of Giving
“Generosity always finds a way to help those in need. This extraordinary book opens our eyes to experiences from people all over the world whose remarkable vision and creativity are changing the way we look at fundraising. Without a doubt, a can’t miss read.”
—Isabella Navarro, former Development Director, Universidad de Monterrey, Mexico
The AFP Fund Development Series
The AFP Fund Development Series is intended to provide fund development professionals and volunteers, including board members (and others interested in the nonprofit sector), with top-quality publications that help advance philanthropy as voluntary action for the public good. Our goal is to provide practical, timely guidance and information on fundraising, charitable giving, and related subjects. The Association of Fundraising Professionals (AFP) and John Wiley & Sons, Inc. each bring to this innovative collaboration unique and important resources that result in a whole greater than the sum of its parts. For information on other books in the series, please visit:
http://www.afpnet.org
The Association of Fundraising Professionals
The Association of Fundraising Professionals (AFP) represents over 30,000 members in more than 207 chapters throughout the United States, Canada, Mexico, and China, working to advance philanthropy through advocacy, research, education, and certification programs.
The association fosters development and growth of fundraising professionals and promotes high ethical standards in the fundraising profession. For more information or to join the world’s largest association of fundraising professionals, visit www.afpnet.org.
2012-2013 AFP Publishing Advisory Committee
Cover Design: Wendy Mount
Cover Image: © Andrew Johnson/Getty Images
Copyright © 2013 by Penelope Cagney, Bernard Ross. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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Library of Congress Cataloging-in-Publication Data:
Cagney, Penelope, 1956-
Global fundraising: how the world is changing the rules of philanthropy / Penelope Cagney and Bernard Ross.
pages cm.—(The AFP/Wiley fund development series)
Includes index.
ISBN 978-1-118-370 70-4 (cloth); ISBN 978-1-118-41726-3 (ebk);
ISBN 978-1-118-42052-2 (ebk); ISBN 978-1-118-57017-3 (ebk)
1. Charities. 2. Globalization. I. Ross, Bernard, 1953- II. Title.
HV40.35.C34 2013
361.7—dc23
2012041910
Penelope Cagney dedicates this book to Nathan Newman, for all of his support and encouragement.
Bernard Ross dedicates this book to George Smith, a wonderful friend and guide to many nonprofits worldwide—his words were his gift to us all.
Foreword
ANDREW WATT, PRESIDENT AND CEO, AFP INTERNATIONAL
We’re inclined to talk as if globalization is a recent phenomenon. That the links we see today, from culture to culture, in global business and entrepreneurship, are something new.
Take a step back from what we read about a flat world for one moment and remember the trade routes from east to west, developing commercial links between China and Rome and all the countries in between, beginning in the pre-Christian era. Think of the way in which the influences of religion, their cultures, science and learning, from Islam, Buddhism, and Christianity, spread along those same trade routes.
Consider the origins of many of the great corporations of the twenty-first century in the global industrialization of the nineteenth—manufacturing, engineering, the exploitation of mineral resources and the operational infrastructure necessary to underpin them—we are not seeing any radical shift in approach to maximizing resources and benefits today.
The differences are differences of scale and resource. New emerging powerhouses of wealth in China, India, and Brazil—and many others besides; a generation of entrepreneurs the like of which has not been seen in more than a hundred years; population growth on an exponential scale and an equivalent growth in social need; technology-supporting connections at the click of a button; technology-supporting trades in a millionth of a second; technology-supporting lightning reactions, both good and bad.
For all the progress, all the growth, the problems that we faced in the nineteenth century of social inclusion, health, education, and political engagement are with us still. Exponential growth has not supported stability in our environment. We have seldom lived in more volatile times, economically or politically and, if ever there was such a thing as a social compact, surely governments are tearing it up as we speak?
There has never been a greater need for the impact that our community, the civil society, can bring. But we have terrifying responsibilities to ensure that our impact is a beneficial one. By its nature, civil society is unstructured, informal. Flexibility and speed of reaction are some of our strengths. But lack of structure, lack of a consistent message and a consistent approach means that our impact is far smaller than it could or should be.
We are responsible, not just for the impact of our own organizations, but for ensuring that our collective impact far outweighs the sum of its parts. We are responsible for working with partners beyond the boundaries of the NGO community—in truth, for creating and shaping a civil society inclusive of governments, the corporate sector, and giving expression to the public voice. We are the enablers—the link that binds these disparate communities together. And we have a responsibility to shape that environment to secure change and the growth of a just and fair society for all.
It’s easy to forget, as we go about our daily lives, that there are essential building blocks that we have to develop.
We have to ensure that there is an enabling environment to support the work we do. Like it or not, without the partnership of government in the form of a clear, consistent, and equitable regulatory environment, we cannot begin to achieve a unified and focused community. Look to those arenas where such a thing has yet to exist. In some instances, a morass of inconsistent and diverse regulation, enforced by multiple agencies, ensures chaos and inhibits engagement from those who want to support us most. In others, the lack of clear regulation allows governments to act in an entirely arbitrary fashion, following political objectives of the moment with little or no concern for the impact on society that follows in the wake of their actions.
We can drive professionalism, we can drive awareness of good and bad practice, but without the framework of regulation and the partnership of government, we have a much reduced chance of achieving the understanding, support, and partnership of the communities in which we live.
Education, at the professional level through training and the resources to be found in books like this, yes, but also education of that greatest of our partners, our public. We have signally failed, over many years, to stand up and engage on the issue of “This is who we are; this is the impact that, with you, we achieve; and this is what it takes to secure that impact.” Communication, engagement, and investment. We have failed again and again in this and yet we still pretend to be surprised at the lack of trust that is so frequently expressed in us and our work. We appear to have no understanding that it is a case of “if not us, then who?” Each of us has the responsibility of making those connections, standing up for our cause, and shouting how we have to support it.
It’s for that reason that I am so glad to see the publication of this book, edited by Penelope Cagney and Bernard Ross.
The themes of the book address the strategic issues—infrastructure, strategy, regulation, and impact—in our rapidly changing and global environment. It also addresses the impact that our ever-increasing battery of tools, knowledge, and understanding has had and how it is being applied to best effect in many different environments around the world.
We can access much of that information for ourselves—using those self-same tools, but I would question whether we are able to interpret it effectively for ourselves. Penelope and Bernard have brought together a group of experts better placed than any others to help us with that interpretation and to highlight the resources that are available to us. Better yet, to highlight experiences from around the globe that we can draw on for inspiration.
More than anything else, this book highlights for me the collective strength that we have as fundraisers—a single community around the globe. We are a community dedicated to ensuring change, to ensuring impact. If there is one thing that we should take away with us, it is that, in the words of Desmond Tutu, speaking to fundraisers in Baltimore in 2010, “This is a noble profession. Yours is a noble calling.”
Remember those words as you read this book and think about what they mean. Our community is more than a profession—we are the very heart of a movement for change.
Acknowledgments
The editors would like to thank the AFP Book Advisory Committee members for their recognition of the rapidly changing world of fundraising and their initiative and foresight in undertaking publication of this book. We would also like to thank our John Wiley & Sons editors, Susan McDermott, Jennifer MacDonald, and Donna Martone, for their wise guidance in this undertaking. We are also grateful to all of the authors who generously contributed their insight and knowledge of philanthropy.
A special thanks from Bernard Ross to his =mc colleagues Clare Segal, Angela Cluff, and Paula Guillet de Monthoux for their help, encouragement, and occasional glasses of wine.
P.C.B.R.
Chapter 1
Introduction to Global Fundraising
PENELOPE CAGNEY AND BERNARD ROSS
Editing this book has been a humbling and exciting experience; humbling because, as two experienced—and supposedly internationally savvy—fundraisers, we were constantly impressed at the extraordinary achievements in fundraising happening outside the North American/European bubble; and exciting because many of those developments seemed to offer innovation or developments that have implications for European and U.S. fundraisers. Just as the economic balance is changing in the world, so the balance in fundraising may be changing.
What This Book Is About
This book is about global developments in philanthropy that are rocking the fundraising world and shattering conceptions about where philanthropy is strong and where fundraising innovation and creativity exist. This book presents successes from India, Brazil, Russia, Australia, Japan, and many other countries that inspire fundraisers. The book is also intended to enlighten readers about specific areas of fundraising important to the new global order—technology, innovation, and major donors. It is also about truly global nongovernmental organizations (NGOs)—the charity giants—that in relative scale are like the behemoth Jupiter is in relationship to the other planets of the solar system.
Who This Book Is For
First and foremost, this book is for fundraisers, everywhere. It is also for nonprofit CEOs who are considering the philanthropic potential outside of their own country’s borders. It is for other nonprofit professionals who work hand in hand with fundraisers and must understand these new global developments to most effectively carry out their own work. Those involved with grant-making and other philanthropy will learn from profiles of exemplary yet little-known international philanthropists and about general developments in the nonprofit sector worldwide. The book is for those who provide essential infrastructure for the sector—the associations, regulatory bodies, and resource organizations. Finally, this book is designed to open the eyes of anyone who still thinks that fundraising and philanthropy are the prerogative of North Americans and Europeans alone.
About the Editors and Contributors
Editor Bernard Ross is recognized around the world as one of the few whose fundraising, training, and management consulting expertise and experience really spans the globe. One of his company’s (=mc) specialties is meeting the unique needs of international nongovernmental organizations (INGOs). He is a regular presenter at fundraising conferences around the world including the Resource Alliance’s International Fundraising Congress (IFC) and AFP International’s annual convening.
Editor Penelope Cagney has more than two decades of fundraising consulting experience on three continents. Early in her career she recognized the growing influence of globalization on the nonprofit sector. After graduate study of the growth of private sector funding in Great Britain, she cofounded a consulting firm there. It was then that the editors first met and had their first literary collaboration on a book about nonprofit management.
The contributors to this book are top professionals from around the world whose achievements would be recognized anywhere. Most of them are fundraising practitioners and consultants who have helped advance the work of many of the most significant NGOs on earth. All of them have been chosen not only for their success in the field, but also for their understanding, insight, and contribution to the development of philanthropy in their own region.
Seven Global Megatrends
There are some megatrends we spotted while reviewing the inputs from the skilled and experienced contributors featured in this book.
As you read this book we’d be glad to know if you pick up on the same broad issues and if they represent your view on the big trends that are happening. You may well look at the same data and think differently about it.
Trend 1: There Is a Continuing Growth of Great Wealth and Some of It Is Being Diverted to Philanthropy
Great wealth is no longer confined to the developed world—but it is still concentrated in a small number of countries. It is also concentrated in the hands of a small number of people as global inequalities increase. The inequalities exist in many nations—but they raise some significant challenges in territories like those in the Gulf or nations like Russia where there is a more limited commitment to transparency about how wealth is acquired or distributed. For fundraisers the challenge may not simply be securing funds but ensuring that the funds secured will fit with the value and ethical base of their charity.
Regardless of the ethical challenges about who really owns the money, or even how they got it, there is a growing interest among nonprofits in major donors, with increasing numbers of domestic and international NGOs making specialist appointments to improve their potential. But this organizational issue in fundraising is not necessarily matched by donor interest in philanthropy. So although the Giving Pledge has taken off in the United States, it has been less successful in engaging the rich elsewhere. And Carlos Slim—one of the world’s richest men—has publicly expressed his frustration at the poor performance of NGOs in addressing the challenges in his native Mexico. Many philanthropists indeed are setting up their own operating agencies or looking for new ways to deliver change. This is a challenge to NGOs that have believed that all philanthropy should be channeled through them.
Even where NGOs are the preferred channel, the culture of philanthropy needs to take root and become more sophisticated to enable fundraisers to do their work well. In parallel we need donors to become more effective in how they invest. If not we may see more of the dreadful if well-meaning philanthropic ineptitude of Madonna in Malawi and Oprah Winfrey in South Africa.
Trend 2: Nonprofit Innovations, in Fundraising and Elsewhere, Are No Longer Coming Just from the United States or Europe
There are exciting and challenging innovations growing up in fundraising in India and China and Argentina and Kenya. These innovations are not simply technological, but may relate to recognition of how different cultures can engage in fundraising and philanthropy. By learning about these developments we may inform our own learning on fundraising.
In Argentina, for example, there are extremely high levels of online giving. This is partly a result of a poor postal system. But that lack of a postal system has driven charities to be more creative and imaginative in the way they engage with donors—moving to online engagement on a scale only dreamed of elsewhere.
In Ethiopia we’re seeing some of the largest mass participation events in the world, especially marathons but also telethons—creating simple acquisition channels for charities to gain access to potential donors.
Hogar de Christo in Chile is a parish and faith-based charity that relies on the world’s largest and possibly best-organized team of volunteers and door-to-door collections to deliver fundraising results. At a time when many charities are struggling to engage volunteers, this domestic NGO offers real insights into new ways of gathering and aligning supporters.
In Thailand Cabbages and Condoms1 avoids donor-based fundraising and instead runs commercial businesses to raise cash for its social projects. (And it does so as a conscious and successful choice.) Thanks to its success as a socially engaged business it not only runs a chain of restaurants and a holiday resort but it uses the significant profits generated to pay for education, HIV work, prison reform projects, and many more.
We see the same phenomenon in Kenya where the Red Cross Society, once financially dysfunctional, now successfully runs a chain of hotels that provide income for its relief services.
All of these experiments contain important lessons for any fundraiser anywhere in the world.
Trend 3: Indigenous NGOs/NPOs2 Continue to Grow in Number throughout the World, But There Are Some Leviathans Emerging
As the role of the state is challenged worldwide, charities, NPOs (nonprofit organizations) and NGOs are growing in number and increasingly taking on civil society roles in health, education, and social service. So the Red Cross in Kenya has set up and runs a successful ambulance service where the government service is seen as ineffective. This growth—for example, the number of NGOs in the Philippines has grown by 50 percent in the past 10 years—is increasing pressure on fundraisers and fundraising to deliver more money for more causes.
At the same time a small number of large INGOs—Save the Children, UNICEF, World Vision, for example—have broken away in growth terms to form a super league of agencies able to fundraise and operate almost anywhere in the world. They have aggressive market entry strategies, significant investment funds, and teams dedicated to setting up and sustaining fundraising domestic operations. To many domestic NGOs these agencies can seem like Walmart or McDonald’s—a form of unwelcome globalization.
These super league agencies can invest in developing new markets and are aggressively doing so. Some markets—Brazil, South Korea, India—represent the fundraising equivalent of BRICs. And just as businesses are flocking to BRICs, so INGOs are flocking to these high-growth philanthropic markets.
Most of these agencies are European or North American in origin and act in many ways like commercial multinationals. Surprisingly, perhaps, there are still only early signs of a developing world agency growing to global INGO status. Early candidates like Asia’s BRAC and Grameen have grown and work in a number of countries. But both may never really grow to global status as they suffer under significant political pressure as result of their success and growth.
Trend 4: There Is Considerable Debate Worldwide about the Role of Philanthropy and the Role of the State
There is certainly a growth in adoption of the capitalist/free-market ideology worldwide generally—despite the recent global financial crisis and the challenges offered by the Occupy movement and other critics.
Philanthropy in some areas is a companion ideology to free-market capitalism. An increased role for fundraising is being accelerated by the global financial crisis—philanthropy is being asked to do more as governments have reduced funds and so seek to do less.
As noted earlier, specifically there is a perceived growing role for wealthy donors. This approach is shared in the book Philanthrocapitalism by Matthew Bishop. It can be summarized as “a new approach to solving social problems based on innovative partnerships between business, nonprofits, and government.”3 In practice the partnership seeks to draw in corporations and wealthy individuals to what has historically been a governmental space in many countries.
But it’s important to stress that not everyone agrees with this growth in the role of philanthropy in addressing social challenges. The Gates/Buffett Giving Pledge has not played well in some European and Eastern nations where some millionaires have seen the pledge as potentially undermining the “proper” role of the state in education, in health, and in social security. In this case they may see the proper role for wealthy individuals’ philanthropy as more focused in other directions like culture, medical research, and overseas aid.
The growth of philanthropy is also tied to democracy and to the promotion of civil society, home to NPOs and NGOs.
This linkage leads to a troubling trend—as in Ethiopia, Rwanda, Russia, and elsewhere—where “anti-NGO” legislation is currently pending or recently passed at the time of this writing. Where NGOs are not banned outright, defunding through regulation is practiced in many quasi-democracies. There are about four dozen countries where civil society has been threatened over the past few years.5 Venezuela has a new law, not yet in force at the time of this writing, putting NGOs under permanent surveillance by the state while Zimbabwe simply suspended many of them entirely.6
This trend appears even in parts of the world where new democracies have been formed. After the Arab Spring uprisings, a crackdown on U.S.-funded pro-democracy groups in Egypt and a bill before parliament that would further restrict nongovernmental organizations inhibited development work and activism. The move against NGOs had been accompanied by personal attacks, threats, and intimidation of activists, particularly women.7
This is a troubling trend because NGOs by and large seek to work alongside governments and business. But they need a license to do so.
Trend 5: Fundraising Is Becoming More Professional and Professionalized
The explosion in fundraising has fueled a demand for fundraisers with skills and experience. The reality is that there are not enough fundraisers to fill all the posts available. In turn this has led, in many countries, to significant wage inflation for skilled and able fundraisers. This can cause challenges where, for example, senior fundraisers are paid significantly more that senior service staff—or even CEOs.
Another implication has been the explosion of interest in qualifications for fundraisers—as organizations seek to “grow their own” and give fundraising stronger theoretical underpinning. In the United States, Canada, and Europe there are now professional qualifications for fundraisers to degree level offered by universities as well as extensive programs of continuous professional development offered by the main professional bodies such as AFP (the U.S.-based Association of Fundraising Professionals) and IoF (the U.K.-based Institute of Fundraising) as well as private providers.
Some recent research by the Resource Alliance suggests that there may be 20-plus countries actively involved in developing qualifications in this field with Singapore, for example, a world leader. But note that if you live in Kenya you can also secure an internationally recognized qualification as a fundraiser. And in Mexico there is a boom in courses and programs to respond to the local demand for Spanish-speaking fundraisers.
Increasingly fundraising is seen as a genuine career with a development path. This growth brings professionalization and with it regulation and codification.
Trend 6: Everyone Agrees that New and Social Technologies Are Important, But They Disagree on How
Despite many predictions of their demise, “old” technologies in direct marketing are still delivering the most income to charities. And direct mail, telephone, and especially street fundraising like face-to-face (or direct dialogue) fundraising remain the most important sources of donor acquisition for nonprofits worldwide. Some old technologies have been given new life, as when Thunderbird International Graduate School of Management conducted an alumni phonathon, but in keeping with the global nature of its alumni, had multilingual student volunteers call around the clock to connect with people in various time zones.8 In other instances these established approaches are being combined with newer methodologies—with “telefacing,” a combination of door-to-door and telephone giving, being one such idea developed in India and now growing in popularity. Tried and true methods must balance the excitement about online, social, and mobile fundraising.
Everyone agrees that these newer approaches are important and will grow in importance. But part of the challenge that is not clear is what their importance will be.
For some the big debate is about “platform” with some agencies focusing on improving their web experience for laptop users while others like Greenpeace are focusing on the mobile experience arguing that the smart phone will soon supplant even laptops, tablets, and so on.
For others there are big debates about the proper role of new and social technologies. So, are they simply a means to enhance supporter experience, or a way to link up existing supporters, or as a content-rich and flexible acquisition channel?
Many “gurus” claim to have the answer but the jury is still out in terms of results. What’s clear is that some early successes are emerging. Kiva, with its online micro-credit model has become a model for social engagement in new approaches to philanthropy. Care2Give took the idea and has made it work in Europe more effectively.
Interestingly, social media use is not directly related to fundraising success. Brazil has easily the highest penetration of social media use—much greater than the United States. But it is hardly used for fundraising.
Beyond the current inconclusive data there are always inspirational anecdotal examples—many emerging from the Arab Spring.
For example, a Tunisian NGO that did a great job raising funds on Facebook, attracting not only individual givers but corporate sponsorship as well. An Australian family raised more than $600,000 with Facebook and Twitter in order to buy a large building where they could live and share their home with asylum seekers and people in desperate need.9
But it’s not always easy to convert desire to cash. So another example is of the Jordanian family who used Facebook to raise funds to buy the license of a taxi after the driver, their primary source of support, died of leukemia. Seven hundred and fifty friends pledged $8,000 on the site. But these pledges couldn’t be collected online because there was no platform for this. The media exists—but you need a secure and tax-efficient vehicle to convert the goodwill to cash.
This lack of a genuinely global platform for giving makes international giving more difficult. Social media expert Beth Kanter, author of Beth’s blog and The Networked Nonprofit once sent some money (not a large sum, more of a symbolic gift of support) via Western Union to an NGO outside of the United States, discovering in the process that it cost $10 just to send it. Until a global platform emerges—probably created by Google or Facebook—the real power of global social giving will be held back. (But note that many diaspora communities—for example, in Ethiopia, Palestine, and Somalia—simply pay the price to send money to NGOs in their home country by conventional money transfer schemes.
Our survey suggests that most nonprofits are not building social giving platforms, in large part because it is challenging to stay on top of all the technological advances, but also the cost. One exciting exception is the Red Cross and Red Crescent, which are building a portal as part of a global strategic review.
Beyond the platform is the issue of tax allowance across borders. The real barrier for most Americans to give internationally has been the expectation of a tax break for their donations to NGOs outside the United States. This will become easier. In September 2012 the Treasury and the IRS recommended significant changes to make international philanthropy easier, more cost effective, and less redundant for both U.S. grant makers and NGOs. Also under discussion is the establishment of equivalency determination repositories, like NGOsource, which would serve as clearinghouses for information on whether a non-U.S. NGO is equivalent to a U.S. public charity.
The future will bring even more change. And this change will generate new, and sometimes startling, ethical questions about the use of technology. As an example, a marketing agency in the United States outfitted 13 volunteers from a homeless shelter with mobile Wi-Fi devices, offering Internet access in exchange for donations. They were given business cards and T-shirts bearing their names: “I’m Clarence, a 4G Hotspot.”10 This sparked considerable debate about whether this exploited the homeless volunteers.
The biggest question for fundraisers is: How can the Internet and technology be used to nurture a worldwide culture of philanthropy?
Trend 7: Philanthropy Thrives Best When There Are Codified Civil Society Structures and Regulations for Nonprofit Agencies
In order for fundraising to flourish donors have to be able to recognize and relate to the special status of NGOs/NPOs.
In some countries this special status is well established with sophisticated regulatory regimes and tax advantages. Even in these sophisticated settings these vary and there are significant distinctions between the U.K. definition of a charity and the U.S. definition of a nonprofit. There are also fiscal differences with the United States allowing 100 percent tax allowance for gifts to registered nonprofits and the United Kingdom restricting it to the tax paid. Despite these differences it is basically easier to set up and operate as a charity in the United Kingdom, the United States, or most of Europe.
But in other countries and territories such as China, the Gulf, and Russia, these charitable structures are still being developed. (In Russia and elsewhere as noted earlier, some would argue it is becoming increasingly hard to operate independently as an NGO/NPO.)
Many fundraisers and donors consider this lack of a codified approach in their country is significantly hindering the development of a genuinely transparent and sustainable philanthropic culture. Interestingly the Arab Spring, an example cited earlier, while it has opened up many structures, has not had as positive an impact on charity and NGO ability to operate.
Effective structures and regulatory policies are important to drive trust—one of the key advantages that NGOs have. Donors need to trust that the money will be spent properly—and where it is not, that some judicial process will call the NGO to account. So important is this that UNICEF internationally has a goal to be seen as the most trusted agency in key markets. The belief is that increased trust will help drive increased giving.
There also needs to be agreement about what constitutes good governance—so important to fundraising. Jon Stettner, CEO of Make-a-Wish International, has observed in his work around the world that there is little consistency about board practices and expectations. He has found, for instance, that in some cultures board rotation can be a challenge. Coming off a board suggests that one has not performed well. Remaining on indefinitely means that one is considered a valued board member. In some cultures board giving is de rigueur—and in other cultures is actively frowned on.
The key message here is that philanthropy probably can’t change the world on its own. It needs to form part of a group of regulated civil society actors working toward the greater good. And those other actors—government and business—need to know their proper place. And the rules by which each operate need to be explicit.
We hope these big trends give you a taste of the excitement we felt while compiling the following chapters from our various talented contributors in philanthropy throughout the world.
This Book’s Setup
This book includes 16 chapters organized into two parts. The first part takes us on a tour of specific regions and countries, and the second part addresses four important aspects of global fundraising—major donors, social media, innovation, and the charity giants. The editors acknowledge that, given the scope of the book, they have no doubt omitted important developments in philanthropy in some places. They apologize for this, and ask for the reader’s understanding, given the immensity of the task undertaken. They also welcome ongoing contributions to this body of knowledge through the book’s wiki (which is explained more fully at the end of this chapter).
Chapter 2 offers a look at the development of philanthropy in China, its ancient roots in culture and religion, and its integration with modern philanthropy. China’s growing affluence and importance in the global order make it one to watch.
Chapter 3 discusses Japan’s philanthropic history, present practices, and future trends. A new generation of technological innovators in Japan, and the growing importance of social media, foreshadow Japan’s leadership role in the fundraising of tomorrow.
Chapter 4 covers Latin America, a vast region that encompasses many countries and cultures. Some of the most interesting developments in fundraising are happening here where fundraisers have “thrown out the book” and have found their own paths to success.
Chapter 5 looks at Western Europe, another group of diverse countries. Here face-to-face, a fundraising method that has very successfully migrated outside of the region, was invented. Even while fundraising is well developed in this region, foundations remain a relatively untapped source of philanthropic support.
Chapter 6 reviews the state of fundraising in North America. The United States and to some extent Canada traditionally have depended more on philanthropy than on government to provide a social safety net and to enhance quality of life. Giving circles are among other interesting things taking place here.
Chapter 7 takes us “down under” for a look at a fundraising in Australia and New Zealand. This prosperous region’s success in fundraising can be attributed to a new take on Western European charitable traditions. Two-stepping is one of the innovations from this region.
Chapter 8 presents us with Central and Eastern Europe, the setting for some of the most dramatic changes of the twentieth century. In this chapter, two very different countries are featured—Russia and Romania—to give us a sense of how things are developing here.
Chapter 9 shows us how Africa, previously thought of only as the recipient of aid, is developing its own fundraising and philanthropic prowess. The potential of this continent is enormous. In this chapter, two countries—Kenya and South Africa—are profiled so that we can better understand Africa’s philanthropic traditions and innovations.
Chapter 10, written by one of the leaders in advancing philanthropy in the Middle East and North Africa (MENA), provides us with an overview of the cultural and religious origins of charity in this region, and a sense of the region’s growing recognition of its own ability to realize the potential of philanthropy for not only MENA, but the world.
Chapter 11 shows that all conversations about global philanthropy must include Asia. This chapter features two countries—Korea and Singapore—where philanthropy and fundraising are undergoing rapid transformations. Individual giving in Korea is skyrocketing and Singapore, already an international hub for business, aims to make itself a center of philanthropy.
Chapter 12 reveals the growth of the nonprofit sector in India. Telefacing is an Indian fundraising innovation that few outside of the region know about. This immense country is also the home of one of the most important nonprofit innovations of recent times—micro-lending.
Chapter 13 chronicles the emergence of new philanthropists around the world and gives insight into their motivations and values. This chapter also advises readers on how to approach these new charitable titans.
Chapter 14 makes it clear that social media is one of the most powerful forces for change in the nonprofit sector. It is not only changing how we raise funds and how we give, it is bringing us all into a global community.
Chapter 15 tells us that the ability to innovate is the only organizational skill that is and will remain relevant; it is the only competitive advantage with staying power. The chapter details who is innovative and why; and how readers can improve the innovative capacity of their own organization.
Chapter 16 draws us into the world of the charity giants, the colossal INGOs that are shaping the philanthropic environment that we live in today and often are the proving grounds for new ways of raising funds. Big not only in size, but in influence, these gargantuan nonprofits cannot be ignored.
Our Global Fundraising Wiki
Please share your views and opinions with us and a community of professionals and practitioners by logging into the special wiki we’ve created at http://globalfundraising.wikispaces.com. We hope that this wiki will help us all in carrying on the conversation that we and our contributors are starting with you with this book.
To kick things off, Chapter 2 visits China to see how philanthropy is being shaped to meet the demands of this dynamic nation.
1www.cabbagesandcondoms.com.
2 What is commonly nonprofits or not-for-profit in the nonprofit, independent, or third sector in the United States, is called by many names in other parts of the world; for instance CSOs (civil society organizations) reside in civil society. There are sometimes subtle differences in meaning and application of these terms that will be explained in subsequent chapters of this book. For our purposes in this chapter, we have grouped them under two types—NPOs and NGOs.
3www.philanthrocapitalism.net/about/synopsis/.
4 This definition is from the CIVICUS Civil Society Index project at http://socs.civicus.org.
5www.ipsnew.net/2012/08/civil-society-squeezed-on-all-sides/.
6www.reuters.com/article/2012/04/25/us-egypt-unun-idUSBRE83O18J20120425.
7 Ibid.
8www.sofii.org/node/505.
9http://ozphilanthropy.com/2012/09/11/hallmarks-and-next-steps-for-australias-philanthropy-coming-of-age-as-a-business-philaus12/.
10www.nytimes.com/2012/03/13/technology/homeless-as-wi-fi-transmitters-creates-a-stir-in-austin.html.
Part I
An Overview of Giving by Region
Chapter 2
China
LU BO AND NAN FANG
This chapter introduces you to a historic review of philanthropy in China. It also gives a panorama of China’s nonprofit sector—its general characteristics and the legal, administrative, and tax policies context of Chinese philanthropy. From there, it continues by identifying the major donors in China today and considers who they may be in the future. Finally, select practices of fundraising are given to showcase the new strategies of philanthropic governance brought about by a newfound public interest in nonprofit transparency and to illustrate the amazing fundraising opportunities created by rapid technology development and changes in communication.
Philanthropy in China is complex and differs greatly from what exists in other countries. The following pages provide you with a better understanding of its characteristics.
A Historic Review of Philanthropy in China
China was one of the first countries in the world to provide a formal public infrastructure to promote and develop philanthropy. The first government agency for relief of poverty and sickness and supervision of the distribution of aid was established in the Xi Zhou period (1046 BC–771 BC). The cultural and religious roots of Chinese philanthropy have a long-standing history. Thousands of years of Confucianism, Buddhism, and Taoism have provided a fertile ground for the rise and development of philanthropy in China’s society.
Philanthropy in China has a long history and has traversed a tortuous path. It’s necessary and meaningful to review it from the historical perspective.
Philanthropic Roots Found within Ancient Chinese Culture
Although each of the three cultural traditions frames philanthropy differently, the key idea is the same—to promote the general welfare and to uphold moral principles. According to the Confucian Analects, Mercy was the spirit of Confucianism. Mencius, a follower of Confucianism, thought that people should have compassion: “To love old people as your own parents; to love all children as if they were your own.” Taoism teaches respect for life and emphasis on caring for the welfare of others. Taoists also place a strong emphasis in sharing wealth. Buddhism teaches its followers to care for others and protect the motherland. These powerful precepts are very much alive today in China.
The Integration of Chinese Traditional Philanthropic Culture with Western Values in the Mid-Nineteenth Century
Since the mid-nineteenth century, the Chinese have integrated Western ideas about philanthropy into Chinese traditions and modern Chinese philanthropy contains both old and new values. Churches have played a prominent role in advancing the synthesis of the two.
During the nineteenth and early twentieth centuries English and American churches were active in health care, foster care for orphans, treatment for children with disabilities, and national disaster relief. Church-based charity began in 1835 with the first church-affiliated eye hospital that was established in the Guangdong Province. In 1938, the World Statistics of the Christian Missionary Society reported 300 church-run hospitals with more than 21,000 beds as well as 600 clinics.
Another major influence in the integration of traditional Chinese and new Western philanthropy were INGOs like the Shanghai Cosmopolitan Red Cross Society, founded in 1904.
Philanthropy in the Planned Economy
Prior to the establishment of the People’s Republic (PR) of China in 1949 there were about 2,000 charitable organizations funded by Chinese socialites, foreign foundations, and religious groups. In 1950, the newly formed government began to take over all kinds of charitable organizations, restructuring or closing them down. The first PR China Relief and Welfare Report in the early 1950s clearly stated that philanthropy was “used by the ruling class to deceive the Chinese people,” and in the New China, “government is the mainstay of philanthropy.” This became the rationale for the government to take over all charitable endeavors, eventually leading to the suspension of private philanthropy for 30 years. Even the Red Cross Society of China lost its status as an independent international humanity organization, becoming instead a charitable organization supervised by the government.
There was no place for civil social charitable organizations in the new Communist social order. In the cities government was responsible for the public welfare from cradle to grave. In rural communities the “five guarantees supporting system” took care of orphans, elders in need, and the extremely poor.
The Recovery Time of the 1980s and 1990s
In 1979 a period of recovery began and the Chinese government adopted policies of reform and openness that allowed for major change in many areas of Chinese life. The establishment of the China Children and Teenagers’ Fund—the first public fundraising charitable organization—in 1981 signaled the reemergence of philanthropy in contemporary China. Since then, Chinese philanthropy has revived its traditions as well as welcomed new developments.
International foundations and INGOs contributed to renewal of the civil sector. The Ford Foundation, Save the Children, and Oxfam set up their China Programs in the mid-1990s and then extended their development work across the country. Many INGOs promoted philanthropy awareness and supported the capacity building efforts of the government and of many local organizations. Domestic governance of the local operation and activities of INGOs disseminated modern philanthropic concepts and thus encouraged the advance of Chinese civil society and the establishment of China’s grassroots NGOs in the following decade.
A new law created a legal context for the development of Chinese philanthropy. The Law on Donation for Public Welfare Undertakings, the first charity law enacted in PR China (1999), was designed to encourage donations, standardize the donation process for both donors and recipients, and protect the legitimate rights and interests of the donor, the recipient, and the ultimate beneficiary of a gift.
Early successes in this new era, like the Hope Project, also pointed the way forward. Begun in the late 1980s, by the 1990s the Hope Project had become the most widely participated charitable project, attracting supporters at home and from abroad. The Hope Project brand was embraced by the general public and set a standard of success for other NGOs.
It is important for those unfamiliar with the Chinese civil sector to understand that most domestic foundations or NGOs incorporated during the 1980s and 1990s were actually government operated. The widely used term GONGO stands for “government operated nongovernmental organization.” China’s civil society was not yet mature enough for fully independent NGOs, nor did the government have the awareness and capacity to support the development of civil society organizations. GONGOs are a hybrid of government agencies and NGOs designed to address a broad spectrum of social needs.1
GONGOs still play a vital role in the Chinese philanthropy sector. Many GONGOs have a government mandate to provide social relief, public education, culture exchange, emergency response, and charity work. Many GONGOs also play the role of custodian agencies for grassroots NGOs unable to secure legal registration (more about this later). GONGOs receive the biggest share of domestic donations.
Booming Development in the New Millennium2
Chinese philanthropy really blossomed in the new millennium in terms of the amount of giving, the level of public awareness, and the number of NGOs. According to the Statistic Report on the Development of Civil Affairs in China 2001–2010 launched by the Ministry of Civil Affairs (MoCA), the total amount of donations in 2001 was $0.19 billion.3 The figure increased significantly to $17.01 billion in 2008 due to the Snowstorm Crisis and the Wenchuan Earthquake. Although giving was hurt by the financial crisis in 2009, 2010 brought another surprise—the total of donations climbed back up to $16.41 billion, $9.48 billion from businesses and $4.71 billion from individuals. The number of legally registered social organizations also grew quickly from 211,000 in 2001 to 440,000 in 2010.4
A new law played a role in the boom. The Foundation Management Ordinance, launched in 2004, broke the government monopoly on fundraising, allowing enterprises, individuals, and social organizations to establish private fundraising foundations. By 2011, the number of registered private foundations reached 1,200, exceeding the number of public foundations for the first time. Legislation dramatically boosted the number of private foundations without government.
The Internet also boosted philanthropy in the first decade of the twenty-first century. Web forums, blogs, and Weibo (Chinese Twitter) promoted greater participation in philanthropy. Public opinions could now be heard. The paths cleared by the new media make it possible for the general public to question charity organizations and request accountability.
A Panorama of China’s Nonprofit Sector
The rapid growth of philanthropy and volunteerism in China was partly a response to the fast economic development and the strong encouragement of the government. The unbalanced regional development of philanthropy and the obstacle of registration for NGOs, however, stunt the growth of civil society organizations.
Giving Grows with Wealth
In the first decade of the new millennium, both China’s GDP and the total amount of giving rocketed. The average increase rate of GDP from 2001 to 2010 was 10.4 percent5 while the average increase rate of donation was as high as 84.74 percent.6 China’s per capita GDP exceeded $3,000 in 2008, while the number in some eastern coastal provinces gained more than $10,000, spurring giving and philanthropy development. As noted earlier, the total amount of giving increased dramatically from $0.19 billion in 2001 to $16.41 billion in 2010—more than 86 times!
China’s boom created many new high-net-worth individuals (those whose net assets exceed $1 million, hereafter in this book called HNWIs). According to the Global Wealth Report released by Credit Suisse Group AG in 2011, there were more than 1 million HNWIs in China—3.4 percent of all HNWIs worldwide. The rapid growth of material wealth enables more people to act on their awareness of the needs of others and contribute to charity.
Government Influence
The government is also a major factor in this dramatic progress of philanthropy in China. The government’s program, Building of a Harmonious Socialist Society, acknowledges private philanthropy as a crucial force in improving people’s well-being and in supplementing the current social security system. The 11th National Five Year Plan of Economic and Social Development spanning 2006 to 20107 (FYP), and the new National Guidelines of Philanthropy Development (2011–2015) show a government even more intent on accelerating the development and regulation of the philanthropic sector.
Major Sectors of Giving
The biased and fragmented social security system drove the demand for philanthropy development in China, making education, poverty alleviation, and disaster relief the three major categories of giving. The average portion donated to the education sector is 28.38 percent and the average portion to poverty alleviation is 10.44 percent during the period 2007–2010. More than $11.73 billion was given to disaster relief and post-disaster recovery following the Wenchuan earthquake in 2008. Even after the immediate need for relief lessened, disaster relief remained one of the three top priorities for donations.
Growth of Volunteerism
These terrible disasters raised public awareness of need. More and more individuals are volunteering their time and energy to charitable activities and community service. The number of registered volunteers increased from 20 million in 2006 to about 30.5 million in 2009.8 A recent national research report found that the average amount of service hours for each Chinese adult is 5.95 hours per year.9 Even with this significant growth in volunteerism, levels are still much lower than in western developed countries such as the United States, United Kingdom, and Canada.
Unbalanced Regional Development
The economic and social development between eastern and western China is not equal. The development of philanthropy differs widely even across regions. In metropolises such as Beijing, Shanghai, and Shenzhen and in the eastern coastal provinces, such as Zhejiang, Jiangsu, Guangdong, philanthropy has matured in terms of the amount given, the quality and number of civil society organizations, and in public awareness. The poorer more rural central and western regions of China are more often the recipients, rather than the source of philanthropy.
Obstacle of Registration
Many INGOs and grassroots NGOs operating in China have no legal status. The difficulty of NGO registration caused by the “dual registration and management system” (which is explained in detail later in the chapter) is the reason. Figures released recently prove that there are 445,000 civil society organizations legally registered, while at least 3 million organizations remained unregistered.10 According to a newly issued report, there are about 1,000 U.S. NGOs operating in China—and only 3 percent of them have gained legal status.11 Without the legal status conferred by formal registration, these NGOs cannot be supervised effectively by the government and the general public, so they do not enjoy the preferential policies that registered charitable organizations do, such as tax deductibility.
Demands for Transparency
A series of scandals involving charitable organizations in 2011 led to an outbreak of suspicion and frustration with China’s philanthropy sector, precipitating a significant drop in individual giving. These events taught charities the value of ethical behavior. They also informed the general public about the need for NGO transparency and accountability. The public demand for greater transparency and more accountability are top priorities in the reform of Chinese charity organizations today.
Framework for Nonprofit Sector
China’s nonprofit sector has been held back by an infrastructure that has not kept pace with all of the changes of the recent past. The framework is improving, however, and it is hoped that in the future an adequate structure will support the nonprofit sector’s efforts to meet the needs of the nation.
The Administrative System
As mentioned earlier, becoming a registered social organization in China is no easy task. The duty of the Department of Civil Social Organization Administration (DCSOA), Ministry of Civil Affairs, is to promulgate regulations, manage the registration of both national and international social organizations and foundations, and supervise the local registration of social organizations and foundations. Civil Affairs bureaus take care of the registration of local social organizations and foundations according to jurisdiction. In Mainland China, all nonprofit organizations must formally register with either the DCSOA or the local civil affair bureaus. However, registration is only the part of the story.
The current administrative system for the nonprofit sector is a “dual registration and management system.” To get the formal registration, a social organization (which refers to all types of organizations in the nonprofit sector mentioned previously), must obtain permits from two supervision agencies. The first agency is called a sponsor agency, which is a government department or another authorized social organization. With the permission of the sponsor agency, the social organization can then register with the second agency, a civil affairs bureau, which would audit the social organization for its adherence to law. The sponsor agency, the prerequisite of formal registration, however, is not easy to get. Social organizations applying for sponsorship must convince a government department or authorized branch to take on this responsibility.
The reluctance of sponsor agencies to take on nonprofits is based in the relatively heavy burden assumed in agreeing to supervise and guide the nonprofit’s operations. There are associated risks (political risks in many cases). The sponsor agency has little authority and can only supervise and guide the organizations it sponsors. It cannot directly manage the finances or the operations of the social organization. Consequently the government departments prefer to sponsor those organizations that have close relationships with the government or those founded by former government officials. For grassroots organizations and other organizations founded by regular citizens, securing a sponsor agency is almost a mission impossible. Little wonder that only a small portion of the millions of NGOs operating in China have legally registered.
The current policy has been under criticism for a long time. Starting in 2009 Shenzhen and Beijing relaxed the restrictions of registration. The civil organizations in these two cities can now register under the municipal civil affairs bureau directly, and no longer have to seek a sponsor. This could be the first step in further reform.
Legal Framework
The legislation of philanthropy restarted after the reforms of the 1980s, and the current legal framework comes from four main sources.
The first source is the National People’s Congress and its standing committee. Its laws include Law on Red Cross Society (1993), Law on Donation for Public Welfare Undertakings (1999), Law on Individual Income Tax (amended 2007), and Law on Corporate Income Tax (amended 2007).
