MODULE 3: COMMUNITY OF DONORS

How to build and expand the donors and charity network

An effective method of managing surplus food involves redistributing it to charity organizations or food banks. Following prevention, the most favorable choice in the food waste hierarchy is repurposing surplus food for human consumption.

According to Eisenhandler and Tzur (2019), food banks are facilities like warehouses or depots utilized by organizations such as food pantries, community kitchens, or shelters to offer food aid to those experiencing food insecurity.

The objective of a Food Bank or other Humanitarian Organizations is to assign value to food that would otherwise end up in landfills, despite being safe and nutritious for human consumption. In addition to their primary aim of aiding those in need, they also contribute to ecological preservation by reducing waste, which has significant environmental repercussions.

These organizations typically depend on suppliers such as food companies and other contributors, functioning essentially as wholesalers. Some of their key beneficiaries and stakeholders include:

• Families, children, and youth organizations, addiction treatment centers, religious shelters, labour unions, and similar groups.
• Food producers, distributors, supermarkets, wholesalers, warehouses, retailers, transportation firms, financial institutions, advertising and communication agencies, public entities, as well as a variety of national and international organizations.

Food collection is not a new fundraising concept, but it serves as a cornerstone for food banks worldwide. Neglecting the initial step of food collection can result in a significant loss of donations.

Food banks or other humanitarian organizations can approach local restaurants, cafes, resorts, and other establishments for food donations. Achieving a higher donation rate often requires visiting these locations in person, when feasible, and explaining the purpose of the food bank. Inquire if they have surplus food nearing expiration that they could donate instead of discarding. Many establishments are willing to donate such items.

Steps to Create or Expand Your Donor Network

• Identify your ideal food-donors:
  To start growing your donor network, figure out who your ideal donors are. These are the people most likely to support your cause and share your values. It is possible to use social media, email, cold calling or door-to-door techniques in order to create your donor network. Use tools like surveys, social media, or donor databases to gather information about your current donors and potential supporters. Then, tailor your speeches or messages to meet their needs.
• Extend your influence:
  The next step to grow your donor network is to increase your outreach and visibility. Find ways to connect with potential donors who may not know about your startup or cause yet. You can use various methods like referrals, events, media, partnerships, online platforms, or direct mail. Also, involve your existing donors and supporters to spread the word. Be strategic and creative in your outreach, offering value and relevance to your prospects. Aim to catch their interest and invite them to learn more about your startup or cause.
• Interact with your potential supporters:
  The next stage in expanding your donor network involves actively involving your potential supporters and guiding them through the donor journey. It’s important to establish trust and connection with them while demonstrating the impact of their support. Utilize a variety of methods and strategies to engage your prospects, including email, phone calls, social media, webinars, newsletters, and storytelling. Offer valuable and compelling content that informs, motivates, and encourages them to get involved. Personalize your communication to make it more interactive and responsive, and be attentive to their feedback, questions, concerns, and objections.
• ” Ask for the gift ”:
  The next step in expanding your donor network is to request donations. This is when you directly and clearly ask your prospects for their support. Be confident and persuasive in your request, explaining how their donation will make a difference. It’s important to be respectful and adaptable, providing various options and benefits for different donation levels. Make the giving process simple and convenient, and express gratitude for their generosity and dedication.
• Keep your donors engaged:
  The next step in expanding your donor network is to keep your donors coming back and becoming loyal supporters. It’s crucial to nurture and care for your relationships with them, showing how much you value their support. Use different methods like thanking them, asking for feedback, giving updates, hosting events, or conducting surveys to retain your donors. Offer them relevant and timely information that highlights the impact of their contributions. Encourage their participation and invite them to be part of your community.

Some donors prefer to stay engaged and actively participate in their cause. When a donor becomes more invested, this connection can be nurtured and one long-term partnership can be developed. By highlighting their involvement, it is feasible to attract more supporters to join the food donor network.

• Increase your network:
  The last step in expanding your donor network is to broaden your connections. This involves using your current donors and supporters to bring in new ones. You can motivate them to refer, introduce, or invite others to join your cause. Additionally, utilize tools and platforms that allow your supporters to share or food-raise for your organization. Recognize and appreciate your donors and supporters for their efforts, fostering a culture of generosity and expansion.

Limited resources, increasing food aid demand, and competition affect the demand network. Surplus food (SF) availability is crucial for transactions, yet specifics are uncertain until the internal ‘sell-by’ date. The supply side needs low redistribution costs and has various SF management options. Regular SF availability strengthens ties, but sporadic surplus demands flexibility and coordination for recovery. Supply regularity hinders relationship development, leading to both regular and sporadic ties. To boost SF recovery, new connections and existing relationships need enhancement (Sundgren, 2022).

Food aid groups build trust by meeting donors’ expectations. This mirrors alliances in business where credibility matters. Strong relationships involve consistency, fairness, and close involvement, but knowledge gaps exist among supply chain management (SCM) professionals about food waste hierarchy and redistribution. Educating SCM professionals can help, as food waste occurs at all supply chain stages. Firms can then responsibly redistribute food, relying more on personal knowledge than product type.

Logistics of food Redistribution, Infrastructure development and Routing design

Many humanitarian aid groups, like food banks, serve as bridges between food resources and those in need. Typically, these organizations receive food from companies and individuals, process it at storage sites, and then distribute it to people in various ways, sometimes through non-profit groups or government agencies. For social economy entities like food banks, financial gains and economic measures aren’t the focus. Instead, they prioritize social and environmental impacts. In this way, food banks play a crucial part in fostering sustainability within the food supply chain.

Most food banks start and run locally, often with limited resources and uncertain food supplies. They rely on donations, which can vary in frequency, type, quality, and amount. Because of this, it’s important to distribute food fairly within the food bank. Also, food banks depend a lot on volunteers, which can sometimes lead to problems like having inexperienced workers, resistance to change, high turnover, and issues with accountability.

Charities and non-profit organizations are vital in tackling societal issues, such as poverty alleviation and disaster relief. They depend on donors’ generosity for funding, but equally crucial is the efficient distribution of resources to those who require assistance.

 

The warehousing requirements of a humanitarian organization vary depending on the specific needs of individual response efforts and the overarching goals of the organization. Organizations dealing with large quantities of non-perishable goods may require multiple warehouses across different locations. Conversely, organizations focusing on targeted interventions, such as psychosocial programs, may have minimal need for a comprehensive warehousing strategy and may opt to procure and deliver directly from vendors as needed for specific projects. In addition to the anticipated volume of goods, specialized storage requirements also influence the warehousing approach; managing medical supplies, for instance, necessitates meticulous inventory management and potentially specialized storage conditions, while durable non-food items (NFIs) may only require basic protection from the elements.

Typically, humanitarian aid agencies adopt a distribution model similar to commercial networks. This model involves international and local warehouses, which act as consolidation centers, feeder facilities, and final distribution points for delivering goods to affected populations.

Regional/International Warehouses

An international or regional warehouse acts as a hub for receiving items from vendors, donors, or partners. This allows humanitarian organizations to check, sort, and prepare the cargo for further distribution. These warehouses also serve as pre-positioning facilities, holding supplies for emergencies, and as feeder facilities, gradually restocking other warehouses in the supply chain.

While many agencies use regional warehouses, they shouldn’t be seen as the only option. Running a large warehouse, especially in a remote area, can be costly and requires extra staff and time to maintain. If an agency isn’t ready to cover the expenses or oversee the facility properly, they might choose to outsource warehouse management or skip having a regional warehouse altogether.

Positioning a Regional Warehouse

When choosing where to put a regional warehouse, think about these things:

Transport Links	Is the warehouse close to big ports and airports with enough capacity?
Response Area	Is the region active for aid work, and does the location fit with the overall plan?
Type of Aid	Will the warehouse be used for quick responses or longer-term projects?
Facilities	Does the location have the right size and quality of buildings? Do you need special storage like climate control?
Cost	Is it affordable to work in the country? Are there any benefits like free trade zones or exemptions for aid work?
Political Stability	Is the country’s government stable and not likely to have conflicts or policy changes?
Technical Help	Are there skilled workers or companies nearby who can perform repairs and manage the warehouse?

Management of a Regional/International Warehouse

Regional or international warehouses can be custom-built facilities with trained staff or operated by third-party logistics providers. Ideally, these warehouses should use computer-based inventory management tools for efficient planning. The operating environment of such warehouses should be stable, focusing on cost-effective operations. Many organizations have centralized warehouses globally, offering services to other humanitarian groups for a fee.

Central Warehouse – Response Area

The number and location of warehouses needed in a response area depend on the volume and type of activities, as well as the operational areas. Many response organizations prefer to have at least one central warehouse in the country or area of response.

A central warehouse in the response area is typically located in the capital city or a major commercial center with good infrastructure. Its location can vary based on the organization’s needs and response goals. In larger areas or activities, organizations may need large warehouses in multiple locations. A central warehouse is usually positioned close to sea and airports, manufacturing facilities, skilled labour, and transportation services. It can be managed directly by the agency or contracted to a third-party provider in areas with enough commercial activity.

The central warehouse acts as the main point for receiving goods into the country and consolidating locally purchased items. The goal of a centralized warehouse strategy is to ensure a steady supply of relief items to remote or difficult-to-reach areas while maintaining enough stock to meet demand. Some organizations may opt for direct deliveries from vendors or international ports to field warehouses or distribution sites instead of a central warehouse strategy.

Field Warehouses

Field warehouses usually don’t have the same level of infrastructure as central or international warehouses. Storage conditions are often limited, and improvements may be needed for special requirements like temperature control. Security is a major concern at field warehouses, and extra measures such as fences and guards may be necessary. Cargo is typically moved and stacked by hand with minimal storage equipment like shelves.

The workforce at field warehouses may consist of casual labourers with little warehouse experience, and inventory systems are often paper based. Setting up a field warehouse can be chaotic and even dangerous, especially in urgent humanitarian situations. Therefore, management needs to be practical and action-oriented, focusing on quickly and efficiently making aid available while ensuring accountability.

Logistic Operation Sections among Humanitarian Food Distribution

Currently, humanitarian organizations in several countries manually manage food delivery processes, such as food stocks and delivery schedules, by recording the processes on paper. The information that staff or managers need to know at all times in order to have the potential for improvement is (a) to know in real time the status of food stocks in each facility, (b) to share the information throughout the food bank system for food delivery, and therefore (c) to improve work times and efficiency. The staff must deliver food, even if the delivery route is lengthy and not the most efficient. Moreover, manually planning food delivery schedules can result in uneven task assignments for the staff. These issues can result in wastage of resources, both in terms of time and financial expenses.

As food stocks and requested amounts and types of food from individuals and/or organizations constantly change, it’s crucial that the information related to the food in the system is continuously updated and reflected in real-time.

The operation system comprises three main mechanisms: the stock management mechanism, the work schedule management mechanism, and the delivery management mechanism.

• Stock Management Mechanism

The stock management mechanism is responsible for storing and overseeing current information about food stocks in each facility. Some of the data components for each food stock include:

1. Name of the food
2. Category (e.g., beverage, canned food, produce, seasoning, etc.)
3. Expiration date
4. Quantity
5. Weight
6. Arrival date
7. Facility where the food is located

Staff members at each food bank manually update, add, and delete this information when there are changes in the stock status.

• Work Schedule Management Mechanism

This system mechanism manages staff work schedules. The information includes the staff member’s name, task names, and the start and completion times of each task. By entering this information into the system, similar to the inventory management mechanism, the work schedules of all staff members will be shared and updated.

• Delivery Management Mechanism

This mechanism oversees the food delivery schedules for all facilities of the food bank. Currently, it includes the following details:

1. Origin facility of the food shipment
2. Destination facility of the food shipment
3. Name of the food
4. Quantity
5. Delivery date and time
6. Assigned delivery staff

Once a food delivery is completed according to the schedule inputted into the system, the stock information related to the delivery is usually manually updated between the facilities.

Humanitarian organizations can enhance their processes by collaborating with software or information systems companies to digitize various functions and processes. The development of such software can assist in scheduling, data collection, and optimizing food distribution. Additionally, the software company may also engage in voluntary actions and contribute monetarily to support the food collection organization through its human resources department.

Monitoring the procedures. Following-up protocols and visits to donors and charities.

Monitoring and follow-up procedures play a crucial role in ensuring transparency, accountability, and efficiency in managing donations and charitable activities. By implementing effective monitoring protocols and conducting regular follow-up visits to donors and charities, organizations can strengthen relationships, maintain donor trust, and maximize the impact of charitable contributions. In this training material, we will explore key strategies and best practices for monitoring procedures and conducting follow-up visits in the context of donor management and charitable activities.

Understanding Monitoring Procedures

Monitoring procedures involve systematically observing, evaluating, and overseeing the processes and activities associated with managing donations and charitable initiatives. This includes monitoring the entire donation lifecycle, from soliciting contributions to disbursing funds and assessing the impact of charitable programs. Monitoring procedures help ensure compliance with legal and ethical standards, identify potential risks or discrepancies, and track the effectiveness of resource utilization. By establishing clear monitoring protocols, organizations can detect issues early on and take proactive measures to address them, thereby enhancing transparency and accountability.

Key Components of Monitoring Procedures include:

1. Documentation and Record-Keeping: Maintaining meticulous documentation and comprehensive records is the cornerstone of effective monitoring procedures. This involves recording all pertinent details of donation-related transactions, communications, and activities in a systematic and organized manner. By establishing standardized documentation procedures, organizations ensure consistency and clarity in recording donor information, contribution details, and disbursement records. Utilizing appropriate tools or systems, such as donor management software or database systems, streamlines the process of record-keeping and enhances accessibility and retrieval of information. Accurate and transparent record-keeping not only facilitates transparency and auditability but also serves as a valuable resource for analysis, reporting, and decision-making.
2. Regular Audits and Reviews: Conducting periodic audits and reviews is essential for evaluating the effectiveness and integrity of donation processes and financial records. Internal audits, performed by independent or internal auditors, scrutinize internal controls, compliance with policies and regulations, and the accuracy of financial statements. External audits, conducted by external auditing firms or regulatory bodies, provide an impartial assessment of financial practices and adherence to legal and regulatory requirements. These audits identify any irregularities, errors, or discrepancies, enabling organizations to rectify issues promptly and strengthen control measures. Regular reviews of donation processes and financial records enhance accountability, mitigate risks, and instill confidence among stakeholders in the organization’s financial management practices.
3. Performance Metrics and Reporting: Establishing performance metrics and reporting mechanisms is essential for evaluating the impact and effectiveness of charitable programs. By defining clear objectives and measurable indicators, organizations can assess program outcomes, track progress, and demonstrate accountability to stakeholders. Performance metrics may include quantitative measures such as:

• the number of beneficiaries served,
• funds raised, or
• outcomes achieved, as well as qualitative indicators such as beneficiary satisfaction or community impact.

Regular reporting on program performance enables organizations to communicate results transparently and effectively to stakeholders, including donors, board members, regulatory agencies, and the public.

Data-driven decision-making based on monitoring progress against predefined indicators allows organizations to identify areas for improvement, allocate resources strategically, and optimize programmatic outcomes.

Useful documentation regarding the Monitoring and Review process on Humanitarian Organization with more detail information for further consideration: –          https://www.unitar.org/sites/default/files/uploads/pprs/monitoring-and-evaluation_revised_april_2017.pdf –          https://www.intrac.org/wpcms/wp-content/uploads/2020/07/ME-of-humanitarian-action.pdf

Conducting Follow-Up Visits to Donors and Charities

Follow-up visits to donors and charities serve as an opportunity to strengthen relationships, express gratitude for contributions, and gather feedback on charitable initiatives. These visits provide a personal touch to donor stewardship efforts and demonstrate a commitment to transparency and accountability. When conducting follow-up visits, consider the following:

   

Preparation and Planning: Before scheduling a follow-up visit, it’s crucial to invest time in thorough preparation and planning. This involves reviewing the donor’s history with the organization, including past contributions, interactions, and any specific preferences or interests they may have expressed. Additionally, gather relevant information about ongoing charitable initiatives or projects that align with the donor’s philanthropic interests. Clearly define the objectives and agenda for the visit, outlining specific topics for discussion or areas of inquiry. By being well-prepared, you demonstrate professionalism and attentiveness to the donor’s priorities and concerns, maximizing the effectiveness of the visit.

Effective Communication: During the follow-up visit, prioritize meaningful and engaging communication with the donors and charity representatives. Take the time to listen attentively to the donor’s perspectives, motivations, and expectations regarding their charitable contributions. Encourage them to share feedback, concerns, and suggestions openly, and address any questions or inquiries with transparency and honesty. Effective communication builds rapport and strengthens relationships, laying the foundation for continued engagement and support.

Gratitude and Recognition: Expressing genuine appreciation and recognition for the generosity and support of donors is essential during follow-up visits. Take the opportunity to sincerely thank donors for their contributions and the positive impact they have made on the organization’s mission and beneficiaries. Provide personalized recognition that acknowledges the significance of their involvement and the tangible outcomes achieved through their donations. Share specific examples or success stories that illustrate how their contributions have been utilized and the lives they have touched. By expressing gratitude, you reinforce the value of their partnership and inspire continued support and loyalty.

Feedback Collection and Action Planning: Actively seek feedback from donors and charity representatives on their experiences with the organization and its charitable initiatives. Encourage them to share their perspectives, including suggestions for improvement or areas where additional support may be needed. Take notes during the conversation to capture key insights and observations. After the visit, carefully review the feedback received and identify actionable steps for improvement or adjustment. Use this feedback to inform strategic decision-making, programmatic adjustments, and future fundraising initiatives. By incorporating donor input into your planning processes, you demonstrate a commitment to responsiveness and continuous improvement, fostering a culture of accountability and collaboration.

Effective monitoring procedures and follow-up visits are essential elements of successful donor management and charitable activities. By implementing robust monitoring protocols and conducting regular follow-up visits, organizations can ensure transparency, accountability, and donor satisfaction. By prioritizing donor stewardship and engagement, organizations can foster long-term relationships, inspire continued support, and maximize the impact of charitable contributions.

Spreading the word and maximizing the social impact of the charity network

Spreading awareness and maximizing the social impact of a charity network are essential for effectively addressing societal needs and garnering support for meaningful causes. By strategically disseminating information and engaging stakeholders, charities can amplify their reach, mobilize resources, and catalyze positive change.

Leveraging Digital Platforms

In a digitally-driven world, charities have unprecedented opportunities to connect with audiences worldwide through various digital platforms. These platforms extend far beyond mere social media updates, offering dynamic avenues for engagement and outreach. By harnessing targeted advertising, influencer partnerships, and strategic social media campaigns, charities can amplify their message and broaden their impact. Through careful analysis of metrics and insights, organizations can refine their digital strategies, ensuring they effectively resonate with their intended audience and drive meaningful engagement. From crafting compelling content to fostering online communities, leveraging digital platforms enables charities to reach new heights in their advocacy efforts and social impact endeavors.

Personal anecdotes, testimonials, and success stories humanize the charity’s mission, making it relatable and inspiring to supporters. Leveraging multimedia formats such as videos, podcasts, and infographics enhances the storytelling experience, captivating audiences in an increasingly crowded digital landscape. By sharing authentic narratives that showcase the tangible impact of their work, charities can forge meaningful connections with supporters and inspire them to become champions for the cause.

Cultivating Strategic Partnerships

Strategic partnerships serve as the cornerstone for expanding the reach and influence of a charity network. These partnerships encompass collaborations with corporations, fellow nonprofits, governmental bodies, and community organizations.

By uniting resources, expertise, and networks, charities can amplify their voice, access additional funding streams, and leverage shared platforms for advocacy and awareness campaigns. Building and nurturing these partnerships requires cultivating relationships founded on mutual trust, shared values, and a unified commitment to driving positive social change. Through strategic alliances, charities can extend their reach and impact, catalyzing transformative initiatives that address pressing societal challenges on a larger scale.

Encouraging supporters to organize local events, fundraisers, and awareness campaigns fosters a sense of community ownership and engagement around the charity’s mission. By nurturing a culture of grassroots activism, charities can catalyze a ripple effect of positive change that extends far beyond their immediate network, empowering individuals to become agents of social transformation within their communities.

Engaging with Traditional Media

Despite the rise of digital platforms, traditional media remains a powerful tool for shaping public opinion and raising awareness. Charities should actively engage with traditional media outlets through press releases, media pitches, and interview opportunities. Cultivating relationships with journalists and reporters who cover relevant topics facilitates media coverage, amplifying the charity’s message and impact. Integrating traditional media channels alongside digital platforms ensures a comprehensive and multi-faceted approach to spreading the word and maximizing social impact. By leveraging both digital and traditional media channels, charities can effectively reach diverse audiences and drive positive change on a broader scale.

Maximizing the social impact of a charity network requires strategic and proactive efforts to spread the word, engage stakeholders, and mobilize support. By leveraging digital platforms, cultivating strategic partnerships, empowering grassroots advocacy, telling compelling stories, and engaging with traditional media, charities can expand their reach, inspire action, and create lasting change in communities. Through collaborative and innovative approaches, charities can harness the collective power of their networks to address pressing societal challenges and drive meaningful impact.

Literature

 Charities Regulator. (2017). Guidelines for charitable organisations on fundraising . https://www.charitiesregulator.ie/media/1083/guidance-for-fundraising-english.pdf

NPI. (2012). Connecting with donors.  https://www.ngoconnect.net/sites/default/files/resources/Part 3 – Connecting with Donors.pdf

Donor Network. (n.d.). [Business]. How Do You Grow Your Donor Network? Retrieved March 14, 2024, from https://www.linkedin.com/advice/1/how-do-you-grow-your-donor-network-skills-fundraising

Ghahremani-Nahr, J., Ghaderi, A., & Kian, R. (2023). A food bank network design examining food nutritional value and freshness: A multi objective robust fuzzy model. Expert Systems with Applications, 215, 119272. https://doi.org/10.1016/j.eswa.2022.119272

González-Torre, P. L., & Coque, J. (2016). From Food Waste to Donations: The Case of Marketplaces in Northern Spain. Sustainability, 8(6), Article 6. https://doi.org/10.3390/su8060575

Guet , I.-H. (2002). Monitoring fundraising – issue lab. https://www.issuelab.org/resources/16097/16097.pdf

Iiyama, T., Kitakoshi, D., & Suzuki, M. (2021). An Approach for Creation of Logistics Management System for Food Banks Based on Reinforcement Learning. Proceedings of the 4th International Conference on Information Science and Systems, 60–67. https://doi.org/10.1145/3459955.3460601

Martins, C. L., Melo, M. T., & Pato, M. V. (2019). Redesigning a food bank supply chain network in a triple bottom line context. International Journal of Production Economics, 214, 234–247. https://doi.org/10.1016/j.ijpe.2018.11.011

Reusken, M., Cruijssen, F., & Fleuren, H. (2023). A food bank supply chain model: Optimizing investments to maximize food assistance. International Journal of Production Economics, 261, 108886. https://doi.org/10.1016/j.ijpe.2023.108886

Sundgren, C. (2022). Circular supply chain relationships for food redistribution. Journal of Cleaner Production, 336, 130393. https://doi.org/10.1016/j.jclepro.2022.130393

TUAID. (2023, October 11). Considerations in Charity Logistics. TUAID. https://tuaid.org/navigating-charity-logistics/

Wilke, Burkhard. (2003). Monitoring Charitable Organizations: Criteria and Assessment Methods. https://www.researchgate.net/publication/228800092_Monitoring_Charitable_Organizations_Criteria_and_Assessment_Methods

Presentation

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