For laypeople, the variety in fundraising management software could be overwhelming. There are a number of vendors to choose from and every vendor offers a lineup of products and services as their standard offering.
However, on careful analysis, it appears that all the platforms share some common features that allow for excellent performance and support that all nonprofit organizations need for successful operation.
According to experts, all successful nonprofit management platforms have four key functional areas in common. The interesting thing is the differences in implementation of the theoretical idea. All platforms agree on the nature, core functionalities and additional features that these four areas must provide. However, all vendors implement these theoretical ideas in their own way. The main reasons of the difference are the cost of implementation and the potential clients of the vendor.
There has been an argument that the vendors should produce a single product that could be further customized according to the requirements of every client. This argument stems from the classical ideas of software development where the SDLC dictates development of a single product with heterogeneous applications. Thus, a single product such as a software programs should be robust enough to cater to different clients, each with their own implementation requirements.
However, the development cycle of such a product is very long and costly. In order to incorporate all the bells and whistles into the platform, many vendors have to sink in a large development budget on development and marketing. In many cases, the recovery of this development budget is slow enough to ensure that the vendor sinks under.
The new approach of software development, particularly nonprofit software, is to develop modules rather than a homogenous product. This idea focuses on key function areas of the operations of nonprofit organizations. Experts usually divide the requirements of these organizations into three key areas. Thus a software platform designed for these organization usually have at least there modules.
Information management is the key to successful operations of the organization. Information about past, present and future donors, volunteers and staff is vital for generating donations for a cause.
Management of fundraising activities is an ongoing process that requires the support of the software platform. The volume of any donation collection drive has expanded to include such wide activity area that the staff of the nonprofit usually needs automation of the routine tasks. This is only possible through a dedicated module that takes over the management of the campaign.
Processing of the donations collected as the result of the activity of the organization is important because of the strict requirements of tax authorities. Many of these modules offer direct connection to the bank account of the organization, either directly or through third party payment gateways.
All three functional areas are connected through an underlying system of sub modules that are supervised by a dedicated management system. This management system offers the managers of the organization powerful reporting capabilities that could zero down to any combination of variables.
However, on careful analysis, it appears that all the platforms share some common features that allow for excellent performance and support that all nonprofit organizations need for successful operation.
According to experts, all successful nonprofit management platforms have four key functional areas in common. The interesting thing is the differences in implementation of the theoretical idea. All platforms agree on the nature, core functionalities and additional features that these four areas must provide. However, all vendors implement these theoretical ideas in their own way. The main reasons of the difference are the cost of implementation and the potential clients of the vendor.
There has been an argument that the vendors should produce a single product that could be further customized according to the requirements of every client. This argument stems from the classical ideas of software development where the SDLC dictates development of a single product with heterogeneous applications. Thus, a single product such as a software programs should be robust enough to cater to different clients, each with their own implementation requirements.
However, the development cycle of such a product is very long and costly. In order to incorporate all the bells and whistles into the platform, many vendors have to sink in a large development budget on development and marketing. In many cases, the recovery of this development budget is slow enough to ensure that the vendor sinks under.
The new approach of software development, particularly nonprofit software, is to develop modules rather than a homogenous product. This idea focuses on key function areas of the operations of nonprofit organizations. Experts usually divide the requirements of these organizations into three key areas. Thus a software platform designed for these organization usually have at least there modules.
Information management is the key to successful operations of the organization. Information about past, present and future donors, volunteers and staff is vital for generating donations for a cause.
Management of fundraising activities is an ongoing process that requires the support of the software platform. The volume of any donation collection drive has expanded to include such wide activity area that the staff of the nonprofit usually needs automation of the routine tasks. This is only possible through a dedicated module that takes over the management of the campaign.
Processing of the donations collected as the result of the activity of the organization is important because of the strict requirements of tax authorities. Many of these modules offer direct connection to the bank account of the organization, either directly or through third party payment gateways.
All three functional areas are connected through an underlying system of sub modules that are supervised by a dedicated management system. This management system offers the managers of the organization powerful reporting capabilities that could zero down to any combination of variables.
