ADMINISTRATIVE AND OPERATIONAL MECHANISMS FOR MANAGING THE FUNDRAISING ACTIVITIES OF MODERN CHARITABLE FOUNDATIONS

Abstract

Intensified competition for limited donor resources and increasing requirements for transparency in the activities of charitable foundations necessitate a qualitative transformation of management approaches. The implementation of quantitative efficiency indicators allows for the transformation of fundraising from a simple "fundraising process" into a managed business system. This minimizes emotional bias in management and enables a clear calculation of the cost of each unit of aid attracted, which is critical for ensuring the long-term viability of the organization.

The relevance of this study lies in the need for rapid adaptation of the charitable sector to wartime conditions by replacing obsolete bureaucratic mechanisms with agile operational models.

The article addresses current issues regarding the modernization of the management system for non- profit organizations in conditions of high socio-economic volatility and challenges caused by the full-scale military invasion. The transformation of operational and administrative mechanisms for managing the fundraising activities of charitable foundations is investigated as a key factor in their financial stability. The implementation of short iterations as an effective administrative lever for operational management and a model for forming cross-functional teams is proposed. The feasibility of transitioning from classical waterfall planning models to agile methodologies, which significantly increases the speed of foundations' response to critical challenges, is substantiated. The author's fundraising operational efficiency ratio, which ensures the transition to a data-driven resource management model, was developed and tested in practice. It is proved that the interaction of strategic administrative decisions with current operational analytics ensures a 25–30% increase in fundraising effectiveness. Mechanisms are proposed that allow for a significant reduction in the cost of attracting a unit of charitable assistance. The research results can be implemented into the activities of charitable organizations to optimize their internal management architecture.


References

1. Nikolaienko, D. V., Lukyanyk, R. V., & Soima, S. Yu. (2024). Project management methodologies: a comparative analysis of Agile, Scrum and Waterfall. Successes and Achievements in Science, 10(10), 641-656. DOI: https://doi.org/10.52058/3041-1254-2024-10(10)-641-656
2. Filippov, V. Yu., Moroz, O. M., & Martyniuk, A. S. (2022). Transformation of the management system of charitable foundations under the influence of war challenges. Economy and Society, (41). DOI: https://doi.org/10.15276/EJ.01.2025.13
3. Tsiupa, O. P., & Lialiuk, V. I. (2025). Financial transformation of the charitable sector in wartime conditions. Actual Problems of the Regional Economy Development, 2(21), 312–322. DOI: https://doi.org/10.15330/apred.2.21.312-322
4. Maliukhov, O. S. (2024). Fundraising in the conditions of martial law in Ukraine: theoretical aspects. Scientific Innovations and Advanced Technologies, 7(35), 155–168. DOI: https://doi.org/10.52058/2786-5274-2024-7(35)-155-
5. Denning, S. (2017). The age of agile. Strategy & Leadership, 45(1), 3–10. DOI: https://doi.org/10.1108/SL-12- 2016-0086
6. Hyyrynen, J. (2019). Agile Methods and Their Impact on Project Management and Contracting [PhD dissertation, University of Lapland].
7. Nikita, N. A., et al. (2024). Digital Transformation in Non-Profit Organizations: Strategies, Challenges, and Successes. American International Journal of Multidisciplinary Research, 2(5), 104–108. DOI: https://doi.org/10.62127/aijmr.2024.v02i05.1097
8. Kazanskaia, A. N. (2021). Data-Driven Decision-Making in Non-Profit Organizations: Strategies for Enhancing Impact. Journal of Non-Profit Studies, 3(1), 45–58. DOI: https://doi.org/10.64357/neya-gjnps-dt-anl-01
9. Sargeant, A., & Shang, J. (2020). Fundraising Management. Routledge. DOI: https://doi.org/10.4324/9781003097433
10. Werke, S. Z., & Bogale, A. T. (2024). Nonprofit Marketing: A Systematic Review. Journal of Nonprofit & Public Sector Marketing, 36(5), 529–554. DOI: https://doi.org/10.1080/10495142.2023.2290531
11. Krause, D. (2025). AI Agents and Automation in Small Non-Profit Organizations' Accounting Functions. DOI: http://dx.doi.org/10.2139/ssrn.5082437
12. Revtiuk, Y., & Ivanova, T. (2024). Implementation of the Community Resilience Approach in the System of Crisis Management of Ukraine in 2022-2024. European Research Studies Journal, XXVII(S2), 712–731.
13. Shapovalova, T. (2020). The role of monitoring and evaluation of social projects and programs in improving the quality of social services. Economic Analysis, 30(1, Part 2), 180-186. DOI: https://doi.org/10.35774/econa2020.01.02.180
14. Opendatabot. (2024). The 3 largest foundations collected 28% more donations in 2024: website. URL: https://opendatabot.ua/analytics/donates-in-war-2024