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Originally, charities were formed to provide aid to groups of the community that need assistance. ‎The majority of charities are legitimate channels to help people in need. However, some charities ‎are frauds that have been created to take advantage of the needy and the generous.‎
And some charities have been used for money laundering or terrorist financing. For example, In ‎February 2004, the assets of Al Haramain Foundation’s (AHF) branch in Oregon were blocked. ‎AHF has allegedly violated currency and monetary instrument reporting requirements, tax laws, ‎and other money laundering offences. According to International Narcotics Control Strategy ‎Report of 2005, individuals connected with AHF appear to have concealed movement of over ‎‎$100,000 to Chechen mujahideen.‎
How Charities Raise Funds?‎
Charities rely on several methods to collect funds for philanthropic or humanitarian purposes. ‎Most rely on a variety of income sources that can include:‎
 Public support, ‎
 Government funding, ‎
 Private foundations grants; or ‎
 Fees collected for services they provide as part of charitable programs.‎
There are several solicitation methods, which include mandatory religious donations. A charity ‎can raise funds in many different ways. Examples of most poplar solicitation techniques are:‎
 Fundraising events, i.e., raffles, and marathons/races ‎
 Direct in-person requests ‎
 Direct mail or telephone solicitation requests ‎
 Newspaper and magazine advertisement ‎
 Sales of tickets to special events or sales of products ‎
Part of these funds have been and are vulnerable to being diverted to terrorist networks, often ‎without the donor’s knowledge.‎
How Financial Institutions Apply `Know Your Charity’‎
Financial institutions must carry out enhanced due diligence on charitable organization accounts. ‎The relationship must be approved at a senior management level and risk-rated `high’. The ‎relationship officer should visit the premises of the charitable organization and prepare a visit ‎report. The report should include sufficient details such as:‎
 The organization’s legal type, license of activity, source of capital (if applicable), number of ‎employees, years established, years at present location, nature of activity, geographical ‎location of activity etc
 Details about owners/directors and their powers

 Check if a Politically Exposed Person (PEP) or a connected individual owns the charitable ‎organization partly or fully
 Check if the charitable organization is authorized to accept donations locally or overseas ‎
Financial institutions should recognize the `indicators’ or “red flags” that call for further scrutiny. ‎Some of the indicators are listed below:‎
 Corporate layering: transfers between bank accounts of charities and directors or staff of the ‎charitable organization for no apparent reason
 Wire transfer by charitable organizations to beneficiaries located in countries known to be ‎bank or tax heaven or countries of concern‎
 Lack of apparent fund-raising activity (i.e. lack of small checks or typical donations) ‎connected with charitable bank deposits‎
 Transactions with no logical economic purpose (no link between the activity of the ‎charitable organization and other parties involved in the transaction)‎

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Entrepreneurs are VALUE CREATORS

… But you don’t have to create or sell a product or service to generate value … You can also LINK a buyer and a seller for a mutually beneficial transaction. That “linking” function is of great value as well. When you function as such a “linker”, you are acting as a JOINT VENTURE (JV) BROKER.

Of course, you can also be one of the players in the JV … AND be the one who brokers the deal as well.

I’ll give you some examples in a minute …. But first, let me say that the real key is to begin to THINK like a JV Broker. It is a transforming experience, as it directs your focus to “unseen” opportunities for synergy that others have missed.

Being a successful JV Broker also requires that you completely release your attachment to getting paid for your time, and open up to getting paid entirely based on producing results.

Here’s an example: Imagine you get your hair cut every month at Cutter’s Salon. You notice they have a lot of traffic. You also notice that in the same shopping center a new massage therapy center just opened called Healing Hands. You have a hunch they really would like to get more new business.

So you speak to the decision-maker at Healing Hands and say something like this: “I bet most of the people who come in for a first massage re-book again, is that true?” The owner answers in the affirmative. You then continue … “If you are willing to offer a complimentary 30-minute neck and shoulder massage, I think I can get you a LOT of new business, and I won’t charge you any money up front. I only ask that if they do re-book, you give me 15% of the services charged for the next six months. Remember, this is business you otherwise would probably never have had, and you only pay me if I produce results for you.” The enterprising owner tells you that it sounds good to her. You let her know that you’ll see what you can do, and that you’ll get back to her.

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