The Nonprofit Development Companion: A Workbook for Fundraising Success

Foreword xiii

Preface xv

Acknowledgments xvii

Chapter 1 How Does Development Mean? 1

Development is Marketing 2

Development is Holistic 3

Development Includes Fundraising 4

The Development Team 5

The Components of Successful Development Programs 6

Chapter 2 A Clear and Compelling Mission 9

Creating/Re-Creating Your Mission Statement 10

Using the Mission Statement 11

The Good, the Bad, and the Ugly 12

In Summary 14

Chapter 3 Building Ownership through Planning 15

Elements of Successful Planning 16

Establishing the Strategic Planning Committee 16

Conducting the Strategic Planning Committee Meetings 18

Managing the Plan and Achieving Your Objectives 19

Planning for a Capital Campaign 19

In Summary 21

Chapter 4 Creating the Case for Support 25

The Internal Case Statement—Basic Development Tool 26

What the Internal Case Statement Includes 28

The Process of Creating the Internal Case Statement 30

Tips for the Writer 31

Preparing Presentational Case Statement Materials 31

In Summary 32

Chapter 5 Telling Your Organization’s Story 33

The Definition and Purpose of Marketing 33

What’s in a Name? 35

Get to Know Your Target Audiences 37

Getting the Word Out 38

Using Your Available Human Resources 40

Writing the Marketing and Communications Action 41

Internal Marketing and Communications 43

Being Prepared for Crisis Management 44

In Summary 45

Chapter 6 The Fundraising Program 51

Planning to Succeed 51

The Annual Fund—Acquiring, Keeping, and Growing Donors 55

Raising Major Gifts 62

Planned Giving—Another Way to Raise Major Gifts 73

Capital Campaigns 77

The Role of Special Events in Development 85

Keeping the Friends You Have Made 87

In Summary 90

Chapter 7 Research and Recordkeeping 109

‘‘Make the Juice Worth the Squeeze’’ 109

Where Am I, and What Do I Do? 111

The Continuing Process of Evaluating and Planning 112

General Principles of Prospect Identification, Research, and Rating 113

In Summary 114

Chapter 8 The Organization and Use of Volunteers 127

Why Do We Volunteer? 128

What Volunteers Bring to Your Organization 128

Methods for Developing Volunteer Involvement and Leadership 130

Selecting the Right Person for the Job 132

Extending the Invitation 132

Recognizing and Thanking Volunteers 133

Dealing with Recalcitrance 134

In Summary 135

Chapter 9 Building and Keeping an Effective Governing Board 137

The Principal Functions of the Board 139

Beginning to Build a Strong Board 141

Creating and Guiding the Process—the ‘‘Committee on Board Wellness’’ 143

The CEO and the Board—Who’s in Charge Here? 147

Keeping It in the Family—Thoughts on Board Relations 148

The Special Character of Foundation Boards 148

In Summary 150

Chapter 10 Your Organization’s Real Chief Development Officer 163

‘‘Trickle Down Development’’ 164

The CEO and the Components of Development 165

The CEO and the Major Gifts Program 166

Providing Leadership in Stewardship 167

In Summary 170

Chapter 11 The Development Professional 173

If Development Professionals Are So Important, Why Aren’t They Appreciated? 175

The Development Chief and the CEO 176

How to Find Your Ideal Development Professional 177

In Summary 179

About the Author 185

AFP Code of Ethics 187

A Donor Bill of Rights 189

Index 191