Achieving Excellence in Fundraising

Annual fund: as base for occasional capital campaign; benefits and objectives of; decisions on strategies to be pursued; development process in; and donor bonding through recurring gifts; donors committed to the organization; and donors who fall below certain annual giving levels; establishment of base of donors for; as foundation of all successful fundraising; and giving through websites or social media outlets; goal of setting and achieving; good teamwork as essential to success of; methods used to solicit gifts in; nurturing of contributor’s interest; primary function to execute; principles of the arithmetic of fundraising in; and procedures requiring personal contact and follow-up with each donor; range of gifts dictated by gift range chart; smaller gifts as less actively solicited; solicitation methods in; staff support relationship of; and success through advertising campaigns; and tendencies for giving from discretionary income, their assets, and estates; as thoughtfully devised and effectively executed plan

Arab American populations: giving approaches of; informal approach to charity with giving based on emotion; and organizations cultivation and solicitation of individual donors

Asian Americans and Pacific Islanders: diverse traditions in; and five vehicles for charitable giving; guidelines for approaching; and philanthropy as repayment for community debts; preferred methods of solicitation in; tradition of helping through mutual aid societies and other groups

Asian Women’s Giving Circle

Association of Fundraising Professionals (AFP), and code of ethical principles

Association resources, description and sponsored conferences of

Benchmarks for evaluation: development and direct marketing program in; established to evaluate individual campaigns success in; established to evaluate success of direct marketing programs

Better Business Bureau

Big Red Fez (Godin)

Board members: influence among their own social/ business networks; securing planned gift commitments from; and steps to prepare their boards

Brinckherhoff, P. C.

Budget preparations: and annual fundraising program designed to build a base of reliable donors; and collecting detailed expenses and attributing them to solicitation programs; and competition with operating expenses for charitable programs and service; cost benefit analysis for nonprofit organization in; and development of Internet-based fundraising tools; individual budget plan consolidated in; and leaders fear of public criticism or donor backlash; and leaders lack of understanding of fundraising performance; and new capital investment requirement; and principles associated with budgeting for fundraising; using traditional categories of labor and nonlabor expenses

Budgeting and evaluation performance: and budgets’ usefulness for planning, evaluation, and measurement of fiscal performance; evaluating agencies relying on data from the Annual Information Return; results and data demonstrating efficient use of budget dollars; and self-appointed enterprises and criteria to measure and report

Bureau of Labor Statistics

Campaign management: average pledge as core measurement for; completes/contacts per hour as efficiency metric; completion percentage measuring your connection with prospective donor base; defining priority outcomes followed by focus on the statistics; and dollars per completion; and fulfillment percentage; pledge rate measurement determination in

Campaign planning: committee, and board members and volunteers’ willingness to serve on; fundraising planning involving a variety of services; staff and board members playing key roles in

Capital campaigns: adequate budget for; and agreed-upon deliverables; basic budget elements and percentage of overall budget in; budget to finance; case or argument for capital campaign as well defined; and chief executive officer’s preparation to support the campaign; definition of; donors’ gifts from their asset base in; and donors who have accumulated large resources; elements essential to success in; enthusiasm about goals and objectives of; events to announce the campaign; guidelines in formulation of; informed constituency with a history of support in; and leadership potential; mega-campaigns in; nine most important components of; objectives responding to community or societal need in; and organization’s needs for increasing its own assets; prospect research and rating programs to identify and evaluate sources of support; public relations’ requirement of; and qualified staff with requisite campaign experience; and selection of intended interview respondents; sequential fundraising based on axioms of campaign fundraising; skilled staff’s ability to organize, support, and motivate volunteers; strategic market testing in; and Table of Gifts Needed demonstrated as necessary to meet; and testing the campaign plan in advance; timing component in

Capital gains tax, philanthropic community’s response to

Case statement development: and appeals to emotion, reason, and organizational credibility; and creation of a narrative; and differentiation of organizations; and information available in case resources file; writing a compelling case statement in

Case for support: and achievement of desired sequence of response; case as the general argument for gift support; and common misconception of mission statements; and connection to donor’s values; development director as catalyst in developing the case; and development staff addressing staff and constituents; facilities and service delivery and access to programs and services; and financial information linking budgeting with objectives; goal statements as expression of accomplishment; and ideas of key constituents; mission statement as philosophical statement of needs; movement from development of the case to expression of the case; objectives explaining how the organization expects to reach its goals; process used for planning and evaluation programs; rationale underlying fundraising; and services component of case resources file; staffing as indicating competence and professionalism; and transition from building internal case to developing external case statements; and types of cases as database of information and knowledge; and unmet social needs; used to excite the reader

The Center on Philanthropy

Center on Philanthropy Panel Study (COPPS)

Certified Fund Raising Executive (CFRE): and candidate eligibility to sit for the exam; list of CFRE domains and corresponding chapters in; as milestone marking baseline knowledge of best practices; and on-site resources related to exam preparation; preparation to take the CFRE exam and apply for CRFE; steps to create your individualized study plan and prepare for it

Certified Job Analysis findings: and commonalities across countries; and difference among countries; and domains ranked by importance and time spent on tasks; Ethics and Accountability as most commonly surveyed; and rating of respondents who did not apply it in their work; respondents’ higher importance ratings; and responses relative to volunteer involvement in fundraising; and stability of fundraising knowledge and practice; and tasks performed most frequently

CFRE’s Job Analysis Task Force (JATF): and certified sample randomly drawn from current CFRE certificants; comprised of volunteer subject-matter experts; health and health research organizations as frequently reported employers for respondents; as independently validated identification; and job analysis findings and review of the results; and job analysis survey of respondents; work shared for review by independent subject-matter experts

Challenges: and potential negative effects of cross-sector activities; sponsorship and cause-marketing activities in

Charitable giving generosity

Chronicle of Philanthropy

Collaborative Leadership: How Citizens and Civic Leaders Make a Difference (Chrislip and Larson)

Committee Encouraging Corporate Philanthropy (CECP)

Communications and fundraising: building awareness as best known marketing function; and creative work with themes and technique; critical marketing requirements to build awareness; and media selection; and planning of a communication campaign; and purposeful communication; themes and technique in; and three tasks central to marketing activity; two types of communication messages in. See also E-mail and internet solicitation

Communities of color, and understanding of dynamics and complexities at work in

Constituency development: circle constituency models and lost circle as organization’s universe; identifying and building the constituency; and natural constituencies; and nonprofit interactions with the organization; and population of inner circle or core; and principle of fluidity in the circles

Contemporary dynamics of philanthropy. See Philanthropy

Corporate giving and fundraising: corporate profits’ growth compared to; history of giving and fundraising in; and philosophical reason for companies to support nonprofits

Corporate giving models: and corporate productivity model and types of giving in line with model; and cross-sector ethical/altruistic model with three types of giving; four major models of how companies approach giving and volunteering in; as framework for understanding corporate engagement effortsand corporate support characterized as self-interest; marketing and change in businesses engaging in philanthropic; political model and projects building closer bonds between nonprofit and company

Corporate giving for nonprofits: addressing those who are most in need and giving that is more local; corporate profits growth capered to last thirty years; and research on how companies invest in communities; themes and practices of exemplary giving by major corporations; and ways companies support nonprofits

Corporate productivity model

Corporation for National and Community Service

Craver, Mathews, Smith & Company

Cultivation events: approach combining best aspects of events and face-to-face solicitations in; and creation of highly qualified workforce; definition of; focused on re-energizing the bond to the mission; goal to engage and maintain donor’s interest in; new prospective donors attending

Development: fundraising as essential component of planning; of mission; offices/officers engaged in

Direct mail fundraising: and active donors defined; and committed donors requiring frequent or larger gifts; and direct mail marketing to work with donors; direct marketing as flexible set of tools for; giving a first-time gift to charity; high-dollar donors and direct marketing to solicit gifts in

Direct mail marketing: as engine of dynamic and lucrative fundraising program; strategic donor-centric approach to; used effectively in specialized ways for five strategies

Direct mail package: basic components and popular inserts in; varying in size, shape, color, and format

Direct mail strategies: choosing and responding to acquisition lists; demonstrated donor behavior and direct mail responsiveness in; factors making the most difference in; and gift upgrade; and properties determining gift’s worth

Direct marketing: as essential ingredient in organization’s development program; ten most important things about

Diverse population groups: bias as barrier to understanding; challenges of language use in; defining diversity and diverse populations in; estimates of giving by diverse groups; and ethnic groups stereotyped as receivers of charity; major ethnic group isolated from mainstream philanthropic discussions; percentages of U.S. population by selected ethnic groups; and similarities of giving among diverse population; variance of ways diverse populations give

Diversity in fundraising and philanthropy: and current state of Hispanic philanthropy; and groundwork for developing philanthropic habits and practices; importance of morality, market and mission; as mission and organizational value; and traditions of religion to promote and teach philanthropic values; work of the Fund Raising School extended to diverse populations

Donor acquisition and development: donor acquisition economics varying by method; and donor base decline; and process of identifying and involving a constituency; recruitment and evaluation of “acquisition cost,” ; and special events as opportunity to attract potential constituents; tactics used in donor recruitment

Donor base: and data reflecting number and dominance of gift ranges; and development of “ownership position” in; regular profiling of; understanding and using

A Donor Bill of Rights

Donor Focused Fundraising (Burk)

Donor research profile

Donors: characteristics of likely donors in; collective spirit of striving to grow organizations; and constant interaction in constituency circles; contributions to annual fund; cultivation of prospective donor and authentic engagement in; and donor solicitation; donor strategies in; establishing linkage in; identifying and attracting; and interaction and coordination with fundraising staff; observation of generous giving of trustees; and prospective donor identification; tendency to gravitate to revocable arrangements in; trustees as fully engaged in organizational fundraising; trustees’ gift discussions with donors; and trustees viewed as leaders in gifting to the organization

E-mail and Internet solicitation: cost of effective grassroots campaign in; and e-mail’s requirement of attention to permission; effectiveness of Internet fundraising in times of disaster; and growing impact of online fundraising’s growth compared to traditional forms of fundraising; online tools in; and peer-to-peer fundraising in; phenomenon of click-through philanthropy in; remarkable growth in Internet fundraising over the past decade; and tips for e-mail campaigns. See also Communications and fundraising

Effective communications plans

Email Marketers Association

Endowment: and commitments in form of deferred or planned gifts; importance of having policies in place; management of

Essential support: and components needing to be addressed; for elements supporting the organization and its mission

Ethical or altruistic model

Ethical dilemmas: example of actions involving three levels of choices; and questions around broad themes of organizational mission, relationships, and personal integrity; three steps in consideration of ethical conflicts

Ethical frameworks and standards: compensation and contracts in; and concept of competence applied to fundraising executives; and concerns about colleagues’ ethics; information presentation in; and issues of trust; language as important to dignity of career processes; and mediation of conflict between individuals and organization; and member obligations; relationship building and questions of “Who owns the relationship,” ; and responsibility to help organizations be true to their missions; and scandals sensationalized by the media; solicitation and use of philanthropic funds in; and tension around the question of “Who is the client,”

Ethical Fundraising: A Guide for Nonprofit Boards and Fundraisers (Pettey)

Ethics in fundraising: approaches to ethics; client question of mediation between donor and organization; concept of competence applying to fundraising executives; and executives’ right to expect the organization to treat them as professionals; and fundraising process about building relationships; language an important aspect of fundraising; lists of values and commitments in; potential conflict between individuals and the organization in; and situations with competing goods requiring complex decision-making process; and strengthening of transparency, governance, and ethical stands in; and use of mission as means for bringing individuals and foundations together

Ethics and professionalism: and concept of competence applied to fundraising executives; ethical dilemmas and steps for considering ethical conflicts; and ethical values as basis for ethical decision making; and focus on serving the public good; and fundraising evaluated on accepted criteria; and honesty in dealings with donors and organizations; issues of professionalism raising broad questions; and language as important aspect of fundraising; and mediation of tension in; and nondistribution clause and commitment to the public good; and personal gain as first vulnerable point of public trust; and situations of competing goods requiring more complex decision-making process; statement of professional standards and conduct; survey defining values important to an ethical or virtuous person

Ethnicity and giving: consideration of cultural elements and what culture means; and diversity as mission and organizational value; and diversity’s challenge to fundraisers; embracing diversity in fundraising; implications of diversity for; minority donors’ potential for generosity; and new philanthropic institutions and networks in ethnic cultures; terminology challenges of people of diverse populations; use of language in defining diversity

The Experience Economy (Pine and Gilmore)

Exploring Measurement and Evaluation Efforts in Fundraising (Hager)

Facebook: brand and mission as visible and inviting to connect with; events tab for introducing upcoming and past events; and integration of other social media outposts

Federal law: donor privacy and confidentiality requiring protection; and donor retention of individual return to substantiate the contribution; and donor-advised funds as attractive alternative to a private foundation; gift and state tax benefits for charitable giving in; gift substantiation and disclosure and written acknowledgment of; gifts to public benefit charities and operating foundations and those qualifying for deductions; income tax benefits for charitable giving and deduction depending on asset donated; international philanthropy and legal aspect of global funding and tax benefits; and IRS permission for public benefit charities and private foundations; and laws affecting donor records; member benefit charities and nontaxed income of qualified organizations; noncash gifts and claim for income tax charitable deduction; public benefit charities and organization’s pass or fail on public support test; and supporting organizations to support the charitable mission of another public benefit charity; tax benefits of gifts to public charities; unrelated business taxable income and revenue taxed as unrelated business taxable income (UBIT). See also State law

“5 Reasons Creatives Hate Working for You” (Collin)

Formal education options: database list of degree and nondegree programs; educational opportunities offered through colleges and universities; scope of academic options for formal coursework in

Forum of Regional Associations of Grantmakers

Foundation Directory

Foundation fundraising: assets to shape public discussions around global issues in; emphasis on evaluation of grantees and foundation activities; relationship between foundation and nonprofit defined

Foundation support: and collaboration among foundation as trend; professional staffing increased in

Foundations: as approachable; and capacity defined as development of an organization’s core skills; characteristics of four primary models of; charitable gift funds at financial service firms; collaboration as mutually beneficial and well-defined relationship; and community foundation growth slowdown; and community foundations receiving gifts and making grants; corporate; emphasis on diversity in board governance in; examples of; and foundation giving predicted to decrease; fund pools of; and geographical shift impacting; grant application and distribution processes defined; and grant decision and opportunity for extended relationship; independence of private foundations; and interest in funding nonprofits with diverse financial sources; internal review process of; and nonprofit preparation of proposal package; and nonprofit readiness for initial conversation with; as potential funding source; and program grants support; providing significant support for nonprofit sector; provision for construction and large equipment in; and review to determine applicability to foundation priorities; and rise in managed assets; and their growth in the United States; and tools to find information on; types of support in; and use of LAI principle

The Fund Raising School; and extension of its work to diverse populations; as first formalized training program for professionals; growth of participants in; management process used by; and nonacademic options for formal coursework; and principles founded on

Fundraising: adaptation factor of successful; as challenge to worldwide economic recession; challenges and changes since economic recession; consideration of personal and operational factors in; definition and qualities of objectives in; diversity and complexity in; effective planning and rigorous execution in; engagement of women across race and culture; ethical fundraising as activator to gift making; and giving as privilege and expression of thankfulness; and giving’s dramatic decline; goal of fundraising communications in; initial planning focus on; process as continuous and complex; and projection of total organization values; relationship between prospective donors and the organization in; and relationships built on mutual interest and concerns; and resource development; as servant to philanthropy; and substitution of pride for apology; and SWOT analysis to enable an organization to succeed; as test of organizational viability

Generation X and Millennials: choices to customize their philanthropic experiences; and Generation X compared to other generations; and Generation X relating to causes through personal experience; giving priorities and motivations for helping people meet basic needs; implications for engaging next generations of donors in; importance of electronic communications for fundraising; and information of how each generation gives; and Millennial’s low percentage of charitable contributions and motivation to “change the world,”; need for qualified board members from; need to create communications meaningful for younger donors; and search for leaders as agents of change; and shared giving characteristics of all generations

Gift making: accepting the gift and organization’s return of value to donor; gift market evaluation in; and premature gift solicitation; and process of giving without expectations of material return; as voluntary exchange

Gift reports: needed to track each solicitation method; numbers of donors as critical factor to track in

Giving: by individuals; determination of family role in; and recreational interests in prospective donor’s life; religion as bedrock of philanthropy; roles and responsibilities influence on; social roles’ importance for building networks; to religious and educational causes; total estimated in calendar year 2008 and 2009; and types of gifts

Giving differences among generations: and definitions of the generations; difference between cohort effects and lifecycle effects in; differences in giving between Generation X and Millennials and older Before Boomer and Boomer generations; differences in preferences and identities of people born before 1964 and those born since; giving and volunteering patterns’ importance for charitable organizations of next decade; and household income by generation; lower giving by generations born since 1964; and stark differences between Boomers and younger generations

Giving profiles by generation: and average gifts to religion higher than average gifts to secular causes; Before Boomers as donors to causes and motivation to help meet people’s needs; Boomer generations’ giving characteristics and support of secular causes; and donors religious and secular causes; and information about how each generation lives; motivation for giving and desire to help people meet their basic needs; and shared giving characteristics of all generations

Giving USA Foundation

Good Intentions: Moral Obstacles and Opportunities (Smith)

Governance: as beginning point for prudent decision making; and charitable organizations as unincorporated association; and conflicts of interest in context of fundraising; duty of prudent care, duty of obedience, and duty of loyalty in; as exercise in authority and control; and nonprofit offer of balance of limitation of liability for directors; and qualification for tax exemption as public charity

Governing boards: and organization mission; and preparation to make significant commitments of time and funds; and responsibility for fundraising and stewardship

Grassroots fundraising: and e-mail to solicit gifts; and grassroots organizations operating at high level of productivity; Internet fundraising and website encouraging visitors to donate; long-term success of mail program and its quality and consistency of renewals and extra appeals; and major donor programs as most lucrative strategy; and major gift solicitation built around trust donor and organization; need to develop a speakers bureau; operational definition of; and organizations investment in good fundraising database; and personal solicitation requiring asking for money; and the power of people to act; public speaking as way for grassroots groups to get their message out; raising money as avenue for augmenting the direct mail program with e-mail; and speakers’ provision of materials they can take with them; staff and volunteer productivity undermined by inefficient systems; strategies for fundraising from individuals; strategies most easily adapted in; types and examples of special events in

High-net-worth donors: Bank of America study of; and boomer generation’s wealth; decision making of professionals in; defining; description of; encouraging solicitation or invitation for; engaging and soliciting guidance from; enlightenment and donor education about organization’s mission and work; evaluation of donor engagement and recognition activities; evaluation of gift potential and prospective donor’ interests; exploration of entire market of prospective donors in; family-based as family deed; as focus of fundraisers’ work; four-pronged formula for success in; gap between authentic relationships and calculated steps in; investment and endowment in; metric for evaluating fundraising success in; new activism characterizing; prospective donor profiling and peer screening of; secret to measuring success of; seeking counsel and professional expertise for planning their philanthropy; and size of gifts; study findings on perspective and awareness of giving behaviors; and the super rich’s ability to convert existing wealth; and understanding of family-based approach to giving; and wealth in housing and ratio of debts to assets for middle class and super rich class; and younger donors who believe in giving back

Hispanic and Latino populations: and giving to causes with “high context” culture; Hispanic professionals’ advice on fundraising; sources of Latino philanthropy in

How to Think Like Leonardo da Vinci (Gelb)

Human resources: and governing boards as human resource strength; and organizations enhanced by professional staff members; and practitioners’ understanding organization’s approach to fundraising markets; of professional staff providing organizational strength

If Aristotle Ran General Motors (Morris)

Institutional readiness: and ability to plan effectively for organization’s future; dependence on giving consideration of the organization; and donors wanting specific information about organizations’ finance; fundraising consultants specializing in strategic planning in; nonprofits and development of strategic plans in

Integrated special events: and nonprofits experience of inter-team competition, silos, and territorialism; as tool for team members to evaluate the event and reach goals

Internal Revenue Service (IRS): and Form 990 revisions; nonprofit organizations registered with; and 1.4 million nonprofit organization registered with; and statistics on women as wealth holders

International perspectives on fundraising: and AFT’s review of survey results; certified sample of current CFRE certificants; CFRE International as key leader of the fundraising community; CRFE job analysis and independently validated identification; and JATF’s work shared for review; lists of CFRE domains and corresponding chapters; practitioners tests of distributed CFREI survey

Internet resources: GuideStar database as information on individual nonprofit organizations; for informing practice and as fundraiser tools

Internet-based fundraising tools: benefits and tools of peer-to-peer fundraising; best practices and user complaints about nonprofit websites; and blogging for nonprofits and basic tips for; and common mistakes by putting all their efforts in social media pages; e-mail appeals as advantage for reaching more people for less money; and e-mail requirement of attention to permission; Facebook Cause Page allowing creation of fundraising drive; and new issues for states’ regulation of fundraising; and shortcomings of facilitating donor relationships; social media and Facebook’s value as platform for engaging donors and volunteers; and studies of what causes people not to give; and tips for e-mail campaigns

Invitation to make a gift: fundraiser’s provision for continuity between organization and donor; negotiation and determination of a significant gift; preparation of solicitation team for; solicitation process as strategy for securing a major gift; steps and negotiation in solicitation meeting; and transition to the gift opportunity

Leadership principles for fundraisers: and application of leadership; and concepts or characteristics that build their strengths and capabilities to lead; and consideration of an alternative style; developing fundraisers as leaders; and engrained types of leadership; and fundraisers development of a “backward plan,”; fundraisers pressure to play many leadership roles; hierarchy of capabilities explained; in key stakeholders in; leadership relationship and responsibilities; necessity of examining, evaluating, and monitoring the fundraising program; and need for maintaining competitive advantage; and tactical leadership defined by metaphors

Leadership and team building: effective leadership combining individual traits and competencies in; focus on practice of; four principal directive of collaborative leadership; fundraisers performance according to best practices; and newer concepts and traits of leader-builders; overview of leadership literature; and seven skills of the twenty-first century leader

McGlaughon, H. K., Jr.

Major gift fundraising: and donor-center research; essential aspects to the work of; and evidence about who are most generous people in the world

Major gift officer: cultivation and relationship building process in; and donor engagement in moral and ethical dialogue; and fundraisers as agents of change; key questions asked by; as moral trainers for ethical inspiration; and nurturing inquiry process

Major gift process: appointment of relationship manager in; and evidence about who are the most generous people; management of

Major gift programs: as natural outgrowth of successful capital campaigns; organizations’ maintenance of

Major gift proposal: preproposal rehearsal of; request or invitation for; site chosen with donor’s needs and comfort in mind

Major gift prospect rating scale

Major gifts: and asking for gifts and pledges; benefactor research as basis for evaluating donor capacity; classification of; common reasons for failure of; and contribution of “step gifts,”; and demand for potential major benefactors; donor-centered research in; and donor’s authentic involvement in nonprofit mission; emerging new perspective on; forms of; key donor questions in; made because of an obligation; meaningful impact of the truly wealthy’s resources; as models of transforming philanthropyig; and obsession with ensuring that money is put to good use; and sense of obligation; stages in the solicitation of; and step gifts; and “the new engaged philanthropist,” ; and their role in organizations’ vitality

Making Ethical Decisions (Josephon)

Management: fundraising involving engaging constituents with the organization; fundraising as process of; poor management as deficiency in; as process based on programs to fulfill organization mission

Management functions, basic: and best outcomes taking prudent risks; and causes of no planning and its results of fear, inertia, and mistrust; control as process of building procedures and policies; evaluation as process to assess programs and people; and management matrix and elements and components of; and planning execution; and process beginning with present resources at hand; professional stance in; and role of chief fundraiser; and SWOT appraisal to determine nonprofit’s vitality

Managing the fundraising program: comprehensive job description as essential for; critical issues confronting fundraising managers in; and fundraisers with clearly written expectations; investing in staff and resources to expand; and staff hiring as critical function

Marketing and communications: and business engagement in philanthropic or social role; concepts intrinsic to; and confusion between marketing and promotion; cross-sector alliances and cause marketing defined; and “donor-centric” research data; historic role of; and market research agenda based on segmentation and prioritization; and market research role in fundraising; market segment examples in; marketing cycle for nonprofits in; marketing plan with six tradition steps in; methods of market resource in; and organizational learning through market research; primary function to exchange items of value; primary and secondary research in; quantitative and qualitative research in; and setting the agenda; sophistication of market research in; three tasks central to marketing activity; traditional four P’s of; types of research tools for fundraisers

Meditations (Marcus Aurelius)

“Model of Christian Charity” (Winthrop)

Native Americans: anonymous and need-based gifts of; common forms of giving among; and common interests for donors

Next generation of donors: and creation of meaningful communications for younger donors; and differences in social life of single versus married or committed relationships; Generation X and Millennials search for agents of positive change; and Generation X as outcome- and results-focused; implications for engaging people as volunteers in; and research on Generation X relating to causes through personal experience

Nicomachean Ethics (Aristotle)

Nonprofit Good Practice Guide

Nonprofit organizations: accountability as major force in; analysis of market requirements and mission test in; case illustration of its service to the community; business techniques’ usefulness in managing; conscious activity to engage donors and prospective donors in; corporate financing and; and creation of a highly qualified workforce; educational causes in; enhancement of human potential and efforts to reduce human suffering; as fastest-growing areas of corporate financing; and identification of the “vision master,”; and long-term survival depending on good business practices; market evaluation for building and sustaining funding base; and market validation; need to understand marketing principles in; and new “engaged philanthropist,”; and nonprofit sector’s growth in U.S. economy; operating as open systems; and participation allowing for multiple responses to an issue; and preparation of a needs statement; and promotion of equity and justice; and provision of fulfillment; and regular giving programs by companies in 1936; relationship-based models of; and research on how companies invest in communities; roles of; and society’s intractable problems; states of; supply side approach to; and support of experimentation; tradition of voluntary association in; transformation of the landscape of; vulnerability to concepts of social entrepreneurship

Nonprofit sector: and growth as large part of U.S. economy; and growth opportunities for volunteer involvement and gift making; proposal writing and grant seeking programs as functions of; recognized as powerful force in the economy and society

Not-for-profit organizations

On Leadership (Gardner)

Operating foundations: geographical shift impacting; IRS mandates for; as resource for nonprofit complementary research

Opportunities: and advantages for corporations’ and nonprofit’s engagement in cross-sector activities; and cause marketing activities; and companies seeking benefits from their sponsorship

Organizational financial needs categories

Organizational readiness: analysis of strengths and weaknesses in; and essential readiness element of organization plan; and organization’s financial plan forcing careful evaluation of program proposals; and programs drafted in economic terms; and scrutiny of the process itself

Organizational strengths and vulnerabilities: accountability as major force in nonprofits; board members’ active involvement in; and failure to adapt and to lose ability to attract vital resources; and fidelity to mission leading to conflict with sources of support; financial plan of; governing board as first human resource strength in; inability to engage volunteers in; and nonprofits’ operation as open systems; nonprofits vulnerable to concepts of social entrepreneurship and market orientation; philanthropic gifts made through formal organizations; planning process and scrutiny from professional staff and volunteers; and response to changing needs by altering value systems; and successful fundraising connected to external environment

Organizations: orientated as unresponsive, casually responsive, or fully responsive; responding to changing needs by altering their own value system

Partners in Philanthropic Planning

Partnership for Philanthropic Practice; as organization of note; and listing of four major associations

Performance evaluation: comparison of current performance with prior years to determine a reliable forecast; factors necessary for; and fundraising intended as growth program

Personal solicitation: as culmination of donor’s search for meaning; role of the fundraising professional in

Personal visits importance

Philanthrocapitalism (Bishop and Green)

Philanthropic opportunities: and e-fundraising and social media in; and recognition of small organizations and small donations; and use of electronic media outlets to fundraise and build community

Philanthropy: broad definition of; and community building through organizations and voluntary associations; enhancement of human potential; and equity and justice through human services and advocacy; as essential element of pop culture; and opportunities recognizing small organizations and small donations

Philanthropy in Communities of Color (Smith, Shue, Vest, and Villarreal)

Philosophy of fundraising: concept of fundraising as servant to philanthropy; and ethical fundraising as activator to gift making; fundraising projects values of total organization; and fundraising as servant to philanthropy; and gift making as voluntary exchange; and giving as privilege and expression of thankfulness; and governance as exercise in authority and control; governing boards’ responsibility for fundraising; mission articulation in terms of societal values fulfilled in; and organization’s mission statement; and process of giving made without expectation of material return

Plan to succeed: analysis of market requirements in; communications plan and preparation in; as concepts and principles constituting the fundraising cycle; criteria for prospective donors; definitions of objectives in; effective planning and rigorous execution in; and fundraising cycle; and fundraising process as continuous and complex; and gift markets’ evaluation; goal of fundraising communications; and market validation; and needs statement preparation; nonprofit needs to understand marketing principles; planning checkpoint as first step in; preferred response to gift solicitation; and qualities of effective objective; and responsibility to manage the process; and selection of fundraising strategies; validation of organization’s needs statement

Planned gift marketing program: and donors’ tendency to gravitate to revocable arrangements; effective marketing of; integration with annual appeals to incorporate planned giving messages; and marketing a particular giving method or to a segment of the constituency; programs developed on a piecemeal basis; stand-alone mailings as cost-effective strategy

Planned gift options; charitable lead trust as; common types of expectancies and current outright gifts as; development of print materials in dissemination of planned giving opportunities; and expectancies as donor promise to make a gift; and gifts of appreciated assets qualifying as; and integration with annual appeals; and planned giving brochures and newsletters; and publicly traded stock; real estate gifts in

Planned gifts: bequests as most popular planned method; charitable gift annuity trust and remainder unitrust in; charitable remainder trusts types of; deferred gifts as; and development of programs on a piecemeal basis; expectancies as promise to make a gift; from donors with long-term organizational support; as gifts made in the present with value occurring later; and life insurance as expectancy; retirement plans and IRAs as expectancies; as simple contract; wills and bequests as simplest form of

Planned giving professionals

Planned giving programs and seminars: and assignment to raise money; attributes for hiring; and donor’s comfort with organization’s stability and permanence; and expectations of greater accountability for gift to be used; financial resources to implement; hiring of fundraising professional as option; and institutional leadership commitment; marketing and financial resources in; as necessary component of major gift programs; option of a network of “friends” with fundraising experience; and personal visits as follow up in timely fashion; securing commitments from board members; and support from the board; technical issues involved in; and technically oriented seminars for professional financial advisors; understanding of “planned giving,”; as way for educating its constituency; ways to begin

Planned giving recognition society: and gift arrangements qualifying for society membership; primary reason for creating

Planned giving seminars: for professional financial advisors; as way to educate its constituency about planned giving

Planning for vision and leadership

Policies and procedures: internal gift reports invaluable to manager; and management of stewardship program; in standard for gift processing and acknowledgment

Principles of Good Governance and Ethical Practice (Independent Sector)

Print materials: in dissemination planned giving opportunities; and planned giving brochures

Professional fundraising executives

Program implementation: and lack of in-house skill set to carry out a piece of the plan; and organizations with options to engage consultants

Prospect identification: and close relationships with major gift donors; major gift prospect identification

Prospect qualification: database screening and mining efforts in; developing prospective donor profiles for; and peer screening as tool for qualifying prospective donors

Prospect research: code of ethics; ethics in; guidelines for gift capacity; LAI principle of linkage, ability, and interest; prospect identification in; resources for; strategic approach provided by; wealth indicators in

Prospective donor management program: example of research profile; and peer screener ratings; and prospective donor management program to facilitate communication; and relationship building with prospective donor

Prospective donor profiles: gift capacity in; guidelines for determining gift capacity; and peer screeners’ ratings; recording of; verified contact information in; and wealth indicators

Prospective planned gift donors: criteria for identifying and qualifying; current planned gift donors and planned giving recognition societies; process of identifying

Public benefit charities public support test

Published resources: and academic research in fundraising and nonprofit marketing; and recommended reading lists; and trade journals and newsletters with local focus

Reflections on Capacity-Building (Campobasso and Davis)

Religious or spiritual values

Request for Proposal (RFP); process to generate; and determination of how broadly to disseminate; generation of proposals only from qualified candidates

Resources for strengthening fundraising, and association resource descriptions and sponsored conferences in

Sequential fundraising

The She Spot (Witter)

Social Media 101 (Brogan)

Social media: adding content to; connecting people through; creating and sharing of everyday people in; defining buzz; different platforms of; general guidelines for; and POST Method strategy; used to motivate and energize volunteers. See also specific platforms

Solicitation events: determining right amount to solicit; as different from one-to-one solicitation; as effective way to raise money face-to-face; executed to demonstrate joy in giving

Sources of support: and gift source for fundraising activities; potential for support among specific market subsectors

Special events: and dynamics in play; as function designed to involve people in organization or cause; integrated and clearly defined purpose for; integrated special events as evaluation tool to best help goals; invitation to participate in; key aspects of cultivation, solicitation, and stewardship in; and recognized organizational need; reinforcement of donor connection to the mission; traditional event as asset to; traits of a good volunteer in; unique opportunities for interaction with donors and prospects in; value of proceeding in

Special gifts program

Staff members portfolio management

Stand-along mailings

State fundraising registration

State law: board of directors’ approved policies for prudent investment, spending, and fees; and charitable definition of a gift; and charitable endowments for long-term financial support; and charitable pledges booked as receivable; and definition of a gift; and fundraising consultants/solicitors requiring a range of states; gift and donor restrictions in; and Internet fundraising and new issues for regulating; multiyear pledge commitments in; oversight of charitable organizations resting with state attorney general; and percentage limitations imposed by state law on fundraising costs; and regulations of consultants and solicitors varying from state to state; and states maintaining “do not call” lists. See also Federal law

Stewardship events: as critical to building and growing donor’s belief in the mission; defined; key elements contributing to successful experience of; meaningful and regular report for; and stewardship of the gift

Stewardship practice: call for responsible use of gifts in; definition of; element of the spiritual and call for discernment in; fundraising stewardship’s four strategies in; and gift acknowledgment recognizing donors’ and funders’ bond; rooted in the ancient Greco-Roman world; typically meaning a management function; use of gifts and the definition and pursuit of prudence in

Strategic cultivation: and fundraisers’ responsibility to keep the relationship moving; major gift decisions and complex evaluation process in; managing the process of; open-ended questions and prospective donor’s key interest in the organization; questions to develop a predetermined plan for; solicitation as culmination of; and solicitation process

Strategic Marketing for Nonprofit Organizations (Kotler and Andreasen)

Support sources: government funded revenue as; and philanthropic funds as gift sources or gift markets

Supporting organizations: donor privacy and codes of ethical confidentiality in; donor’s responsibility to obtain written acknowledgment of gift; gift and estate tax benefits for charitable giving in; and gift substantiation and disclosure; income tax benefits for charitable giving in; international philanthropy and legal aspects of global funding in; noncash gifts and claim for income tax charitable deduction in; sources of gifts and qualifications for tax deductions in; treated to support the charitable mission of; types of member benefit charities; and unrelated business taxable income (UBTI)

Telephone campaign planning: and balanced budget resources across development program functions; call automation to increase program efficiency in; case for support’s relevance to prospective donor; decision to use volunteer or paid callers; legislation and regulation related to; new donor acquisition in; pre-call planning and pre-call review of prospect in; question of who the caller is and nature of the call; review of campaign strategy and segmentation in; use of a consultant for. See also Campaign management

Telephone solicitation: annual phone campaign for regular giving in; caller confidence and professionalism in; and callers following prescribed solicitation structure; closing the call as critical time; complete and accurate data essential to; and determination of amount for each solicitation; and direct mail results; donor acquisition and renewal rates in; and donor stewardship; education of organization’s constituency in; key concepts in developing; leveraging full capacity through new ideas; maximization of annual giving programs’ effectiveness for

The Tipping Point (Gladwell)

Total development plan: competence and commitment of program staff in; components of; and fundraising staff to plan organization and administer programs; and giving patterns of donors; and governance as statement of overall need; management roles in; as necessary for sustainable success; prerequisites for implementing

Traditional philanthropic institutions

Trust and responsibility values

Trustees: and collective spirit of striving to grow and improve; and gift as integral part of organizational improvement; view as leaders in gifting

Trustee’s fundraising role: active role in vetting fundraising plan; and advocates leading by example; board members’ approval and ownership of fundraising plan; and fundraising as organization priority; as good and ready advocates for specific fundraising campaign; identifying prospective donors in; overview of important lessons in; and ownership of fundraising decisions; stories as tool for trustees understanding of fundraising; trustee introduction to leadership; and trustees viewed as leaders in gifting; and trustee’s ways to help philanthropy grow in organizations; and trusteeship as covenant; and ways to help philanthropy grow in the organization; working with donors in

The 21st Century Donor (Saxton, Madden, and Greenwood)

Twitter: basics and nonprofit benefits of; and building a following; customized background reflecting organization’s mission and brand; highlighting organization’s social media presence in; as huge influence on rapid-fire communication; overall communication strategy in; and posts as opportunities for volunteers; used to promote a topic or upcoming event; usefulness as political action tool

Uniform Prudent Management of Institutional Funds Act (UPMIFA)

United Way of America

Uslaner, E.

Values-based inquiry: components of permission and protection in; and key donor questions

Volunteer management: designated role and tasks of volunteers in; evaluating volunteer performance in; and job descriptions; key to being successful in; orientation and training for; and ownership of the fundraising plan; promoting volunteer opportunities through word-of-mouth; recognition essential for supporting; as staff-driven versus volunteer-driven; steps for success in; strategic value and role of volunteers in

Volunteers and volunteering: and advocate links to donor and prospective donors; and connection between giving and volunteering; as effective solicitors and relationship builders; engaged in fundraising; and financial support of the organization; identifying and recruiting; organization’s needs for; as potential major benefactors; as powerful advocates; reasons to volunteer; retention and turnover rate in; steps to engage the prospect in; underestimated value of; and women’s opportunity to volunteer

Wagner, L.: first subheading; second subheading; third subheading

“Wanted: Leader-Builders” (Yearout, Miles, and Koonce)

Women of color philanthropy

Women as donors: and action steps developing initiative; assessing current work with; examples demonstrating impact of; positioned to be powerful sources for; prospective, and decision to work more deliberately with; race and culture of

Women’s Funding Network

Women’s philanthropy: and boomer women’s likelihood to give to charities; compared to men’s charity giving; as natural and untapped resource; organization’s readiness for; “who decides” question in; and women as donor and volunteer; and women as likely to give to education; and women’s access to wealth; and women’s attitude toward money; women’s influence in household philanthropy decision making; and women’s motivations for giving