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Preface | |
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Acknowledgments | |
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Beginning at the Beginning: The Context for Everything Else. | |
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Why the Larger Context Matters | |
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Philosophical Framework | |
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This I Believe | |
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Building Community | |
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Building Community Redux | |
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Effective Organization | |
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Key Components of Effective Organizations | |
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Effective Fund Development | |
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In Conclusion | |
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INTERMEZZO #1 Why? | |
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The Red Pants Factor: A Story about the Power of Questioning. | |
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Finding Your Own ''Red Pants Factor'' | |
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A Postscript from Black Dress | |
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INTERMEZZO #2 What Do All the Words Mean? | |
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Key Components of Effective Organizations: Part of the Larger Context for This Work. | |
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Adopt an Organizational Development Approach | |
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Limitations of Technical Fundraising | |
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Turning You into an Organizational Development Specialist | |
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What the Organizational Development Specialist Needs to Know | |
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Build a Culture of Philanthropy | |
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Concept of Corporate Culture | |
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Culture of Philanthropy | |
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Meaningful Questions | |
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Personal and Organizational Commitment to Conversation and Questioning, Learning and Change | |
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Learning Organization Theory | |
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Systems Thinking, the Cornerstone of Learning Organizations | |
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Conversation at Work | |
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This Is Hard Work | |
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Value of Research-Your Own and That of Others | |
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Collecting Data from Your Organization | |
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Translating Data into Useful Information | |
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Qualified Opinions Only, Please! | |
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A Curious Conundrum | |
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Corollary of the Curious Conundrum | |
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In Conclusion | |
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What Relationships Are and Why We Have Them: The Art of Human Interaction. | |
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Relationships Are Everything | |
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A Radical Notion | |
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Relationships Require Choice | |
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Types of Relationships in the Nonprofit/NGO Sector | |
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Your Philanthropic Relationships: How Your Organization Relates to Its Donors of Time and Money | |
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Relationships with Other Organizations: How Your Organization Relates to Other Community Organizations | |
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Relationships within Your Organization: How the Various Parts of Your Organization Relate | |
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Advocacy and Public Policy Relationships: How Your Organization Promotes Public Policy that Fosters Healthy Communities | |
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Relationships Are Definitely Not Transactions | |
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Do Donors Really Want Relationships? | |
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Watch a Good Relationship Builder | |
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Key Concepts in Relationship Building | |
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Sincerity | |
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Closeness and Boundaries | |
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Diversity and Cultural Competence | |
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Values | |
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Dynamism and Change | |
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In Conclusion | |
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A Values and Mission of the Equity Action Fund at The Rhode Island Foundation | |
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Five Rather Deadly Sins: Warnings about Relationships and Solicitation. | |
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Sin #1: Separating Fund Development from Philanthropy | |
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Sin #2: Treating Giving as a Financial Transaction Rather than an Emotional Act | |
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Are You Treating Your Donors like Automatic Teller Machines? | |
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Sin #3: Trespassing on Personal and Professional relationships. Please Promise that You Won't! | |
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How Do Your Board Members Feel? | |
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But Lots of Organizations Do This and We Need the Money! | |
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Sin #4: Universalizing Your Own Passion. Instead, Find Theirs-or Leave Them Alone and Move On! | |
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Sin #5: Asking Prematurely | |
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More Visibility Does Not Produce More Gifts | |
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Ensuring Visibility with Your Prospects and Donors | |
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Don't Solicit Unless You Know that The Person Knows Your Organization | |
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Not Sins but Certainly Worries | |
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Are You Worried about Donor Fatigue? | |
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Are You Worried about All That Competition for the Same Donors? | |
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In Conclusion | |
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INTERMEZZO #3 Direct Mail and Relationship Building | |
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Eight Steps to Develop and Nurture Relationships: It's What I'm Buying that Counts. | |
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Developing Your Relationship-Building Program | |
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Steps in Relationship Building | |
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Step #1: Identify the Predisposed | |
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Step #2: Get to Know the Predisposed | |
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Step #3: Understand Their Interests and Disinterests, Their Emotions, and Their Motivations and Aspirations | |
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Step #4: Identify What You Have in Common and Define the Mutually Beneficial Exchange | |
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Step #5: Nurture the Relationship to Develop Commitment | |
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Step #6: Evaluate Interest and Readiness for the Request | |
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Step #7: Ask and Thank | |
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Step # 8: Monitor Progress and Measure Results | |
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In Conclusion | |
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A Evaluating Prospect Interest, Readiness, and Capacity and Designing the Ask | |
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Identify the Predisposed: Finding New Prospects for Your Organization. | |
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Who Are the Predisposed? | |
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Introducing the Concept | |
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But What If They Are Reluctant? | |
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Fund Development Professionals Help Organizations | |
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Identify the Predisposed | |
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Collect and Analyze Public Lists | |
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Listen to Your Friends and Colleagues | |
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Host Cultivation Gatherings | |
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Creating Opportunities for People to Self-Identify as Predisposed | |
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How the Women's Fund Uses These Four Steps | |
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Building Relationships | |
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In Conclusion | |
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A Learning about People Through Conversation | |
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Understanding the Fundamentals of Marketing and Communications: The Right Message to the Right Person at the Right Time. | |
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Communications: For Many, It's All They Know of You | |
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Fund Development Is a Type of Marketing, and Uses the Same Methods | |
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It's Not What You're Selling, It's What They're Buying | |
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Targeting: How You Find Needles in a Haystack | |
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Segmentation: How You Increase Penetration Of A Target Market | |
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Frequency and Reach | |
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What Is Branding? | |
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In Conclusion | |
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Emotions: The Decision Makers. | |
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Introduction | |
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Orbitofrontal Damage and Its Implications for Fundraisers | |
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Emotional Triggers: An Introduction | |
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Up to 135 Triggers to Choose From | |
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Emotional Twinsets: Raise the Problem, Be the Solution | |
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In Conclusion | |
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A W. Gerrod Parrott's List of Emotions | |
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Relationship Building: Details about Steps #3 and #5: Getting to Know You. | |
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Step #3 in the Relationship-Building Process | |
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Getting Started | |
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Keep Going! | |
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What Kind of Information Do You Want to Know? | |
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A Few Strategies for Getting to Know Your Donors and Prospects | |
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A Reminder about Step #4 | |
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Step #5: Nurture the Relationship to Development Commitment | |
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Role of Customer Service | |
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Some Preliminary Thoughts about Cultivation | |
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Creating Opportunities for Connection | |
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Ways of Making Emotions Tangible and Expressing Feelings | |
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Cultivation as a Community-Building Process | |
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Ideas for Nurturing Relationships | |
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Using Incentives to Nurture Relationships | |
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Using an Individual to Cultivate a Particular Relationship | |
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Debrief after Cultivation | |
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In Conclusion | |
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Building Relationships with Your Constitutents | |
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Member Survey of the Audubon Society of Rhode Island | |
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E-Mail Survey from the Audubon Society of Rhode Island | |
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Women's Fund of Rhode Island Marking Milestones Brochure | |
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Creating Your Relationship-Building Plan: Write It Down. | |
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Good Process Produces the Best Results | |
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Plan Practicalities | |
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A Different Approach | |
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In Conclusion | |
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Planning Donor Communications: Staying in Touch. | |
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Introduction | |
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Writing a Plan | |
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Building an Annual Donor/Media Communications Calendar on the Schwartz Plan | |
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In Conclusion | |
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Characteristics of Effective Communications: How the Sausage Gets Made. | |
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Action is the Objective. Reading Is Optional | |
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An Honest-to-Goodness Secret to Success: Write a Creative Brief First | |
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There's an Onslaught, and You're Part of the Problem | |
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You're Selling Feelings, Especially Hope | |
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You're Selling a Feeling of Importance, Too | |
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Interest Me | |
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How to Interest Donors and Prospects: The Big Four | |
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How to Interest Anyone: Four Chances to Win | |
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Self-Interest: Why Greed Is Good | |
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Make Offers | |
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Passing the ''You'' Test | |
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Don't Talk So Much about What You Do. Talk about Why It Matters | |
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Have Themes | |
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You've Heard of ''Values Voters''? Meet ''Values Givers'' | |
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In Conclusion | |
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INTERMEZZO #4 What's the Role of a Fundraiser? | |
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Are You Really Donor-Centered? Are Your Donors Truly Loyal? Why Building a Better Mousetrap Doesn't Work Unless Your Donors Are Mice | |
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Some Facts about Donor Retention | |
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Donor-Centrism: The New Old Thing | |
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Acquisition Is Easy. Retention Is Tough | |
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''Donor-Centric'' Is Another Way of Saying "Building Trust" | |
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Why Donor-Centered? Shouldn't Mission Be at the Center? | |
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Simple Demands of Donor-Centricity | |
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Donor Loyalty and Donor-Centrism: Inextricably Linked | |
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What Is Loyalty? | |
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Passive Loyalty | |
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Active Loyalty | |
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Lifetime Value | |
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Are Donors Loyal to Your Organization or to the Cause You Represent? | |
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Current Donors Come First | |
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Helping Your Donors Dream | |
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It's Relationship Building, It's Not Education | |
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Engaging Donors with a Targeted Gift | |
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Acquiring a New Donor | |
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You're Invading Their Privacy | |
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Many Nonprofits Cannot Afford Bulk Direct Mail Acquisition Anyway | |
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Create an Exclusive Program to Bond with First-Time Donors | |
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Your Organization Can Speak Out-But Does It? | |
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In Conclusion | |
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Telling a Story: Then What Happened? | |
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Why Tell Stories? | |
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What Is a Story? | |
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Fundraising Stories Report Results, without Lingering on Your Inner Workings | |
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Anecdotes versus Statistics: Which Are Better? | |
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Handling the Trophy Statistic | |
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Use Statistics like a Spear | |
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Have Themes, Then Tell Stories that Illustrate Those Themes | |
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What Makes a Story Work? Sensory Detail | |
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In Conclusion | |
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Communications and Social Styles: Did You See What I Mean? | |
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Everything but the Words | |
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What Does ''Social Style'' Mean? | |
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Assertiveness and Responsiveness Come First | |
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Assertiveness: Measuring How Others See You as You Try to Influence Their Thoughts and Actions | |
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Responsiveness: Measuring How Others See You as You Express Your Feelings | |
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What's Your Social Style? | |
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Are You Comfortable? Are Others? | |
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Are You Versatile? | |
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A Few Caveats | |
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In Conclusion | |
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Conversation Nurtures Relationships: Asking Questions to Learn More. | |
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A Quick Aside: Questions Related to Solicitation | |
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Purpose of This Conversation | |
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Honoring Conversation | |
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Active Listening | |
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Listening . . . Sort Of | |
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Observing | |
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Genuine Inquisitiveness | |
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Starting a Conversation: Why Talking about the Weather Is Good | |
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What Is Important to Those in Your Relationships? | |
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Here's a Framework That Might Help You Discern What's Important | |
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Your Donors and Your Mission | |
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Ask Your Donors Why | |
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Ask Questions about Your Organization Specifically | |
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Ask Questions about Your Cause | |
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Ask About Their Giving Habits | |
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Find Out Their Values and Beliefs | |
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| |
Conversation with Donors at the Rhode Island Foundation | |
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In Conclusion | |
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The Case for Support: Why Should Anyone Give You Money? | |
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Introduction | |
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Preliminary Steps | |
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A Good Case Is, at Heart, an Inspiring Tale | |
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What Kinds of Information to Collect? A Checklist | |
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Building a Case in a Single Meeting | |
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Why Does Your Organization Do What It Does? | |
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What Have You Accomplished? | |
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Why Is Your Organization the Best Organization to Do This Work? | |
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What Do You Do? | |
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How Do You Hold Yourself Accountable? | |
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Who Are Your Target Audiences? | |
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Which Emotional Triggers Would Move Your Target Audience(s) to Act? | |
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Going from A to B: Answering Three Basic Questions | |
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Why Us? | |
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Why Now? | |
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Why You? | |
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Types of Case Statements | |
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Internal Case | |
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Feasibility, Planning, or Draft Case | |
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Public Case | |
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In Conclusion | |
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Thoughts about Creating a Case for Support | |
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Housatonic Youth Service Bureau: | |
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Volunteers in Providence Schools: Case Statement for Operations | |
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Audubon Society of RI: Internal Case for Donor Support | |
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Talking Points: HousingWorks RI 2006 | |
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The Donor Newsletter: How You Cultivate (i.e., Retain) Donors. | |
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Introduction | |
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What the Research Says about Donor Newsletters | |
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What Do Donors Want from Your Newsletter? | |
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Seven Common Flaws that Undermine Donor Newsletters: A Checklist | |
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Flaw #1: Doesn't Deliver News that Donors Care About | |
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Flaw #2: Doesn't Put the Donor Center Stage | |
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Flaw #3: Isn't Very Friendly | |
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Flaw #4: Skimps on Emotional Triggers | |
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Flaw #5: Doesn't Tell Stories | |
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Flaw #6: Expects People to Read in Depth | |
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Flaw #7: Doesn't Have Real Headlines | |
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The Flaw You Fix First: Headlines | |
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How to Find the Story Behind the Headline | |
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Electrons or Paper? High-Performance E-Mailed Newsletters | |
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Your E-Newsletter's Subject Line Makes All the Difference | |
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Electrons and Paper: Other Advantages of E-Newsletters | |
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E-Newsletters Must Be Opt-in | |
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Fast, Easy, Still on Paper: The ''Newsyletter'' | |
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Simplicity Itself: A Proven Formula for a Donor Newsyletter | |
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In Conclusion | |
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Boys & Girls Club of Pawtucket Newsletter | |
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Example 1: Women's Fund of Rhode Island Newsyletter | |
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Example 2: Women's Fund of Rhode Island Newsyletter | |
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The Web Site Home Page: Click. Search. Do. Read? | |
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Not So Much | |
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Why Web Sites Are Completely Different | |
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Is Your Home Page Ready for Newcomers? | |
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Getting Off on the Right Foot: The Importance of a Tagline | |
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What Must Be on the Home Page, Krug Says | |
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In Conclusion | |
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Tips for Writing: Think First. Write Later. | |
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Introduction | |
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Your Fifth-Grade Teacher Was Right: Outline | |
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An Easy Way to Outline: Ask Yourself Questions First | |
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| |
Know the Point of Your Story and Start There | |
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| |
Write about Benefits, Not Features | |
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| |
Write Less | |
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Write for Speedy Reading | |
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| |
Beginning with a History Lesson, and Other Common Flaws | |
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In Conclusion | |
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Readability: Visual Aspects of Good Communications. | |
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| |
Welcome, Browsers! | |
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How We Look | |
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From Gutenberg to Wheildon | |
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| |
Anatomy of a Failed Annual Report | |
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In Conclusion | |
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Monitoring Progress and Measuring Results: How Effective Are Your Communications? | |
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| |
''Is It Working?'' How to Measure Your Results | |
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Measuring the Unmeasurable | |
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Get Your Thoughts in Order Before You Begin to Write: A Checklist | |
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| |
Evaluating Your Donor Newsletter: Eight Tests | |
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| |
Measuring the Effectiveness of Public Relations | |
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Standards for E-Mail Solicitations | |
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In Conclusion | |
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| |
Monitoring Progress and Measuring Results: How Good Is Your Relationship-Building Program? | |
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| |
Why Evaluation Matters | |
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Deciding What to Measure | |
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Measuring Performance and Evaluating Results | |
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| |
A Practical Example | |
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| |
A Suggestion for Measuring Some of Your Qualitative Results | |
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Analyzing and Interpreting Evaluation Results | |
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Communicating Evaluation Results | |
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Possible Performance Measures for Relationship Building | |
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| |
From the Prospect/Donor Perspective | |
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| |
What You Do to Nurture Relationships | |
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| |
Charitable Giving Measures that Reflect Donor Loyalty | |
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| |
Monitoring Progress | |
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| |
In Conclusion | |
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| |
INTERMEZZO #5 You and Your Organization: Sprinting into the Future | |
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| |
Coda: Philanthropy's Moral Dilemma. | |
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| |
Politics of Power in Philanthropy | |
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| |
Moral Dilemma Facing Philanthropy | |
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| |
Power, the Silent Haunting | |
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| |
Privilege, the Driving Nature of Power | |
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| |
Understanding the Two Types of Philanthropy | |
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| |
Tradition Dominates | |
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| |
Have You Noticed: The Less Social Justice We Have, the More Philanthropy We Need? | |
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| |
We Are Complicit | |
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| |
Philanthropy as a Democraticizing Act | |
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| |
Attacking the Moral Dilemma | |
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In Conclusion | |
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Questions about Privilege and Power | |
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| |
Joyaux's Concept of Enabling Functions, Skills, and Attitudes | |
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| |
| |
Basic Principles of Fund Development | |
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| |
Resources | |
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| |
Index | |