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Foreword | |
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Preface | |
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Acknowledgments | |
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How Does Development Mean? | |
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Development is Marketing | |
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Development is Holistic | |
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Development Includes Fundraising | |
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The Development Team | |
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The Components of Successful Development Programs | |
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A Clear and Compelling Mission | |
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Creating/Re-Creating Your Mission Statement | |
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Using the Mission Statement | |
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The Good, the Bad, and the Ugly | |
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In Summary | |
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Building Ownership through Planning | |
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Elements of Successful Planning | |
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Establishing the Strategic Planning Committee | |
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Conducting the Strategic Planning Committee Meetings | |
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Managing the Plan and Achieving Your Objectives | |
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Planning for a Capital Campaign | |
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In Summary | |
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Creating the Case for Support | |
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The Internal Case Statement-Basic Development Tool | |
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What the Internal Case Statement Includes | |
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The Process of Creating the Internal Case Statement | |
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Tips for the Writer | |
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Preparing Presentational Case Statement Materials | |
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In Summary | |
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Telling Your Organization's Story | |
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The Definition and Purpose of Marketing | |
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What's in a Name? | |
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Get to Know Your Target Audiences | |
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Getting the Word Out | |
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Using Your Available Human Resources | |
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Writing the Marketing and Communications Action | |
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Internal Marketing and Communications | |
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Being Prepared for Crisis Management | |
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In Summary | |
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The Fundraising Program | |
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Planning to Succeed | |
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The Annual Fund-Acquiring, Keeping, and Growing Donors | |
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Raising Major Gifts | |
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Planned Giving-Another Way to Raise Major Gifts | |
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Capital Campaigns | |
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The Role of Special Events in Development | |
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Keeping the Friends You Have Made | |
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In Summary | |
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Research and Recordkeeping | |
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"Make the Juice Worth the Squeeze" | |
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Where Am I, and What Do I Do? | |
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The Continuing Process of Evaluating and Planning | |
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General Principles of Prospect Identification, Research, and Rating | |
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In Summary | |
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The Organization and Use of Volunteers | |
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Why Do We Volunteer? | |
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What Volunteers Bring to Your Organization | |
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Methods for Developing Volunteer Involvement and Leadership | |
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Selecting the Right Person for the Job | |
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Extending the Invitation | |
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Recognizing and Thanking Volunteers | |
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Dealing with Recalcitrance | |
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In Summary | |
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Building and Keeping an Effective Governing Board | |
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The Principal Functions of the Board | |
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Beginning to Build a Strong Board | |
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Creating and Guiding the Process-the "Committee on Board Wellness" | |
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The CEO and the Board-Who's in Charge Here? | |
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Keeping It in the Family-Thoughts on Board Relations | |
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The Special Character of Foundation Boards | |
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In Summary | |
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Your Organization's Real Chief Development Officer | |
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"Trickle Down Development" | |
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The CEO and the Components of Development | |
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The CEO and the Major Gifts Program | |
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Providing Leadership in Stewardship | |
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In Summary | |
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The Development Professional | |
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If Development Professionals Are So Important, Why Aren't They Appreciated? | |
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The Development Chief and the CEO | |
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How to Find Your Ideal Development Professional | |
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In Summary | |
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About the Author | |
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AFP Code of Ethics | |
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A Donor Bill of Rights | |
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Index | |