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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 | |