Table of Contents
Title Page
Copyright Page
The AFP Fund Development Series
The Association of Fundraising Professionals
Dedication
Acknowledgments
About the Author
Introduction
CHAPTER 1 - Why a Development Plan
The Basic Elements of a Development Plan
Summary
Further Reading
CHAPTER 2 - Who Needs to Be Involved in the Planning Process?
The Development Staff
Non-Development Staff
The CEO
The Board’s Role
The Development Committee
Consultants
Summary
Further Reading
CHAPTER 3 - Planning to Plan
When Should the Organization Do a Development Plan?
What Is Needed to Get Started?
How Long Will It Take to Develop the Plan?
What Time Frame Does the Plan Cover?
The Development Audit
Summary
Further Reading
CHAPTER 4 - The Process
Determining Who Will Be Involved
Planning Meetings
Setting Goals and Objectives
Assigning Timelines, Budgets, and Areas of Responsibility
Summary
CHAPTER 5 - The Product
Technology
Staffing
Board Involvement in Fundraising
Volunteer Fundraisers
Donor Relations
Communications
Fundraising Activities and Constituencies
Fundraising Methods
Format
Approval
Summary
Further Reading
CHAPTER 6 - Implementing the Plan
Who Is Responsible for Implementing the Plan?
How Do Changes within the Organization Affect the Plan?
Keeping the Plan Dynamic
Summary
CHAPTER 7 - Evaluating Success
Benchmarking Strategies
Fundraising Costs
Return on Investment
Other Benchmarking Standards
What If the Plan Is Not on Track?
Summary
Further Readings
CHAPTER 8 - The Next Step
How Did It Work?
Successes
Volunteer Fundraisers
Failures in the Plan
Board Members
Other Volunteers
The Next Plan
Summary
Index
This book is printed on acid-free paper.
Copyright © 2007 by John Wiley & Sons, Inc. All rights reserved.
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Library of Congress Cataloging-in-Publication Data:
ISBN-978-0-0471-79825-5
The AFP Fund Development Series
The AFP Fund Development Series is intended to provide fund development professionals and volunteers, including board members (and others interested in the nonprofit sector), with top-quality publications that help advance philanthropy as voluntary action for the public good. Our goal is to provide practical, timely guidance and information on fundraising, charitable giving, and related subjects. The Association of Fundraising Professionals (AFP) and Wiley each bring to this innovative collaboration unique and important resources that result in a whole greater than the sum of its parts. For information on other books in the series, please visit:
The Association of Fundraising Professionals
The Association of Fundraising Professionals (AFP) represents 28,000 members in more than 185 chapters throughout the United States, Canada, Mexico, and China, working to advance philanthropy through advocacy, research, education, and certification programs.The association fosters development and growth of fundraising professionals and promotes high ethical standards in the fundraising profession. For more information or to join the world’s largest association of fundraising professionals, visit
2004-2007 AFP Publishing Advisory Committee
Linda L. Chew, CFRE Associate Director, Alta Bates Summit Foundation
Nina P. Berkheiser, CFRE Principal Consultant,Your Nonprofit Advisor
D. C. Dreger, ACFRE Senior Campaign Director, Custom Development Systems (CDS)
Samuel N. Gough, CFRE, Chair Principal, The AFRAM Group
Audrey P. Kintzi, ACFRE Chief Advancement Officer, Girl Scout Council St. Croix Valley
Robert J. Mueller, CFRE Vice President, Hospice Foundation of Louisville
Maria Elena Noriega Director, Noriega Malo & Associates
Leslie E.Weir, MA, ACFRE Director of Gift Planning, Health Sciences Centre Foundation
Sharon R.Will, CFRE Director of Development, South Wind Hospice
John Wiley & Sons
Susan McDermott Senior Editor (Professional/Trade Division), John Wiley & Sons
AFP Staff
Jan Alfieri Manager, New Product Development
Walter Sczudlo Executive Vice President & General Counsel
This book is dedicated to my children, grandchildren, and great-grandchildren, who provide daily inspiration to me: Patty, Tom, Ben, and Eli Downing; Vicki and Jim McIlwaine; Jason, Kathy, Nathan, and Kayleigh Foreman; Katie Foreman; Isabel Diaz; Joe Lysakowski; John, Maggie, Ariana, Stef, and Rachel Lysakowski; Matthew Lysakowski and Kate Spang.
Acknowledgments
I would like to thank the people with whom I have worked in my development career at Alvernia College and the Foundation for the Reading Public Museum, and the many associates and clients of CapitalVenture who have helped me learn the importance of good planning. I especially want to thank the numerous friends and associates I have met through the international Association of Fundraising Professionals, Charity Channel, and the local chapters of AFP in which I have been involved.
In particular, I would like to thank those who contributed directly to this book: Kelly Aitland; Shirlene Courtis, CFRE; Stuart Golder; Margaret Guellich, CFRE; Sue Kreeger, CFRE; Rosemary Mahoney; Anne Peyton, CFRE; and Laura Scott.
About the Author
Linda Lysakowski (LasVegas, NV) is the president/CEO of CapitalVenture, a consulting and training firm specializing in capital and endowment campaigns and other fundraising services. She is one of only 78 people worldwide to hold the Advanced Certified Fundraising Executive designation. Named by both the Eastern Pennsylvania’s and the LasVegas, NV chapters of AFP “Outstanding Fundraising Executive of the Year” in 2001, and a magna cum laude graduate of Alvernia College, Linda is also a graduate of AFP’s Faculty Training Academy and was the first recipient of AFP’s Barbara Marion Award for outstanding leadership. She has been a speaker at local, regional, and national fundraising conferences for more than 10 years. She has authored two booklets in the AFP Ready Reference Series (Establishing Your Development Office and Getting Ready for a Capital Campaign) as well as articles for related newsletters and other nonprofit publications (Charity Channel, CASE Currents, International Journal of Nonprofit and Voluntary Sector Marketing) and her book Recruiting and Training Fundraising Volunteers was published in 2005. She is also a contributing author to The Fundraising Study—It’s Not About The Money.
Introduction
In my first job as a development officer, I realized how important it was to have a solid development plan and to ensure that everyone in the department was well aware of this plan. I was fortunate to have a great mentor, the late Ralph Wolfe of Martz and Lundy, who helped me put together an annual fund plan. As I grew into more responsible positions, I realized how important it was that the annual fund and other components of the development program, such as the capital campaign and planned giving, were woven together into a seamless development program.The public relations function is also an integral part of the development office, and again I was fortunate in my first development job to work with a team of excellent professionals who understood the importance of the two offices working hand in hand.
In my 15 years as a consultant, I have found that many smaller nonprofits, and a fair amount of larger ones, fail at their development efforts due to lack of planning. They tend to put all their eggs in one basket, placing too much effort into what should be one small aspect of their development program, usually grants or special events. As a banker, I learned the 80/20 rule early in my professional career, and I realized early in my consulting practice that this rule was morphing into the 90/10 rule or even the 95/5 rule. I found that many organizations were spending 80, 90, or 95 percent of their time working on activities that generated 20, 10, or even just 5 percent of their funds. A solid, well-thought-out development plan will allow the development office to focus its energies on the 5, 10, or 20 percent of their donors who will be responsible for 80, 90, or 95 percent of the organization’s gifts.
Another observation I have made over the years is that board members and other fundraising volunteers need to have clear-cut goals and understand the basic psychology of philanthropy, as well as have a basic knowledge of fundraising techniques that have proven successful. In order to avoid the well-meaning board member or volunteer who may lead the organization astray by focusing on a single fundraising effort such as a major special event (or worse yet, a series of smaller special events) that can consume the time and energies of staff, board, and volunteers, a development plan can help the entire organization focus on an integrated approach to fundraising. The involvement of board members, non-development staff, and volunteers in the planning process will also ensure their buy-in to the plan.
Whether your organization has a small budget or is a multimillion-dollar operation, whether you have no development staff or a staff of 20, your organization will benefit from having a dynamic development plan that creates enthusiasm, fosters a sense of confidence in the organization, and helps track success. It is my hope that this book will help the novice development officer and the seasoned professional, the volunteers and the entire staff of the organization understand the development planning process and that, after reading this book, members of the development office will be able to develop a plan that is a vital part of the organization’s success in fulfilling its mission.
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
Lesen Sie weiter in der vollständigen Ausgabe!
