About the Editor.
About the Authors.
Preface.
Chapter 1 Stepping Up to the Challenge—Philanthropic Program Effectiveness (Martin L. Novom, CFRE).
Important Trends.
An Increase in Requests for Charitable Contributions.
Intensif ication of Public Scrutiny on the Nonprof it Sector.
Greater Attention by Donors on Improving Fundraising Effectiveness.
Increased Emphasis on Improving the Quality of Relationships with Donors.
How Nonprof it Organizations Are Responding to These Trends.
Increasing Philanthropic Program Budgets.
Renewed Emphasis on Ethics and Ethical Behavior.
Greater Focus on Strategic Thinking in Philanthropic Programs.
Increasing Sophistication of Trustees and Staf f.
Is This Enough?
Paying Attention to Risk.
Minimizing Risk and Maximizing Effectiveness.
Chapter 2 Looking in the Mirror—What Is a Precampaign Planning Study?(Elliot S. Oshry, CFRE).
Introduction.
Planning or Feasibility?
Benefits of a Well-Crafted Study.
Case for Support.
Gift Table.
Quality Control.
Educational Organizations.
Healthcare Organizations.
Areas of Inquiry.
Objectives and Deliverables.
Process.
Timing.
When to Do a Study.
Summary.
Chapter 3 Standing at the Threshold—It Takes More Than a Feasibility Study to Get Ready for a Capital Campaign (Betty Ann Copley Harris, FAHP).
Introduction.
Are You Ready to Undertake a Capital Campaign?
Why Conduct a Study?
Two Years before Starting a Campaign.
One Year before the Campaign.
Six Months before the Campaign.
Form a Precampaign Planning Committee.
You KnowYou’re Ready When.
What You Want from Your Feasibility Study.
Elements of Campaign Success.
Benefits of a Feasibility Study.
Gaining Internal Consensus.
Board Members Begin Thinking of Their Own Commitments.
The Urgency of the Case for Support Is Validated.
Top 10 Prospects Are Qualif ied.
Cultivation Value.
Donors Are Asked for Advice.
The Fundraising Acumen of Leaders and Staf f Is Tested.
Development Off ice Readiness Is Assessed.
Your Image in the Community Is Conf irmed.
The “Feasibility” of Your Campaign Goal Is Tested.
The Best Sources for Campaign Leadership Are Confirmed.
Timing for Your Campaign Is Indicated.
Other Important Discoveries.
Benefits Beyond the Dollars Raised.
When a Feasibility Study Is Unnecessary.
Chapter 4 Development Assessment—Ready! Aim! Fire! (Anne Peyton, CFRE, CFP).
Rocket Science and Magic Bullets.
“We Want to Start a Campaign . . . ”.
Speak Truth in Love to Power.
What’s in a Development Assessment?
Audit or Assessment ?
Methodology.
Recommendations.
“You Can Start the Process”—Resources to Help You.
“What’s in It for Me? So What?”
A Governance Assessment?
Development Assessment and/or Precampaign Planning Study?
“Whew, That’s a Lot to Think About”.
Chapter 5 Ensuring Successful Outcomes—Assignment of the Tasks (Linda Lysakowski, ACFRE).
The Consultant.
The Steering Committee.
Chief Development Off icer.
Chief Executive Off icer.
Administrative Support Staf f.
The Board.
The Interviewees.
A Word about the Report.
Summary.
Chapter 6 Listening to the People—Selection of Interviewees (J.A. Tony Myers, CFRE ).
Introduction.
Choosing the Right Categories of People: Giving Voice to Constituents.
Whom Do We Choose? (Concerns about Stacking the Deck).
Listening Deeply.
Ensuring Those Who Can Make a Dif ference Are Heard.
Access to Wealth: How Money Is Created and Distributed in Our Culture.
Movers and Shakers and the Reputation of Your Organization.
Making Sure That Potential and Current Volunteer Leaders Are Given an Inside Seat.
Creating an Atmosphere and an Opportunity for Leading Contributors to Help in the Development of Potential Campaign Momentum.
Finding Room for Critics and Gadf lies.
Gadflies.
Fitting the Design of the Study to the Ethos and Culture of the Organization!
Authentic Leadership.
The Attractiveness of Developing Greater Distinctiveness.
Summary and Conclusions.
Chapter 7 Coming from Donors—Conduct of the Interviews (Betty Ann Copley Harris, FAHP ).
Introduction.
Capturing the Interest of Donors to Participate inYour Study.
Letter of Invitation to Participate.
Scheduling the Interviews.
Anticipating Questions and Objections from Invitees.
Preparing for the Interview.
Conducting the Interview.
Chapter 8 Telling Our Story—Use of the Case for Giving (William L. Carlton, ACFRE ).
The Statement of Need.
Outgrowth of Strategic Plan.
Consensus of the “Family”.
Distinctiveness of the Document.
A Common Guide Outline.
Anticipating Concerns.
A First and Lasting Impression.
Chapter 9 Sifting and Sorting—Compiling of the Data (S. Sanae Tokumura, APR, ACFRE).
Garbage In, Garbage Out.
The Next Step.
Interpretation.
Aff inity.
Respect.
Case for Support.
Confidence.
Philanthropic Readiness.
Issues.
Chapter 10 Tell Me What I Say—Findings, Conclusions, and Recommendations (Eugene Scanlan, CFRE, PhD).
An End and a Beginning.
The Quality Report.
The Report Process—It’s More Than Paper.
The Report and Variations on a Theme.
Element 1: The Executive Summary.
Element 2: The Consulting Process.
Element 3: Findings.
Element 4: Analyses (or Conclusions).
Element 5: Recommendations.
Element 6: Attachments.
Other Considerations.
Conclusions.
Chapter 11 What Strengthens Our Institution—Integrating Results (Linda Lysakowski, ACFRE ).
Success Factors.
Typical Study Process Issues.
Public Relations.
Staf f ing.
Donors and Volunteers.
Overcoming the Obstacles.
The Campaign Plan.
Campaign Timeline.
Campaign Budget.
Scale of Gifts and Numbers of Prospects.
Organizational Chart and Position Descriptions for Campaign Cabinet.
Study Report Results.
Following Up on Recommendations.
Validity of the Study.
Extenuating Circumstances.
Chapter 12 Seeking Help—The Benefits and Burdens of Working with a Consultant (Simone P. Joyaux, ACFRE).
What Is a Consultant?
Who Decides That Your Organization Needs a Consultant?
When Does Your Organization Need a Consultant?
Your Organization Needs an Expert.
Your Organization Needs Additional Resources.
Your Organization Needs Objective Outside Evaluation.
But Maybe Your Organization Does Not Need a Consultant!
Is Your Organization Ready for a Consultant?
The Benefits of Working with a Consultant.
The Burdens You Face When Working with a Consultant.
The Consultant as Change Agent.
What Expertise Should You Expect in Your Consultant?
What Kind of Consultant Do You Want? Here’s What I Want.
Use the Interview to Help You Pick the Right Consultant for Your Organization.
Check References!
Summary.
Chapter 13 Taking It Home—Applying What You Learned (Martin L. Novom, CFRE).
Introduction.
Further Exploration—When There Is Little Pressure to Pursue a Study.
Why Look Beyond This Book?
Considerations for Consultants.
Applying the Subject Matter—When a Study Seems Likely.
Green Light, Red Light.
The Most Positive Situation.
The Most Negative Situation.
A Solo Inquiry or One with an Institutional Authority.
Utilizing the Information in This Book.
Determining Readiness for an Expenditure of Organizational Resources.
Moving Slowly or Moving Rapidly.
Moving Slowly.
Moving Quickly.
Who Decides?
Networking with Other Organizations.
Summary.
My Final Thoughts—We Can Make It Much More Than a Diagnostic Tool.
Appendices.
Appendix A Planning Study Action Plan.
Appendix B Letter Requesting Names of Interviewees.
Appendix C Potential Participants Form.
Appendix D Planning Study Interview Schedule.
Appendix E Letter Requesting an Interview.
Appendix F Telephone Script.
Appendix G Letter Confirming Interview Appointment.
Appendix H Planning Study Appointment Schedule.
Appendix I Appointment and Personal Data Form.
Appendix J Interviewer Questionnaire.
Appendix K Letter Thanking Participant(s).
Appendix L Mountain View Waldorf School Feasibility Study Report.
Appendix M Jersey University of Pennsylvania Planning Study Report.
Appendix N AFP Code of Ethical Principles and Standards of Professional Practice.
Appendix O AFP Donor Bill of Rights.
Bibliography.
Index.
