establishing your development office - afpnet.org the reality that in order to continue ......

Establishing YourDevelopment Office

AFP’S RE A D Y RE F E R E N C E SE R I E S

STAFFING & REPORTING

BUDGETS & PLANNING

BOARDS & VOLUNTEERS

THE SEVEN MUST-HAVE

DOCUMENTS

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THE ASSOCIATION OFFUNDRAISING PROFESSIONALS

(AFP)

WHO WE ARE:AFP, an association of professionals throughout theworld, advances philanthropy by enabling people andorganizations to practice ethical and effectivefundraising.

The core activities through which AFP fulfills thismission include education, training, mentoring,research, credentialing and advocacy.

AFP members abide by the highest ethical standardsin the fundraising profession and are required to signannually the Code of Ethical Principles and Standardsof Professional Practice.

OUR VISION STATEMENT:AFP will be the recognized leader in the promotion ofphilanthropy by empowering fundraisers to servehumankind throughout the world.

To purchase additional copies, contact AFP at (800) 666-3863 or email [email protected].

4300 Wilson Blvd., Suite 300Arlington, VA 22203

U.S. and Canada: (800) 666-3863Mexico: 001+(866) 837-1948

Fax: (703) 684-0540Web: www.afpnet.org

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Establishing YourDevelopment Office

• Staffing and Reporting

• Budgets and Planning

• Boards and Volunteers

• The Seven Must-HaveDocuments

By Linda Lysakowski, ACFRE

AFP’s Ready Reference SeriesAssociation of Fundraising Professionals

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This booklet is the first in AFP's Ready Reference Series for professionalfundraisers.

Text by Linda Lysakowski, ACFRE.

©2002 by the Association of Fundraising Professionals (AFP)4300 Wilson Blvd., Suite 300, Arlington, VA 22203

All rights reserved. No part of this publication may be reproduced, storedin a retrieval system, or transmitted, in any form or by any means, elec-tronic, mechanical, photocopying, recording, or otherwise, without theprior written permission of the publisher. Printed in the United States ofAmerica.

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The Role of the Development Office................................................1

Seven Documents Every Development Office Needs ....................7

Staffing the Development Program ..............................................17

The Role of the Board of Directors ................................................27

Using Volunteers in the Development Program ..........................34

Establishing the Development Budget ..........................................38

Planning the First Year of Operation ............................................41

Charts, Tables and Sample Documents

Organizational Chart ........................................................................5

Sample Vision Statement ..................................................................7

Sample Mission Statement................................................................8

Questionnaire/Checklist for Case Statement Evaluation............12

A Development Officer Evaluation ................................................19

Sample Confidential Contact Report ............................................24

Sample Board Profile ......................................................................31

Table of Contents

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Most nonprofit organizations at somepoint in the organization’s life mustface the reality that in order to continue

to be viable they need to raise funds. Even ifgrants or fees for services finance a large percent-age of their programs, eventually these fundingsources may change or dry up altogether, and, ifthey want to remain in operation, they will needto begin a fundraising program. Most organiza-tions, even if programs are funded by grants andcontracts, have unmet needs that need to be fund-ed. Establishing a development office before theorganization finds itself facing a serious fundingcut is the best way to assure the organization’sfuture. Most development programs take two tothree years before they are “showing a profit.”

It is important to establish from the very beginningthe importance of the development office within theorganization. The chief development officer (CDO)should report directly to the chief executive officer(CEO) of the organization. The CEO’s role in sup-porting the fundraising efforts of the developmentoffice is crucial to success, and the two must workhand-in-hand in order to have the program showresults.

The head of the development office needs tobe on an equal level and have a good relationshipwith the heads of the finance office, the programadministrators, and the public relations and mar-keting staff (if this is a separate function fromdevelopment). The CDO should be a part of themanagement team that runs the organization.

The Role of theDevelopment Office

1

Why aDevelopmentOffice?

The DevelopmentOffice in theOrganization

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Establishing Your Development Office

Both external and internal constituenciesneed to understand that development is animportant function in the organization and thatdevelopment planning is something that keyadministrators are aware of and in which they areinvolved. The development office also needs tohave access to the board of directors and shouldreport at board meetings in order to assure theboard’s involvement in the fundraising efforts ofthe development office. (See Chapter 4 for moreon the role of the board.)

All staff members need to understand the role ofdevelopment in their organization and be willing toassist the development office in fulfilling its role.Having the CDO as part of the management teamwill help assure that all staff members understandthe role of development and how they can be a partof the organization’s fundraising efforts.

■ First, all fundraising needs to be coordi-nated through the development office.

Other departments should not be doing theirown fundraising without the approval and guid-ance of the development office. One thing thatneeds to be avoided is having different membersof the organization out soliciting gifts from thesame sources. Often, an unaware program staffperson may be pleased to have received a $25 giftcertificate from a local business for an event doorprize, not realizing that the development officewas cultivating that business for a major gift.However, the development office can benefit fromthe contacts, experience, and enthusiasm of pro-gram staff people who are willing to help withdevelopment projects.

■ The CEO’s role in fundraising shouldnever be underplayed.

Most major donors will want to talk with theCEO when being asked to contribute. The CEO

2

Fundraising IsEverybody’s Job!

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LIFE LESSONS

One organization, starting a new development office organized a “Time,Talent & Treasure Hunt.” The development officer and chair of the developmentcommittee made a presentation at each of the organization’s departmental meet-ings, using a “treasure chest” filled with faux jewels and candy coins. Inside thetreasure chest were also some great prizes—restaurant gift certificates, etc. Thedevelopment officer gave a brief talk about the role of development and whatkind of activities the development office would be involved in during the comingyear. The chair of the development committee then asked each staff member tomake a commitment of his or her time, talent, and treasure. Each staff personwas given a brief survey listing ways they might be able to help and was asked tocheck off their commitment. Talents might include calligraphy to address invita-tions, musical talents that could be utilized at events, etc. Time could be given byvolunteering to help at events, stuff mailings, etc., and treasure could be given inthe form of their own contributions to the organization or making connectionswith potential donors to the organization. When the surveys were completed,prizes were handed out by a random drawing and the organization discovered awealth of in-house time, talent, and treasure that could help a small develop-ment office manage its activities. The staff understood the importance of devel-opment and how they could be a part of the organization’s success in fundraising.

must be willing to go on solicitation calls, speakto various groups and organizations, and supportthe efforts of the development staff. A goodCEO/CDO team can together lead the efforts toidentify, cultivate, and solicit major donors. TheCEO also needs to communicate with the devel-opment office about any major changes in theorganization, so hearing about changes from out-side the organization does not embarrass thedevelopment officer.

■ All staff members need to be involved inthe organization’s fundraising efforts.

Program staff can often be the best allies; theymay know of potential major donors through thepeople served by the organization. They will beable to tell the success stories that need to be apart of the case for support.

3


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■ The finance office needs to understand itsrole in providing good stewardship of con-tributions

This assures that gifts are used in the way thedonor intended, funds are invested wisely, andreports are done accurately. The finance office’srole in preparing the annual 990 Form is crucial;fundraising expenses need to be reported accu-rately. With easy access to financial statementsthrough vehicles like Guidestar, donors can check990 Forms in the comfort of their homes. The990 Form can be used as a good public relationstool to promote the organization’s programs andservices and show good financial health.

■ Everyone in the organization can helpbuild good donor relations

The receptionist who answers the phone anddirects callers (perhaps major donors) to the rightperson in a professional and friendly manner, themaintenance or security staff member who cour-teously provides directions to a visitor—anyonecan have a positive effect on a potential donor.Staff members can assist with events, provideinput into grant proposals, and help identify, cul-tivate, and solicit donors.

It is important that the chief development officerreport directly to the CEO of the organization. Thedevelopment office, through the development com-mittee, should also make a report at every boardmeeting and have full access to the board of direc-tors in order to assure their involvement in thedevelopment program. The organizational chart onthe next page shows how the development officefunction fits within a small organization.

The development office should not report tothe finance office, the public relations office, orthe marketing department. It needs to stand onits own in order to have credibility within the

4

ReportingStructures

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ExternalCommunications


5

InternalCommunications

organization and in the community. Communityleaders will quickly determine the importance ofthe development role in an organization by thechief development officer’s title and status in theorganizational structure.

Executive Director

Chief FinancialOfficer

Program DirectorDirector of

Development

Public RelationsDirector

Internal communication is important to assure thatthe entire staff is supportive of the developmentoffice. Many organizations use an internal newslet-ter to communicate about events and activities andreport on fundraising campaigns. It is wise not to beinvolved in a major effort of which staff is unaware.Imagine an employee’s dismay when asked by afriend or colleague about a big campaign or eventtheir organization is running, if their answer is,“What campaign (or event)?”

Having the CDO make a presentation aboutdevelopment at other departmental meetings is agood way to assure that all the staff understandthe importance of the development office.

The development office is often responsible forexternal communication as well. If the organizationdoes not have a separate public relations depart-ment, the development office will probably be

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responsible for press releases, speakers’ bureau, andother public relations and communications areas. Ifthere is a public relations department that doesbrochures and other communications, be sure thatthe development office provides input into thismaterial, including the website design.

Often there are guidelines that must be fol-lowed such as IRS regulations regarding thedeductibility of donations and state registrationrequirements that may require disclaimers on allprinted solicitation materials. The public relationsoffice may not be aware of these nuances, so thedevelopment office needs to have final approvalof all fundraising materials that are produced bythe organization.

6

10 TIPS… FOR ORGANIZING THE DEVELOPMENT OFFICE

1. Make sure the chief development officer reports directly to theCEO.

2. Include the chief development officer as part of the organization’sexecutive management team.

3. Provide the chief development officer with access to the board ofdirectors.

4. Coordinate all fundraising needs through the development office.

5. Build a good relationship with the chief financial officer.

6. Get to know and appreciate the work of the program staff.

7. Make sure the CEO understands his or her role in fundraising.

8. Hold regular staff meetings.

9. Work closely with the public relations staff, if there is one, in theorganization.

10. Keep your sense of humor.


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1. MissionStatement

7

A ll fundraising must begin with the mis-sion statement. A good mission statementshould be just a few sentences and should

tell what the organization does and whom itserves.

■ If the mission statement does not fit on abusiness card, it is probably too lengthy.

Often the mission statement is developed orrevised during a strategic planning process. Theboard needs to approve the mission statement,and one of their major roles is to assure that pro-grams and all operations are done in relationshipto the mission of the organization.

■ If there is no mission statement in place,start with the purpose of the organization.

This should be identified in the articles ofincorporation. Because an attorney most likelywrote this purpose, it may be an accurate descrip-tion of the organization’s purpose, but need to befine-tuned by the board so that it is clear, concise,and meaningful to the public.

■ The most persuasive reason that peoplegive to an organization is because theybelieve in its mission.

Therefore, the mission statement should becommunicated to the constituency and the

Seven Documents EveryDevelopment Office Needs

SAMPLE MISSION STATEMENT

“Big Brothers Big Sisters of Nevada…enhancing children’s livesthrough exceptional mentoring relationships.”

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2. VisionStatement


LIFE LESSONS

A private college had its mission statement reproduced on parchment paper,framed, and hung in every office, in hallways, and in a prominent spot in itslobby.

donors as often as possible. Put the mission state-ment on all the business cards, newsletters,brochures, and other communications includingthe website. Remind board members of why theyserve the organization by putting the missionstatement at the top of the agenda for every boardmeeting.

Unlike the mission, which is a good snapshot ofwhere the organization is right now, the vision state-ment is a statement of where it wants to be. This isthe place to dream. The vision statement talks aboutwhere the organization wants to be in the future.Sometimes the vision is to cease to exist becausethere is no longer a need for the organization.

The vision statement is important because theorganization needs to know both where it is nowand where it is going before developing a plan onhow to get there. It is like starting a trip without afinal destination. The vision, like the mission,needs to be adopted and approved by the board ofdirectors as well as the staff. Everyone can worktowards a common vision once it is confirmed bythe organization as a whole.

SAMPLE VISION STATEMENT

“To be recognized as the finest and most respectedmentoring agency in Nevada; by building quality programservices that promote confident, socially competent, caringchildren and adults; by expanding community outreach andinvolvement; and by maintaining and enhancing superiorprofessional staffing and valued board governance.”

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3. Long-RangePlan

In today’s fast-paced world of change, a long-rangeplan can no longer be done for five to 10 years downthe road. Most long-range planning today involves athree-year time period.

■ The board and staff develop the long-rangeplan, based on input from the various constituencies.

A long-range plan will take several months todevelop, and a long-range planning committeeneeds to be established. This committee shouldinclude board members, staff from each depart-ment of the organization, and representatives ofthe various constituencies such as users, alumni,parents, funders, and community leaders.

■ The long-range plan needs to cover allaspects of the organization—program,finance, facilities, marketing, and development.

■ The plan includes goals and objectives aswell as strategies to reach those goals andobjectives.

Goals are the broad-based aspects of the plan.A goal might be to increase awareness of theorganization in the community. An objective, onthe other hand, needs to be measurable, attain-able, and specific. An example of an objectivemight be to develop a website by June 2002.

■ Each department develops its own actionplan, which includes timelines, budgets,and responsibilities.

The plan will be meaningless if it doesn’tinclude the factors to implement the plan: Howmuch will it cost? When will it be done? Who isresponsible for implementing this strategy?

Examples of strategies that the organizationmight use to reach the objective of developing awebsite might include interviewing a number ofwebsite designers, selecting a website designer,

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determining the number of pages on the website,determining the content of the web pages, etc.

■ The plan also needs to include a processfor evaluation and must be measured atleast quarterly to track progress.

The best plan in the world doesn’t work if itsits in a drawer. It must be dynamic and flexible.

The development plan is an outgrowth of the long-range plan. Once goals and objectives are establishedfor the development program and approved by theboard, the development office then has the task ofdesigning its annual plan, as all other departmentswill do within their areas.

■ The annual development plan covers allaspects of the fundraising program.

If there is no separate public relations plan,this area is covered in the development plan sincegood public relations are key to development. Theplan is written from the viewpoint of having anintegrated development program. Building onsound public relations to create awareness, theplan includes components of annual giving, majorgiving, capital needs, and planned giving. Theplan will include various fundraising techniques:

• Research• Proposal writing• Special events• Direct mail• Telephone fundraising• Personal solicitations• Cultivation• Acknowledgment• Recognition

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4. AnnualDevelopment Plan

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■ Development of an action plan will assureimplementation of the plan.

Items that should be included are budgetingfor development; areas of responsibility for eachtask (staff, board, or volunteers); and timelines forimplementation of each step.

The case for support is the foundation for the devel-opment of all the fundraising materials. The startingpoint is an organizational case for support. Fromthis organizational case, case statements can bedeveloped for the various appeals and campaignsand for different constituencies.

■ The case for support shows people whythey should support the organization.

The case is based on the mission and visionand lists the history, the needs, and the solutions.It also lists the qualifications for operating theprograms the organization is proposing to fund.Who runs the organization, staffs the programareas, governs the organization? What endorse-ments have already been received from the community?

■ A good case for support is both rationaland emotional.

People give because they believe in the mis-sion of the organization, and they must be shown,through the case for support, why this mission isimportant to them and to the community. Thequestionnaire/checklist on the following page is agood way to evaluate the strength of the case forsupport. It is crucial to develop the case for sup-port before launching any fundraising programs.

■ All materials used in the fundraisingefforts must be developed from the case.

5. Case forSupport

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QUESTIONNAIRE/CHECKLIST

FOR CASE STATEMENT EVALUATION

Look for feedback in the following areas:

❒✓ Does it elicit emotional as well as rational “reasons” to give?

❒✓ Does it tell the potential donors how their gift will make a difference?

❒✓ Does it evoke a sense of the history and long-term importance of theorganization and its work?

❒✓ Does it offer proof that the plan will work?

❒✓ Are the benefits to the donor clearly stated?

❒✓ If the organization includes graphs or charts, are they striking?

❒✓ Is it concise?

❒✓ Is it reader-oriented rather than organization-oriented?

❒✓ Does it emphasize “opportunity” for the donor rather than “need” of theorganization?

❒✓ Is the information presented in a logical order?

❒✓ Is it readable with short sentences and paragraphs?

❒✓ Is the typeface appropriate to the organization’s appeal?

❒✓ Is there enough blank space to make it easy to read?

❒✓ Is the type large enough for reading by older prospects?

❒✓ Is the cover “striking?”

❒✓ Is the paper stock attractive without looking expensive?

❒✓ If the organization uses photographs, are they effective and cropped tomaximize their impact? (Photos should not include more than 2-3 people. Large group shots lose dramatic impact.)

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These materials will include:• Brochures • Website• Speeches • Videos• Press kits • Appeal letters• Grant proposals • Individual proposals • Volunteer training materials

Another document needed before the organizationcan ask solicitors to go out on major gift calls is giftacceptance policies. These policies should be devel-oped by the development staff and approved by theboard of directors. Policies should address questionslike:

• What type of gifts will we accept?• From whom will we accept gifts?• How will we dispose of those gifts?• What type of recognition will we give

donors?• How will we invest donor contributions to

our endowment fund?• What percentage of our endowment fund

will we use for operational expenses?

■ Issues that may come up in major giftappeals, capital campaigns, and plannedgiving programs can be resolved by havinggift acceptance policies before the solicitations take place.

For instance:

A 30-year-old donor wishes to give the organi-zation a gift of an insurance policy. How is thisgift handled and recognized?

A prospective donor wants to give the organi-zation a gift of real estate. What stipulationsshould be made before accepting the gift? What ifthe real estate has an underground oil tank or

6. Gift AcceptancePolicies

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LIFE LESSONS

Working in an art museum had its fringe benefits—when one gets frustrat-ed with the daily routine of managing a development office, you can always strollaround the galleries and admire the works of the old masters (my favorite partof the collection). However, one day, I gained a new appreciation for great artand, at the same time, an appreciation for a director and a board that hadestablished gift acceptance policies. As I opened my mail, I came across a three-page, very serious letter from a potential donor several hundred miles away whosaid he had a valuable painting he wanted to donate to the museum.

Wondering why he had selected our museum to be the recipient of this valu-able painting, I eagerly read on. When I reached the third page, I realized whyhe might have been having trouble finding a grateful recipient of his gift when Iread that this “valuable work of art” was a painting of Elvis on black velvet.

After my director and I enjoyed our laugh for the day, I said, “Okay, nowhow do I answer this one?” Fortunately the museum had a policy in place that allgifts to the collection must be accompanied by a cash donation to be placed intothe endowment fund for upkeep to the collection. A sticky situation handledeffectively thanks to written gift acceptance policies.

asbestos? Does the organization want to be a realestate manager?

How much must donors give to have a build-ing named after them?

If a donor gives a gift of appreciated stock,does the organization keep it in its portfolio orsell it and convert it into available cash?

Suppose a donor of a company who is knownto be a polluter of the environment or a distribu-tor of a socially unacceptable product or servicewishes to make a gift?

■ Many questions can be handled legally,ethically and tactfully with proper giftacceptance policies.

The AFP Resource Center has sample giftacceptance policies available to members and non-members (non-members are required to pay a fee).

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Unlike the gift acceptance policies, procedures aredeveloped and approved by staff. The proceduresmanual is important so that anyone in the office canhandle routine day-to-day procedural items. Someareas that are covered in the procedures manual are:

• How soon does an acknowledgment letterget mailed after the gift is received?

Twenty-four hours is ideal, 48 hours is themaximum amount of time it should take tothank a donor.

• Who signs donor thank you letters?

Often letters to major donors are signed bythe chair of the board, with the CEO signing thenext level of donors, and the CDO signing the let-ters to smaller donors. There is no hard and fastrule about this; each organization must establishits own guidelines, but these need to be done inthe form of written procedures.

• Who receives gifts?

Some organizations have all checks goingdirectly to the finance department. In others, thedevelopment office receives donations first forproper acknowledgment and recognition. Then,as soon as they have been copied, checks or otherinstruments are sent to the finance office fordeposit. Unless the finance office is scrupulousabout routing copies of donation checks to thedevelopment office within 24 hours for giftacknowledgment, it is best for the developmentoffice to receive gifts.

■ Procedures manuals can also outline thecoding structure for various donors andprospects as well as listing routine reportsthat need to be generated from the donordatabase system.

7. ProceduresManual

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■ Having a procedures manual in place willhelp temporary staff and volunteers fill inwhen a key staff member is out and willalso help evaluate staff on the basis of howwell procedures are followed.

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10 TIPS… ON GETTING THE HOUSE IN ORDER

1. Make sure the organization has a clear, concise mission statement.

2. Publicize the mission statement to donors, board and staff.

3. Have a vision for the organization that allows the organization tothink big.

4. Encourage the organization to do a long-range, strategic, organization-wide plan.

5. Have our own plan of action that includes timelines, budgets, andareas of responsibility.

6. Develop a compelling case for support for all the developmentactivities.

7. Develop gift acceptance policies before the organization solicitsmajor gifts.

8. Plan to thank donors early and often (within 24 hours of receipt oftheir gift).

9. Thank donors seven times before the organization asks for thenext gift.


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Staffing the DevelopmentProgram

The ChiefDevelopmentOfficerT he title of the CDO will vary with different

organizations. Many universities and col-leges use the term “institutional advance-

ment” and often have the title of vice presidentfor their chief development officer. “Director ofdevelopment” or “development director” is morecommon in other types of agencies. Some organi-zations use the term “resource development” or“fund development” to make it clear that it is afundraising position. Although fundraising direc-tor is not often used, many smaller organizationsuse the term “fundraising coordinator,” whichseems to imply that the position is not on a levelwith other administrators, but is more of a mid-management position.

■ Use a title that will convey to the publicand the internal organization that this isan important position and that the chiefdevelopment officer is part of the management team.

The CDO, whatever the title, is responsiblefor directing the following duties:

• researching potential donors;• designing and implementing the develop-

ment plan;• directing the efforts of volunteers in the

development area;• developing strategies for identifying, culti-

vating, and soliciting donors;• developing appropriate recognition strate-

gies;• coordinating all the fundraising activities of

the organization;

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• working with the board and developmentcommittee to implement the developmentplan;

• educating the organization about ethicaland legal issues relating to fundraising;

• identifying areas of need to be funded anddeveloping a case for support; and

• developing appropriate materials to be usedfor various campaigns and appeals.

■ The development office is often alsoresponsible for public relations.

Finding a chief development officer who hasthe skills to manage all these functions is ofutmost importance.

In his book Born to Raise, Jerold Panas describes thecharacteristics that make a good fundraiser.1

Integrity is at the top of the list for Panas and otherswith experience in the profession.

■ Finding a CDO who has knowledge andunderstanding of the Donor Bill of Rightsand who will act with integrity in every cir-cumstance is important.

This characteristic may be hard to measure bylooking at a resume, but a few well-placed ques-tions in the interview process can help determinehow a person would be likely to react in difficultsituations. The way the CDO treats staff andother coworkers is a good indication of how he orshe will treat donors and prospects.

■ Other important qualifications for theCDO are enthusiasm, dedication to themission of the organization, persistence,and the ability to listen.

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What Makes aGood Fundraiser?

1Jerold Panas, Born to Raise: What Makes a Great Fundraiser; What Makes a Fundraiser Great,Chicago, IL: Precept Press, 1988.

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A DEVELOPMENT OFFICER EVALUATION

Performance Quality Timeliness Initiative Adaptability Communication

Talks withGod.

Talks withangels.

Talks tohimself.

Argues withhimself.

Loses mostarguments.

Far ExceedsJob

Requirements

ExceedsJob

Requirements

MeetsJob

Requirements

Needs SomeImprovement

Does NotMeet

MinimumRequirements

Is fasterthan a

speedingbullet.

Is as fast asa speeding

bullet.

Not quite asfast as aspeeding

bullet.

Would youbelieve a

slow bullet?

Wounds selfwith bulletsattemptingto shoot.

Leaps tallbuildings in

a singlebound.

Must takerunningstart to leap tall

buildings.

Can leapover shortbuildings

only.

Crashes into buildings

attemptingto leap over

them.

Cannot recognize

buildings atall.

Walks onwater.

Walks onwater in anemergency.

Washes withwater.

Drinkswater.

Passes waterin an emer-

gency.

Is strongerthan a

locomotive.

Is strongerthan a bullelephant.

Is strongerthan a bull.

Shoots thebull.

Smells like abull.

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“A Development Officer Evaluation” reprinted courtesy of Accent on Humor III: PhilanthropyIllustrated, ©1996, Philanthropic Service for Institutions, Silver Spring, MD.

Skills such as writing and public speaking canoften be taught, but integrity and enthusiasm arepersonality characteristics that are inherent to theindividual.

■ Having a clear job description thatincludes items like integrity and belief inthe mission is the first step in hiring theright person for the job.

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A good place to start the hiring process is topost an ad in a local or association-wide AFP pub-lication or make an announcement at a local AFPmeeting.

Many times a consultant is needed to help theorganization get a development program off theground. Consultants can assist the organization inthe search for the right CDO or other staff mem-bers. A consultant can also help the organizationwith the development plan and give the organiza-tion guidance in specific areas of need. Once a CDOcandidate is identified, find out what that person’sstrengths and weaknesses are and then determine ifthe organization needs additional staff and/or aconsultant to help round out that person’s skillsand abilities.

■ Consultants are often brought in at thestrategic planning phase to provide theoutside objective viewpoint that is neededto help the organization set realistic goalsand objectives.

Sometimes the best way to get started is byhiring a well-rounded person who is a generalistin development and then hiring outside consult-ants to perform specific talks such as grant writ-ing, special event management, board develop-ment, campaign management, database consult-ing, etc.

How much staff is needed to support the CDO? Theanswer will depend in part on the size of the organi-zation, the scope of the job, and the dollar goals thathave been established for the development program.If the organization is planning to go “full steamahead” with the development program, there may beadditional staff people needed to perform tasks suchas planned and major giving, research, proposalwriting, etc.

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When Do WeNeed aConsultant?


Support Staff

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WORK BY THE 90/10 RULE.The 90/10 rule (90% of the dollars will come from 10% of the donors)

tells us that CDOs should be spending 90% of their time working with the top10% of the donors, not the other 90% who will only provide 10% of the dona-tions. This was formerly known as the 80/20 rule; however, a recent study byJerold Panas found that 97% of the money came from 2-3% of the donors.Regardless of the precise figures, which will vary among organizations, there arealways a small number of donors providing most of the financial support.

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■ No matter what the size of the develop-ment program, the organization needs tobudget for a support staff person to han-dle the donor database.

Looking for an experienced development per-son to run the program, who also has experiencein donor database systems, is usually a huge mis-take. If the CDO is spending all his or her timeentering data into the system and doing donorresearch, he or she will not have time to be outcontacting donors.

■ Put the emphasis on key responsibilities.

In order to be effective, the CDO needs tospend his or her time identifying, cultivating, andsoliciting the top donors, rather than spendingtoo much time writing grants, planning events,doing research, and tracking donor records. Agood database manager is one of the most criticalpieces of the development program.

■ Properly qualified support staff are essential.

Database management is not a task that canbe assigned to a support staff person who doesnot understand development and does not havethe skills to make good judgment calls or under-stand the importance of accuracy in donor

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records. Hiring a good support staff person, andtraining that person in the donor database systemand fundraising in general, can assure that theCDO will have time to undertake the importantfunctions of identifying, cultivating, and solicit-ing donors.

Setting goals for the first year of operation is not aneasy task. If there has not been a development pro-gram in the past, it may be difficult to set a dollargoal. Do not set this goal based on the organiza-tion’s deficit alone.

■ A realistic assessment of development program expectations is crucial.

Some questions must be answered in order tomake this assessment:

• First, are there potential donors who havesupported the programs in the past?

• Is there a good donor database in place? • Is the public aware of the program, and do

they have positive relations with the organization?

• Is the board involved with fundraising? • Is the CEO aware of his or her responsibility

in fundraising? • How much time will the CDO actually

spend doing fundraising and how muchtime may be assigned to other tasks such aspublic relations, etc.?

■ Consider setting goals other than dollargoals for the first year.

Some non-financial goals that could be setare:

• Create a quarterly newsletter.• Establish a donor database system.• Add to the donor prospect list by 10%.

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Setting Goals forthe Staff

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• Increase the level of board giving to 100%.• Visit three prospective major donors every

month.

■ Setting unrealistic goals, or not settinggoals at all, is the downfall of many newdevelopment programs.

No matter what the overall goals for the develop-ment program are, be sure the organization hasdesigned a way to measure success.

■ Develop tracking and reporting systems.

A call sheet (see the sample on pages 28-29)can help record visits to donors and track the nextsteps needed to cultivate this donor. The conceptof “Moves Management,” developed by DavidDunlop and others, is a system to monitor thedonor relationship process and plan strategies foreach step of the cultivation and solicitationprocess. There are several books written on“Moves Management” that can help the organiza-tion with this tracking process.

■ Establish a reporting system so that theorganization can report success to the CEOand board on a monthly basis.

■ Develop a reporting system that lists goalsand objectives for each component of thedevelopment plan and results for eachobjective.

Evaluating Success

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SampleConfidential Contact Report

Contact Name: ________________________________________________

Date of Contact: ______________________________________________

Volunteer and/or Staff Member: __________________________________

Type of Call: ❒ Personal Visit ❒ Telephone ❒ Letter

Business Address: ______________________________________________

____________________________________________________________

Telephone: (with area code) ______________________________________

Fax: (with area code) ____________________________________________

E-mail: ______________________________________________________

Home Address: ________________________________________________

____________________________________________________________

Telephone: (with area code) ______________________________________

E-mail: ______________________________________________________

Contact Summary:

Information obtained should be as comprehensive as possible. i.e.,indications of political or religious preference, remarks about family,hobbies, community interest, state of health, quality of reception, person-ality traits, degree of familiarity with organization, attitudes, etc. (Pleasewrite clearly.)

____________________________________________________________

____________________________________________________________

____________________________________________________________

____________________________________________________________

____________________________________________________________

____________________________________________________________

____________________________________________________________

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Date of Next Action Step:

Next Step:

❒ Send Literature ❒ In-Person Visit ❒ Solicit

❒ Send Letter ❒ No Further Action ❒ Post-Solicit

❒ Phone Call ❒ Cultivate ❒ Re-solicit

❒ Other ____________________________________________________

Request Amount:

Suggested: ________________ Actually Requested: ________________

Priority: Recommendation After Call

❒ Close within 30 days ❒ Close within 180 days

❒ Close within 90 days ❒ Close within 1 year

Step: Recommend After Call:

❒ Possible Prospect/Needs Research

❒ Capability Determined/Research Done

❒ Cultivation/Solicitor Assignment Made

❒ Solicited/No Decision ❒ Solicited/Favorable ❒ Solicited/Decline

Level of Interest:

❒ High ❒ Moderate ❒ Low ❒ Uncertain

Capability:

❒ $1 million plus ❒ $50,000 - $99,000

❒ $500, 000 - $999,999 ❒ $25,000 - $49,999

❒ $250,000 - $499,999 ❒ $5,000 - $24,999

❒ $100,000 - $249,000

Interest/Project:

____________________________________________________________

____________________________________________________________

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10 TIPS… FOR STAFFING THE DEVELOPMENT PROGRAM

1. Give the chief development officer an appropriate title.

2. Make integrity and commitment to the organization’s mission apart of every job description.

3. Give every staff member a copy of the Donor Bill of Rights and theAFP Code of Ethical Principles and Standards of ProfessionalPractice and make sure they understand and commit to these standards.

4. Hire to complement weaknesses—surround your CDO with peoplewho have the skills and talents he or she lacks.

5. Remember the 90/10 rule—spend 90% of the time identifying, cul-tivating, and soliciting the top 10% of the donors who will give90% of the money.

6. Hire a good database manager.

7. Set financial and non-financial goals for staff.

8. Evaluate and celebrate the successes.

9. Learn from the failures.


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The Role of the Board ofDirectors

The Board’s Rolein FundraisingT here is an often-quoted formula for suc-

cessful board fundraising known as the“Three G’s—Give, Get, or Get Off.” While

often used in a humorous vein, this adage is agood basis to judge the effectiveness of board giv-ing.

■ It is important to have 100% participationfrom the board in any fundraising appealsor campaigns.

Before going to the public to support thefundraising efforts, every member of the boardmust make a financial commitment. For years,private foundations have asked for 100% boardcommitment before considering a grant proposal.In an age of increasing donor sophistication, cor-porations and individuals are taking a closer lookat board commitments when consideringrequests. The amount of the commitment is notas important as having 100% participation, andthat each board member gives at a meaningfullevel for them.

■ The board should be willing to use itsaffluence and influence to help the organization.

While many smaller organizations do nothave affluent members on their boards, everyboard member does have a sphere of influencethat they can use to help with the fundraisingefforts. They must be willing to support theefforts of the CDO and CEO in all the organiza-tion’s fundraising efforts.

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■ All board members can help with theprocess of identifying, cultivating, andsoliciting donors.

A thoughtful “screening” process in whichboard members are asked to brainstorm to comeup with a list of people they may be able toapproach, or to whom they can open doors forthe organization, is often a real eye opener for theorganization and the board itself. Have the boardmembers participate by inviting their contacts tocultivation events, writing a personal note tofriends or colleagues on the annual appeal letter,and setting up appointments for the staff toaccompany them on solicitation calls.

It is vital to have position descriptions for boardmembers and for these descriptions to include theexpectations of board members. Typically the CEOand development office work together on developingboard position descriptions, and the board thenapproves them.

■ When recruiting new board members theexpectations should be clearly conveyedand accepted by a potential candidatebefore they are invited to serve on theboard.

Some typical items covered in board positiondescriptions are:

• attendance and participation at board meetings;

• attendance at events;• financial commitment;• willingness to use their contacts and clout to

bring others into the organization;• assessment of their own performance as a

board member and the board’s effectivenessas a whole;

• fiduciary responsibility as a board member;

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Board PositionDescriptions


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• service on committees and participation incommittee work; and

• willingness to be an advocate for the organi-zation.

Get rid of the nominating committee! In its place,appoint a board resource committee. This is thecommittee that assesses board makeup, evaluatesboard performance,and identifies and recruits newboard members.

■ Identifying potential board members is ayear-round process, not just a once a yeartask that gets assigned when board termsend.

Using the name “board resource committee,”“committee on directorship” or “governance com-mittee” implies the full scope of this committee’simportant work. Any of these committee namesare more descriptive of the true work of the com-mittee than using the name, “nominating com-mittee.”

The most important person on the board ofdirectors is the chair of the board resource com-mittee. This person should be carefully selectedwith consideration given to his or her understand-ing of the importance of the position and knowl-edge of the community and governance issues.

■ The first task of the board resource committee is to assess the make up andperformance of the board.

They begin by doing an evaluation of thediversity of the board and the skills and talentsrequired for the board. Then the committee deter-mines a profile of prospective board members,based on the assessment of needs. The board gridon page 35 is a good way to assess the needs ofthe board.

The Importance ofthe BoardRecruitmentProcess

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■ Once a profile of prospective board mem-bers has been developed, the boardresource committee asks all board mem-bers to help identify people who wouldmeet this required profile.

■ The CEO and a member of the boardresource committee should interviewprospective board members.

■ It is important to have an open dialoguewith prospective board members.

Review the board position description withthem and make the expectations clear. It is impor-tant to make sure that board members under-stand their commitment to become involved withthe organization and to support it financially.This is also a good opportunity to answer ques-tions they may have about the organization andthe role of the board.

It is sometimes necessary to re-involve and re-ener-gize board members who may have become discon-nected from the organization or who do not seem tohave an interest in participating as fully as theyshould. There are several ways to address theseissues:

■ First, as a preventive measure, establishterm limits on the board and make surethat the organization adheres to them.

Avoid the assumption that board memberscan serve their maximum number of years, rotateoff the board for a year, and automatically returnto the board after a year’s absence. The organiza-tion may want to return a valued board member,but this should be the exception rather then therule. Many boards get hung up on rotating boardmembers off for a year and then bringing themback. Getting new people on the board is impor-tant. Term limits are there to help an organizationavoid “tired board syndrome.”

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Keeping the BoardFocused andEnergized


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[revision date]

SAMPLE BOARD PROFILEBoard Member Names

Term Expires Term Expires Term Expires20 ____ 20 ____ 20 ____

DemographicsMaleFemale21-30 Years31-40 Years41-50 Years51-60 Years61-70 YearsOver 71 Years

EthnicityAfrican-AmericanAsianCaucasianLatinoOther

Giving PotentialHighMediumLow

Expertise inLegal IssuesPersonnel ManagementFinancial ManagementFundraisingPublic/Community RelationsPlanning/OrganizingOrganization’s Service Area

Influence WithPower GroupBusiness/Financial CommunityEthnic/Minority GroupsMediaGovernment

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■ Past board members can be engaged byhaving them serve on advisory boards orcommittees or by honoring them with thetitle of director emeritus.

■ Keep board members active and involvedby ensuring that they understand the mission and the work of the organization. • Put the mission statement at the top of all

the board meeting agendas. • Have an educational session at all board

meetings relating to the organization’s work. • Invite a program staff person or an outside

expert to talk about some aspect of the program.

For instance, a social service agencymight have a case worker give a five-minutepresentation at each board meeting about aclient being served; a museum may have acurator or a docent give a brief presentationon some aspect of the museum’s collection.In this way the organization can keep boardmembers interested and involved while pro-viding an educational opportunity for themto learn more about the organization.

■ Plan a board retreat.

A board retreat is a great way to energize theboard, get them better acquainted with eachother, and build a strong team working togetherfor a common vision. Board retreats are oftenheld in conjunction with the strategic planningprocess.

The board retreat should be held off site, giv-ing board and staff an opportunity to get awayfrom the usual routine and allowing freedomfrom interruptions. It works best when coordinat-ed by an outside facilitator—the board and staffwill be able to focus more fully if someone else isfacilitating the day.

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10 TIPS… FOR BOARD DEVELOPMENT

1. Emphasize 100% financial participation of the board as essential.

2. Encourage all board members to give at a level that is meaningfulfor them.

3. Have board members find ways to promote the organization with-in their spheres of influence.

4. Develop board position descriptions and review them with poten-tial board candidates before they are invited to serve on the board.

5. Get rid of the nominating committee and appoint a boardresource committee, using the most effective person on the boardto chair this committee.

6. Make sure the bylaws include term limits for board members andenforce these limits.

7. Hold an educational session at each board meeting.

8. Conduct a board retreat once a year.

9. Involve the board in the strategic planning process.


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The board retreat gives the organization anopportunity to spend time on long-range vision-ing and strategic thinking and should not focuson the day-to-day decisions that often take placeduring regular business meetings of the board. Ifpossible, delay any routine business for a regularboard meeting.

Be sure the retreat’s outcomes are recordedand that these outcomes help guide the boardwork during the next year. An annual retreat isrecommended, but the organization should, at aminimum, hold a board retreat every two years toenable new board members to participate.

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The DevelopmentCommittee

A good volunteer base is important for thedevelopment office. Volunteers, like boardmembers, are often the best source of

identifying, cultivating, and soliciting donors.Volunteers will be more likely to have the connec-tions to businesses and individuals that haveaffluence than staff. Volunteers can approach the“ask” from the standpoint of not being a paidemployee and should always tell the prospectabout their own commitment to the organization.Volunteers can also be asked to help with specificareas of expertise, such as planned giving, publicrelations, or strategic planning.

The development committee is an important part ofsetting up the development program. This commit-tee can help the organization design and implementthe development plan, as well as assist with openingdoors to potential donors and soliciting gifts.

■ The development committee should inviteseveral board members to serve, butshould draw the majority of its membersfrom outside the board.

This will help the organization expand thefundraising efforts and cultivate potential boardmembers. A development committee of 15 ormore members will provide the skills and talentsthe organization needs. The committee should bedivided into subcommittees such as a plannedgiving committee, event committee, annual fundcommittee, etc.

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The Role ofVolunteers inFundraising

Using Volunteers in theDevelopment Program

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Evaluating andRewardingVolunteers

RecruitingVolunteers

Volunteer Training

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Recruiting members of the development committeeor other fundraising volunteers should follow thesame process as board recruitment.

■ Assess the needs and then find the appropriate persons to serve.

Some potential members for the developmentcommittee might be past board members whowant to stay involved in the organization’sfundraising activities, those who have volunteeredat events, donors, Chamber of Commerce mem-bers, and graduates of leadership programs. Theorganization may also want to enlist the help ofmedia and public relations people, developmentofficers, and entrepreneurs. These are people whowill have the skills and talents the organizationneeds on a development committee.

■ Just as in recruiting board members, it willbe important to have a position descrip-tion with clear expectations before theorganization recruits new committee members.

Volunteers and board members often need trainingin fundraising practices and techniques. Inviting keyvolunteers to AFP meetings, conferences, and semi-nars is an inexpensive and effective way to help edu-cate and train volunteers. Another option is to hire aconsultant to help train the volunteers.

■ If the budget is tight, ask another nonprof-it organization if one of their key volun-teers can assist with the training of yourvolunteers.

Just as the board resource committee evaluates theboard’s performance, the organization needs to eval-uate the performance of the development committeeand assess the needs on an ongoing basis. If a planof action is developed at the beginning of the year,

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the committee’s success can be measured against thegoals and objectives established in the plan.

• Did the committee members get activelyinvolved with the plan?

• Did they help the organization identifydonors?

• Did they contribute financially and solicitdonors?

• Are there new ventures the organization isconsidering, such as planned giving, thatmight require specialized skills on the com-mittee? If so, look for people who can fillthese special needs.

■ All volunteers need to be recognized.

Special recognition can be given to volunteersin the newsletter and annual report. Invite thedevelopment committee to make a presentationto the board of directors on the work they haveaccomplished.

■ Elevating effective development committeemembers to the board of directors is agood way to recognize their work and commitment.

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10 TIPS… FOR MAKING GOOD USE OF VOLUNTEERS

1. Form an active development committee on the board, headed by aboard member, but having membership of board and non-boardmembers.

2. Develop position descriptions for volunteers and review these withpotential candidates before inviting them to serve.

3. Ask all volunteers to make a financial contribution before theyapproach anyone else for a donation.

4. Join and get involved in the local Chamber of Commerce to helpfind good volunteers.

5. Consider inviting entrepreneurs to join the volunteer committees.

6. Recognize volunteer efforts.

7. Evaluate and “fire” or “promote” volunteers as needed.

8. Reassign ineffective volunteers to an area in which they can bemore effective.

9. Use the development committee to lead and guide the board’sfundraising efforts.


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E stablishing the development office budgetneeds to be done by the development offi-cer and the administrative team of the

organization.

■ To think that a development program cansucceed without making an investment inthe development office is unrealistic.

It often takes two to three years for a develop-ment office to begin bringing in sufficient fundsto cover expenses. Start-up costs may be substan-tial, and developing a donor base may take awhile. Seven essential elements need to be includ-ed in the budget.

Staff salaries and benefits usually make up the great-est part of the development office budget. The AFPCompensation and Benefits Study can guide theorganization in determining an appropriate salaryrange.

Allocating money in the budget for professionaldevelopment is vital, particularly if the staff is inex-perienced. This may include attendance at seminarsand conferences and continuing education. If theCDO is not currently a Certified Fundraising Execu-tive or Advanced Certified Fundraising Executive—CFRE or ACFRE—the organization may want toinvest in helping him or her gain certification.

■ The level of professionalism in the depart-ment is important.

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Personnel

Establishing theDevelopment Budget

ProfessionalDevelopment

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Prices for donor software programs run from severalhundred to the tens of thousands of dollars. Moreinformation on donor software programs is availablethrough the Chronicle of Philanthropy’s TechnologyGuide.

■ A good donor database can make or breakthe development program.

Also be sure to budget for the hardware aswell as other software programs that may be need-ed.

■ Internet capability is a must for any devel-opment office.

Office furniture also needs to be consideredsince donors will often visit the developmentoffice

■ The organization does not want to appeartoo frugal; people may get the idea thatthere are financial difficulties.

On the other hand, the development office ofsmall social service agency should not look like acorporate CEO’s office.

Membership fees for AFP, the local Chamber ofCommerce, and other civic or professional organiza-tions need to be included in the budget. Include abudget item for subscriptions to the Chronicle ofPhilanthropy, Foundation Center directories, andfundraising books.

Special letterhead and envelopes are often used fordifferent fundraising campaigns and appeals, as wellas materials for volunteer training, donor filing sys-tems, etc.

Be sure to budget adequate funds for developingbrochures, an annual report, a newsletter, and a web-site.

Software andEquipment

Dues andPublications

Office Supplies

Communications

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If special events are part of the development pro-gram, the organization may need to budget seedmoney for events the organization will be holding—for instance, deposits on a hotel and an orchestra fora dinner dance, entertainment at events, a depositon the golf course for a golf tournament, etc.

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10 TIPS… ON BUDGETING

1. Make sure the development office creates its own budget or hassignificant input into the budget process.

2. Budget realistically for professional salaries.

3. Build into the budget enough money for professional conferencesand seminars.

4. Budget for upgrades to rapidly changing technology.

5. Remember that development officers need to be active in the com-munity in order to network and allow for memberships in localChambers of Commerce, Rotary clubs, etc.

6. Keep up with the latest trends by budgeting for books and otherpublications.

7. Have development communications professionally prepared, butdon’t let them appear to be too costly.

8. Allocate adequate seed money for up-front expenses required byspecial events.

9. Evaluate the budget carefully and review quarterly so the organiza-tion can make adjustments if needed.


Seed Money forEvents

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Setting RealisticGoals

Planning the First Year ofOperation

T he organization has determined that it isready to set up a development office. Whatare the next steps to take to ensure the

success of the development program?

First, establish goals for the office. The develop-ment office should establish financial and non-financial goals. Goals should be set in consulta-tion with the CEO, the development committee,and the board.

■ Goals should be reflective of the organiza-tion’s mission and vision.

How much money is needed in order for theorganization to provide programs that will fulfillits mission? A consultant, if used, can provideinput into the goals and will have a good handleon what other organizations are doing and how toset financial goals for an office that has no trackrecord.

■ Be sure the CEO and board do not haveunrealistic expectations about what can beaccomplished in the first year.

Take into consideration the infrastructurethat is in place, the willingness of the CEO andboard to get involved with the fundraising pro-gram, and the number of donors and donorprospects available.

■ Make sure the goals are measurable andrealistic.

■ Establish benchmarks to measure success.

41

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Once the organization has established the goals,determine the amount of staff and volunteers need-ed to achieve these goals.

■ Do not try to establish a program withoutadequate staffing.

A CDO who is going to be sidetracked byother duties such as public relations, marketing,or program areas will not be able to devoteenough time to the fundraising tasks.

■ The CDO’s success depends in large parton having the necessary support from thestaff, CEO, and board.

Everyone needs to be involved. Be sure theyunderstand their roles.

■ Establish a development committee.

If the organization doesn’t already have adevelopment committee, plan for the number ofvolunteers needed on this committee and developa list of potential members.

When all the staffing and budget is in place, theplan can be developed. Look at all the aspects ofdevelopment and plan an integrated program.

■ An integrated program includes grants,special events, direct mail, telephonefundraising, and major gifts.

Also think about long-term goals such as acapital campaign or planned giving. Incorporateall aspects of fundraising into the plan andinclude time for research and cultivation as wellas developing a stewardship program.

■ Determine how much the organizationwants to raise from each component of theplan and set realistic goals for each aspectof the program.

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Determining Staffand VolunteerNeeds

Planning anIntegratedDevelopmentProgram

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When developing the plan, set measurable goals andincorporate a process for evaluating success.

■ Monitor the development plan monthly atstaff meetings and development committeemeetings.

If some goals have not been attained, examinethe reasons why: Did another opportunity takeprecedence? Were needed resources, either humanor financial, unavailable?

■ Develop a system to generate regularreports from the software program.

Some standard reports that will help theorganization evaluate success and plan for thenext year are:

• new donor report to measure the numberand percentage of new donors acquired eachyear;

• increased donations report to measure thenumber and percentage of increased dona-tions for donors;

• cost of fundraising reports, broken out byeach appeal, to measure how much each seg-ment of the program costs to raise a dollar;

• results by appeal report to measure whatpercentage of the fundraising income comesform the various components of the devel-opment program;

• unpaid pledge report to measure howmany pledges have been unfulfilled; and

• LYBUNT and SYBUNT reports, to meas-ure the number of donors that gave LastYear But Unfortunately Not This (year) andSome Years But Unfortunately Not This(year).

These reports will help the organization eval-uate its success and plan for the year ahead. Forinstance, the organization might want to addressa special appeal to the LYBUNTs and SYBUNTs.

Evaluating theSuccess

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ABOUT THE AUTHOR

Linda Lysakowski, ACFRE, is one of the first 55 fundraisers worldwide toachieve the Advanced Certified Fundraising Executive designation. Linda is a principal in Capital Venture, a consulting and training company. Linda can bereached at: [email protected].

Celebrate Success

Tracking increased sizes of gifts and increasednumber of gifts will tell the organization if theprogram is improving or not. Percentage of fundsraised by appeal will show which appeals are themost successful, and the cost of funds raised willhelp to determine which appeals are the mosteffective from a cost standpoint.

■ These reports will help determine theamount of time and portion of the budgetthat should be spent on each of the variouscomponents of the development program.

Costs of fundraising should be evaluatedusing acceptable standards. Jim Greenfield in hisbook Fund Raising: Evaluating and Managing the FundDevelopment Process, provides a guideline to meas-ure fundraising costs.1

Finally, be sure to celebrate the successes.

■ Reward the development and other stafffor reaching goals.

A pizza party or small token gifts will showstaff that they are appreciated and that theirefforts were part of the success.

■ Be sure to report successes as well as areasthat need improvement to the board.

Use a board meeting to thank board membersfor their help with the development program.

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1James M. Greenfield, Fund Raising: Evaluating and Managing the Fund Development Process,Second Edition, New York, NY: John Wiley & Sons, 1999.

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I.To be informed of the organization’s mission, of

the way the organization intends touse donated resources, and of its capacity to use donations effectively for their intended purposes.

II.To be informed of the identity of those serving

on the organization’s governing board,and to expect the board to exercise prudent

judgement in its stewardship responsibilities.

III.To have access to the organization’s

most recent financial statements.

IV.To be assured their gifts will be used forthe purposes for which they were given.

V.To receive appropriate

acknowledgement and recognition.

VI.To be assured that information about

their donations is handled with respect and withconfidentiality to the extent provided by law.

VII.To expect that all relationships with

individuals representing organizations of interestto the donor will be professional in nature.

VIII.To be informed whether those seeking

donations are volunteers, employees of theorganization or hired solicitors.

IX.To have the opportunity for their

names to be deleted from mailing lists thatan organization may intend to share.

X.To feel free to ask questions when making

a donation and to receive prompt, truthful andforthright answers.

A Donor Bill of RightsPHILANTHROPY is based on voluntary action for the common good. It is a traditionof giving and sharing that is primary to the quality of life. To assure that philanthropymerits the respect and trust of the general public, and that donors and prospectivedonors can have full confidence in the not-for-profit organizations and causes they areasked to support, we declare that all donors have these rights:

D E V E L O P E D B Y

ASSOCIATION FOR HEALTHCARE PHILANTHROPY (AHP)

ASSOCIATION OF FUNDRAISING PROFESSIONALS (AFP)

COUNCIL FOR ADVANCEMENT AND SUPPORT OF EDUCATION (CASE)

GIVING INSTITUTE: LEADING CONSULTANTS TO NON-PROFITS

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Have You Read All the Publications in the AFP Ready Reference Series?

● Establishing Your Development Office:Staffing & Reporting, Budgets & Planning, Boards & Volunteers, the Seven Must-Have Documents (Available in French and Spanish)

● Getting Ready for a Capital Campaign: Your Blueprint for Evaluating Internal and External Readiness(Available in Spanish)

● Bringing a Development Director on Board:Assessing Needs, Recruiting, Interviewing, Hiring(Available in Spanish)

● Reviving Your Donor File: Prescriptions for Healthy Direct Marketing Plan

● Building an Effective Board of Directors: Demographics,Performance, Recruiting, Fundraising, Vision(Available in Spanish)

● Asking for Major Gifts: Steps to a Successful Solicitation(Available in Spanish)

● So You Want to Be a Consultant!

● Making the Most of Your Special Event(Available in Spanish)

● Developing Fundraising Policies and Procedures:Best Practices for Accountability and Transparency

For an up-to-date list of publications in this series,prices and quantity discounts, please contact AFP at

(800) 666-3863 or email [email protected]

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