The six most common excuses given by trustees reluctant to raise money are outlined, and positive counterarguments and specific techniques for understanding the excuse's underlying causes are offered. (MSE)

Argues that in-house database building offers possibilities for staff development, can provide important links between the library and the community, and can become important tools for local networking and cooperative collection development. Issues related to database planning, design, and testing are discussed, and several examples of existing…

A survey of the best in event ideas, settings, and themes for alumni programs is discussed. Traveling reunions at Greenhill School, a private screening of "Ghostbusters II," morning breakfasts of alumni at Purdue University, are among those described. Capturing the attention of graduating seniors before they leave campus is advocated. (MLW)

Offers advice on the principles of successful fund raising, specifically addressing small libraries and fund raising for automation. The discussion covers the need for careful planning, identification of receptive funding sources, and clear communication of needs and objectives. A sidebar provides information on the Foundation Center, an…

Reviews findings of a survey of participants at the 1986 Omaha Development Institute to determine the revenue generated for Catholic schools by various development activities between 1976 and 1986. Discusses amounts and sources of revenue, administrative structures for financial development, and budgetary influences. (DMM)

Argues that public relations and resource development, including long-range planning and marketing, have become integral functions in advancing the goals of Catholic elementary and secondary schools. Considers alumni giving, foundations, and other components of development programs. (DMM)

A tax professional experienced in trusts advises college and university fund raisers and public relations professionals on trust management issues and their role in the trust relationship. Focus is on communication with the donor and on solving situation-specific problems. Examples are offered. (MSE)

Maintaining a quality college alumni program on a small budget requires careful analysis of services and may involve painful decisions. This process should begin with a broad, strategic review of mission, programming, audiences, and services. Finding other funding sources and increasing cost-consciousness can also help keep some activities funded.…

Confronted by diminishing prospects for adequate public financing, a small but growing number of two-year colleges are developing aggressive campaigns to bring in alumni donations. Some institutions have been highly successful. The biggest difficulty encountered is locating former students; another problem is conflicting alumni loyalties. (MSE)

Federal regulations governing receipts from fund-raising events at colleges and universities are summarized, including rules concerning tax deductions for raffle tickets, how and when to acknowledge donor gifts (cash or non-cash), and disclosure of fair market value. (MSE)

There is good reason for college fund raisers and business officers to collaborate on common financial interests. Communication is a key element of such cooperation. Other needs include agreement on accounting and reporting of institutional finances, agreement on stewardship of gifts (particularly with restrictions or endowments), and common…

New concentrations of wealth in the United States have not been accompanied by increased private philanthropy for higher education. To inspire large gifts, college development professionals must build a compelling case for transforming education. (MSE)

Describes how a rural school system in Alabama generated financial support for the school when the city council passed an ordinance to raise taxes. The school receives portions of an Occupational License Fee, a gasoline tax, and sales tax. The increased revenues have been used for building projects, salaries, and distance education. (KS)

The college development office must treat major gift prospects as they would regular major donors, involving the president, providing broader and deeper cultivation, and consistently personalizing the process. The process is a long-term one and requires planning. The principal gifts manager optimally handles no more than 50 prospects. (MSE)

Describes ideas that center directors developed for (1) planning and evaluation; (2) the emergency relocation of a center that had been contaminated by asbestos; (3) fund raising for community-run centers; and (4) the development of good parent-center relations. (MDM)