Describes efforts by various universities to develop online fundraising. Provides survey data on these efforts and discusses the "go slow" approach adopted by many institutions. Describes the possible innovations, some derived from for-profit models, that may be adopted by institutions in the future. (EV)

Provides the views of four advancement officers on why undertaking advancement-related graduate study is valuable. Presents a list with contact information of almost 100 graduate and certificate programs in the United States, Canada, Australia, and the United Kingdom related to institutional advancement. (EV)

A good plan is a statement of major management decisions that sets the stage for successful fund raising for years to come. A 12-step planning process includes: consensus on what the plan will include; timetable for planning; gathering data needed to conduct an assessment; individual program assessment; etc. (MLW)

Charities have an obligation to give donors "accurate and sufficient information concerning the deductibility of contributions." Donors must subtract any benefit of "substantial value" from their gifts. The value of a benefit is based on its fair market value, not on its cost to the charity. (MLW)

Discusses procedures nonprofit organizations can follow to conduct a successful telephone campaign. Steps include: (1) rallying board support; (2) preparing constituency; (3) setting sights; (4) maintaining files; (5) getting the timing right; (6) establishing time frames; (7) making the appeal; (8) documenting responses; and (9) following…

While mega-goal fund raising campaigns are an increasingly popular strategy, the nature of the comprehensive campaign can be confusing to constituents. Trustees must be able to explain the goal, or the campaign might lose credibility. (Author/MSE)

Two books on private donor decision-making are reviewed: "Decision Making in Foundations: A Case Study" by A. Hope Williams and "Factors Accounting for Variations in Levels of Private Giving to Higher Education in the United States" by Sally Spaid Drachman. (MSE)

Results of research on fund-raising practices in 10 dissimilar institutions with successful fund-raising programs are described. Particular emphasis is placed on the systems, processes, and qualitative aspects of planning. The institutions were chosen from an earlier, broader study of 575 institutions. (MSE)

A trustee at both a military school and a major university finds common responsibilities and dynamics on both boards and offers suggestions to development officers in their work with both trustees and fund-raising volunteers. (MSE)

Offers strategies for increasing library budgets, based on the pragmatic realities of funding decisions. Strategies discussed include: associating library needs with a more influential constituency; allowing service to deteriorate to intolerable levels; using influential patrons as spokesmen for the library; and appealing to funders' priorities…

Suggestions for writing effective fund-raising letters are presented including: composing the first draft, stating the purpose, making style work, telling what the gift will do, getting personal, crafting a P.S., and adjusting the flow. (MLW)

Lists corporations that match gifts of their employees to junior/community colleges. (DMM)

The long-range planning strategy used at the University of the Redlands to boost alumni program productivity and increase the program budget is outlined. The effort consisted of a series of planning weekends and a number of subtle strategies to justify added resources. (MSE)

Offers guidelines to Catholic schools on obtaining grants from foundations. Discusses three steps: self-assessment to determine how outside funding can best be utilized, the investigation of foundations with religious interests, and the establishment of personal contacts. (DMM)

Interviews with 30 million-dollar donors to colleges and universities, including 17 individuals and representatives of 8 corporations and 5 foundations, revealed that donors gave with the expectation of receiving some return but sought indirect rather than direct benefit: enhancement of the institution, community, or society at large. (MSE)