Effective Frontline Fundraising

Renew：Part 21
Author：Jeffrey David Stauch
Update：08-15-2023
Tags：Politics Social Science
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Chapter List

Chapter 7, when you outsource your fundraising operations, you are also sacrificing a certain degree of quality control. You risk your message getting convoluted by a profit incentive as opposed to a sincere dedication to the mission that your nonprofit represents.
Chapter 6), theyall give you a backdrop for thinking about its contents: an overview of the gift cycle, and the steps you will take to engage donors and maximize their contributions to your organization.
Chapter 11. Meanwhile, Iad like to talk about the distinction between the annual fund and major gifts in the context of recruitment. Major gift officers tend to be recruited up through the ranks of the annual fund, but not always. Some candidates have no previous fundraising experience. However, with major gift work, you do want to scrutinize your candidates carefully. The stakes are a little bit higher. While the annual fund team can be depicted as a sc.r.a.ppy but plucky, frenetically paced office, major gift work can require a slightly more refined approach. Again, more on the distinctions later, but know that itas fair to expect experience with direct solicitations when interviewing for major gift officers.
Chapter 4
Chapter 4?), and both of them should be given equal voice when setting goals and coming up with your annual plan.
Chapter 10.
Chapter 9, as well as how to conduct the visit. The focus here is to talk about planning your year in travel/visits.
Chapter 9. To ill.u.s.trate the principles, in this chapter, Iall provide a telephone script that you will be able to adapt for the use of your own organization. Youall also find useful examples of e-mail and written solicitations in the appendix.
Chapter 9
Chapter 10
Chapter 11 when we discuss major gifts, as cultivation can often live or die based on your skills as a negotiator and intermediary between the donor and your organization. Until then, hereas the short of it: when it comes to steering your donor into the corrals of your inst.i.tutionas funding priorities, begin by zooming out. At the broadest level, what motivates the donor to give? Iam talking big, fat, abstract words: social change, poverty, sports, human rights, animal rights, environmental justice. After youave established that, ask yourself where your organization dovetails with those philanthropic priorities. Sometimes itas an indirect fit; sometimes the gift will be designated towards something for which there is a need at your organization, even if it isnat the greatest priority.
Chapter 12
Chapter 13
Chapter 14
Chapter 15
Chapter 7 on crafting your written, e-mail, and telephone solicitations? The same elements are needed for a compelling major gift narrativea"itas just that the elements are much more individually tailored.
Chapter 17
Chapter 18
Chapter 7, I want to reiterate that inspirational messaging will always contain some combination of the following: Your organizationas name and mission The problem The solution A sense of urgency A call to action (i.e., an ask) __________.
Chapter 6, when we talked about planning), but itas likely to be a few points of contact beyond what you initially think.
Chapter 21