Overview

""The 2008 Cumulative Supplement"" contains the following new chapters: Chapter 1A - Initial Considerations for Entering a Fund Raising Campaign; Chapter 10A - Working as a Successful Planned Giving Officer to Raise Charitable Funds; Chapter 42A - Nonprofit Organizations - Practices and Problems; and, Chapter 56A - Funding the Cost of Charity.

Full Product Details

Author:   Ronald R. Jordan ,  Katelyn L. Quynn
Publisher:   John Wiley and Sons Ltd
Imprint:   Wiley-Blackwell
Edition:   3rd Revised edition
Dimensions:   Width: 15.50cm , Height: 1.30cm , Length: 22.90cm
Weight:   0.338kg
ISBN:  

9780470135709

ISBN 10:   0470135700
Pages:   240
Publication Date:   09 January 2008
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Out of Print
Availability:   Awaiting stock  

Table of Contents

"Note to the Reader: Sections not in the main bound volume (Planned Giving:Management, Marketing, and Law Third Edition: 978-0471-49508) are indicated by ""(New)"" after the title. Material new to or modified in this supplement is indicated by an asterisk () in the left margin in the contents and throughout the supplement.Preface.About the Authors.Acknowledgments.PART ONE GETTING STARTED.Chapter One A: Initial Considerations for Entering a Fundraising Campaign (New).1A.1 Introduction.1A.2 Campaign Counsel.1A.3 Advantages and Disadvantages of Entering a Major Campaign.1A.4 Disadvantages to Entering a Campaign.1A.5 Conclusion.PART TWO MANAGING A PLANNED GIVING PROGRAM.Chapter Eight A: Leadership and Management for a Development Team (New).8A.1 Introduction.8A.2 Characteristics of Successful Leaders and Managers.8A.3 Leadership in a Development Office.8A.4 Leadership Rules to Live By.8A.5 Tools to Help Manage.8A.6 Educational Methods for Becoming a Better Manager.8A.7 Conclusion.Chapter Ten A: Working as a Successful Planned Giving Officer to Raise Charitable Funds (New).10A.1 Introduction.10A.2 Types of Roles for the Planned Giving Officer.10A.3 Attributes of a Successful Planned Giving Officer.10A.4 Top 10 List for Closing Large Planned Gifts: How to Work with Planned Giving Donors.10A.5 Conclusion.PART THREE MANAGING DONORS AND PROSPECTS.Chapter Twelve A: Refocusing on Philanthropy (New).12A.1 Introduction.12A.2 Fundraising from the Nonprofit's Perspective: Development, Advancement, or Philanthropy?12A.3 Changing the Focus to Philanthropy.12A.4 Activating Donors.12A.5 Getting Started.12A.6 Strategies to Promote Philanthropy.12A.7 Opportunities for All Types of Charities.12A.8 Conclusion.Chapter Thirteen A: When To Walk Away (New).13A.1 Introduction.13A.2 Types of Problematic Gift Situations.13A.3 Warning Signs.13A.4 Potential Remedies.13A.5 KnowingWhen toWalk Away.13A.6 Keeping the Door Open.13A.7 Conclusion.Chapter Thirteen B: Fundraising Etiquette: Do's and Don'ts for Successful Business and Social Interactions with Donors and Prospects (New).13B.1 Introduction.13B.2 Working a Room.13B.3 When It Is Time To Move On.13B.4 Telephone Etiquette.13B.5 E-Mail Etiquette.13B.6 Issues/Complaints.13B.7 The Difficult Donor.13B.8 Donor Visits.13B.9 Restaurant Protocol.13B.10 Overnight Stays at Donor's Home.13B.11 Social Invitations.13B.12 Visiting a Donor in the Hospital.13B.13 Planned Giving Officer as a ThirdWheel.13B.14 Family Squabbles.13B.15 In Summary.13B.16 Conclusion.Chapter Fourteen A: Creating a Volunteer Society for a Development and Planned Giving Program (New).14A.1 Introduction.14A.2 Rationale for Creation of a President's Society.14A.3 Defining the President's Society.14A.4 Benefits of Creating a Volunteer Society.14A.5 Goals.14A.6 Modeling the Organization.14A.7 The Chairperson.14A.8 Profile of the Society.14A.9 The Recruitment Process.14A.10 Subcommittees.14A.11 Creating a President's Society Fund.14A.12 Role of the Chief Development Officer.14A.13 Timeline for Creation.14A.14 Challenges.14A.15 Conclusion.Chapter Seventeen A: Donor's Remorse (New).17A.1 Introduction.17A.2 What Is Donor's Remorse?17A.3 Causes of Donor's Remorse.17A.4 Preventing Donor's Remorse.17A.5 The Charity's Response.17A.6 Conclusion.Chapter Seventeen B: Combating Donor Fatigue and Overcoming Organizational Complacency (New).17B.1 Introduction.17B.2 Recognizing the Symptoms.17B.3 Donor Disconnects.17B.4 Fixing the Problem.17B.5 Treating the Symptoms.17B.6 Make the Charity Stand Out/Distinguish the Charity from Others.17B.7 The Role Of Planned Giving.17B.8 Conclusion.PART FIVE PLANNED GIFTS.Chapter Twenty-Seven A: Raising the Bar: Increasing Endowed Fund Minimums (New).27A.1 Introduction.27A.2 Assessing the Charity's Current Minimums for Endowed Funds.27A.3 Pegging The Minimum Based on a Good or Service/Formulaic Approaches.27A.4 Setting Realistic Minimums.27A.5 Escalator Provisions.27A.6 Selling the Concept.27A.7 Political Fallout-Impact on Prior Gift Agreements and Prior Relationships.27A.8 Conclusion.PART EIGHT POLICIES AND PROCEDURES.Chapter Forty-Two A: Nonprofit Organizations: Development Practices and Problems (New).42A.1 Introduction.42A.2 Symptoms of Disinterest.42A.3 Incident Report.42A.4 Acknowledgments.42A.5 Accounting/Payments to Donor/Beneficiary.42A.6 Inclusion in Charity Events.42A.7 Donor-Initiated Proposals.42A.8 Gift Agreements.42A.9 Prospect Control/Prospect Management.42A.10 Stewardship.42A.11 Insulation and Isolation.42A.12 Conclusion.PART NINE PLANNED GIVING PROGRAMS ON LOCATION.Chapter Forty-Seven A: What Charities Can Learn about Fundraising and Planned Giving from Other Charities (New).47A.1 Introduction.47A.2 Faith-Based and Religious Organizations.47A.3 Hospitals and Healthcare Organizations.47A.4 Educational Institutions.47A.5 Political Fundraising.47A.6 Community and Civic Organizations.47A.7 Arts and Cultural Organizations/Aquariums and Zoos.47A.8 Single-Illness Organizations.47A.9 Social Service/Humanitarian Organizations.47A.10 Conclusion.Chapter Forty-Nine A: Fundraising in a Hospital (New).49A.1 Introduction.49A.2 The Hospital Environment.49A.3 The Players.49A.4 Staffing the Development Office.49A.5 Priorities and Expectations.49A.6 Grateful Patients.49A.7 Working the Gift Through the Organization.PART TEN PLANNED GIVING IN CONTEXT.Chapter Fifty-Six A: Funding the Cost of Charity (New).56A.1 Introduction.56A.2 Impact on the Charity.56A.3 Impact on Development Staff.56A.4 Impact on the Donor Base.56A.5 Donors Likely to Sympathize with Charity's Predicament.56A.6 Insiders.56A.7 Increasing the Management Fee on Endowed Funds.56A.8 Surcharges.56A.9 Traditional Giving Patterns.56A.10 Restricted Gifts, Planned Gifts, and Life Income Gifts.56A.11 Implications on Minimum Gift Thresholds.56A.12 Implications on Planned Gift Options.56A.13 Campaign Gifts and Surcharges.56A.14 Disclosure.56A.15 Making the Case.56A.16 Conclusion.Appendix A: CD-ROM Documentation.Index.ImportantNote: Because of the rapidly changing nature of information in this field, this product may be updated with annual supplements or with future editions. Please call 1-877-762-2974 or e-mail us at subscriber@wiley.com to receive any current update at no additional charge. We will send on approval any future supplements or new editions when they become available. If you purchased this product directly from John Wiley & Sons, Inc., we have already recorded your subscription for this update service."

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Author Information

Ronald R. Jordan is an assistant professor at New Mexico State University, where he teaches courses on financial planning, consumer economics, and business and professional writing. He also consults with nonprofit organizations. He is a graduate of New England School of Law and was admitted to the practice of law in Massachusetts in 1975. Before retiring, he was the assistant vice president of university advancement at New Mexico State University and former director of planned giving at Boston University. Katelyn L. Quynn is executive director of development at the Massachusetts General Hospital. She is a past president of the Planned Giving Group of New England (PGGNE) and former board member of the National Committee on Planned Giving. She was named Planned Giving Professional of the Year in 1996, and in 2003 she received the David M. Donaldson Award for leadership in the field of planned giving from PGGNE. She graduated from Tufts University and Boston University School of Law.

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