By Christopher M. Cannon
A simple advisor to the foundations of powerful fundraising operations
An govt consultant to Fundraising Operations presents fundraisers with easy-to-understand ways to judge and handle fundraising operations wishes and possibilities. This consultant simplifies and specializes in the research of difficulties and wishes, permitting a short go back to fundraising.
- Provides the fundamental framework to enhance and innovate improvement operations
- Includes dozens of useful instruments, together with pattern rules for information, database, reporting, and company approaches
- Offers pattern workflow illustrations for reward processing and acknowledgment, record specification, and different strategies
- Features pattern experiences for crusade administration, functionality administration, and exception administration
- Delivers potent calculators for operational ideas of thumb
it doesn't matter what the dep. is named, such a lot fundraisers fight with comparing operational concerns. This consultant leads you thru ideas of powerful fundraising operations, simplifies advanced themes, and gives recommendations to a few of the main vexing operations dilemmas.Content:
Chapter 1 creation (pages 1–14):
Chapter 2 rules of Fundraising Operations (pages 15–50):
Chapter three obligations of Your Fundraising Operations staff (pages 51–101):
Chapter four application help (pages 103–114):
Chapter five tendencies, Fads, and Staying prior to the Curve (pages 115–160):
Chapter 6 choice suggestion from the sphere (pages 161–174):
Chapter 7 instruments for Fundraising Operations (pages 175–204):
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Additional resources for An Executive's Guide to Fundraising Operations: Principles, Tools, and Trends
Without such guidance and advocacy, the operations team will not know where to spend their ﬁnite time. In these cases, the urgent nearly always overwhelms the important, so the long-term operational innovations you may need will not be given the proper attention. In fundraising, and work environments in general, the metaphor of ‘‘ﬁghting ﬁres’’ is often a helpful way to describe the urgency of the many tasks at hand. Many operations professionals tell me that they are always 24 chapter 2 principles of fundraising operations ‘‘putting out ﬁres,’’ even if they would prefer to focus on strategic priorities.
For example, a naming opportunity secured by a revocable bequest intention could be acceptable within the fundraising progress reports, even though this would not be added to the ﬁnancial reports. Program reports. These reports should reﬂect the success of each fundraising program. These reports can include an ‘‘above-the-line’’ component and a ‘‘below-the-line’’ component. Above-the-line outcomes are those for which the program is directly responsible and which can be reported without concern for duplication within other programs.
It can give you directions to your next donor visit. And this is just the little device you can ﬁt in your hand. Somewhere near or accessible to your ofﬁce, you likely have a bay of servers, humming along in a temperaturecontrolled room. These servers manage hundreds of applications and link your organization to the Internet and most of the world. When I joined Saint Louis University, my new boss, a great fundraiser named Paul Schnabel, asked me to serve as his co-chair of the Advancement functional group for the enterprise-wide implementation of SungardHE Banner.