Leadership Skills Development Institute - Module 2 - Sessions 2 and 3, Part A - Strategies for Designing and Implementing a Resource Development Campaign

• NCJ Number: 83289
• Author(s): B Farrand
• Date Published: Unknown
• Length: 0 pages
• Grant Number(s): 79-CA-AX-011
• Sponsoring Agency: US Dept of Justice; Ctr for Community Change
• Corporate Author: US Dept of Justice
• Publication Format: Film
• Language: English
• Country: United States of America
• Note: *This document is currently unavailable from NCJRS. Videotape, 59 minutes, color, 1 inch - The Institute was held in Berkeley Springs, W. Va., May 4-10, 1980. For complete set of tapes for this event, see NCJ-83281-83303.

Annotation

An experienced program promoter and fundraiser outlines basic strategies for comprehensive fundraising campaigns (targetting individual donors, membership drives, benefits, and grant application) to help community crime prevention programs diversify their fundraising activities.

Abstract

Program board members must be aware of their fundraising responsibilities, primarily reqarding large potential donors. Development directors should not be charged with obtaining all funds, although they should coordinate and manage the overall fundraising effort. A comprehensive fundraising campaign has four components. The first is targeting donors individually for large donations. This requires involvement of influential board members who have social contact with foundation and company decisionmakers and can presumably exert pressure for funds. The second is a broader public thrust in the form of membership drives and a general appeal for small donations. Here, the appeal is not individualized and the bulk of the work can be carried on by staff and volunteers. Holding benefits -- single fundraising events -- is the third component of a comprehensive campaign. Board and staff members share the involvement, playing different roles. These functions are not substitutes for an entire campaign, although they require great concentration of effort. If more than one benefit is planned (four are recommended in a year) they should be chaired by different persons. The final component is grant applications, which must be prepared by program staff and require formally written material. Prerequisites for a fundraising campaign are a clear and succinct formulation of program goals, needs, structure, and rationale that need be understood by both staff and board members. Other concerns are well-planned recordkeeping procedures, a balanced board with both community and power circles represented, appropriate materials and handouts, an effective fundraising chairman, and a schedule of meetings and events that is adhered to. Program staff are urged to make fundraising as pleasant and sociable as possible for board members and volunteers and to reward individual efforts. The personal benefits to be derived from involvement by broad members and volunteers should be emphasized. For further discussion of resource development strategies, see NCJ 83290-93.