1.

When donors give to us, they are entrusting us with their resources and trusting us to manage those resources accordingly.

We must demonstrate impeccable integrity throughout the entire fund development process.

2.

The work and mission of the nonprofit must be supported by key agency members (board members, staff) and the core constituency (parents, other key publics).

Let us not be ashamed, embarrassed, or afraid to invite those around us to partner with us in supporting the vision and mission of the organization.

3.

It is important to challenge people to give (create the expectation), but it is imperative (as we provide opportunity for them to give and fill that created expectation) that we never, ever coerce them to contribute.

The successful development program practices responsive fundraising and not reactive fundraising. Relationships come first, money second and no matter how bad things may get, Unabomber fundraising tactics must never be employed.

4.

The spirit of the giver is more significant than the size of the gift.

The $1.00 gift from the widow is as important as the million dollar gift from the socialite and the widow deserves equal treatment, recognition and respect as the socialite. It can be argued that perhaps giving categories are discriminatory in nature. Organizations that utilize giving categories must carefully think through the employing of categories so as not to alienate or isolate others.

5.

The way to break the 80/20 rule (80% of funds are given by 20% of individuals) is to enfold every key public, capturing their attention through relational processes and motivating them to volunteer.

The focus in development cannot be exclusively major gifts. This is flawed and in the long run ultimately weakens a development program.

6.

Each individual is moved to contribute after a certain process takes place that is unique to that individual in their life relating to the nonprofit (linkage, interest, capacity).

We must understand that there is no "magic" formula in getting donations. In fact, our motivation with donors should never be to "get" donations but rather interact with individuals in such a fashion that they are inspired to partner with us through the giving of gifts. Fundraising is a result of friendraising. Raise friends and you will raise funds. Each potential donor must be handled in their own unique process.

7.

The process of procuring major gifts is substantially different from procuring minor gifts.

Recognize that each key public is unique unto itself and therefore requires its own unique strategy to penetrate. Some donors may take years to cultivate and we must demonstrate in our strategies a level of patience to support the major donor process.

8.

Raising friends is the first basic foundation in the development process and is a prerequisite to raising funds.

Friends give to friends and we must understand that building personal relationships (friendships) lays the foundation of integrity that invites us to invite others to partner with us. We must be patient as we enter into a period of building relationships, knowing that in the long run, great dividends will be paid. Friendraising creates larger gifts, multiple gifts and donor allegiance.

9.

The development and fundraising process must not be separated from the promotional and motivational process.

Build the infrastructure to support development and recognize that every department and employee is integral to development.

10.

The development and fundraising process must not be separated from the marketing process.

The director of development and associates should be a focal point in designing and implementing overall marketing strategies for the organization. Remember that inside the organization we rationalize based upon reality but those outside the organization rationalize based upon perception. There must be at all time one perception communicated.

11.

The strongest commitment comes in direct proportion to the strongest communication, challenge and call to participation.

Understand that the development process is all about effective communication and that communication comes in all forms. Master your perception and public points of contact.

12.

The key to success is unity in the midst of diversity.

Agree to agree and agree to disagree, but in everything, every board member, employee, and volunteer must keep the unity of the vision in focus.

13.

The way to break the cycle of donor fatigue is through constant acquisition.

The development program must, at the core, have donor acquisition as a basic strategy that is never ending. Just because you are able to execute a capital campaign does not necessarily mean you should.

14.

The assimilated donor has greater immediate and future value than the unassimilated donor.

The nonprofit belongs to everyone and we must assimilate donors to the place where they have a real sense of ownership for the nonprofit. Once donors have this sense, allegiance is rooted and new key publics are opened.

15.

Recognition has greater value than solicitation and the development program must have a strategic recognition process in place for every donor.

Create an atmosphere that makes giving fun and rewarding. Real recognition transcends letters of thanks and involves a highly interpersonal process in which the donor feels and knows genuine gratitude.

16.

The director of development and development office employees should be remunerated based on what they are worth and not on what the budget can afford. In other words, when hiring development staff, the board must commit to paying reasonable and fair salaries.

Recognize the average tenure of a director of development is 18 months and the loss of a director of development can be fatal and certainly injurious to any development program. Boards must compensate development directors and employees fairly and in return expect longevity. To make money, you have to spend money.

17.

Boards must commit to staffing the development office appropriately.

A successful development program is highly comprehensive and highly inclusive managing countless pieces of information. The director of development must be positioned to effectively manage the overall daily details of the program without becoming bogged down in the day-to-day administrative details. Hire the appropriate staff to assist and empower your director of development to be effective.

18.

We must be careful not to overcomplicate our view of the development process.

We tend to program and analyze everything to death and yet, development is the very simple act of motivating people to give gifts to people. It is very basic - always has been and always will be.

19.

Be careful not to underestimate your view of development.

Boards must understand that simply hiring a director of development is not sufficient in achieving a viable development program. The board must equip the director of development with all the tools necessary to do the job including necessary support personnel and a sufficient development budget to work with.

20.

The primary advocate for the director of development is the development committee and specifically the development committee chair who must be a board member.

The development committee, having understood the development process and need, must advocate unceasingly to the board to obtain what is needed to achieve the most successful development program possible.

21.

Development is both short term and long term.

The basic strategies of the development program must involve one and three year short term strategies and five to ten year strategies. This can only be achieved when the proper infrastructure and funding is in pace to support the development process.

22.

The Director of Development must be an integral part of the budget process.

The Director of Development is a key financial officer in the organization and has the right and obligation to help architect annual budgets.

23.

The development committee, having understood the development process and need must advocate unceasingly to the board to obtain what is needed to achieve the most successful development program possible.

The easiest individual for donors to reach should be the director of development. Insure that the development office is available directly to donors.