Guidelines for managing fund-raising programs are presented including: recognize variability of costs, understand salaries as major cost, compare institution only with its peers, manage volunteers well, allocate enough resources for the long-range development of young alumni and planned giving, pursue endowment gifts, etc. (MLW)

Points to revenue sources available to fund raisers, development officers, and school administrators. Analyzes three basic grants givers (i.e., government, corporations, and individuals), suggesting that development personnel use local resources to find out as much as possible about each group. Recommends specific tactics for information…

Describes the Archdiocese of Chicago's Sharing program, in which affluent parishes link up with their poorer counterparts to form friendships, solve problems, and overcome the anonymity of charitable work. Reveals outcomes including the annual sharing of $2 million among parishes. Offers examples of parish-to-parish support and suggestions for…

The annual Comparative Performance Study of the National Association of College and University Business Officers (NACUBO) contains data on the endowments of 223 colleges and universities. It can help answer many donor questions. (MLW)

Ideas that have helped the University of Richmond win corporation support are identified: develop impact statements; research each prospect; schedule corporate days on campus; plan executive information sessions on campus; give return for support; use one gift to increase others; extend pledge period; use team approach; and thank donors. (MLW)

Since hundreds of requests for grants appear at the offices of American foundations, a proposal that wastes an opportunity by making a poor case cannot be tolerated. Suggestions are given for beginning the grant-writing, drafting the proposal, and avoiding certain problem approaches. (Author/MSE)

College and university development officers must take an active role in soliciting foundation support and marketing their institutions and priorities. They should also exercise good judgment and fund-raising understanding to determine where their participation is beneficial and has the potential for productivity. (Author)

Discusses five possible alternative funding sources for the school music program: local businesses, corporate foundations, private foundations, wealthy individuals, and state arts councils. (Part of a theme issue on the crisis in music education.) (Author/SJL)

Offers advice on the principles of successful fund raising, specifically addressing small libraries and fund raising for automation. The discussion covers the need for careful planning, identification of receptive funding sources, and clear communication of needs and objectives. A sidebar provides information on the Foundation Center, an…

Argues that public relations and resource development, including long-range planning and marketing, have become integral functions in advancing the goals of Catholic elementary and secondary schools. Considers alumni giving, foundations, and other components of development programs. (DMM)

New concentrations of wealth in the United States have not been accompanied by increased private philanthropy for higher education. To inspire large gifts, college development professionals must build a compelling case for transforming education. (MSE)

The modest foundation that publisher DeWitt Wallace established for Macalester College (Minnesota) in 1981 suddenly became $200 million in 1990. Previous strategic planning has laid a foundation for decisions regarding use of the assets, which will be used to strengthen the faculty, curriculum, student opportunities, and facilities. (MSE)

In a model for training physicians in management, a privately funded program has a physician-fellow working in a community-based private practice to produce compensation for work done and fund academic training. Institutions can thus use clinical income to expand management training within contexts of existing academic missions and patient care…

A review of some alumni research conducted at Stanford University (California) and the ways the findings have been used indicates the range of development and alumni-relations issues for which market research can be valuable. It also demonstrates the value of ongoing, rather than occasional, research. (Author/MSE)

Offers strategies for teachers of the gifted to increase their budgets through fund development, including annual giving, capital campaigns, endowments, and planned giving, such as irrevocable and revocable charitable gifts. Teachers are urged to do research, follow procedures, get organized, keep accurate records, appoint strong leadership, and…