Yale University's Quarter Century Fund, a way to involve students in fund raising and to get new graduates into the giving habit, is described. Yale seniors make pledges to the Fund and contribute an annual amount to be invested as the nucleus for the class's 25th reunion. (MLW)

"Flat tax," a euphemism for major tax reform, is discussed. Its adoption would probably mean reducing tax rates by broadening the base upon which taxes are imposed. This implies elimination of many, if not most, of the deductions, credits, and other special provisions of the tax code. (MLW)

The foundation board at the State University of New York College at Purchase was transformed from a passive to an active board by presidential persuasion, meetings with faculty, campus tours, trustee training, facts from other colleges, survey of needs, and definition of goals. (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)

For Goucher College to have a successful corporate drive, the basic elements of any effective fund-raising effort were needed. They included: the right leadership, proper research and strategy, the ideal setting for solicitation, and starting with best prospects first--obtaining pledges from corporations represented by board executives. (MLW)

By using paid telephone callers instead of direct mail appeals, the University of Maryland increased its rate of acquiring new alumni donors 17 times over. An incentive plan was implemented in order to increase the motivation of the student callers. The paid callers use scripts. (MLW)

A study on foundation grant patterns, which found that certain types of institutions get more gifts--and larger ones--than do others, is described. Public and Black institutions and five types of private institutions (research, doctoral, comprehensive, liberal arts, and two-year colleges) were studied. (MLW)

Associates programs or alumni gift clubs whose membership requires a large annual or deferred gift commitment or both are described. Membership criteria, membership enlistment, enlistment imperatives, goals, sponsoring committee, activities and communications, program leadership, and printed materials are discussed. (MLW)

College closings have generated a new alumni association--the independent association, operating despite closure of the parent college. Three independent alumni associations are discussed, and the development of tools to serve the needs of independent associations, especially fund raising and financing, are advocated. (MLW)

The history of voluntary support during recessions is mixed, but the question is less whether a college should launch a fund-raising campaign than whether it can afford not to. By waiting for good economic times to campaign, the message of urgency is weakened. (MSE)

Three methods for reporting the value of a deferred gift are described: the tax method, net realizable value, and fair market value. Three major categories of deferred gifts are identified: pooled income funds, charitable remainder trusts, and charitable gift annuities. (MLW)

Corporate philanthropy, it is suggested, has as much to do with the desire of American business to create an influential community profile as with the desire to fulfill its corporate responsibility. Delta College began attracting corporate attention when it bought and began to operate its own Public Broadcasting System station. (MLW)

Using paid phonathon callers, it is argued, will increase dollar and percentage response without hurting college volunteer programs. Arguments in favor of paid callers are summarized: they raise more money, they cost less, and since they are more easily available more alumni can be phoned. (MLW)

Paid phonathon solicitors may raise more money in the short term, but using paid callers, it is suggested, will undermine college volunteer programs. Phonathons are seen as a fund raising technique. Committed involvement is seen as fundamental to fund raising success. (MLW)

Austin College's approach to raising large amounts of capital funds with severe limits on number of staff, size of budget, and available time is presented. Some suggestions on locating prospects, cultivating donors, involving the president and trustees and thanking donors are provided. (MLW)