Gift clubs at significant levels give donors a reason to make significant gifts. Mega-gift clubs succeed for four reasons: they are an attractive way to recognize donors, clubs give donors who are ready and willing an opportunity to give, they offer status, and they provide donors with tax deductions. (MLW)

A program that sent a fund-raising videotape to 1,500 University of Richmond alumni is described. Research had turned up affluent alumni in areas too remote for personal calls or visits by the presidents. The program was a success and proved cost-effective. (MLW)

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)

Parents represent a major but largely neglected source of annual, capital, and deferred gifts. An important dividend of any effective parents program will be the volunteers it turns up. These volunteers can help with fund raising. (MLW)

This article describes how the Kansas City (Missouri) Learning Exchange initiates and maintains successful partnerships with the private sector. To help fund quality staff development, the Exchange raises almost a quarter of a million dollars annually from businesses, trusts, and foundations. (DF)

This study presents a statewide assessment of the nature and acquisition of private resource contributions to public school education in Arkansas. Findings are presented in a 12-cell source-by-type matrix. (TE)

Reports the results of a nationwide survey of public comprehensive community college fund-raising and foundation activities. Less than half of the colleges surveyed currently have established not-for-profit foundations, although 20 percent contemplate doing so. Half of the foundations reported assets under $25,000; very few have over a…

Recently, the Council for Advancement and Support of Education (CASE) revised its standards for annual gifts and campaigns. The purpose was to erase ambiguities, establish tighter definitions for certain types of gifts, and ensure greater clarity about best management practices. In addition, the effort created a reliable database of campaign…

This report presents a comprehensive review of private philanthropy in the United States during 1996. After a preliminary section, the first section presents data on giving, using text, graphs, and charts. Sections cover: overall 1996 contributions; changes in giving by source and use; total giving (1966-1996); inflation-adjusted giving in 5-year…

Colleges and universities can no longer afford to remain insular when determining which new initiatives can be funded, how, and by whom. As public funding bases dwindle and individual donors begin to identify themselves as investors as well as philanthropists, higher education institutions must increasingly seek out new ways to integrate academic…

Phonathons are seen as a highly personal, effective, and informative type of solicitation. Duke University's "Dialing for Duke" phonathon is described. Suggestions for phonathon success are: relentless recruitment of volunteers, upbeat atmosphere, a sense of competition, good training, staff supervision, and a realistic goal. (MLW)

Six institutions' successful annual fund drives are described. St. Stephen's School keeps its constituents informed of giving participation and fosters a competitive spirit by using agents for each alumni class and parent representatives for each school grade. Ohio University cultivates annual gifts through a gift club for local donors. (MLW)

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)

Presents a synthesis of a three-day meeting of early childhood professionals from 13 states which was held in Clinton, Michigan in August 1981. The meeting was initiated to examine changing governmental roles in the governance and provision of early childhood services and to formulate strategies for proper future services for young children and…

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)