By Scott C. Stevenson
Originally released through Stevenson, Inc., this functional source presents nonprofit companies with a plan for correctly stewarding those that have invested so generously of their organisations and people they serve. Dozens of principles, strategies, and methods are included.
Important issues coated include:
- Key stewardship relatives practices
- Cumulative givingPledge acknowledgements
- First-time donor strategiesPersonlized gifts
- Employee engagement
- Marketing endowments
- Donor walls
- Donor recognition
Please observe that a few content material featured within the unique model of this name has been got rid of during this released model as a result of permissions issues.
Chapter 1 Stewardship administration and monitoring strategies (pages 4–8):
Chapter 2 reward Acknowledgment approaches (pages 9–13):
Chapter three Donor reputation as an Act of Stewardship (pages 14–18):
Chapter four Personalizing Acts of Stewardship (pages 19–22):
Chapter five Stewardship Protocol and Ethics (pages 23–27):
Chapter 6 enticing Board participants and staff in Stewardship (pages 28–30):
Chapter 7 Stewarding Capital crusade Donors (pages 31–32):
Chapter eight Stewarding Endowment Donors (pages 33–37):
Chapter nine Stewarding deliberate reward and Memorial reward Donors (pages 38–40):
Chapter 10 Correspondence, revealed Communications that aid Stewardship (pages 41–45):
Chapter eleven site Stewardship thoughts (pages 46–47):
Chapter 12 becoming Examples of Stewardship in motion (pages 48–52):
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Extra info for Stewardship Essentials: The Donor Relations Guide
Trade and professional organizations provide information, advocacy, and education; charities and foundations deliver needed services and grants to a wide variety of worthy causes. ”Too often, organizations settle for average performance and maintenance of existing programs, rather than innovation and the risk of new ventures. The continual use of hyperbole to announce the latest and greatest program masks the reality that few of these ballyhooed activities are delivered eff iciently or have staying power.
The Basic Parts Corporations are owned by their shareholders and private businesses by their founders and partners. However, the def inition of nonprof it “owners” is not so distinct, which makes discussing who “owns” nonprof its painful and fruitless. Let’s just assume that nonprof its are “owned” by their constituents: the members of a trade, professional or membership association, or donors/grantors/community constituents of a foundation or charitable nonprof it. For example, members or owners of the American Bar Association (ABA) are the lawyers, students, and vendors who pay dues.
Let’s look closer at each of these barriers. Excessive Amateurism or Professionalism Reliance on volunteer input or private charitable support can lead to ineffective operations and an inability to effectively deliver programs and services. However, excessive professional staff control can limit the involvement of members. Resource Insuff iciency The voluntary sector may not be able to generate revenues on the scale needed to cope with the range of human problems presented. Or, attention is directed to expense reduction rather than revenue growth, thus limiting resources.
Stewardship Essentials: The Donor Relations Guide by Scott C. Stevenson