Back Issues of Directions In Development
Available Upon Request  

Of interest to development professionals, volunteers, and chief executive officers of non-profit institutions, the Barnes & Roche, Inc. newsletter treats topics in fund-raising with insight and lively writing.  

Our newsletter, Directions In Development, has covered a variety of topics over the years. We would be happy to furnish copies of past issues to anyone requesting them, or place the name of anyone wishing to receive it on the mailing list. There is no charge for this publication.  

Issues currently available in downloadable format are:
  

	Do You Know What is Changing in Advancement Services - in the Market and in Technology?  (January 2001)
	Building and Sustaining a Strong Board of Directors  (November 2001)

Women as Donors: The Hidden Constituency from Advancing Philanthropy, The Journal of the National Society of Fund Raising Executives (1993)

With more money concentrated in the hands of women, what are the keys to cultivating and motivating this critical market to give?

Financing Fund-raising (1992 - Volume 19, No. 1)

Strategies for paying for your campaign range from developing reserves and borrowing to building costs into ongoing giving programs.

Staffing: The Challenge of the ‘90s (1990 - Volume 17, No. 1)

Your development staff is one of your most important assets. How do you find, choose, and keep the best?

Internal Communications: The Inside Story (1988 - Volume 15, No. 1)

A successful development program depends on clear communications - making sure that your board, president, staff, and volunteers all understand your objectives and their role in carrying them out.

Marketing (1987 - Volume 14, No. 1)

How can marketing direct both creative energies and precious dollars toward the most meaningful results of institutional advancement?

And What Do You Do For A Living? (1986 - Volume 13, No. 2)

Trends in compensation and other changes within the field affect what development professionals expect - and what their institutions expect of them.

When Less Is More (1986 - Volume 13, No. 1)

Setting goals, designing feasibility studies, and choosing leaders are just a few of the steps where less visible action and more groundwork will reward the patient development professional.

Turning Time to Campaign Advantage (1985 - Volume 12, No. 1)

Establishing a workable timetable (internally and externally), maintaining flexibility, perceiving the right time to involve volunteers, and a keen sense of the appropriate time to begin a campaign (and whether to announce it or not) are all elements figuring in a higher probability of success.

Getting the Most from Capital Fund-Raising Publications (1984 -Volume 11, 
No. 3)

Publications used in capital fund-raising are one tool in the cultivation process and can raise the level of excitement among prospects about an institution. But they cannot do the whole job - no matter how good they are!

Chinese Calligraphy, Campaign Champagne and Other Creative Ways of Continuing to Say Thank You (1984 - Volume 11, No. 2)

Part of any good development plan is a stewardship program. “Thank you” can come in many forms and at many times.

A Development Program Checkup: A Key to Program Vitality (1984 -Volume 11, No. 1)

A development program checkup is not only a means of spotting problems - it is a valuable tool for a development officer to chart a healthy course for the development program, which is measured by the “bottom line.”

Development Staffing: Pertinent Questions for Planning and Hiring (1983 - Volume 10, No. 1)

Staffing is a matter of personalities of the institution, its people and its programs and goals. Size vs. quality. Experience vs. energy and ambition. The issues to consider in building a professional and support staff as a building block for a successful development program.

The Chief Executive and the Development Program (1982 - Volume 9, No. 3)

A look at the pivotal role of the chief executive in fund-raising during a period of increasing institutional austerity; and how an effective development staff can help a president assume that role effectively.

The Essence of Prospect Research: Quality vs. Quantity and the Art of Successful Rating (1982 - Volume 9, No. 2)

A review of the necessary steps to build an effective prospect research program, which involves more than merely listing facts on paper. Prospect rating is discussed in light of the factors, which influence a prospect’s capacity and inclination to give.

Training Your Solicitors: From Pussycats to Tigers (1981 - Volume 8, No. 2)

Essential steps to train solicitors in a thoughtful and productive way as important potential donors are cultivated.

Some Thoughts on the Governing Board (1980 - Volume 7, No. 1)

Some thoughts about the functioning of governing boards and the often delicate balance of their relationships with staff and other sectors of an institution’s constituency.

Cultivation is Not a Dirty Word (1979 - Volume 6, No. 3)

Cultivation is a process of building awareness and commitment in a prospect - commitment to accomplishing good (if not great) things in partnership with an institution.

The 365-Day Campaign (1979 - Volume 6, No. 2)

A look at some of the essential factors, which contribute to the success of an annual giving program as a 365-day “campaign.”

Balancing Act: Walking the Fine Line of Volunteer/Staff Relationships (1978 - Volume 5, No. 2)

The interrelationship of volunteers and staff is often troublesome (and troubling) to both parties. When expectations are clear, an effective balance of activity and productivity can be maintained.

Seven Good Reasons Not to Have a Capital Campaign (1978 - Volume 5, No. 1)

A capital campaign is not a “wonder” cure for all the ills that plague organizations, but that is exactly how it has come to be regarded in some quarters. (Reprinted in the March 1978 issue of AGB Report.)

Summertime ... and the livin’ is (too?) easy (1977 - Volume 4, No. 2)

It is time to throw away the assumption that nothing significant happens (for fund-raising) in summer, and look for ways to keep up momentum, rather than let it wither.

Alumni Relations and Development: Two Ships Passing in the Night? (1976 - Volume 3, No. 3)

Interchange and cooperation, not separatism and factionalism, will be the watchwords of institutions seeking to sustain alumni interest in coming years.

Happy New (Fiscal) Year! -- A Look at Development Budgeting (1976 - Volume 3, No. 2)

Investing in the development operation is tantamount to “buying money” which helps to keep the rest of an institution alive and vital.

The Short and the Long of It (1976 - Volume 3, No. 1)

Short- and long-term fund-raising objectives do not have to be and should not be considered at the expense of one another.

The Chief Executive Officer and the Development Program (1975 - Volume 2, 
No. 3)

What makes a good “fund-raising president?

Fund-Raising in a Declining Economy (1974 - Volume 1, No. 1)

Money can be raised in any type of economy. It is a question of how much and how, rather than whether.

DATED TOPICS 

Fund-raising in the Recession (1991 - Volume 18, No. 2)

When recession strikes, what can you expect and how can you get the most from these challenging times?

Government Relations and the Development Officers (1991 - Volume 18, No. 1)

Development officers strengthen their institutions if they understand the issues in government relations, learn how to stay on top of these issues, and take an active role in government policy making when necessary.

Strategies for Increasing Corporate Support (1989 - Volume 16, No. 1)

With more non-profit organizations competing for a smaller corporate dollar, a creative approach to fund-raising may open new avenues of support for your organization.

Comments on the Stock Market “Meltdown,” the Tax Incentive Myth and Giving for Goodness’ Sake (1987 - Volume 14, No. 2)

What impact have the stock market “meltdown” and the Tax Reform Act of 1986 had so far, and how can institutions prepare to deal with these changes?

What To Expect From Tax Reform (1986 - Volume 13, No. 4)

This issue looks at the immediate impact of the Tax Reform Act of 1986, which had some good news as well as bad for philanthropy.

Tax Reform Legislation: A Development Agenda for 1986 (1986 - Volume 13, 
No. 3)

Do not tell your donors the sky is falling. You will need their support next year just as much as this year. Development professionals must help donors prepare for changes in the tax laws with practical advice while sticking to the basics of good fund-raising.

From Computer Coward to Development Pac Man (In Six Easy-to-Read Pages) 
(1983 - Volume 10, No. 2)

Time, careful planning and good judgment in buying a computer system, or learning how to make the most of a system, produces rewards in efficiency, accuracy, savings in staff time and affords an institution the opportunity to create new components to the development program.
 
Case Making in the 1980’s: New Dimensions to Traditional Approaches (1982 - Volume 9, No. 1)

Five new approaches an institution should consider to make a compelling case for support in today’s increasingly competitive search for the philanthropic dollar.

Does the New Tax Law Have a Silver Lining? (1981- Volume 8, No. 3)

Implications on charitable giving of the Economic Recovery Tax Act of 1981 and the challenge to more creatively define an institution’s mission and justification for support.

As Education Faces the “Make or Break” Decade (1981 - Volume 8, No.1)

The business of education in the 1980’s is to become more businesslike while, at the same time, assuring that educational values and substance are maintained.

Capital Fund-Raising in the 1980’s (1980 - Volume 7, No. 3)

Remarks by John P. Butler, III, President of Barnes & Roche, Inc., at the 1980 Annual CASE Assembly highlight opportunities to be seized for educational fund-raising in the ‘80’s.

Exploding a Few Myths About Deferred Giving Programs (1980 - Volume 7, No. 2)

Establishing a deferred gift program need not be unduly complicated and does not require magical powers.

Focus on People: Professional Advancement in the Development Field (1979 - Volume 6, No. 1)

Important characteristics to look for in those seeking entrance to the development field and questions development officers should ask themselves to evaluate their readiness to advance. 

1977 -- Rites of Passage: From the Tripod to the Waterbed of Philanthropy (1977 - Volume 4, No. 1)

Norman S. Fink, Esq. ruminates on the future of fund-raising and comments that annual, capital, and “planned” giving no longer fit into the traditional tripartite mold. Today they must blend and flow to adjust to the donor’s configuration of assets, income, obligations and estate. (Reprinted in CASE Currents.)

Rationale for “Reform” -- Congress and Taxes in 1975 (1975 - Volume 2, No. 2)

Norman S. Fink, Esq. suggests, “We shall have to be vigilant to prevent the enactment of unsound law, notwithstanding the apparent ‘goodness’ or ‘fairness’ of the rationale for change.

"Polishing the Crystal Ball: A Look at Long-Range Planning" (1975 - Volume 2, No. 1)

Making hard decisions about the program goals and priorities is a prerequisite for success in fund-raising.
    

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