Support from the Top | Standard 6
The nonprofit has fundraising metrics for individual staff and program focusing on activities and outcomes that drive success.
Checklist
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 Fundraiser performance metrics include both substantive activities and outcomes
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Performance metrics are evaluated annually and over 3 and 5-year periods
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The organization can identify at least three true peer organizations for purposes of benchmarking program inputs and outcomes
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Support from the Top | Standard 5
Management sets clear and realistic goals, strategies, and tactics that are designed to encourage and recognize collaboration across all lines of fundraising.
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Annual and/or campaign goals include separate and realistic goal for planned gift commitments
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Fundraiser crediting policy encourages collaboration, not competition
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Support from the Top | Standard 4
The nonprofit has clear policies to manage risk and ensure accountability to donors and the nonprofit and the public.
Checklist
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The following policies are documented and accessible to staff and donors:
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Gift counting policy for donor recognition and reporting of progress toward annual and/or campaign goals
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Gift valuation policy to specify how deferred gifts are valued in current dollars
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Gift acceptance policies for all types of gifts and assets that the charity will accept
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Naming policies
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Donor recognition policies
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Stewardship policies
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Endowment management policies
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Donor data management policies
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Gift administration policies
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Support from the Top | Standard 3
Each member of the nonprofit’s management team is committed to relationship-based, collaborative fundraising and sees gift planning as an integral part of the donor experience across all lines of fundraising.
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Fundraising expectations, roles and responsibilities for managers, executives and volunteer leaders are clearly documented
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All fundraisers, adjacent staff and volunteer leaders receive training on planned and noncash gifts at least annually
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All fundraisers have goals and metrics that encourage them to engage all donors in gift planning conversations
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Support from the Top | Standard 2
The nonprofit has a strong internal business case for gift planning embraced by management and Board.
Checklist
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Credible external research on demographic and philanthropic trends informs the business case
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The organization has data to support its average estate gift size and known to unknown gifts ratio
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The organization measures its cost to raise a dollar and return on investment for planned gift fundraising over a 10-year period
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The internal case is available for review and is presented periodically, especially at times of organizational change or leadership transition
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Support from the Top | Standard 1
The nonprofit has a current organizational strategic plan with a powerful, compelling vision for the future.
Checklist
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A current strategic plan is accessible to staff and constituents
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Mission, vision, history of organization, corporate values and goals clearly describe the impact the organization intends to have
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Staff and board review strategic plan at least annually
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Top reasons to support CGP Conference as a sponsor/exhibitor
Posted by rritter@charitablegiftplanners.org on Feb 17, 2020 09:20:16 AM
CGP Conference is a unique gathering place for individuals committed to the art and science of charitable gift planning. Thinking of exhibiting at a CGP Conference in Chicago, Oct. 7-9, 2020? Here are 5 reasons why you should.
1. Face Time
Engage one-on-one with gift planners during breakfasts, receptions and frequent breaks in a busy exhibit hall. Spend two days speaking face to face with professionals who need your services, connecting with clients and creating new leads.
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