Support from the Top | Standard 1
The nonprofit has a current organizational strategic plan with a powerful, compelling vision for the future.
Checklist |
A current strategic plan is accessible to staff and constituents |
Mission, vision, history of organization, corporate values and goals clearly describe the impact the organization intends to have |
Staff and board review strategic plan at least annually |
Tools |
Strategic Planning for Nonprofits (National Council of Nonprofits) |
Elements of a Vision Statement (BoardSource) |
5 Phases of Strategic Planning (BoardSource) |
Example: Strategic Framework (BoardSource) |
Sample/model goals and related strategies and Business Planning for Nonprofits: What It Is and Why It Matters (Bridgespan Group) |
Support from the Top | Standard 2
The nonprofit has a strong internal business case for gift planning embraced by management and Board.
Checklist |
Credible external research on demographic and philanthropic trends informs the business case |
The organization has data to support its average estate gift size and known to unknown gifts ratio |
The organization measures its cost to raise a dollar and return on investment for planned gift fundraising over a 10-year period |
The internal case is available for review and is presented periodically, especially at times of organizational change or leadership transition |
Tools |
FREE Planned Giving in the Big Picture: Talking About Your Numbers to the People Who Count (Steven Meyers and Bill Samers) |
FREE Building Organizational Passion and Commitment for Gift Planning (Elaine Eberhart) |
CGP Link Resource Collection—Research filter |
"Counting, Numbers, Value and the Big Picture," (Steven Meyers--excerpt from Personalized Philanthropy: Crash the Fundraising Matrix) |
Winning Hearts and Minds INSIDE Your Organization: Becoming Your Best Planned Giving Program Advocate (Cathy Sheffield and Patrick Schmitt) |
The Case for Gift Planning: Analyzing the Cost to Raise a Planned Gift Dollar (Kristen Dugdale) |
Planned Giving: Getting Everyone on Board (or at least not jumping ship) (Aviva Boedecker) |
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.
Checklist |
Fundraising expectations, roles and responsibilities for managers, executives and volunteer leaders are clearly documented |
All fundraisers, adjacent staff and volunteer leaders receive training on planned and noncash gifts at least annually |
All fundraisers have goals and metrics that encourage them to engage all donors in gift planning conversations |
Tools |
FREE Sharing the Legacy: Promoting Gift Planning Through Trustee Engagement (Nancy Baker and Abby Favro) |
Engaging the Board in Planned Giving: Governance and Marketing (Kathryn Miree) |
Making Your Board an Effective Partner on your Fundraising Team (Julia Ingraham Walker) |
Board Fundraising Policy: Key Elements, Practical Tips, and Sample Policy (BoardSource) |
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 |
The following policies are documented and accessible to staff and donors: |
Gift counting policy for donor recognition and reporting of progress toward annual and/or campaign goals |
Gift valuation policy to specify how deferred gifts are valued in current dollars |
Gift acceptance policies for all types of gifts and assets that the charity will accept |
Naming policies |
Donor recognition policies |
Stewardship policies |
Endowment management policies |
Donor data management policies |
Gift administration policies |
Tools |
FREE Creating and Implementing Effective Planned Giving Program Policies and Procedures (Phil Purcell) |
FREE Sorry, We Really Can't Accept Your Mouse Trap! Candidly Exploring the Acceptance and Counting of Unique, Complex and Special Planned Gifts (Philip Watson) |
Effective Gift Acceptance Policies and Procedures (David Wheeler Newman) |
Model Long-Term Gift Agreement and Gift Acceptance Policies and Procedures (National Association of Charitable Gift Planners) |
Gift Acceptance Guidelines (Santa Clara University) |
Fundraising Counting and Reporting Policy (Humboldt State University) |
Gift Acceptance, Counting and Reporting Policy (Carnegie Mellon University) |
The Elements Of A Good Gift Acceptance Policy (Jon Tidd, Trusts & Estates, September 20, 2019) |
Best Practices in Donor Recognition (ADRP/AASP) |
Best Practices: Gift Acknowledgement (ADRP/AASP) |
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.
Checklist |
Annual and/or campaign goals include separate and realistic goal for planned gift commitments |
Fundraiser crediting policy encourages collaboration, not competition |
Tools |
FREE Integrating Planned & Major Gifts: Jazzy but Hard to Dance To? (T. Joseph McKay, Gordon Smith, Ashley Buderus) |
The "Plan" in Planned Giving...a Long and Short Three-Year Action Plan (Pamela Davidson) |
Creating a Fundraising Plan: A Step by Step Guidebook (Nonprofit Learning Lab) |
Creating Your Development Plan: What Does the Plan Look Like? (Margaret Guellich and Lynda Lysakowski--book excerpt) |
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 |
Fundraiser performance metrics include both substantive activities and outcomes |
Performance metrics are evaluated annually and over 3 and 5-year periods |
The organization can identify at least three true peer organizations for purposes of benchmarking program inputs and outcomes |
Tools |
FREE "Evaluating Gift Planner Performance: A Guide for Charity Managers," (Tom Cullinan) |
Gift Planner Metrics: Tracking the Numbers that Count (Joe Bull, Josh Birkholz, Erik Daubert, Kathryn Miree) |
Metrics That Motivate (Anne Melvin) |
Making Sense of Planned Giving Metrics: Advancing Dialog About What Really Counts (Marts & Lundy Special Report) |
Support from the Top | Standard 7
The development team has an appropriate budget for staff, administrative support, marketing, travel, training, stewardship, and advisor cultivation for its size, structure, and goals.
Checklist |
The following expenses are budgeted for: |
staff |
administrative support |
integrated marketing across the nonprofit's footprint |
specific planned gift marketing |
prospect identification (wealth screening, etc.) |
donor engagement (travel and meetings) |
external training, internal training |
professional memberships |
stewardship (events, travel, small tokens of recognition) |
professional advisor cultivation (newsletters, events, visits) |
gift planning software |
external resources (consultants, advisors) |
Tools |
Mission Impossible? Planned Giving Results and Projection (Sharpe Group, Give & Take) |