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• Sharpen your story. Separate your organization from the pack.
• Dramatize your special strengths and accomplishments.
• Be specific about actions and outcomes.

• Thank donors within 48 hours.
• Update donor records immediately.
• Regularly check the internet and newspapers for career promotions, charitable donations, board memberships, and obituaries.
• Don't settle for letter/newsletter relationships. Ensure personal contact with major donors and prospects a minimum of twice a year - calls, events, private meetings, tours, briefings.
• Don't settle for reworking last year's letters and proposals.
• Proofread.

• Send materials well in advance.
• Have a program participant or staff member present at every meeting.
• Call everyone two or three days in advance to confirm attendance. Email a reminder the day of the meeting.

• Pair new board members with enthusiastic, productive veterans.
• Put every trustee to work on a committee or task force that can use their particular skills, expertise, and interests. Assign issues and tasks that are challenging and vital.
• Define milestones and work products. Set high standards of performance.
• Never stop saying thank you individually, and publicly recognizing the team's work.

• False: Having formal "give and get" expectations of board members is a turnoff for prospective members.
• True: Only for those who would not do anything. Your best board prospects want to know what is expected in order to make commitments they can and will keep.

• False: Individual fundraising is primarily quid pro quo. "You give to my cause; I'll give to yours."
• True: It is true that social and business-related giving sustains events and year-end board appeals. But even gifts-of-obligation can be turned into long-term, higher-level support. Your cause will personally touch some reciprocal donors. Reach out. Invite. Educate. See who responds.