identifying markers of planned giving program success · in mature programs, planned giving...

Identifying Markers of Planned Giving Program Success

October 4, 2001

Betsy Mangone Lynn Thomas

Mangone & Co. 12687 W. Cedar Drive #210

Lakewood, CO 80228 (303) 980-0800/[email protected]

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Identifying Markers of Planned Giving Program Success

Introduction

This is a presentation about Best Practices in the planned giving industry--the human genome concept applied to planned giving practices. It is an important exercise because it has at least three direct benefits to planned giving professionals and their programs.

¢ Continuing education

¢ Improved operational performance

¢ Identification of additional areas of opportunity

Best Practices as it is used in this presentation is defined as documented strategies and tactics employed by admired and recognized planned giving programs. These are the programs that have a drive for excellence; they have profiled their practices, honed their activities and kept an eye on the budget.

This presentation will isolate markers of success and provide a blueprint of some of the ingredients in successful planned giving programs across the country.

The information for this presentation is from a variety of sources. Primarily the information is based on interviews, surveys and importantly, experiences with organizations. Other research has been done through books, professional journals and the Internet. In some cases planned giving officers have requested anonymity for their program and institution.

The approach is to identify the following programmatic areas for analysis.

Marketing • A Study of Traditional Marketing Techniques

o Review of Kateman Study Best Practice # 1 o Newsletters Best Practice # 2

• A Study of New Marketing Techniques

o Web Sites o Presentations on Compact Disks

Lead Generation • Professional Advisor Program

Best Practice # 3 Best Practice # 4

Best Practice # 5

Adaptations to Meet New Donor Priorities * Donor Advised Funds • Flexible Endowments

Best Practice # 6 Best Practice # 7

Something to keep in mind as we begin, Best Practices are a moving target. The programs mentioned here have specific strengths but they must continually strive to improve, as we all must, to maintain excellence in our fast- moving profession.

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Identifying Markers of Planned Giving Program Success Betsy Mangone and Lynn Thomas

Marketing

General Comments

Marketing consumes a full measure of time, effort and expense. Is the time and effort devoted to marketing necessary? In mature programs, planned giving accounts for up to 50% or more o f total fundraising revenue, i Bequest revenue alone can account for a significant percent o f the total fundraising revenue and, for most programs, bequest revenue is continuing to grow year by year.

On a national basis, marketing is becoming more sophisticated, complex, competitive and technical in its application. Marketing is also often becoming less oriented to the mission of the charity and more directed to focusing on the financial needs of the donor. Yet, recent donor surveys, including the recent NCPG Survey, ~ illustrate that charitable intent as a motivator for charitable gifts continues to be more important than financial or tax reasons. Interestingly however, charitable intent seems to be a stronger motivator for bequest donors than charitable trust donors. For example, 97 percent of the respondents to the NCPG Survey indicated that the primary reason for making a charitable bequest was a desire to Support the charity. In addition, 82 percent responded that they created a bequest because of the ultimate use of the gift by the charity. Only 35 percent said they established a bequest as a result of a desire to reduce taxes or because of long-range estate or financial planning issues. As a contrast, the survey indicated that 91 percent of those establishing charitable remainder trusts did so because of their desire to support charity, and 79 percent created a trust because of the ultimate use of the gift by the charity. But 77 percent created a trust as a result of a desire to reduce taxes and 76 percent did so because of long-range estate or financial

. . .

planning issues. ~

The trend toward providing financial and personal estate planning information as opposed to stressing the needs of the charity may be driven in part by an effort to compete for the immediate attention of the reader by presenting material of personal importance. And it is true that frequently, donors now seek out charities based on the organization's financial and investment acumen as well as its mission statement. Additionally, donors of major and planned gifts are looking for charities that allow the donor 'collaborative partnerships' and 'intimate relationships' with the charity. Finally, planned giving prospects are now younger, and wealthier when they begin to consider a planned gift. TM

A New Generation of Donors

Emerging demographic and economic circumstances, however, are giving rise to a new generation of tax-wise, financially savvy, donors whose giving practices are based on business acumen as well as philanthropic concern.

Why Will Americans Give in the Future?

Motives:

Goals:

• Desire for increased participation in use of their charitable dollars • Control of their financial and philanthropic assets • To create and manage changes in society • To create partnerships with charities , To teach family members the importance of philanthropy ¢ To integrate philanthropy into their personal financial and estate planning needs

• To see accountability from the chan'table organization • Leverage wealth to "change the world" • Witness a return on their gift--whether tangible or intangible • Affiliate with financially and programmatically sound organizations

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The traditional approach to segmenting the planned giving market has been to look at two indicators:

¢ Age • Wealth

The age and wealth-based matrix has been successfully used for prospect identification, gift creation and gift administration and gift investment. The traditional matrix looked at planned giving prospects from age 55+ and assets of about $250,000+.

Age and wealth continue to be effective planning measurements for both the identification of planned giving prospects, and for designing and investing the gifts they give. However, today's matrix may resemble more closely the following categories of emerging prospects and donors. Here are some examples of the new generation of donors' motivations to make charitable gifts, v

C A T E G O R Y

Interests and Priorities of the Younger Donor

I N T E R E S T S P R I O R I T I E S Baby Boomers -Financial benefit for themselves and family

--Participate in program -Control --Recognition --Stewardship --International

--Social causes --Environmental --Education --International investment --International solution

Whiplash Wealthy --Financial benefit for themselves and family --Control --Creativity --Flexibility --Recognition --Accountability

--Education/Community --Building programs --Want to give back --"Invest" their charitable dollars -Willing to be directed because they

do not have time --Desire to make it happen --Need strong case

Women --Greater control of their own resources --Leveraging gifts to ensure their interests and

values are matched with their philanthropic dollars -Greater accountability be established by nonprofit

institutions

--Change-Support change to leave behind a better world

--Create-Enjoy starting new projects and programs

--Connect-See partnerships where they give

-Commit-Conscientious management, tangible results, proper recognition

--Collaborate-Provide opportunities for socializing, learning and direct action

--Celebrate-Collective recognitio n , private appreciation- not perks ~

High Income/ Low Asset Executives

--No assets, only income --Community building --Building income for retirement --Family first --Income "shelf', step off when they leave

-Do his/her part --Do the right thing -P eer-to-peer perception --Pull of Board of Directors

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The changing nature of donor age, motivation, and income, coupled with the heralded intergenerational transfer of wealth is causing many charities to re-evaluate their approach toward marketing strategies. These strategies almost always include gift plans that offer opportunities for older and more traditional donors while incorporating newer giving vehicles for younger, more entrepreneurial donors. For example, bequest initiatives remain the cornerstone of most programs. And while bequest income continues to provide a large percentage of annual revenue, particularly within mature programs, more programs are offering new gift ideas that include such vehicles as Donor Advised Funds and Flexible Endowments.

~dditionally, with donor attention to the charity's accountability, and their interest in the impact their gift is having on the program, the content o f printed communications such as newsletters is becoming a 50-50 split between the nonprofit's program information and gift opportunities.

Other charities, with an eye to lead generation, are looking at targeting specific groups o f donors, such as women. Women, now empowered by financial independence, economic security and an evolving social structure of acceptance and recognl. "tion, are becoming new marketing targets. Importantly, for many organizations, this segment of society offers potential growth outside the existing donor base.

Some organizations have been able to marry the planning of marketing activity with a comprehensive tracking and reporting system to analyze the effectiveness of their efforts.

Marketing In general, there are several critical factors that must be in place before successful marketing efforts can take place in any organization. They include:

• A commitment of resources from management

• Comprehensive gift acceptance standards

, Staff commitment to understanding the market's interests and needs

• Patience

A Study of Traditional Marketing Techniques That Work

Review of the Kateman Study Best Practice # 1

The University of Missouri began marketing planned gifts formally in 1983. Michael Katemanjoined the program 8 years later in 1991. Since then, in addition to carrying out marketing initiatives, Michael has kept an eye on strategic objectives.

In 1999, Michael surveyed 47 of the charities listed in The Philanthropy 400 (1998) to inquire about their marketing initiatives. At that time, nearly three-quarters of those surveyed had a formal planned giving marketing plan and 32% reported that their planned giving marketing budget was program driven. At that time, most of the charities were successfully employing traditional marketing techniques, v~

Marketing Techniques

The charitable vehicles marketed were traditional in nature. For example, 100% of the institutions surveyed marketed wills and bequests; 91% marketed charitable gift annuities; 87% marketed charitable remainder trusts; and 74% marketed retirement plan assets. In 1999, only 3% of charities were marketing Donor Advised Funds and Life Estates.

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Marketing Tactics

The tactical methods to communicate the above opportunities to prospects, however, have begun to change. For example, 87% used newsletters and 84% made personal visits, but in addition, 84% used Web Sites, 77% used advertising and 16% used video.

Capturing Attention

The report notes that the most consistently important strategies for capturing and maintaining market share are"

• Consistent promotion • Personal contact • The positioning or 'branding' of the organization's mission

The action steps to support the strategies are:

• Personalized target letters • Regular communication • Peer communication for top prospects • Personal contact

Prospect Identification

Lead generation to identify prospects is necessary before you can implement any of the marketing strategies mentioned. The Kateman research suggests four consistent methods charities are using to identify new prospects.

• Segmentation of donors based on age and living level • Referrals from staff, volunteers and peers • Screening of database (for wealth and assets) • General research

The report suggests that an important and cost-effective way to identify prospects is to really look for those that "self-identify." The demographics of the best prospects according to successful planned giving officers are a single person or married couple, aged 55 or older with no children. Net worth is more important than income level and gender and geographic areas were minor considerations when identifying prospects.

The results of a separate survey T M Michael conducted with 40 top fundraising institutions indicated that 31 out of 40 had an active advertising campaign. Virtually all of the 31 institutions used"constituent based media mix," with the most popular of these being the newsletter. The breakout of media is as follows:

• Newsletter 40% • Magazine 28% • Newspaper 15% • Event Programs 8% • Buckslips 3% • Radio 3% • Television 3%

Additionally, 42% of those using advertising use mass media.

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The most often advertised planned giving techniques are wills and bequests, followed by charitable reminder trusts and charitable gift annuities.

The institutions surveyed named five major benefits of advertising planned gifts. In ranking order they are as follows.

• Awareness and education of planned giving techniques • Name recognition and visibility of organization • Broadening market and generating prospect leads • Involving and motivating donors • Securing a gift

Today Michael is Executive Director for Advancement for the College of Arts and Science at the University of Missouri-Columbia. In this position, he oversees the planned giving marketing plan. As a result of the surveys Michael has conducted in the late 1990's, that plan has three major objectives.

, To create awareness and education , To generate new gifts (includes lead generation) , To generate repeat gifts

All o f their pieces contain an "'urge to action "" to motivate prospects to act on their charitable incfinations.

The University uses advertisements, direct mail and newsletters to market their program to donors and prospective donors. They also market to professional advisors through their "Charitable Planning Perspectives," a Stelter publication.

The driving factor in all o f the mailings and advertisements is the follow-up factor. Assuming a 10% response rate, will staff be able to follow-up in a timely fashion?

What is the most successful o f all the marketing initiatives? The testimonial advertisement.

Newsletters

General Comments

As a component of marketing, newsletters and direct mail remain the central activities. Newsletters have been particularly effective in making people aware of an institution's planned giving program and promoting qualified prospects to self-identify.

However, response rates to newsletters have generally been decreasing. A decade ago it was not uncommon for a charity to experience a 1-2% response rate. Today response rates dip into the .05% range. The low rates have been attributed to several causes, from the proliferation of financial and estate planning newsletters to the tremendous amount of unsolicited direct mail people receive. Today, for a newsletter to be read, much less elicit a response, the letter should try to immediately catch the eye, touch the heart and impart news of interest.

Newsletters run the course of in-house productions mailed to a few loyal supporters to professionally produced newsletters sent to hundreds of thousands of donors and prospects, sometimes several times a year, across the country.

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There are several general strategic elements involved in creating and maintaining an effective newsletter program.

• A purpose or goal for the newsletter • A fixed schedule for the number of newsletter issues. For example, two issues are usually the

minimum and four issues the maximum • A fixed mailing schedule that is designed to present specific topics at certain times to maximize

program results. For example, year-end giving ideas presented in a late September or early October newsletter

• A strategic approach to the topics discussed. For example, begin a series of articles with a bequest discussion and build to articles on charitable remainder trusts

• A reply device that really qualifies the respondent

Newsletters Best Practice # 2

Jon Heintzelman, Associate Vice President for University Development at Northwestern University (NW), has managed an efficient direct mail program for 25 years. Today, contrary to national trends, the response rate to NW's direct mail piece (a Pentera publication) varies between 5 and 6 %. Here is the story.

From 1976 to 1983 NW sent out a financial planning newsletter four times a year. A reply device accompanied the piece asking the reader to check off a box if they wanted additional information about estate and financial planning. By the close of 1983 NW had a backlog of 8,000 inquiries for addl"tional information. Jon hired business students to contact 1,000 of those respondents and ask if they were interested in making a gift. N o one was i n t e r e s t e d

Here were the immediate changes Jon made in the program.

• The reply card asked for very specific information (i.e. qualifying the prospect as much as possible) • Half of the newsletter discussed programmatic information, half charitable giving techniques • The newsletter was mailed three times a year rather than four

Here were the results of the changes.

• The response rate dropped 90% • Of 60,000 newsletters, NW received 50 responses. They were qualified responses

In 1990 NW began mailing the newsletter two times a year rather than three; the font size was also increased. Jon refined the reply card to further qualify the prospect. Today the reply card always asks the donor to respond to four statements:

• Send information on life income gifts (respondent must supply pertinent information such as age, fair market value and cost basis of the asset being considered)

• I am interested in creating a bequest • I have included NW in my will • I have included NW in my will and would like information on the Henry Wade Rogers Society (NW's

planned giving recognition society)

To what does Jon attribute the outstanding response rate?

• Continuity in marketing the program • Longevity of the program • Approaching people at the right time • Patience

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A view to the future reaffirms that while print communication will continue to be important, electronic marketing will become equally important in just a few years. Charles Schultz, president of Crescendo Interactive, has predicted that all charities will be using Web advertising by 2010. He further predicts that interactive technology will provide the greatest marketing and gift closing benefits for our programs. It will be especially effective for seniors who have the capacity to receive personalized information, calculations and other educational communications. ~

A Study of New Marketing Techniques

Web Sites Best Practice # 3

In looking at best practices, the impact of technology on how we market our programs is making its mark. What are the trends showing us?

As an example, a study released April 30 of this year by Mediamark Resources (MRI), reveals that the number of web surfers aged 55-64 grew 20% over the prior 6 months. Currently, the 55-64 age group is 12% of the US adult population, or about 24.2 million consumers according to MRI - and that doesn't include theanticipated explosion of baby boomers yet to move into this group, x

Interestingly, that growth rate was the largest increase of any age group in the study. According to the report, about 43% of that age group now use the Internet on a regular basis.

How does Internet usage break down for this particular group? By far the most popular activity is email. In this group, 37% sent emails to family, friends and associates. This represents a phenomenal growth for this group, jumping 20% over the past 6 months and 46% over the past 18 months.

General web browsing is the second most popular activity at 27% followed by investment tracking, 13%; personal purchases, 9%; travel, 8%; and business purchases, 4%.

So now that we have the numbers on our side, how do these trends work for our institutions, our programs? For this presentation, we put on our surfer's hat and went to web sites and planned giving pages of 23 diverse organizations. We found many excellent sites, and compared their features, strengths and weakness. The following questions grew out of those comparisons, and may be used as a checklist in evaluating a web site.

Web Site Checklist:

• Is the page listed and cross-referenced sufficiently with search engines?

• Is the planned giving program visible on the home page?

• If visible, what will prompt the visitor to open it?

• If a donor uses a search mechanism or index for the site can he easily find what he's looking for?

• Is there an objective for the planned giving page?

• Does the planned giving section thank donors first?

• Are the Recognition Society members recognized?

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• Is there a planned giving newsletter or articles in the planned giving section?

• When gift vehicles are discussed, how is the information organized?

• Is there sample bequest language?

• How does the planned giving section utilize donor testimonials?

• Can the donor run gift calculations?

Is there an opportunity for the donor to see what materials are available for planned giving opporttmities?

• Is there an opporttmity for the donor to request materials online?

• Is there an opportunity to capture email information online?

• Does the section make it easy for the donor to be spontaneous and interactive?

• Does the section provide naming opportunity/endowment information?

• Does planned giving appear anywhere else in the site?

• Does your copy comply with the Philanthropy Protection Act of 1995?

• Does the planned giving section have a legal and tax advice disclaimer?

• Does the site encourage readers to seek their own counsel?

Does the planned giving section state that all requests for information are confidential and non- obligatory?

• Does the site have a FAQ section which includes questions on planned giving (with a link)?

• Are the pictures appropriate?

• Does the visual presentation hold the program's unique audience?

• The designer of the web site should use it as a donor would to ensure ease of use.

Presentations on CDs Best Practice # 4

The technology development of the CD has enabled our organizations and programs to appear in our donors' living rooms. CDs are probably used in greatest number and most frequently by educational institutions who use them to attract students and otherwise promote the institution. Planned giving officers have found promotional CDs to be an excellent accompaniment to visits with donors. The presentations help make the case for the organization and its mission.

CDs can be a wonderful boost in developing a donor's relationship with the organization. The ability to create this visual connection can produce a growing affinity between the donor and the organization and comes in handy for

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planned giving officers who must deal with constituents nationwide. Additionally, since older donors are less likely to travel, the ability to take the institution to the donor is without equal in keeping it and your program visible with the donor. And, as "a picture is worth a thousand words" having this tool can also be a competitive ad- vantage. In some respects, the CD has replaced use of the video, the earlier visual medium.

When a planned giving officer makes a personal visit to a donor who is without access to a computer, or is not an Intemet user, he or she can impress the donor with a CD presentation on a laptop. Also, when an organization doesn't yet have a website, a CD will help a donor feel more a part of the organization. And, it goes without say- ing that the organizational passion provided by the planned giving officer when viewing the CD with the donor will last long in the donor's memory along with the visual impression.

The CD and its visual impact can also be an inspiring way to help donors see their philanthropy at work. Even though the donor's gifts are deferred, the difference their gifts will make in the future can become more meaningful today when they can 'see' where they may be taking an organization.

One cautionary word about the visual impression relates to the donor's ability to 'absorb' it visually. CDs can be very contemporary, visually active and animated, which may be difficult for certain older donors. It's important to be aware of these factors in using this tool.

Lead Generation

General Comments

Lead generation continues to be a priority of most planned giving programs. And lead generation tends to follow the process illustrated below which relies on the effective management of direct mail.

Optimum Major and Planned Gift Lead Generation Through Direct Mail Management

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Acquisit ion © Mangone & Co., 2001

However, lead generation can involve more than the direct mail process and one national program provides an illustration of how professional advisors are providing a pipeline of prospects.

4 1 7


Professional Advisor Program Best Practice # 5

Pat Owen, Western Director, Gift Planning for World Vision (WV) describes the professional advisor program as helpful to both WV, and the member advisors.

• It increases the visibility of WV's mission • It provides a unique visibility for the professional advisors

World Vision's Professional Advisor Program has been in existence for three years. It was established because professional advisors seeking advice on how to structure their clients' charitable gifts increasingly contacted WV.

Was the Professional Advisor Program a good idea? Yes on several fronts.

• More and more advisors are establishing agreements with WV • Advisors themselves are becoming interested in the programs of WV • It is a "door opener" • It allows the program to be proactive

In the beginning WV took a shotgun approach in selecting the advisors. Now, when adding more advisors to the program, they are selective and try to reach those advisors across the country with positions of influence who are likely to have clients interested in making charitable gifts.

Members of World Vision's Financial Advisors Network receive several benefits. The benefits include:

• Special events • Bookcase materials including an annual report, charitable gift planning information, newsletter and

other informational and marketing materials • Access to the Financial Advisors Network, FANet WebSite. This web site provides news and updates

on charitable gift planning; access to Crescendo's Giftlaw.com; Mitchell, Silberberg and Knupp's "Charitable Sector Letter"; recommended reading with links to amazon.corn; interactive members' discussion forum; family philanthropy strategies and detailed information about World Vision

There are meetings for the advisors across the country and in some areas there is an annual event. A typical 'event day' in a geographic location looks like this:

Lunch is served with members of the professional advisor program, invited other advisors who are not members of the program, and WV staff and leaders. There is a technical presentation to the advisors. An evening event is planned around dinner and the professional advisors are invited to bring interested clients. Current donors are honored at the dinner. Thus, one day provides an opportunity for two events, and one event blends a cultivation opportunity for advisors and their clients and a stewardship opportunity for current donors. World Vision has individual donors underwrite both events.

Professional advisors receive a newsletter and a 'FlashFax' every other month. The next project for WV's Professional Advisor Program is a publication entitled, "The Philanthropy Coach Book." This booklet will provide guidelines for establishing Donor Advised Funds and other gift vehicles.

Finally, WV is establishing Vision Trips that include international travel to WV's mission sites around the world.

With the passage of the Economic Growth and Tax Relief Reconciliation Act of 2001, professional advisors could become an even more important part of the planned giving team. Planned giving professionals can encourage donors and prospects to seek the advice of their professional advisors about the impact of the new tax act on their personal situation. In doing this, we encourage a partnershi p and team approach with professional advisors in our communities. This relationship with mutual goals can serve both the advisor and planned giving officer very well.

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Adaptations to Meet New Donor Priorities

Younger, more entrepreneurial donors require new ways of negotiating and creating planned gifts. And, with increasing frequency donors are seeking out the charities that offer the kinds of philanthropic opporttmities the donors want. Two of the more utilized giving methods are:

• Donor Advised Funds • Flexible Endowments

Donor Advised Funds Best Practice # 6

A Donor Advised Fund (DAF) is created by a donor's contribution to a charity. The right to administer and distribute the gift property remains with the charity, but the charity permits the donor to make recommendations with respect to charitable distributions from the funds. In essence, the contribution is made to the charity on the condition that the charity will consult with the donor (or other designated advisors) before using or redistributing the contributed funds.

Some institutions permit DAFs to benefit only their own institution; other charities allow donors to make DAF charitable distributions to other charities as well as themselves.

Donor Advised Funds have gained popularity among charities because they can accommodate donors who want to remain involved with the charity and participate with the giving process after the gift is made. There are advantages for the donors in that they can remain involved after their gift is made; continue to have influence in how the gift is distributed and what projects benefit; obtain an immediate tax deduction but spread the actual distribution and redistributions out for many years; and involve their children and grandchildren in the philanthropic process,

Similarly Donor Advised Funds provide advantages for institutions. DAF's permit the charity to offer giving opportunities that meet the needs - mainly flexibility and control - of many new and younger donors. And, DAF's should widen the prospect base and provide an annual dialogue that promotes an ongoing relationship with the donor. Finally, a DAF provides an opportunity for an institution to suggest a new priority program or project to a major or planned giving donor who already has made the gift.

There can be significant disadvantages for the charity, however, and without specific gift acceptance and distribution guidelines, charities could be saddled with significant donor relations, administrative and investment issues.

Flexible Endowments Best Practice #7

The flexible endowment girl provides a way for individuals who wish to make a major or planned gift, but who are not yet capable of prudently divesting themselves of the capital required. Flexible endowment girls offer a charity the immediate benefit of an endowment gift while allowing the donor to defer turning over the principal. This is done by having the donor agree to provide the charity with annual gifts to provide expendable income equivalent to the amount the endowment would have generated were it fully in place. Along with making these annual gifts for current use, the donor makes additional gifts to build the principal of the endowment gift. Endowment principal gifts can be made in one lump sum or in installments and installments reduce the annual obligation. As the principal builds and generates endowment income, that income offsets the amount the donor is required to gift each year for current use.

Candidates for flexible endowment gifts include middle-aged business owners; elderly donors who have significant assets but who may want to hold on to their money during their lifetimes in case of catastrophic circumstances; highly paid executives who may earn enough to make substantial annual gifts but not have enough assets to make a significant one-time gift for the endowment principal; and importantly, leaders of fund-raising drives who want to demonstrate their own substantial financial commitment to a campaign.

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Conclusion

This presentation is a brief snapshot of innovative, creative techniques that are working effectively for some institutions. They did not appear by accident but were created by observant and inventive development professionals who are responding to the demands of the marketplace.

Creation of your own "Best Practices" may be the marker that establishes your program's success. Identifying the state of the marketplace and understanding your constituency is paramount to keeping your program and organization distinctively visible and responsive to your donors now and in the future.

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Acknowledgements The following gift planning professionals contributed to this presentation:

Jackie Franey, Director of Planned Giving, The American Heart Association.

Jon Heintzelman, Associate Vice President for University Development, Northwestern University.

Cynthia Wilson Krause, President, Wilson & Krause.

Michael Kateman, Executive Director for Advancement for the College of Arts and Science at the University of Missouri--Columbia.

Patricia Owen, Western Director, Gift Planning for World Vision.

Seven institutions requested anonymity.

The following web sites were accessed for this report:

°

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23.

American Diabetes Association American Heart Association American Red Cross California Lutheran University Campus Crusade for Christ International Childreach Christian Children's Fund City of Hope Detroit Institute of the Arts Greenpeace Habitat for Humanity International Humane Society of the United States Jewish National Fund Metropolitan Museum of Modem Art Nature Conservancy National Public Radio New York University Ohio State Philadelphia Museum of Art Pomona Princeton University UCLA University of Denver

i Marketing for Planned Gifts: What Top PGOs Do, Michael Kateman, Planned Giving Today, December 1999. . . , . . . .

"Planned Giving in the United States 2000, National Committee on Planned Giving, 2001. . . .

Ibid. iv Interests and Priorities of Younger Donors, Mangone & Miree, 1998. v Ibid. v~ From Reinventing Fundraising: Realizing the Potential of Women' s Philanthropy, by Sondra C. Shaw and Martha A. Taylor, 1995. va Marketing for Planned Gifts: What Top PGOs Do, Michael Kateman, Planned Givi'ng Today, December 1999.

It Pays to Advertise? An Overview of Advertising in Planned Giving, NCPG, October 10, 1998. Planned Giving and the Internet in the New Millennium, Charles Schultz, Planned Giving Today, December 1999.

x Cyber Stats, Mediamark Research Inc., April 30, 2001.

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