APRA - Association of Professional Researchers for Advancement

A Letter From the President

Elizabeth R. Crabtree — Sun, 01 Jun 2008 13:01:00 GMT

APRA is changing! The new look and functionality of Connections provides members with a sneak peek of APRA’s new logo and branding platform as well as a glimpse of our new Web site design scheduled to launch later this summer.

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A Letter From the Editor

David Eberly — Sun, 01 Jun 2008 13:02:00 GMT

This issue introduces a new design and a new departure for Connections. The new design elements are immediately apparent: the bright, bold colors of our triangular logo, symbolizing the three aspects of APRA: research, analysis and relationship management. Together these elements combine to make us partners, both as individuals and as an association, in the profession of philanthropy. Our new logo truly symbolizes this bold vision for an organization that first thought of itself as “only” prospect research.

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Systems That Rate: Selecting a Prospective Donor Rating System

Cliff Anderson, MLIS — Sun, 01 Jun 2008 13:04:00 GMT

A rating is a classification or ranking based on a comparative assessment of quality, standard, or performance. The rating of prospective donors requires significant resources, and a rating system for the collection, maintenance and application of rating information serves to protect and maximize this investment.

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Prospect Rating for Fundraising Success

Lisa Howley — Sun, 01 Jun 2008 13:05:00 GMT

Prospect, suspect, potential donor — whatever you call your constituents with significant gift potential — without ratings, their importance can be undervalued or just overlooked completely. One of the most important tools a research analyst can provide to support and advance organizational fundraising success is estimating ratings for existing and newly identified prospects. Using prospect ratings, an analyst can then segment top prospects, forecast campaign gift potential, conduct fundraiser portfolio audits, assess prospect pipelines and more.

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Aim High

James T. Holzbach — Sun, 01 Jun 2008 13:06:00 GMT

In my last job, as Director of Research at the University of Cincinnati Foundation, I received phone calls from the Chairman of our board, Jim Kautz, from time to time. Kautz held immense passion for the organization and its work. He would always start out saying, “You are so critical to what we do here, because ... you are our aim guy.” His experience on the board of National Geographic Education Foundation, and as former Chair of the Vassar College board led him to value the role of research greatly. He loved to say how important it was for development offices to recognize the importance of "aim" — as in "ready/aim/shoot."

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Giving Makes You Rich and Happy

Arthur Brooks — Sun, 01 Jun 2008 13:07:00 GMT

There is a pervasive belief in America that philanthropy and prosperity are inter-related. And this is not just the obvious economic point that higher income can lead to higher giving. Rather, it is the religious or quasi-religious notion that giving itself drives prosperity. In the words of John D. Rockefeller in 1905:

God gave me my money. I believe the power to make money is a gift from God…to be developed and used to the best of our ability for the good of mankind. Having been endowed with the gift I possess, I believe it is my duty to make money and still more money and to use the money I make for the good of my fellow man according to the dictates of my conscience.

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Coming Full Circle

Francine M. Roller — Sun, 01 Jun 2008 13:08:00 GMT

While a typical day in the life of today’s prospect researcher is likely to include tasks from reviewing the alerts on stock transactions or IPOs in one’s e-mail inbox to querying the database for an upcoming new donor event, there are those of us who can testify that, not so very long ago, these activities would have seemed like some kind of crazy pipe dream.

Reflections on the Class of 2030

Jeffrey A. Walker, Ph.D. — Sun, 01 Jun 2008 13:09:00 GMT

Beloit College, a highly regarded liberal arts school in Beloit, Wis., is known in part for its annual Mindset List®, a roster of notable characteristics of the incoming freshman class. Aside from being a delight to read, the list provides important perspective on the latest intergenerational “gaps” and shifts — and always sparks considerable reflection and discussion.

Research, Social Networks and the Advancement Relationship

Stephen M. Knight — Sun, 01 Jun 2008 13:10:00 GMT

Every so often the discussion about the ethics of using information for fundraising purposes from so-called social network sites crops up on the PRSPCT-L, or makes an appearance in a conference session debating. The range of opinions among advancement research professionals regarding use of social networks, and individual information found within them, is quite diverse. This is a reflection of a new media that many of us are attempting to get our arms around. We are seeking clarity of something new that significantly alters the landscape of what is private in a profession based on personal relationships, confidentiality and information gathering.

Book Review
Who Cares — Arthur Brooks

David E. Robertson, Jr. — Sun, 01 Jun 2008 13:11:00 GMT

So you want to be happy and healthy? Okay, this is what you have to do: (1) engage in a healthy diet, (2) partake in a daily power walk around the block at lunchtime and (3) consistently open up your wallet and give to your favorite charity. This is just what the doctor orders, Dr. Arthur Brooks that is. Brooks will be this year’s keynote speaker at the 21st APRA Annual International Conference in Denver, Colo.

On the Path to Better Governance:
Putting the Will to Govern Well Into Action

Elizabeth Crabtree & David Shanton — Sun, 01 Jun 2008 13:11:00 GMT

In the lifecycle of every organization comes a time to examine the structures, processes and systems that represent the association’s operational framework. Under the broad term of "governance," the association’s leadership must consider what it will take to plan for and achieve future success. Is the organization capable of adapting and responding to changes in the profession and focused on serving crucial member needs? Is the leadership willing to be self-critical and modify its behaviors in support of a more dynamic, informed and inclusive culture? Is the staffing structure qualified to manage complex business affairs and effective at getting work accomplished?