“Fund development is seldom a favorite management activity in an early childhood program,” writes Roberta Bergman in her book, Not Just Small Change. “Many people aren’t comfortable asking others for money. Staff members are too busy; volunteers may not be willing to take it on. So it’s often nobody’s assigned job. In reality it’s everyone’s job.
Specific individuals may be responsible for a particular fundraising activity, but everybody on your staff and on your board has an important role to play in securing community support for your mutual work. That role starts with everybody in the organization being an ambassador for your program. They have to be well informed: What does the program do? Why is the program needed Why does it need additional money? How will the money be used? -- and they need to spread the word to their families, friends, neighbors, and business associates.
In the book, Managing Money (an Art of Leadership book), Patricia Scallan Berl has this to say about fund development for early childhood programs:
“Before outlining your center’s fundraising strategy, define the organization’s mission and programs, identify funding goals, allocate available financial and human resources, select an approach, plan well, start early, and think positively.
Ask and ye shall receive.”
in Early Childhood Organizations
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Administrators of early childhood programs must be as effective at managing financial matters as they are at caring for young children and their families. Managing Money in Early Childhood Organizations provides you with practical advice from top experts on every aspect of money management, including budgeting, fundraising, financial reporting, cash flow analysis, audits, salary schedules, fee policies, collection techniques, and more.
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