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Over Goal! What You Must Know to Excel at Fundraising Today

Kay Sprinkel Grace


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Acclaim for Over Goal

“Kay Sprinkel Grace has written the new bible for fundraising. Over Goal! is packed with invaluable information, easy to read, and a must for development professionals at every level.”

- Craig Hamilton, Executive Director of Development, WHYY

“Over Goal! demonstrates yet again why Kay Sprinkel Grace has no peer as a fundraising author and consultant. Clear, cogent, and comprehensive, it is the new ‘go to’ book in the field."

- Stephen Peeps, President and CEO, Lucile Packard Foundation for Children’s Health

“Just a Kenneth Blanchard and Spencer Johnson’s The One Minute Manager became a standard in management development, so will Over Goal! become a standard in the fundraising arena.”

- Jerry W. Mapp, President and CEO, California Pacific Medical Center Foundation

“Over Goal! is a superior work that’s chock full of useful information and inspiring ideas.”

- Claire Axelrad, Director of Development and Marketing Jewish Family and Children’s Services

“Over Goal! is filled with timely and relevant information. If you can buy only one book on fundraising this year, be sure it’s this one.”

- Myrna Hall, Vice President of Development, University of Colorado at Boulder

“Over Goal! is a treasury of practical information, inspiration, creative thinking, and sound strategies.”

- Maurice J. Sevigny, Dean, The College of Fine Arts, The University of Arizona


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Over Goal!
What You Need to Know to Excel at Fundraising Today - 2nd Edition
by Kay Sprinkel Grace, 288 pp., $24.95 (Click here for quantity discount information)

To conserve or to change?

With all due respect to the Prince of Denmark, that is the question … as far as today’s fundraising is concerned.

Do we cling to traditional practices even when their foundation is cracking, or do we forsake “tried and true” ways so as to woo a new generation of donors demanding different approaches?

Clearly the answer, according to Kay Sprinkel Grace, is ... both.  And knowing what to conserve and what to change is the essence of her expanded and revised 2nd Edition of Over Goal! What You Must Know to Excel at Fundraising Today.

of related interest

OF RELATED INTEREST: Of the hundreds of fundraising books on the market, the federal agency, AmeriCorps Vista, singled out David Lansdowne’s book, The Relentlessly Practical Guide to Raising Serious Money, as the very best.

In its first incarnation, Over Goal! attained classic status (more than one sage called it “the new bible of fundraising”). But now Grace has taken a scalpel to her original and invigorated it with 12 new chapters while updating trends and figures.

The final product is arguably the most perceptive fundraising book since Harold Seymour’s Designs for Fund Raising.

In 40 comprehensive chapters, Over Goal! ranges over the entire landscape of fundraising and board development. Virtually every subject (e.g. understanding the motivations of major donors, keeping your prospect pipeline full, the dynamics of a solicitation call, the new realities of capital campaigns) is explored, and every technique explained.

And there are surprising topics, too, such as using the Internet for stewardship, soothing disgruntled donors, and what you should always communicate to your donors.

In a smart and deft way, Over Goal! blends “how to” advice with insights into what makes that advice work. As such, the book is infused with Grace’s persona, which includes:

• Impeccable credentials  Grace has served as development officer, fundraising volunteer, and board member many times over and is literally steeped in the experience of what works and what doesn’t.

• A humanist perspective  Regardless of the technique or tactic she espouses, Grace never loses her reverence for the people who make philanthropy possible – namely, the donors.  Her respect for them is immense.

• An edge  Fundraising demands toughness. Often, you’re toe to toe with resolute board members, volunteers who make excuses, and would-be donors who start to drift. Grace is always forceful … yet still polite.

Over Goal! is a big book – big with ideas, big with advice for implementing those ideas, and big with strategies for motivating people to make their best gift ever.

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About the Author

Kay Sprinkel Grace is also the author of the Ultimate Board Member's Book and Fundraising Mistakes that Bedevil All Boards.

Kay, who writes a regular column for Contributions Magazine, is a prolific writer, creative thinker, inspiring speaker, and reflective practitioner. Her passion for philanthropy and its capacity to transform donors, organizations, and communities is well-known in the U.S. and internationally.

Kay lives in San Francisco and is an enthusiastic photographer, traveler, hiker, and creative writer. When not writing, speaking, or consulting, you can find her with her children and grandchildren who live in San Francisco, upstate New York, and France.

Table of Contents

Part I: Fundraising

  1. Successful nonprofit organizations
  2. Positioning your organization as a solid investment
  3. Creating or revising a mission statement
  4. The role of organizational culture in fundraising
  5. Fundraising communications
  6. Integrating your fundraising and marketing messages
  7. What you should always communicate to your donors
  8. Understanding the motivations of major donors
  9. Keeping your prospect pipeline full
  10. Cultivating your donors
  11. Peer screening and rating
  12. What really motivates a board to raise money
  13. Getting your board to make personal solicitations
  14. The dynamics of a solicitation call
  15. Conducting a capital campaign feasibility study
  16. The new realities of capital campaigns
  17. Recruiting and retaining a capital campaign committee
  18. Transformational gifts
  19. Implementing a year-end fundraising program
  20. Soothing disgruntled donors
  21. Starting a stewardship program
  22. Using the Internet for stewardship
  23. Evaluating your fundraising effectiveness
  24. Hiring development staff
  25. Hiring a development or organizational consultant
  26. If you want to be a consultant
  27. Strategic institutional planning
  28. Be resolute

Part II: Board and Organizational Development

  1. Recruiting and enlisting the best board possible
  2. What to ask every prospective board member
  3. What to ask before joining a board of directors
  4. Recruiting younger people for your board
  5. Working with the new generation of board members
  6. Developing a board of champions
  7. Creating ambassadors among your board
  8. Helping board members become advocates
  9. The dynamics of successful board meetings
  10. Keeping your board and staff partnership in balance
  11. Setting boundaries for board involvement
  12. Organizing a successful board retreat

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Excerpt This article is excerpted from Kay Sprinkel Grace’s book, Over Goal! What You Must Know
to Excel at Fundraising Today,©Emerson & Church, Publishers. To obtain reprint permission, please call 508-359-0019.

What You Should Know About Soothing a Disgruntled Donor

It happens to all of us, no matter how hard we try. We upset a donor. Wrong name on the envelope. Continuing to write “Mr. and Mrs.” long after a death or divorce. Acknowledging the wrong amount for a gift. Misspelling a donor’s name in the annual report.

While any of these mistakes may be harmful, they don't necessarily sully your relationship for the long term.

Here’s what you should know about picking up the pieces – and soothing a wronged donor.

Admit the mistake.

Searching for someone else to blame may make you feel better, but it doesn't soothe the donor. Donors see our organizations as functioning teams, and if you’re the captain of that team or the chief player in the data management department, you bear responsibility for the mistake.

Telling a donor you'll find out who made the mistake isn't the point. Apologize, tell the donor you'll find out why the mistake happened and make sure it doesn't happen again.

Don't Argue

Never argue with a donor. Accept their version of the mistake – even if you sense it isn't entirely accurate. Acknowledge the donor’s anger with phrases like, “I can imagine how you must feel…” or “I don’t blame you for being upset…” or “I can understand why you're thinking these things about us….” All of these phrases are safety valves for the donor’s anger and open the door to conducting a constructive conversation.

Let your staff know this is a serious matter.

All too often, the seriousness of a mistake doesn't sink in. Sometimes, it's hard for people to understand why a donor doesn’t just laugh it off or grin and bear it.

Part of creating a culture of philanthropy in your organization is focusing on donors and their needs. The vast majority of donors not only need to be treated with respect (and continued mistakes connote disrespect), they don't understand when organizations ignore or repeat the oversight or error.

Use incidents to instruct staff. Use them to initiate a data base cleanup or other solution to the problem.

Let the donor know what you're doing to correct the problem.

Admitting the mistake is good; letting the donor know that his experience has led you to examine the cause and correct it, is better. That alone can help a donor feel as though his experience has had a good outcome.

Don’t let data entry slide, even if you're short-staffed.

I know, I know: I've seen the change-of-address forms and other information piled high next to the data entry desk (while every support person was deployed pulling lists, running reports, and doing other urgent work).

Nevertheless, correcting your data base is vital, and reminds us again and again of the difference between what is seemingly urgent and what is truly important.

When a donor has let you know of a change, or an envelope has been returned marked “Deceased” – enter that information on a regular basis.

Only by keeping the data base current can you, with confidence, apologize to a donor whose information has been mishandled or not updated.

For serious lapses, have an immediate “response team” ready.

Publishing names that were to have been anonymous, failure to direct a donor’s gift towards the program designated, omission of a person’s name from a recognition list – all of these require more than a phone call from someone working at the membership or development support desk.

For these lapses, an internal meeting among staff leaders should be followed by an offer to visit with the donor and explain how the error occurred.

If a visit isn't welcomed or possible, be sure it is the CEO or Vice President for Development, or even the Board Chair who extends the apology by telephone or handwritten personal note.

Consciously connect accuracy and timeliness with the whole issue of stewardship in your organization.

In too many organizations – particularly large ones – we tend to separate personal stewardship from the nuts and bolts of data base maintenance. This can be particularly true at universities and medical centers where data bases are often maintained by people who aren't daily connected with development.

But, in truth, accuracy and timely generation of receipts is connected to the whole area of stewardship. If our goal is to convert donors to investors by building a relationship with them, remember that the relationship begins by getting their name right and letting them know as quickly as possible the gift has been received.

We have, unfortunately, drifted far from the old 48 to 72 hour rule for acknowledgments, citing the difficulty of processing gifts through often elaborate systems. We need to figure out how to put the donor’s needs ahead of the system’s complexity.

Recognize and reward those whose accuracy and timeliness – and donor satisfaction quotient (DSQ) – is consistently on target.

We spend so much time troubleshooting problems, that we often neglect those who do their job well. Set incentives for achieving a “zero margin of error” environment by celebrating those people whose accuracy and timeliness are impeccable.

The resources we dedicate to solving problems could be minimized if we focused on putting those same resources into systems and encouragement that will ensure a low rate of mistakes.

Be honest with yourself about the ability of your software to handle the size and complexity of your program.

We put off upgrading our systems because conversions are painful and costly. But faulty systems lead to situations with donors that can be significantly more painful and costly!

Far too many organizations persist in using outdated technology. Set about finding the resources to get a new database management system or upgrade your existing one. This isn't a luxury, it's a necessity.

Check those mailings before they go out – many disturbing errors can be caught.

Signing letters in a hurry without looking at the salutation, rushing a mailing without checking for duplications, and failing to match thank-you receipts or letters against the original list of gifts reflects a practice that many now-defunct technology companies embraced: there was never time to do it right, but it seemed as though there was always time to do it over.

Do it right the first time, so that you won't have to correct your mistakes – and the bad feelings they engender – over and over again.

To donors, there’s no such thing as a “little mistake.” They expect more of us. Once you make a mistake, you may lose the donor no matter what you do. But by honest and diligent follow up to the problem, you can do a great deal to keep that donor connected to your cause.

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