College and Research Libraries ANDREW J. EATON Fund Raising for University Libraries Fund raising appears to have been a relatively neglected aspect of university librarianship. As budget pressures increase, however, more and more librarians will become involved in it. Those new to the field will need basic information which they can obtain from col- leagues and professional fund raisers on their own campuses. Library fund raising must be a cooperative effort involving library staff, .de- velopment office personnel, faculty, president, trustees, and off- campus volunteers, and friends of the university. There are various sources of funds and kinds of approaches to donors which may be tried. Success is not assured, but the potential is great. THIS PAPER grows out of several con- victions about the subject. First, that fund raising has been .a relatively ne- glected aspect of university librarian- ship. Very little has been written about it, .and most librarians have, for various reasons, considered it none of their business. Second, that this situation is gradually changing, primarily because of financial pressures on university li- braries. Some librarians have already be- come more involved in seeking outside funds, and many others will be doing this in the future. Third, that there are potentialities for library fund raising which will amply repay those librarians who are willing to devote their time and effort to it. Fourth, that librarians who want to become involved need certain basic information about sources of funds and approaches to prospective do- nors which they can readily obtain from colleagues and from development office Mr. Eaton is director of libraries, Wash- ington University Libraries, St. Louis, Mis- souri. staff members who have been working in the field. These notions, held for some time in tentative form, have been strengthened during the past year in which the writer, under a grant from the Council on Li- brary Resources, attempted to learn about the subject by reading and by talking with librarians, development of- ficers, and people in foundations and government. The conclusions presented here are not the results of a systematic research study. Rather, they are the pieced-together impressions and the dis- tilled experience of many people who have pondered, written, and practiced in the field of academic library fund raising. First, a word about the financial prob- lems of university librarians. There is abundant evidence that, like the univer- sities they serve, academic libraries are under severe and growing financial pres- sures. This applies to all kinds of insti- tutions.: public and private, strong, .and weak, old and emerging. Costs of oper- ation are rising steadily. According to statistics published by the Association I 351 352 I College & Research Libraries • September 1971 of Research Libraries, thirty-two univer- sity libraries spent over $3,000,000 each in 1969-70, and twenty-three others spent between $2,000,000 and $3,000,000. The reasons for this are familiar-the demand for more materials and services by users, the rising costs of books and staff, the increase in the number of books published, the opening of new fields of scholarly interest, the need for specialists on library staffs, the pressure to automate, etc. Expensive as libraries are now, they are expected to cost even more in the future. Harvard, which spent $7.6 million in 1968-69, predicts that the library budget in 1976 will be at least $14.6 million. Yale estimates that its library operating budget of $4.5 million in 1968 would have to double every five years if all the requested books and services were to be made available. Faced with increases of this kind in many areas of their operations, univer- sities .across the country are finding that growth in income is simply not keeping pace with rising costs. The inevitable re- sult is retrenchment, and libraries are beginning to feel the effects. In many institutions the rate of annual budget increase has dropped from 15 or 20 per- cent, common several years ago, to 3 or 4 percent, which is even too little to off- set price increases. Some libraries are facing actual budget cuts in personnel or books, or even in both categories. The prospect is that the financial situa- tion will worsen before it improves. What is the university librarian to do under these circumstances? He should certainly not be expected to apologize for the fact that libraries cost money; he is no more responsible for this than the graduate dean is responsible for in- creases in the research budget. He should continue to look for ways to re- duce costs through such means as relying on other collections for highly special- ized materials, using cataloging infor- mation developed by the Library of Congress under the National Program for Acquisitions and Cataloging, and experimenting with other cooperative ventures. He should hope that his insti- tution will scrutinize its academic pro- gram to bring it in line with anticipated resources. Also, he should consider the possibility of raising some money from outside sources for library support. Although most university libraries re- ceive the bulk of their support from appropriated funds, gifts from outside sources have long been an important item of income, particularly in private institutions. In a survey made in 1956- 57 Powell found that twenty-two uni- versity libraries received $1,175,631 in cash gifts that year and $906,842 in en- dowment income from earlier gifts. 1 This constituted 18.5 percent of the to- tal expenditures of the private universi- ty libraries in the sample and 2.5 per- cent of the expenditures of the state- supported libraries. In the absence of any newer studies it is impossible to say how the picture has changed in the years since 1956. Since Powell's sample of ten private universities included seven ivy- league institutions, the 18.5 percent is undoubtedly too high to accept as a na- tional average for private university li- braries. \1 It is probably fair to say that the typ- ical university librarian's attitude to- ward fund raising is that this is a re- sponsibility which belongs primarily to others-the development office, the pres- ident and the board of trustees. The li- brarian has been willing and, in many cases, eager to work at the job of acquir- ing gifts of books, and he has devoted his time to friends of the library or- ganizations in the hope of obtaining both collections and annual income from dues. But in seeking cash gifts he has hesitated to take the initiative, pre- ferring to leave this job to others. When the development office suggests the names of prospective donors, the li- brarian responds by proposing appropri- Fund Raising for University Libraries I 353 ate projects. He may know a few donors who are keenly interested in the library and . whose devotion is such that he feels free to approach them when special needs arise. But toward other prospects his role has been a passive one, influ- enced perhaps by the view that a librari- an who devotes his time aggressively to raising money is ~traying outS-id his !icld. In some universities the develop- ment office has apparently encouraged this view, hoping to keep all fund-rais- ing activities under tight central control. This is not to say that some university librarians have not been active and suc- cessful in raising money. In at least one institution (Harvard) it has long been understood that an important part of the librarian's responsibility is building financial support, even to the extent of raising several million dollars for a ma- jor plant addition. In a few of the oth- er private universities, librarians have devoted considerable time to donor cul- tivation and fund raising. Some of the younger directors who have recently tak- en over major private ARL libraries are alert to the possibilities and eager to ex- ploit them. 2 The librarian who is willing to as- sume the role of entrepreneur in seek- ing funds has several factors in his fa- vor. His willingness to help meet the university's financial problems will be appreciated by the administration. He will have plenty of company within m.ost private universities where deans are being increasingly pressured to raise money for their own operations. He will be entering a field where success is by no means assured, but where the po- tential is demonstrably great; there are many individuals, foundations, and oth- er sources of funds capable of respond- ing to imaginative proposals carefully tailored to their individual require- ments. Library needs are so diverse that they can be packaged in numerous ways. The task of matching donors and needs is one which can challenge the talents of the most imaginative and creative li- brarian. It is the librarian who is often in the best position to speak convincing- ly of library needs and of the opportu.- nities they offer to discriminating do- nors. Some librarians may hesitate to be- come fund raisers on the ground that they are not suited for the job by per- sonality or temperament. If they had been cut out to be salesmen, they may argue, they would not have chosen li- brarianship as a career. But while fund raising does involve selling, persuading prospective donors to give money for libraries does not necessarily require a brash, hucksterish approach. More im- portant are qualities which many aca- demic librarians have an abundance- sensitivity, patience, imagination, tact, integrity, and enthusiasm for one's product. Willingness to take something of an entrepreneurial view of the li- brarian's job is also essential, but this too is not uncommon in the profession. The librarian entering the fund-rais- ing field must realize that he will not be doing the job alone. In any university there will be many other people work- ing with him-development office staff, other staff members in the library, vol- unteers, friends (organized or not), and, of course, the president and mem- bers of the board of trustees. The suc- cess of the institution's fund-raising ef- forts will depend not only upon the ability of the various people involved but also on their willingness to work to- gether, on their understanding of each other's roles, and on the degree to which their efforts can be coordinated in pur- suit of a common goal. As the group primarily responsible for institutional fund raising, the de- velopment office normally consists of several prbfessionals each responsible for a particular area (e.g., foundations , alumni, corporations, bequests, etc.). In addition to these assignmen.ts by source of funds , some staff members may have 354 I College & Research Libraries • September 1971 responsibility for working with major divisions of the university such as the library. Development officers in many institutions .apparently want the heads of various academic divisions to play an active part in fund raising. They see their own role, in fact, as one of assist- ing and coordinating rather than doing the whole job themselves. They are pre- pared to screen donors and assess their potential, help recruit and train volun- teers, secure clearance on prospects, and assist in drafting proposals. But they look to deans and other administrative officers and faculty to take the initiative in suggesting proposals, in identifying prospects, and in making presentations. Relationships between the library (and other academic divisions) and the development office are apparently in need of improvement in many universi- ties. The librarian should make an ef- fort to understand how the develop- ment ·office works, to know the staff, and to see that they are fully informed about library needs. He will get help from the development staff if he dem- onstrates a willingness to devote his time to fund raising, if he abides by the in- stitution's policies governing approaches to prospective donors, and if -he has a clear understanding of the division of labor between the library and the devel- opment office in making appeals for funds. v With growing pressures on university budgets, development office personnel will undoubtedly be concentrating more and more on seeking unrestricted funds. If so, they will have less time to raise money for particular divisions of the university. This should mean that any of them who have been reluctant in the past to involve others in the fund-rais- ing process will now welcome those deans and librarians who are willing to try to raise money for their own areas~ . In addition to depending on the de- velopment office, the librarian will do well to draw upon . personnel within his own staff. In large libraries a number of staff members may have the aptitude for and an interest in fund raising. The head of rare books or special collections is often a person who is sensitive both to needs and to fund-raising possibili- ties. The acquisitions librarian is in a good position to participate in develop- ing proposals based on needs for collec- tion development. Other staff members with a flair for public relations or with extensive contacts in the community may be .able to help. A staff committee on fund raising is a way in which the talents of all interested staff members can be brought to bear on the problem. A library wanting to make a major ef- fort to raise money should consider hav- ing its own development officer. A well- qualified person could pay his way many times over. He could be either a profes- sional in the field or a librarian. A pro- fessional would have to depend on the library staff for developing proposals, but he would keep in touch with both sources of funds and prospective do- nors and he would have a part in pre- sentations. Short of creating a full-time position, a library might employ a half- time person who could work in the area of development. Such a person could in- vestigate promising sources of funds · and help prepare proposals. Either a full-time or a half-time person would profit by having the help of a capable .assistant who could do the detailed work involved in maintaining prospect files and in assembling information needed for presentations. In fact, this type of help seems essential under any staffing arrangement where a librarian is trying to raise money. A person with public re- lations or volunteer fund-raising experi- ence would be well qualified for assist- ing in a library fund-raising program. In addition to the development office and the librarian and his staff, other people withiri the university should be concerned with raising money for li- brary purposes. The president is nor- Fund Raising for University Libraries I 355 mally the university's chief fund raiser, and his support of the library's efforts is essential. Few presidents have the en- thusiasm for library support displayed by Franklin M·urphy (Kansas and UCLA), Herman Wells (Indiana), or Harry Ransom (Texas), but many of them have a firm commitment to library development on which the librarian can count in his efforts to seek donors and make presentations. Members of the board of trustees who have a special in- terest in the library can also be helpful. All board members are normally called upon by the development office to pave the way for presentations by calling foundation or corporation executives or individuals whom they know personally. Finally, the faculty can be most helpful both in drafting proposals and in iden- tifying prospects. Some faculty mem- bers will have a flair for thinking of gift opportunities, identifying prospec- tive donors, and making a case for li- brary support. Volunteers from the community are an essential part of any fund-raising program, and the librarian should see to it that they are enlisted and put to work. Their usefulness lies not only in their ability to make gifts themselves but also in their knowledge of prospects and their willingness to speak up for the library's needs and to ask others to help meet them. Volunteers may be used in various ways. An informal advisory or consulting relationship may be set up with one or more alumni or friends who have a special interest in the li- brary, a flair for money raising, and the time provided by full or semiretirement to devote to a library fund-raising pro- gram. Such an arrangement can be high- ly beneficial in educating librarians about the realities of raising money and the ways of adapting techniques of salesmanship to the academic world. Organizing volunteers into commit- tees or friends groups is an approach which the librarian fund raiser should consider carefully. The visiting commit- tee is a device long used at Harvard which is now being tried at other uni- versities (Carnegie-Mellon, California Institute of Technology, . Duke, etc.). Haryard has a visiting committee for each department including the universi- ty library. They range in size from five to thirty or more members, many of whom are neither alumni nor connected with the university in any other way. They tend to be people with money, in- fluence, and/ or prominence in a par- ticular field. The visiting committee is viewed as a way of informing a group of people about the work of a depart- ment, of getting their ideas .and criti- cisms, and of enlisting their help in in- creasing the department's effectiveness. 3 Harvard's Visiting Committee on the University Library consists of thirty-two members, including business executives and bankers, book collectors, a publish- er, an author, a foundation executive, several attorneys, and the distinguished librarian of .another ivy-league universi- ty. Most of them were appointed, pre- sumably, on recommendation of the li- brarian. The committee normally meets once a year on a weekend in the spring. Wives · are invited, and social activity is pleasantly combined with business. The staff informs the . committee a bout prog- ress, problems, .and financial needs. The committee is expected to submit an in- formal report annually and a formal written report every three years. The chairman of the committee is ·a member of the Board of Overseers, and reports are made to the Board. A visiting com- mittee consisting primarily of librarians can be useful to the library staff but it is not likely to carry much weight with the university administration or to win support from outside sources. Some de- velopment officers feel that visiting com- mittees should be used not primarily for fund raising but more as a way of involving influential people in universi- ty activities. The latter, of CO\lrse, is an 356 I College & Research Libraries • September 1971 important aspect of long-range donor cultivation. · More common than visiting commit- ees by far is the Friends of the Library organization. Many university libraries have them, and some of them .are quite successful with membership reaching 500 or 600. The annual dues income is a useful source of funds with which to supplement the book budget. Income may amount to as much as $25,000 a year in a few libraries, but more com- monly it will not exceed $5,000. Less tangible but possibly more important in the long run is the opportunity pro- vided by the organization to acquaint bookish and/ or wealthy friends with the library's role and needs. A success- ful friends group requires a consider- able investment of time on the part of the library staff. There should be some individual, either on the library staff or among the friends, who has the enthusi- asm, the time, and the skill to keep the organization alive and aware of its ob- jectives. Even with an abundance of staff care and volunteer talent there is a danger that the organization will be- come merely another outlet for the in- terest of dilettante alumni. One experi- enced librarian says that the first ten to twelve years are always difficult for friends groups. The decision to start a new organization should be made with full recognition of the attendant prob- lems. The sources from which libraries may obtain funds include foundations, pri- vate individuals (alumni and friends), corporations and business firms, and government agencies. Foundations have traditionally given money for library purposes, and they are still a potential source well worth attention. 4 It is esti- mated that there are 24,000 foundations in the United States. This number in- cludes a relatively small group of large, professionally managed foundations such as Ford, Rockefeller, Mellon, and a much larger group of family founda- tions. Some of the major foundations (e.g., Kresge) have made recent gifts to libraries, but most of them have turned their .attention in other directions. The family foundations now appear to con- stitute a more promising source of funds. The Tax Reform Act of 1969 requires that by 1975 all foundations must pay out annually an amount equal to 6 percent of the market value of their assets. Since fewer than half of the foundations have been meeting this standard, foundation giving should in- crease over the next few years. The act also requires that foundations prepare annual reports and make them available to the public. This should greatly sim- plify the job of obtaining current in- formation about small foundations. In approaching foundations the li- brarian should prepare a list of pros- pects, identify the people who make the decisions .about grants, and decide on the best approach to them. In assem- bling information about foundations it is often worthwhile to consult tax re- turns . . Copies of the 990-A forms filled out by foundations are on file in the Foundation Center in New York and in its regional depositories across the coun- try. Many small foundations seem to make their grants in November and De- cember at the end of the tax year, often on the basis of requests on hand at the time. Manning Pattillo, president of the Foundation Center, believes that Amer- ican foundations .arr going through a period of change. 5 \He forecasts a slow- down in the number of new founda- tions created, an increase in the number of foundations administered by profes- sional staff, sharpening of foundation purposes with more emphasis on prob- lem-solving and less on general support of organizations, keener competition among applicants for foundation sup- port, more attention .to environmental problems, more supervision of grantees, and more evaluation of the results of Fund Raising for University Libraries I 357 grants. These changes appear to have no special implications for libraries, but they suggest that obtaining grants may be somewhat more difficult than it has been in the past. Private individuals who give to uni- versity libraries are often alumni of the institution, but they may be business- men or wealthy residents of the commu- nity who are inspired by an imaginative proposal to create a memorial or simply to make possible some socially useful project involving books or library facili 7 ties. There are many prospective donors to whom libraries can have a strong ap- peal. The problem is to identify them and to cultivate their interest. Sugges- tions of names may be sought from de- velopment office staff, from members of friends groups, from library staff mem- bers, from faculty, from alumni office personnel, etc. Lists of members of lo- cal cultural organizations (the historical society, symphony, and the art museum) may offer suggestions. With a prospect list in hand the librarian must search for additional information about each person. Directories, local history books, and the development office files are pos- sible sources, but these must frequently be supplemented by personal inquiries directed to friends and volunteer fund raisers who are widely acquainted in the community. Corporate giving is channeled pri- marily through corporate foundations. There are now about 2,000 such foun- dations in the United States, and nearly three-fourths of all corporate contribu- tions flowed through them in 1969. Many of these foundations will be pre- empted by the university development office for solicitation of unrestricted gifts. Some business firms with subject interests may be prospects for library gift proposals in the areas with which they are concerned (e.g. , a printing firm may respond to a request to help devel- op a collection in the history of print- ing) . The program recently set up by the Sears, Roebuck Foundation to assist private colleges and universities in strengthening their book collections is an example of enlightened corporate philanthropy which will benefit many institutions. During the 1960s the federal govern- ment made an encouraging beginning in the support of academic libraries through grants for both materials and facilities. Funds appropriated fell far short of the amounts needed, but many institutions were helped. These funds have recently been reduced and there is no reason to believe that increased ap- propriations will be provided in the next few years. The whole federal ap- proach to aiding higher education, moreover, is being reconsidered, and there is a possibility that future fund- ing may take the form of block grants to institutions rather than grants for specific purposes such as libraries. This would mean that libraries would have to compete with other parts of the uni- versity for available funds. While federal aid to libraries general- ly is being cut back, assistance to needy and disadvantaged libraries may be in- creased in the immediate future. The Association of College and Research Li- braries Grants Program has been trying to help such institutions in recent years by awarding small grants from money collected primarily from the U. S. Steel Foundation. It is interesting that a pan- el of fund-raising consultants has re- cently recommended that institutional grants be discontinued under this pro- gram and that the available funds be used instead to teach librarians how to do their own fund raising, chiefly by tapping federal and state government sources. 6 Having made arrangements for co- workers and familiarized himself with sources of funds the librarian should consider what approaches he will use to raise money. One useful first step is to prepare a five-year plan. This plan 358 I C olleg.e & Research Libraries • September 1971 should outline objectives, identify long- and short-range goals, specify priorities, and include a timetable. To permit building up momentum, several easily obtainable goals should be set for the first six months or a year. This plan should be discussed with the develop- ment office, and ways of achieving the objectives should be .agreed upon. Among the approaches which deserve consideration are large and small pro- posals aimed at specific individuals or foundations, a memorial fund or trib- ute fund for relatively small contribu- tions by a large number of donors, be- quests, and provisions for library sup- port attached to faculty grant proposals. In preparing gift proposals the li- brarian should identify particular li- brary needs which can be packaged to appeal to donor interests. New fields of collection development such as Slavic, Asian, Latin American or African stud- ies, Urban and Regional History, or Ju- daica offer attractive possibilities. A year's fund-raising activity might in- clude a number of proposals of this nature, each with .a price tag of $75,000 to $150,000. Or, a donor may be asked to underwrite the on-going development of a collection in a traditional field such as art history, musicology, or engineer- ing. Here the appropriateness of an en- dowment to yield $5,000 to $10,000 a year can be stressed. Memorial opportu- nities can be .attached to each proposal if this seems desirable. All proposals, of course, need not be of such magnitude. Many smaller pack- ages can be prepared, consisting of a major reference work, the back file of a journal; or a reprint collection on a particular subject. These may cost any- where from a few hundred to a few thousand -dollars. The library should have a sizable number of such proposals which can be presented to donors with special subject interests. In presenting the larger proposals care must be taken to describe the gift op- portunity in a clear and convincing fashion. It is usually desirable to do this in a _ one-page statement which describes the collection or facility wanted, the use to be made of it, its relation to the uni- versity's overall objectives, the amount of money involved, and the relevance of the project to the interests of the prospective donor. It is important, if possible, to show how the gift can make a crucial difference in the quality of a particular program, making it distinc- tive or outstanding in comparison with others in the same field. Proposals should be presented only after prospective donors have been thoroughly researched and cleared with the development office. Information needed .about them includes their per- sonal and family backgrounds, friends and business connections, hobbies and other interests, previous gifts, if any, giving potential and attitude toward the university. Ideally, donors should be ap- proached with projects which will have an emotional appeal for them. The ac- tual presentation should be made only after the way has been prepared by a person who has some influence with the prospect. If the librarian makes the pre- sentation, this person might well be asked to accompany him. The presentation of the proposal should emphasize the opportunity for the donor rather than the library's des- perate needs. Discussion of budget cuts and financial stringency usually has no place in a conversation about a possible gift. It is sometimes desirable to present the project as an idea and invite the prospective donor's reaction. The donor should be asked for an amount large enough to challenge him. If it is too much, he will say so. This is better than asking for too little. Once the donor has accepted the proposal, a written version of the agreement should be prepared for his signature. When the project has been completed the librarian should give the donor a report on it. Fund rais- Fund Raising for University Libraries I 359 ers emphasize that prospects who decline the first opportunity should be asked again, perhaps with some variation in the proposal. They agree that a person who gives once is a prime candidate for resolicitation, since he has alre ady com- mitted himself to the library's cause. Another approach is the memorial fund or tribute fund through which alumni and friends of the university can give money in honor or in memory of others. The approach is based on the idea that the gift of a book to the uni- versity library can be used as a way of paying tribute to another person. The plan involves considerable correspon- dence which is often handled by a cen- tral gift record office. Appropriate cards can be designed to acknowledge gifts and to inform those who are being hon- ored. Special bookplates are usually in- serted in volumes purchased with gift funds. A properly publicized project of this kind can bring in between $5,000 and $10,000 a year when it becomes es- tablished. Deferred giving is an approach to fund raising which is receiving increas- ing attention from development officers, and the librarian should find a way of using it. The development office staff member responsible for bequests should be fully informed about the library's needs and should be given descriptions of the kind of projects which could be presented to donors who are preparing wills. An effort should be made either by the development office or by the li- brary to inform lawyers and trust offi- cers, especially those who are alumni, about the opportunities in the library for those making bequests. Fund-raising brochures produced by the library should mention bequest opportunities and perhaps suggest appropriate lan- guage. Another approach to obtaining funds is to ask for library support as a part of faculty grant proposals. The problem here is finding out about proposals early enough to persuade the faculty to con- sider library implications. The central office responsible for processing grant requests may be able to alert the library to proposals in preparation, If a par- ticular project involves a need for li- brary support, the costs of this support should be included in the proposal. One university adds 15 percent for library costs to every grant proposal submitted to a foundation. Occasionally it may be appropriate to include funds for the acquisition of books as a major compo- nent of a project to improve teaching and research in a particular area. This has been done by some universities in their proposals for expansion of area study programs. The recognition of donors is an im- portant aspect of fund raising to which the librarian must give attention. A few donors want to remain anonymous, tak- ing satisfaction in the knowledge that they have contributed to some worth- while endeavor. Most of them, however, want to be recognized in some way, and the form of recognition may determine whether or not the donor will respond favorably to the proposal. In making a decision the librarian will take account of various factors: the importance of the gift, the donor's wishes, the cost in- volved, and the desirability of setting precedents which may have to be fol- lowed with other donors in the future. The use of a special bookplate is one of the easiest and most common ways of recognizing the donor of funds for books. Attractive plates can be designed, and the donor's ideas can often be in- corporated in them. Exhibits of gift books are appreciated by donors, espe- cially where the exhibit opening is ac- companied by a reception to which they can invite friends. Plaques are used fre- quently to record donor's names in the library, and a large gift may justify naming a part of the building for the donor or someone designated by him, with a portrait or bust attached. Donor's 360 I College & Research Libraries • September 1971 names may also be p erpetuated by nam- ing in his honor a collection, an annual award, a lectureship, a book collection contest, or a series of publications. Some universities present citations to major donors or honor them by having dinners to which trustees, administration, and faculty are invited. Publications may be used effectively to announce gifts and to give recogni- tion to donors. Most libraries use uni- versity publications (newspapers, alum- ni magazines, etc.) to publicize gifts and to call attention to the idea of giv- ing for library purposes. A substantial gift will usually justify a special bro- chure or exhibit catalog, or an article in the Friends of the Library publication. Where a library does not issue a regular journal for Friends, it may consider publishing an -occasional newsletter de- scribing new gift collections and addi- tions to older ones. This is a way in which donors' names can be mentioned, both for their gratification and as a stimulus to other donors. Along with efforts devoted directly to fund raising should go a continuous program of library publicity and long- term cultivation of donors. Local news media and general university publica- tions as well as the library's own pu bli- cations should be used to the fullest ex- tent possible to call attention to the li- brary's role, needs, accomplishments, and aspirations. A member of the li- brary staff should be given responsibility for initiating and coordinating all li- brary publicity. Cultivation of donors . and prospective donors requires finding ways of keeping in touch and encourag- ing participation in university and li- brary activities. Friends or prospective don()rs should receive invitations to uni- versity and library functions and should be made in every way possible to feel that they are a part of the university commtinity. This is time consuming and often apparently unproductive, but it is a necessary part of a library fund- raising program. There are a number of sources of in- formation which may b e useful to li- brarians planning to embark on fund- raising programs. University publica- tions of interest include Friends of the Library journals and special brochures designed to encourage donors to give for library purposes. Examples of the latter are "Gifts to the Princeton Uni- versity Library" (seven-page leaflet) and "Why the Harvard Library?"-a state- ment on behalf of the interest of cor- porations and firms in the Harvard Uni- versity Library (eight-page leaflet). Perhaps the most important reference book in the field is The Foundation Di- rectory (3d edition) edited by Marianna 0. Lewis, New York, Russell Sage Foun- dation, 1967. Published about every three years this lists information about 6,803 foundations which made grants totaling $10,000 or more, annually or had assets of $200,000 or more. Includ- ed are names of foundations , addresses, brief statements of purpose and areas of interest, financial data, and names of officers and directors. The Annual Reg- ister of Grant Support (Academic Me- dia, Inc. 1969- ) lists various sources of funds including government agen- cies and business and professional or- ganizations as well as foundations. An- other useful publication is Giving U.S.A.-a Compilation of Facts and Trends on American Philanthropy is- sued periodically by the American Asso- ciation of Fund Raising Counsel, Inc., New York, 1970. Among periodicals and newsletters worth examining is Foundation News, publishe~ bimonthly by The Founda- tion Center. This contains both articles on foundations and detailed lists of foundation grants of $10,000 or more classified by fields of interest. The peri- odical, Fund Raising Management (bi- monthly), includes occasional articles \ Fund Raising for University Libraries I 361 of interest to academic fund raisers. Other sources of information about grants are The Bulletin of the Ameri- can Association of Fund-Raising Coun- set Inc. (monthly), and the Philan- thropic Digest published by the John Price Jones Company, Inc. , of New York (semimonthly). There are many monographs on the subject of fund raising. A recent one which is well thought of by develop- ment officers is Harold J. Seymour's De- signs for Fund Raising (New York, Mc- Graw-Hill, 1966). An important docu- ment on foundations to b e published by the University of Chicago Press in the fall of 1970 is the final report of the Commission on Foundations and Private Philanthropy, an independent body of distinguished citizens charged with appraising the role of philanthro- py and foundations in American life today. A practical manual which may be useful is Joseph Dermer's H oto to Write Successful Foundation Presentations (New York, Public Service Materials Center, 1970). Annual reports of foun- dations are often worth consulting. They may either be obtained from the foundations or consulted in the files of the Foundation Center or its regional depository collections. ADDITIONAL SoURcEs oF INFORMATION Andrews, F. Emerson. Foundations: 20 View- points. New York: Russell Sage Foundation, 1965. Carter, Paul C. Handbook of Successful Fund Raising. New York: Hawthorn Books, 1970. Council for Financial Aid to Education. Annual Report. Cutlip, Scott M. Fund Raising in the U.S.: Its Role in America's Philanthropy. New Bruns- wick, N.J.: Rutgers University Press, 1965. Leslie, John W. Focus on Understanding and Support: A Study in College Management. Washington, D .C.: American College Public Relations Association, 1969. Patrick, Kenneth G. an d E ells, Richard. Educa- tion and the Business Dollar; a Study of Corporate Contributions Policy and Ameri- can Education. New York: Macmillan, 1969. Pollard, John A. Fund Raising for Higher Edu- cation. New York: Harper, 1958. Weaver, Warren. U.S. Philanthropic Founda- tions-Their History, Structure, Management and Record . New York: Harper & Row, 1967. REFERENCES 1. B. E. Powell, "Sources of Support for Li- braries in American Universities," in The Li- brary in the University; the University of Tennessee Library L ectures, 1949-1966 ( Hamden, Conn.: Shoe String Press, 1967) , p.173-94. 2. David Kaser, "The Golden Touch, or the Gentle Art of Raising Money," Stechert-Haf- ner Book News 19:109-10 (May 1965). 3. Harvard College, Board of Overseers, Com- mittee Assignments, 1969-70. 4. Lawrence Heilprin and Corinne Lynch, "Foundation Support of Library Activity," Bowker Annual of Library and Book Trade Information, 1969 (New York: R. R. Bowker, 1969), p.138- 42. 5. Manning Pattillo, "Foundations in the 70's Will Undergo Many Changes," Fund Rais- ing Management II (July-Aug. 1970) p .11- 13. 6. Advisory Panel on the Grants Program of the ACRL, Final Report (1 Oct. 1969), mimeo.