ĐĎॹá>ţ˙ BDţ˙˙˙A˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙˙ěĽÁM đż(%bjbjâ=â= 24€W€WÁ f˙˙˙˙˙˙l        ´´´8ě ř$ –&ś( ( (P P P ť ť ť &&&&&&&$L' l)˜;& ť ˇ ť ť ť ;&Ń  P P gP&Ń Ń Ń ť ˆ P P &Ń ť &Ń âŃ ł ţ1$¸  &P  žä,#Ç ”´C  é$&f&0–&%*ă î*&Ń      ŮEthical Decision Making: Case Number 1 You get a telephone call from the daughter of one of your oldest donors, a woman in her mid-80's who is still mentally alert. The woman has considerable wealth, but the daughter explains that her mother plans to leave more than 80 percent of her wealth to your organization in her will. The daughter goes on to state that the remaining amount that will go to the woman's four children and six grandchildren will be insufficient to meet their needs. The daughter pleads with you to reason with her mother, reduce the amount intended for your organization, and increase the amount to the family. What should you do? Case Number 2 Mr. John Smith and his family have been supporters of your organization for several years. He is a successful stockbroker, a generous donor, and a member of your governing board. For years his firm has invested your organization's funds. Both he and the organization have benefited substantially from this arrangement. Recently, however, the board adopted a conflict-of-interest policy stating that board members may not directly profit from business they do with the organization. Mr. Smith continues his board membership, and he continues to give generously. In addition, he talks of his intentions for your organization in his estate plans. But, he would like for you to see what can be done to get the organization's brokerage business back. How do you handle his request? Case Number 3 You have an excellent campaign chair who has been instrumental in helping your organization raise millions. However, she has been caught up in a public scandal involving a public company of which she is President. You are about to launch a major capital campaign with her as leader. What do you do when your chair's ethical standards have been publicly questioned and she has been forced to resign her position within the company? Case Number 4 A donor has become close to some of the professionals in your organization on a personal level and wants to treat them as friends, not as business associates. When it is unethical to spend private time with a donor? It is ever okay to develop a friendship relationship with a donor? What do you do or say when the donor wants to give you personal heirlooms? Is it always necessary to say no? How do you remain ethical without insulting the donor? Case Number 5 It is April 5, and you are in your first week as director of development for a hospital when you get a phone call from the hospital's largest donor. The donor is the chairman of a Fortune 500 corporation who has given several million dollars to the hospital and already has a wing named after him. He announces that his tax advisor says he needs to make another donation for the previous year and that he is sending over a check for $100,000. He asks you to prepare a letter of acknowledgement dated prior to the previous December 31. Before you can think of what to say, he hangs up. What should you do? Prepare the letter of acknowledgement thanking the donor. Call the donor back and tell him you cannot accept the gift on these terms. Discuss the matter with your hospital CEO Ask the hospital CEO to decide what should be done, Suppose you inform your CEO about the offer and the CEO says, "Don't worry about it, I'll write the letter." What should you do? Warn the CEO that it would be a violation of the AFP Code to comply with the request. Warn the CEO that it would be illegal to comply with the request. Ask the hospital chief financial officer for an opinion. Keep quiet; this is a matter between the CEO and the donor. Suppose that upon further investigation you learn that occasionally in the past the hospital has done similar favours for some of its large donors. What should you do? Continue the practice; it's working. Warn the CEO that it would be a violation of the AFP Code to continue this practice, Warn the CEO that it would be illegal to continue this practice. Resign your position. Case Number 6 You have been working as the Development Director of the local symphony for many years. You clearly have the best track record in town for obtaining special project grant support from foundations and corporations. Recently three different "novice" fund raisers, from smaller arts groups have approached you for advice because you have become known as the "Grant Expert." They have asked you for guidance in writing their grant proposals and have offered to pay you a consulting fee. You recognize that they are competing with you for the same available grant dollars; yet in the spirit of professional mentoring, you want to help them. What should you do? Case Number 7 An organization serving the homeless has a counselling program that is minimally operable. The fund raiser knows that the clients of the program could receive better service elsewhere. The executive Director and the board are not willing to make the comprehensive changes required to improve the services offered. A donor calls, wishing to donate a substantial sum to the counselling program. How should the fund raiser respond ? Case Number 8 You are the Executive Director of the city wide foundation. Because you were convinced of the Generosity, Inc. ' s potential to become a long-term supporter, you put great effort into cultivating a relationship with them. Your efforts were rewarded with a $500,000 grant for inner-city educational projects. Your disbursement committee met and decided to allocate 33% of the grant to the Vocational Development Program, 33% to the Handicapped Program, and 34% to an innovative Music Program. You receive a call from the owner of Generosity Inc. telling you NOT to disburse any money to the Music Program. You find out later that she has resigned in a huff from the Board of the Music Program because the board voted, against her wishes, to invite a celebrity "rap" artist to come and work with the children. What should you do? Case Number 9 You are on the board of a geriatric health care institution that has been approached about accepting a contribution from a tobacco company. Some board members believe you cannot take tobacco money. Others say cigarette companies are legitimate businesses. You don’t think accepting this donation would promote smoking: Few of your clients still smoke, and none is taking it up. What do your say? Case Number 10-Donor Intent You are the director of a national relief program. Within one month, three disasters occur, an earthquake, a tornado and a major flood. Because of the severity of the disasters and the thorough, constant national media coverage, donations have been pouring in. Most gifts are designated for either the earthquake or the tornado victims; however, many people in the flood area have lost their homes and are in desperate need of help. As time passes, you see that the relief needs of the earthquake and tornado areas easily will be met by 60% of the relief money coming, but more than 95% of the money is designated by donors for the earthquake and tornado victims, leaving you with insufficient funds to meet the needs of the flood victims. Would it be a violation of the AFP Code to use some of the donations for the earthquake or tornado victims to assist victims of the flood? Case Number 11 The chief development officer for a large university has a reputation in education circles for prowess in cultivating major gift prospects. A local wealthy widow is a long-term personal friend of the development officer, and over the years she has made several large donations to the university. One day the widow dies unexpectedly. Her will leaves a small portion of her wealth to the university and a much larger portion to the development officer. The university president and the chair of the board call the development officer in and tell him that to accept a bequest from a donor he has befriended would violate the AFP Code of Ethical Principles and Standards of Professional Practice and, if word got out, would harm the university’s reputation for propriety. They ask the development officer to “do the right thing” and quietly turn over his bequest from the donor to the university. What should the development officer do? Should he keep the money or turn it over to the university? Should he make a gift of his own to the university equal to the amount of the bequest?     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