The authors gratefully acknowledge the fundraising team at the Salvation Army for allowing us access to develop this case. We are particularly grateful to Lindsay L. Lapole, III CFRE, Territorial Planned Giving Director, The Salvation Army-Southern Territory. We also acknowledge the assistance of Lindsay Marciniak in compiling these case resources.
Special Issue Paper
Developing planned giving at the Salvation Army Southern Territory
Article first published online: 25 SEP 2011
Copyright © 2011 John Wiley & Sons, Ltd.
International Journal of Nonprofit and Voluntary Sector Marketing
Special Issue: Non-Profit Marketing Cases
Volume 16, Issue 3, pages 237–250, August 2011
How to Cite
Sargeant, A. and Hudson, J. (2011), Developing planned giving at the Salvation Army Southern Territory. Int. J. Nonprofit Volunt. Sect. Mark., 16: 237–250. doi: 10.1002/nvsm.423
- Issue published online: 25 SEP 2011
- Article first published online: 25 SEP 2011
- planned giving;
The Salvation Army operates internationally and is an evangelical part of the universal church, they provided help to over 30 million individuals in 2008. Their main focus is to build community, provide fellowship, rebuild lives, and provide comfort and support to those in need. They also provide disaster relief, drug and alcohol rehabilitation, and activities for the elderly, among many other social services. The international headquarters, the administration centre, is based in London. The Salvation Army USA, based in Virginia, has a national commander and national chief secretary who work to coordinate the national efforts. There are 4 geographical territories, south, east, west and central and each territory is a separately registered nonprofit entity. The southern territory is further divided into 9 divisions and has historically been very successful at planned giving fundraising. Planned giving success had been attributed to the territories personal approach. However, with the noticeable changes in the attitudes of seniors the planned giving has significantly declined in 2008/2009. Seniors, who had been considered the most suitable donor prospects had developed a sense of fear and distrust of the government and the banking system. They were resisting personal meetings with planned giving staff that had been so successful for the Salvation Army. As a consequence the planned giving strategy had to be adapted. Copyright © 2011 John Wiley & Sons, Ltd.