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This chapter chronicles the partisan composition of the Florida Senate from the era of the Pork Chop Gang to the emergence of a meaningful Republican minority. It describes the philosophical kinship that developed in the state Senate, the bipartisan contributions of the Republican minority in policy decisions, and the coalition presidents that presided with Republican support. The chapter discusses the partisan impacts of redistricting based upon the decennial census and the constitutional “term limits” amendment imposed on legislators. Finally, the chapter describes the early challenges of campaign fundraising, chronicles the path to a Republican majority in the Senate, and identifies the contributions to the growing Republican network from its legislative staff.

This chapter provides a prospective analysis of the changing political arena in Florida. It identifies changes in the traditional Republican Party staffing, fundraising, and campaign consulting. It discusses the new dynamics in fundraising that include the use of independent committees funded by large donors and the expanded use of “soft money” sources in elections. It discusses the arrival of new voters, the changing demographics of Florida’s voting population, and the impact of No-Party-Affiliation voters (NPAs). In the context of the 2018 election cycle, the chapter discusses a predicted “Blue Wave” and the contrasting messages on policy that form the environment for the right-to-bear-arms demographic. The chapter ends by analyzing the probability of closely contested races and election recounts.

This chapter analyses the key features of the relief system whose establishment and extent was traced in the previous chapters. It focuses on the fundraising mechanisms used by kirk sessions as well as their approach to the distribution of resources. It also provides a detailed analysis of the people involved: although deacons were theoretically in charge of relief there was some flexibility, and the treasurer was shown to have a particularly important role (as did the minister). The chapter demonstrates the seriousness and organisation with which sessions approached relief, and argues that they were careful and sometimes innovative in acquiring resources for relief, and flexible and responsive in distributing them to the needy.

This paper presents new insights into online individual fundraising using a large dataset drawn from the UK’s largest online fundraising platform. The evidence shows that the “personal ask” is highly effective in this context, compared to peer-to-peer fundraising. We argue that donations may be motivated by a “relational warm glow” that the donor feels towards the fundraiser.

In chapter 4, we focus on education and explore how education has increasingly turned to charity in times of austerity. Education is a core service which provides the grounding, qualification and socialisation for children and young people, which will likely impact on them for the rest of their lives. A primary tool for increasing social equality, achieving aspirations and supporting children and young people to become active, pro-social citizens, it is unsurprising that this is an area of interest for many philanthropists, charities and voluntary sector organisations. Similarly, as schools face ever more fiscal, performance, recruitment and retention pressures, we see them increasingly turning to voluntary action – that is fundraising and volunteers – to counter resource pressures. This chapter explores this core concept, the relationship between education and charity. Focusing particularly on primary education which concentrates on 4-11-year olds, we investigate how charities shape and support education, and indeed how schools engage in voluntary action to support their day to day delivery. We consider the implications of this work and what this means for the charitable sector. We finally conclude with what this means for schools, and most importantly what this means for the children they seek to serve.

Organizations don’t just grown on their own. You build them, and you may end up building multiple organizations, each one atop the previous one. The scale-up logic is straightforward: You present what you did (the past) to motivate where you will go (the future), but what you work on is the middle (the present). Most emerging organizations fail because they build for the future having ignored the entire present. But you don’t have to worry about whether a decision is optimal for that rosy future—it just needs to work today. As you build the next organization, you’ll reuse parts from the old one and you’ll get to implement everything you’ve learned. Growth and scale-up work like problem solving: no one cares how you first came up with the solution. The organization that systematizes your current innovation prototype is your first big milestone.

Before The Children’s Aid Society (CAS) opened its first two community schools in Washington Heights (1992–1993), our staff and board had already begun to address the issue of sustainability—that is, how to plan for the long-term development, implementation, assessment, and institutionalization of this new line of work. Internal strategic planning led to decisions by CAS board and staff leadership to realign existing resources in support of this new work, while external planning resulted in explicit partnership agreements, forged in 1990, with the New York City Board of Education and Community School District 6 (see appendix to Coltoff, ch. 1 in this volume) that also set the stage for long-term sustainability. As CAS’s assistant executive director for community schools, my responsibilities include planning and overseeing our sustainability efforts. This chapter describes CAS’s experience in raising funds for its community schools and offers suggestions for how other practitioners might proceed. CAS views sustainability as involving not only aggressive fundraising but also public relations, constituency building, and advocacy, using a conceptual framework developed by the Finance Project, a national research and policy organization. These four components are interrelated; work in one area supports and complements efforts in the other three. For fiscal year 2003–2004, the operating budget for CAS’s 10 community schools totaled almost $13 million, which included approximately $8.6 million for the extended-day, summer camp, teen, parent, and adult education components and $2.8 million for health services (medical, dental, and mental health). In addition, two sites have Early Head Start and Head Start programs operated by CAS; the costs for these programs are covered entirely by federal grants totaling approximately $1.4 million. Because the programs differ, each school has a different budget, but the estimated additional cost per student per year of a fully developed community school is $1,000. CAS generates support for its community schools from a wide variety of sources. During the initial years, core support came primarily from private sources, including foundations, corporations, and individuals; the exception was the health and mental health services, which were financed partially by Medicaid and Child Health Plus (federally supported children’s health insurance), as well as by other public and private sources.

Across the political spectrum many observers of Washington, D.C., have recognized the existence of a self-perpetuating and self-aggrandizing political class. But the phenomenon extends well beyond Washington to embrace regional and state political and economic elites occupying a broad array of institutions in and out of government, tied together by ambition, interest and mutual benefit.

Most members of Congress are now millionaires; for all “serving” in Congress enables most to live like millionaires. The affluence of many members of the political class causes them to lose connection with ordinary Americans.

This chapter explores Furness Withy’s financial structure and performance, data that offers insights into the policies of a firm operating solidly while the shipping industry and British business in general went through a period of substantial modification. It provides analysis of Christopher Furness and his successors strategies when attempting to attract capital. It devotes particular attention to how chief decision makers developed communication strategies and adapted information channels to secure funds. It also considers the financial aspects of running a family business, and the balance between relying on profit and outside money to support growth, and paying dividends and reinvesting profits. The conclusion states that Furness had a particular fundraising system that involved inter-related elements - a mixture of personal commitments, long-term supporters, risk/reward strategies, and the preservation of personal control. It was after his death that the shift from personal to corporate financial operations took place, though he attempted to instigate this shift during his lifetime.

From idea to building, this chapter traces the processes of design, fundraising, and construction. Considers the local understanding and appropriation of (or resistance to) the modern style and the complexities of planning and paying for a church.