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You'll want to evaluate the return from the gifts catalog versus the time, <br />energy, and dollars expended. This will involve a look at the net value <br />received, the accomplishment of material goals, the ability to channel <br />conventional revenues to other areas, and an assessment of the attainment <br />of non -material goals, including increased awareness, increased use, and <br />more volunteers. <br />The end product of the analysis of the gifts catalog program will be a <br />refinement. As with any new tool, adjustments will be necessary in order <br />to find a winning formula. <br />A word on management of the gifts catalog program. Gifts catalogs have <br />been successfully coordinated both by in-house staff and by outside ad- <br />visory boards, foundations, or committees. There are advantages and dis- <br />advantages in both approaches. A gifts catalog managed outside the <br />agency or organization by a board or committee may not have the stigma <br />many people attach to programs administered by public agencies. This kind <br />of catalog may also become more of a grass roots effort. A catalog is an <br />ideal project for a park foundation associated with a public agency. On <br />the other hand, an in-house catalog can be given constant attention and <br />effort, and serves to bring a public agency closer to its constituents. <br />The catalog approach has not yet fully evolved in the fields of recreation, <br />conservation, and historic preservation. Yet the gifts catalog is a tool <br />of such promise --exciting, easy, visible-- that its time has come. The <br />private sector in your community is available to help, and the gifts cat- <br />alog could be just the vehicle to forge a full partnership. <br />i <br />n t <br />t <br />12 <br />