g. Was an adequate soliciting organization built and manned by sufficient workers? Were workers prepared? h. Was publicity program adequate and effective? 3. Determines best arrangement of canvassing divisions. A suggested organization chart on the first page of this Guide will be useful. Carefully district the entire territory. Determine the number of workers needed in each division so that no worker will be asked to call on more than 10 special prospects or industries, and not more than 15 or 20 stores or homes. 4. Considers the general publicity approach. Campaign promotion should be built upon a solid foundation of year- round public information and interpretation. For details see "Telling the Story," Section II. 5. Plans and supervises the preparation of important lists, including: a. Recommended campaign workers. b. Prospective givers of larger amounts. c. Industries and large business establishments, with names of executives. d. Colleges, hospitals, government offices, institutions. e. Clubs and organizations, for speakers bureau and general cultivation. 6. Determines total quantity of campaign supplies needed, and the best and most economical use of these supplies. 7. Assists fund chairman in, determining satisfactory allocation of quota among divisions, including branches and outlying districts. 8. Assists division chairmen with a breakdown of quotas within their own divi¬sions. Reviews past experience in light of present conditions. 9. Rates advance gifts and industrial divisions. A special listing and rating committee can be appointed for this task. 10. Plans a program of information for division leaders and workers. 11. Prepares a schedule of operation for all campaign steps, including organi¬zation and publicity. A suggested schedule will be found at the end of this Campaign Guide. THE FUND CHAIRMAN Success will depend more upon the fund chairman than upon any other in¬dividual. He is the active leader in conducting the campaign. Here is a con¬densed outline of his responsibilities: 1. To participate in the general planning and timing of the campaign with the planning committee as soon as be is selected. 2. To select division and committee chairmen who will at the end of the plan¬ning period form the operating committee, of which he will be chairman. 3. To hold division leaders responsible for building division organization through captains and workers. -2- 4. To carry through plans for preparing these workers for their tasks. Division meetings and workers' meetings in small groups or in the homes of captains are almost always possible. A training committee may be formed. 5. To arrange a reporting procedure that will keep him informed on the progress of the campaign. 6. To insure good fund publicity. All available local media should be used. The public information chairman should enlist as many committee members as available media require. 7. To arrange for handling tne mechanics of the campaign as outlined in the section "The Campaign Office," and appointing and keeping in frequent touch with the volunteer fund secretary. 8. To be an interpreter of tne Red Cross to the community, before and during the campaign. THE CAMPAIGN OPERATING COMMITTEE The fund chairman and the fund campaign planning committee meet to select division leaders. At this meeting one or two alternates should be suggested as candidates for a division chairmanship. Definite members of the committee should accept the assignment to call upon each proposed division chairman and gain his acceptance. At this same meeting they should arrange for a second meeting a few days later, at whicn time acceptances will be reported and the names entered on the organization chart. Trie fund chairman, tne division chairmen, and such other members as the fund chairman may select constitute the campaign operating committee, and are responsible for organizing and conducting the campaign. As previously noted, in some cnapters one committee can combine the functions of the planning and oper¬ating committees. II. ORGANIZING THE CAMPAIGN There are three chief functions in campaign organization: (a) the mechanics of the campaign; (b) publicizing the campaign or telling the story; and (c) staffing tne campaign, or enlisting, assigning, and informing the workers. MECHANICS OF THE CAMPAIGN 1. Review plans and accomplishments to date. 2. Give definite dates to the schedule of operations, geared to closing date of campaign. 3. Check all lists and continually revise; eliminate and add names. 4. Follow through all districting plans for residential and business districts and outlying areas in headquarters town and branches. 5. Check all supplies, keep stock record control, supervise packing and distribution. 6. Devise and set up adequate accounting and reporting system. Arrange for daily summary of returns. -4-