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Posted on in Fundraising

Development Directors are facilitators. Their work is done through the actions of others: executive directors, board members, funders, donors, volunteers, program staff.

For the most part, the visible components of the development process – sending a letter, having lunch with a prospective donor, approving a grant proposal, writing a check – are prepared for by the development director, but undertaken by those in more external-facing roles.

A development director’s job can be compared to the invisible hand moving the pieces around a chess board. 

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Posted on in Fundraising

There’s a symbiotic relationship between an Executive Director and their Director of Development.

Without the ED as pitch person, supplying sizzle and vision, donors won’t make a significant investment. There has to be trust in the organization’s staff leader as the steerer of the ship.

But without the DoD as the planner and strategist, the ED’s time in the fundraising limelight can be spent mindlessly, re-nailing down already-in-the-fold sure shots or chasing fruitlessly after longed-for moonshots.

It’s a partnership of chess master and showman, planner and convincer. A marriage of complementary roles.

But why isn’t this partnership stronger in so many groups? What goes wrong?

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Posted on in Fundraising

Board meeting scenario: List of known donors to other groups in the field is passed around.

Board Member A says, “Hey, I know Janet Big Giver.”

Development Director, eyes lighting up, asks: “Can you introduce us?

Board member A’s response? “Send them the newsletter. It can’t hurt!

But does an unsolicited newsletter really help? 

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