Anne Rizzo Sourcing and Recruiting Strategies

1
Retaining Your Development Leadership Creating
an Environment for Your Development Director to
Succeed

• Presented By
• Anne Rizzo Sourcing and Recruiting Strategies
• Kimberly Snyder Excelsior Bay Group, LLC
• Presented At
• MCN Annual Meeting October 5, 2007

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We believe.

• Most development professionals are committed to
  their organizations success.
• Many development professionals may leave their
  position due to the realization that they cannot
  fulfill expectations.
• It is possible to lengthen the tenure of
  development staff by more closely aligning the
  expectations of the Executive Director,
  Development Director and the organizations Board
  of Directors.

Anne Rizzo Sourcing and Recruiting Strategies
Kim Snyder Excelsior
Bay Group, LLC
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Session Purpose

• Help non-profit leaders to
• Gain a better understanding of their
  organizations fundraising environment
• Clarify their own expectations regarding
  performance of their development staff and
• Identify opportunities for change that may
  lengthen tenure and improve fundraising outcomes.

Anne Rizzo Sourcing Recruiting Strategies
Kim Snyder Excelsior Bay Group,
LLC

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Participant Introductions

• Name
• Organization and Position
• Answer three questions
• 1) Has your organization achieved its
  fundraising goals in the last 3-5 years?
• 2) What has been the average tenure of your
  development directors?
• 3) What factors do you think contributed to
  your development directors departure?

Anne Rizzo Sourcing and Recruiting Strategies
Kim Snyder Excelsior Bay
Group, LLC
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A SELF TEST

• This test is designed to help identify areas
  where there may be a divergence of expectations
  between the Development Director and Executive
  Director.

Anne Rizzo Sourcing and Recruiting Strategies
Kim Snyder Excelsior Bay Group, LLC
6
Misaligned Expectations Job Matching

• Many organizations recruit development
  professionals without a sense of their current
  fundraising capacity or the skill set truly
  needed.
• As a result, they go to the market with a job
  description that reflects an outdated or overly
  futuristic view of their development operation.

Anne Rizzo Sourcing and Recruiting Strategies
Kim Snyder Excelsior Bay Group, LLC
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Misaligned Expectations Establishment of
Fundraising Goals and Priorities

• In many instances, fundraising GOALS are set
  based on the organizations need or desire for
  philanthropic funds rather than its actual
  capacity to raise these funds.
• In addition, fundraising PRIORITIES are often too
  broad or general to attract substantial
  philanthropic support.

Anne Rizzo Sourcing and Recruiting Strategies
Kim Snyder Excelsior Bay Group, LLC
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Misaligned Expectations Establishment of
Performance Goals and Measures

• Performance goals and measures are frequently
• based on an inappropriate position description,
• disconnected from the organizations historical
  fundraising performance, and
• do not reflect both the executive directors
  expectations and the development directors sense
  of what is feasible.

Anne Rizzo Sourcing and Recruiting Strategies
Kim Snyder Excelsior Bay Group, LLC