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Ask The Experts 2018 Building Resilient C ommunities

Learn how to manage the expectations of your CEO, tailor support to different leaders, and work as a team to successfully achieve fundraising goals. This session will provide valuable insights on becoming a proactive and organized Development Director.

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Ask The Experts 2018 Building Resilient C ommunities

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  1. Ask The Experts2018Building Resilient Communities The Development Officer / CEO Relationship Virginia C. Ballard Presented By June 15, 2018

  2. The Development Officer/CEO Relationship • Manage your CEO’s expectations. • The relationship will vary with every CEO. • Different leaders need and want different kinds of support. • Depends on: • the leader’s fundraising experience • the organization’s funding needs • You will be far more successful if you work as a team!

  3. The Development Officer/CEO Relationship • You don’t have to have all the answers but should be willing and able to come up with ideas by researching best practices, talking with colleagues, etc. • Own the organization’s fundraising goals and do everything you can to be successful. • A Development Director is much more than an event planner. • Sitting behind a desk and relying only on email does not a good development officer make! • Continue to educate yourself.

  4. The Development Officer/CEO Relationship • Be knowledgeable about fundraising databases and best practices pertaining to them. Junk in, junk out. Enter everything in the database so that others can find the information they need. You are a steward of the organization’s donors and their history with the organization. • Don’t give your boss anything you have not reviewed and edited carefully. • Have a solid fundraising plan. • Be organized and proactive.

  5. The Development Officer/CEO Relationship • Triage your time since there is never enough of it. Focus on the things that can have the biggest impact on the bottom line. • Help your CEO be prepared for meetings. Provide past giving history, foundation guidelines, board names, etc. • Develop a “portfolio management “ management system, even if very informal, and strategize with the ED/President.

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