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Additional resources for Careers With Nonprofit Organizations

Example text

Greenfield, James M. Strategic Planning for Fundraising (New York: John Wiley & Sons, 1999), p. 46. 1 Philanthropic Profile Assessment Tool 1. Does the organization have a development office? 2. Do experienced professionals staff the development office? 3. ) for the development staff? 4. Has the organization allocated a budget for a donor software system to manage fundraising activities? 5. Do the organization’s staff members understand the importance of the development function? Do staff members support the development office’s efforts?

The CFO, like the CEO, should be aware of the resources that will be need. The CFO also will want to know the timing of development activities so he or she can budget income and expenses accordingly. It will also be helpful to include other staff members within the organization. These needs will be important to include in the case for support. And knowing that they had some input into the plan will increase the likelihood that key program staff people will be supportive of the development efforts.

W hat Is Needed to Get Star ted? Consensus that a Plan Is Needed First, the organization needs buy-in from the management and board. Many development officers have spent a lot of time working on plans that never get implemented because resources are not available or board members are not 41 Planning to Plan willing to take part in the fundraising program. The CDO should be prepared to discuss the plan and their progress in implementing each objective during his or her evaluation interview. Likewise, other development staff persons should be prepared to discuss their sections of the plan when the CDO does his or her annual performance review.

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