Development Goals and Transition Ownership
I have worked as a director of development or in similar roles for many organizations. Throughout the years, when I took over a position, I had to start somewhere. Sadly, transitions in staff replacements in the nonprofit world typically do not lend themselves to smooth transitions of information. I typically received no information from the person I replaced or from others left behind. In fact, in one case when I became executive director of a foundation, the former executive director who agreed to meet with me never showed up for the transition meeting. I saw him 15 years later.
I believe it is imperative to share information if at all possible when a transition occurs. If nothing else, what about all of the staff, volunteers, donor relationships and good will at risk?
In addition, how often have you inherited a development committee by default? In many cases, the development committee is thrown together like children selected for a pickup basketball team. The best players are chosen first and the least talented last. One board chair told me that the development committee consists of all of the board members that do not show up for meetings. Another board chair said, "Our weakest committee is our development committee," and yet, the board's No. 1 goal was to raise funds for the organization. Another fundraising board was proud of the fact it had no committees, including a development committee. This does not make sense when you exist to generate time, talent and treasure.
I recently made a presentation to a development committee as part of a detailed development audit that I was asked to direct. I gave the group the usual pep talk. I asked the committee members if they had ever identified, rated or screened prospects, plus opened doors for engagement. They said that was not their focus as it was a staff responsibility. I then asked if staff had discussed priorities for funding with them. They gave me the deer-in-the-headlights look. I remembered at that point the development committee chair had asked me to prepare remarks for him to give at the meeting because he was not engaged with the development director. All of these red flags showed me that no one totally owned fundraising or understood his or her specific "ownership role" in the development goal process.
Duke Haddad, Ed.D., CFRE, is currently associate director of development, director of capital campaigns and director of corporate development for The Salvation Army Indiana Division in Indianapolis. He also serves as president of Duke Haddad and Associates LLC and is a freelance instructor for Nonprofit Web Advisor.
He has been a contributing author to NonProfit PRO since 2008.
He received his doctorate degree from West Virginia University with an emphasis on education administration plus a dissertation on donor characteristics. He received a master’s degree from Marshall University with an emphasis on public administration plus a thesis on annual fund analysis. He secured a bachelor’s degree (cum laude) with an emphasis on marketing/management. He has done post graduate work at the University of Louisville.
Duke has received the Fundraising Executive of the Year Award, from the Association of Fundraising Professionals Indiana Chapter. He also was given the Outstanding West Virginian Award, Kentucky Colonel Award and Sagamore of the Wabash Award from the governors of West Virginia, Kentucky and Indiana, respectively, for his many career contributions in the field of philanthropy. He has maintained a Certified Fund Raising Executive (CFRE) designation for three decades.