Development Goals and Transition Ownership

Administration, staff, board and volunteers all have ownership responsibilities in the development process. A good board has several key committees, which begin with the nominations committee. The key to a good development committee is having a variety of passionate volunteers who have experience in the fundraising process plus various skill sets in dealing with corporations, foundations, associations, organizations and individuals. This committee, along with staff, must understand and own priorities; determine prospects; and implement a strategy for success in the acquisition and retention of annual, major and planned-gift donors. The competition is keen, and the stakes are high. Donors are more demanding, and accountability is not a luxury but a necessity. Having a dynamic development committee should be the first thought, not an afterthought.

When I left a position at a hospital foundation, I created several pages of notes that included information on relationships and suggested strategies going forward, plus additional information. I met several times with the "new person" in that role and shared this information with her. Several years later, the hospital received significant gifts from those I cultivated with volunteer help during my tenure, and several board members I recruited eventually became leaders of the board.

I encourage everyone in our profession to do the same — not for personal gratification, but for the sake of the institution you served with pride at one point in your career. You should "own" the important responsibility of keeping the transition information and stream flowing.