10 Questions A Development Director Candidate Should Ask Once Offered But Before Accepting the Position

A posting by Dania Toscano Miwa and James V. Toscano

1. How many different individuals have held this position in the last 5 years?  If one, proceed to the next question. If 2, ask why each left. If 3 or more, run in the other direction.

2. How is the development goal determined? Has it been met in the last three years?  If the goal is set by the difference between expected expenses and anticipated revenue, and if it hasn’t been met in 2 or 3 of the last three years, ask for a change in the way it is determined. Then proceed to look at actuals, real potential, prospects, etc. and answers to the next eight questions before saying “yes” or “no.”

3. If a start-up program, what is the expectation for the program to cover its own expenses? Start-up development programs will take 3-5 years to be successful, covering development expenses and returning funds to the bottom line. All according to effort and methods, development costs will range from 10-50% of bottom line. Clearly, there should be agreement on timeframe and the bottom line percentage target in advance.

4. Who is ultimately responsible for achievement of the annual development goal? The answer should be the Board and Executive Director.

If the answer is unclear or clearly the Development Director, clarify the roles of Board, ED and DD, so that it is understood by all and expectations are set.

5. Does the Executive Director expect to Fundraise? If not, run away.

6. Does the DD report directly to the ED? If not, see 5 above.

7. Does the DD attend Board meetings?   If not, see 5 above.

8. Does the board participate in Fundraising Activities? Is there 100% contributions by the Board?  If not, see 5 above.

9. What support and time from the “non-fundraising staff” is available? Is there a culture of philanthropy in the organization? Do all staff consider themselves part of development? If no or mixed, get agreement on implementation of these concepts by the ED.

10. Is there a development plan? If so, can it be revised? If not, might it be  the first priority? Does the plan include sufficient budget for adequate staff and tools to do the job? Does the budget include market salaries for all staff?

The best time to negotiate the conditions necessary for success is before accepting the position, not after. And make sure it is all in writing and approved by the Board. Resistance to any of the above spells trouble in terms of building a successful development program. No one person can do the development job; if this truth is not recognized, it will not work for you professionally in the long term.

For more insights on hiring/accepting Development jobs please contact us at Dania(@)ToscanoAdvisors.com or Jim(@)ToscanoAdvisors.com

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