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The true concept of development reaches far beyond the development office; it is a
shared institutional responsibility. No development program can attain its purpose
without a team approach and total institutional commitment.
1. Commitments of time and support from all key participants (the governing board,
chief executive officers, prospective major contributors, the professional staff, and
institutional family and friends.)
2. An articulate and convincing organizational self-image as well as a strategic plan
for organizational growth and improvement.
3. Fundraising objectives based on important and legitimate institutional plans,
goals, budgets, and needs (if the institution is worth supporting, its plans must
embody something to sell.)
4. A compelling case that can be expressed in writing, graphically and through other
engaging collateral support materials and presentations.
5. Assessments of internal and external preparedness and market analyses oriented
to match the organization’s goals with contributors’ interests. (Rather than
pleading for sustenance, opportunities for investment must be presented to
financial supporters acting in willing concert as committed partners to realize a
valued mission.)
6. Orientation and education of trustees and other influential volunteer leaders.
7. Ability and readiness of identifiable contributors1 to give substantial lead gifts
early in the fundraising effort to create momentum and incentive for others.
8. Competent, adequate staff, supplemented by external consulting support as
needed.
9. Ample funding for expenses.
10. Consideration of other factors which, rather than determining whether the
fundraising initiative should be undertaken, tend to determine the size of its goal
and its timing in terms of both length and starting date. Chief factors for ILSI:
The Chief Development Officer (CDO), corroborated by the Marketing and Fundraising
Plan endorsed by the Board at the annual meeting, presumes that adequate capacity and
infrastructure are essential to effective fund development. Our member companies as
well as other past, current and potential contributors prefer to give to well-managed and
well governed institutions. All expect us (the board) to manage money properly; comply
with all legal and regulatory requirements (applicable international cross-border, national,
state and local); make informed decisions, coherent decisions; and assess objectively our
services with an eye towards improvement. Contracting resources, coupled with
negligible fundraising commitments is not responsible stewardship or a defense for
spending inadequate funds on administrative expenses to insure effective accounting
systems, internal controls, and competent staff, as well as other expenditures critical to
professional management.
In order for the CDO to do her job, and the Marketing and Fundraising Committee to
fulfill its leadership role to the full board, we need to have input into current planning
processes to identify and create opportunities for participation and a sense of ownership
among prospective supporters. This must be coupled by a disciplined, ILSI-wide effort
to gather information, explore strategic alternatives, and evaluate future implications of
current decisions on what we are, what we do, and why we do it. Dedication to the
branding effort will go a long way towards creating this strategic framework.
The Board of Trustees of ILSI, and the Boards of its affiliated entities, holds ultimate
responsibility for a stable, adequate funding base and organizational
sustainability/longevity. Since successful development and, in turn, fundraising depend
on an organization-wide commitment to realizing a mission and viable future, board
leadership and governance are definitive. Typically, contributions from trustees and the
foundations/firms they control account for 20 percent to 50 percent of a fundraising goal.
Even if we decide to maintain that the exceptional natures of our boards justifies not
putting our personal skins in the game, ILSI trustees must learn and adopt means of
accommodating this obligatory fiduciary responsibility. Board members must actively
promote ILSI’s development and fundraising goals, using professional and personal
contacts, and accept/ participate in training and development to overcome insular
perspectives that cloud understanding of the organization’s context and discourage
accessing external resources.
The best development professionals know more than the basics of capacity and
infrastructure development, and identify and fix problems that obstruct organizational
progress. ILSI and all of the individuals accountable for it are helped, not hindered by a
CDO experienced in board governance, legal/regulatory requirements (and liabilities),
marketing and communications, financial management, business operations, strategic
planning and management, program development, and external/inter-stakeholder
relations. Educating us about how and why these functions affect fundraising capability
gives ILSI the best chance to create an organizational culture conducive to success.
The caliber of organizational development and leadership skills of the CDO are no more
critical than in relation to the strengths, capabilities, personalities, and management styles
of CEO’s/Executive Directors. No matter what other valuable contributions these top
leaders make to the quality of the organizations they serve, they will have failed if their
institution’s missions are financially shortchanged. Thus, chief executives shouldn’t
sidestep primary accountability for fundraising; however, their specific involvement can
be tailored to their experience, personal strengths and competing responsibilities as long
as the CDO possesses compensatory skills and authority to steer, facilitate and execute:
• Leading the institutional planning process and advocating for the plan
• Opening doors for fundraising to key constituents and prospects
• Building bridges of understanding and acceptance among board leaders and all
other key stakeholders
• Removing roadblocks that impede or imperil fundraising success, and overcome
concerns of prospective supporters should they arise
• Cultivating and closing gifts
• Stewarding relationships, especially by expressing appreciation and gratitude to
contributors, volunteers, and staff for their involvement.