1. Dollars & $ense How to Build a Development Program

2. What’s Important? • Creation of a Public Trust • Revenue Stream: Earned vs. Contributed • Fundraising vs. Development • Marketing vs. Development • Maxims of Development • Things to Know • Taking Action • Evaluation • Renewal

3. Public Trust • Other People’s Money (OPM) • State and Federal Regulation • Act in Public Interest • Responsibility to Others

4. Revenue • What is Your Business Model? • Timing? • Revenue Mix? • Earned Revenue? • Contributed Revenue? • Process for Generating Revenue • Fundraising • Development • Marketing

5. Fundraising vs. Development • Fundraising is a One-Time Activity, a Dash for Cash. • Development Seeks a Long-Term Involvement or Relationship With a Donor, Maximizing Their Interest in the Org. (Donor Centric) • Development Requires Strong Listening Skills • Great Fundraisers Combine Listening With an Understanding of How to Match the Donor’s Motivation and Values With the Org’s Solutions • Leadership Skills are Key Development Skills

6. Marketing vs. Development • Marketing is the Promotion of an Org. to the General Public with the Expectation that Qualified Leads Will Become Prospects • Development Focuses on Building Relationships with Prospects so They Become Donors • Marketing Deals with Broad Populations; Development with a Specific Group

7. Maxims of Development • An Organization has No Needs. It has Solutions • Seek Investment, Not Charity • Follow the Money • Org has a Past, Present and a Future • You are Not Alone • What You Do, Matters • Make Your Work Satisfying and Enjoyable • What Goes Around, Comes Around

8. Finance, Accounting & Development • Financial Reports are a Look Backwards • Development Reports are a Look Forwards • Finance and Development Numbers Rarely Agree; But The Accounting Has To Be The Same • Financial Accounting Standards Board (FASB) Rules Apply. Understand Them • Become Facile With All Forms of Financial Data • Read Balance Sheets; Not Budget Narratives

9. Ethics and Governance • Good Governance • Mission Anchored in Community Solutions, Not Institutional Need For Money • Laser Clear Case That Speaks to Philanthropists • Informed and Committed Leadership • Excellent Communication Capabilities • Action • Trusted Steward of Resources

10. Good Governance • The Duty of Care: Acting the Way That a Prudent Individual Would in Similar Circumstances • The Duty of Loyalty: Placing the Org’s Interest Above the Individual’s Own • The Duty of Obedience: Acting in Accordance with the Law and the Org’s Own Bylaws and Policies

11. Leadership • Defining leadership roles • Board, Volunteers and Staff • Professional Services • Recruiting, Educating and Motivating Volunteers • Managing Expectations

12. Desirable Characteristics • Integrity and Accountability • Informed Judgment • Financial Literacy • Mature Confidence • High Performance

13. Obstacles to Good Governance • Fears • Ineptitude • What Others Might Think • Asking Questions and Appearing Uninformed • Expressing Opinions • Other Board Members • Lack of Knowledge • Subject Area • Philanthropy • Organizational Roles & Processes • Lack of Skills: Leadership and in Being Inclusive and Collaborative

14. Environment: Competition and Collaboration • There Are Few New Ideas; There Are Better Business Models • Entrepreneurism vs. Apprenticeship • Learning Partners • Conduct an Environmental Scan for Potential Competitors and Collaborators • Funders LOVE Strong Collaborations • Collaborations Rarely Work Unless the Budgets are Clear

15. The Building Blocks • Vision • Mission • Strategic Planning • Case Statement/ Publications • Gift Opportunities • Campaign • Action

16. Venture Funding • Grantwriting vs. Individual Donors • Involve Key Prospects in Creation of the Building Blocks • Is Everyone Committed? • Have You Done What You Said You Would Do? • What Conversations or Corrections are Needed? Reports? Evaluations?

17. Relationships: People & Participation • Board and Other Volunteers • Board’s Responsibility is Org. Governance • Policy Formation • Decision Making (Retain or Delegate Authority) • Oversight (Monitoring, Assessment, Feedback) • Development (Donor, Fundraising, Advocacy) • Donors and Prospects (Care and Feeding) • Staff (Vision and Implementation) • Suspects and the General Public

18. Taking Action • Identify Prospects • Research Prospects • Strategize With Volunteer and Staff • Cultivation and Making the First Call • Solicitation • Making the Close • Follow Up

19. Renewal • Pay Your Dues! • Development/Leadership Requires Renewal • You Will Become Wealthy, But Not Rich • The Wealthy Barber • Invest in Yourself • Bibliography/ Associations • You Can Change the World, or Your Part of It • Always Be Interested in People

20. Go Build Your Dream!