![]() Review the nonprofit’s GuideStar and Charity Navigator accounts.Set up one-on-one appointments with the local newspaper and other area media outlets.Focus on listening and hearing their vision and expectations of me and of Institutional Advancement. Set up one-on-one appointments with each Foundation member.Ask how Institutional Advancement can assist them and what their greatest needs are. Set up one-on-one appointments with the leadership employees from marketing, student affairs, athletics, academics, etc.Begin a strategic introductory campaign to introduce myself to the community.Complete any and all training and documentation expected of me.Create and study market focus, competitive & S.W.O.T analysis.Meet and establish a mutual set of goals and objectives for each direct report.If not one, put on the calendar the creation of a task force. Review the written Standard Operating Procedures manual or approved employee handbook.Review all details, planning activities, and coordination of the most pressing fundraising event.Completely familiarize myself with past fundraising efforts. ![]() Ask key stakeholders–if money were no object, what would our organization do?.Meet with the Foundation Board to prioritize what is expected of me with a specified timeframe, review the existing active donors (see how many have given within the last 18-24 months), and develop initial plan of action.Establish regular meeting times with my new boss and have a clear and complete understanding of his expectations of me and of this position.When I have interviewed for a number of Executive Director and Development Director positions, I always leave my proposed 30-60-90 Day plan.
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