Missouri State University

1797 Director of Prospect Management and Research

POSITION IDENTIFICATION

TITLE Director of Prospect Management and Research

CLASSIFICATION NUMBER 1797

GRADE 44

CLASSIFICATION Exempt

IMMEDIATE SUPERVISOR Executive Director of Development

MAJOR ADMINISTRATOR Vice President for University Advancement

GENERAL FUNCTION

The Director of Prospect Management and Research supports and guides the fundraising efforts of the University by conducting research, categorizing prospects and donors in terms of interest and capacity, and determining when they should be moved to active prospect lists for cultivation, solicitation, and stewardship.    The Director of Prospect Management and Research assigns prospects by interest and affinity, manages movement through the pipeline, and assists development officers in planning strategies and priorities. The Director of Prospect Management and Research tracks the progress of development officers with their prospect portfolios, maintains the contact history, and meets the research needs of the Vice President for University Advancement and President. 

MINIMUM ACCEPTABLE QUALIFICATIONS

Education: A Bachelor’s degree is required. Training through Association of Professional Researchers for Advancement (APRA) seminars and workshops is preferred.

Experience:  At least five years of experience in prospect management and development research, preferably in higher education, is required.

Skills: Knowledge and understanding of fundraising prospect management principals and methods is required. Knowledge of data mining methodology and predictive modeling is required. 

Other: Occasional participation in evening and/or weekend activities is required.

ESSENTIAL DUTIES AND RESPONSIBILITIES

1. Helps the University to identify prospective donors and manage prospects and donors by overseeing the management of the prospect/donor research, preparing capacity/affinity reports, evaluating prospects, and ensuring they are moved through the pipeline from qualification to cultivation, solicitation, and stewardship. 

2. Coordinates research to ensure current biographical information is routed to University representatives (development officers, Vice President for University Advancement, and President) attending events. 

3. Plans and organizes regular meetings with the Executive Director of Development with development officers to assign prospects, monitor timely movement through the pipeline, and develop and enhance strategy to convert prospects to donors.

4. Manages the prospect management system and database to assure they are current and properly coded.

5. Prepares report of activity summary for the Vice President containing new activity entries in the database and prospect/donor contact reports from development officers. 

6. Supports communication among development officers by writing and editing a monthly e-newsletter.

7. Supports the Office of Development by researching and developing specifications for new software to support development research, assisting with software implementations, maintaining the Research Library in Development, coordinating CASE annual award entries, writing and editing for the Annual Report, and assisting with Development events, such as recognition dinners, auctions, and Homecoming.

8. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses as required by the Executive Director of Development.

9. Contributes to the overall success of the University by assuming primary responsibility for special projects as assigned and performing all other duties and responsibilities as assigned in a timely, thorough, and professional manner.

SUPERVISION

The Director of Prospect Management and Research is supervised by the Executive Director of Development and supervises a Graduate Assistant.

OFFICE OF HUMAN RESOURCES

REVISED OCTOBER 2008

JOB FAMILY 4

Factor 1: Professional Knowledge, Skill, and Technical Mastery

Level 4 - 2300 Points: Knowledge of the principles, concepts, practices, methods and techniques of an administrative, managerial, or professional field such as accounting or auditing, financial management, business administration, human resources, engineering, social sciences, communications, education, law, or medicine. Knowledge permits the employee to complete assignments by applying established methods to recurring types of projects/problems susceptible to well-documented precedents or to schedule, plan, and carry out precedented projects. Alternatively, knowledge at this level might also permit the employee to carry out precedented projects requiring considerable experience in specific areas within higher education. Knowledge at this level is typically acquired through a combination of formal education and/or training and experience that includes a requirement for a college degree in a specific technical or professional specialty along with significant related work experience. Alternatively, equivalent knowledge requirements at this level include a non-technical or general Bachelor's degree requirement with substantial work experience or a non-specific Master's degree requirement with substantial work experience. Knowledge requirements generally also include a significant amount of related work experience and may include administrative or supervisory experience.

Factor 2: Supervisory Responsibility

Level 2 - 130 Points: Regular, but limited, supervision, training, or directing the work assignments of (a) small numbers of student, part-time or temporary workers, or (b) one or more permanent, full-time employees. The nature of supervision is largely confined to scheduling work and assigning tasks. Supervision at this level typically does not include a full range of supervisory responsibilities, and supervisory duties typically do not consume a large portion of the work day.

Factor 3: Interactions with Others

Level 3 - 250 Points: The purpose of interactions is to advise or counsel others to solve recurring and structured problems, and/or to plan or coordinate work efforts with other employees who are working toward common goals in situations where relationships are generally cooperative. Interactions are moderately structured and routine and may involve employees in different functions, students, and/or the general public. These types of interactions require normal interpersonal skills.

Factor 4: Job Controls and Guidelines

Level 3 - 500 Points: The employee operates under general supervision expressed in terms of program goals and objectives, priorities, and deadlines. Administrative supervision is given through statements of overall program or project objectives and available resources. Administrative guidelines are relatively comprehensive and the employee need only to fill in gaps in interpretation and adapt established methods to perform recurring activities. In unforeseen situations, the employee must interpret inadequate or incomplete guidelines, develop plans, and initiate new methods to complete assignments based on those interpretations. Assignments are normally related in function, but the work requires many different processes and methods applied to an established administrative or professional field. Problems are typically the result of unusual circumstances, variations in approach, or incomplete or conflicting data. The employee must interpret and refine methods to complete assignments. Characteristic jobs at this level may involve directing single-purpose programs or performing complex, but precedented, technical or professional work.

Factor 5: Managerial Responsibility

Level 4 - 1500 Points: Work involves the primary accountability for a smaller department, program, or process. Work activities involve managerial decisions that directly affect the efficiency, costs, reputation, and service quality of the department, program, or process. Work affects a limited range of professional projects or administrative activities of the University. Work activities have a direct and substantial impact on the department. While work activities do have some effect on the efficiency and reputation of the cost center, departments, programs, or processes at this level represent a relatively minor function within the cost center. Employees in jobs at this level may have responsibility for developing budgets, distributing budgeted funds, and exercising the primary control over a relatively small budget.