TITLE Executive Director of Development
CLASSIFICATION NUMBER 1760
IMMEDIATE SUPERVISOR Vice President for University Advancement
MAJOR ADMINISTRATOR President
The Executive Director of Development is responsible for the creation of plans, implementation of strategies, and supervision of fund-raising programs of the University. The Executive Director of Development supervises staff in constituent fundraising positions, annual funds, and major and planned gifts. The Executive Director of Development manages numerous programming budgets; consults with both current and prospective donors regarding applicable technical and gift planning matters; directs campaign activities of the University; supervises the publication and distribution of various development publications; and serves as staff liaison for the Missouri State University Foundation’s Development and Planned Giving Committees. The Executive Director of Development assists the Vice President for University Advancement and the Board of Trustees of the Missouri State University Foundation in conducting other development related business.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Bachelor's degree is required. A Master's degree is preferred.
Experience: At least five years of successful fund-raising and development experience is required, preferably in higher education.
Skills: Excellent written and oral communication skills are required. A proven record of success and experience in major gift fund raising is required. The ability to project a strong positive image of the University through personal interaction with donors, alumni and friends is required. Demonstrated administrative and organizational skills such as strategic planning, setting deadlines, and evaluating progress is required. A demonstrated ability to organize, motivate, and lead staff and volunteers is required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required. Computer literacy, particularly related to word processing and database management is preferred.
Effort: Occasionally required to lift and move boxes of materials and equipment weighing 25-50 pounds.
Other: The job frequently requires travel and attendance at evening and/or weekend activities, meetings, events, seminars and workshops.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Provides leadership and focus to the Office of Development and guides the many programs administered by the office through the development and implementation of strategies to meet long- and short-range goals and objectives in the area of development. The incumbent manages numerous program budgets and supervises and motivates professional, support, and student staff members, thus ensuring that their work activities are integrated with and supportive of the total development program.
2. Enhances the resources and opportunities available to faculty, staff, and students at the University by developing and implementing fund-raising programs for major program needs and capital giving to the University.
3. Provides for current and long-range needs of the University by guiding a staff who supervise fund-raising programs for planned and deferred gifts, annual giving, and special campaigns.
4. Facilitates charitable giving to meet the needs of donors and the University by remaining current and proficient on technical and tax code matters affecting donors and charitable giving, and by suggesting options for donors to pursue with financial and planning professionals.
5. Works with the Executive Director of Alumni Relations to develop and implement programs fostering alumni involvement with the University and to encourage meaningful and productive alumni participation.
6. Ensures the appropriate acknowledgement of gifts to the Foundation by coordinating efforts with the Director of Advancement Services.
7. Identifies a stable pool of gift prospects for future giving by cultivating and soliciting (in conjunction with other professional development and alumni relations staff) prospective donors, as well as current donors.
8. Creates opportunities for interaction among the University staff, alumni and potential donors, thereby enhancing the potential for giving, by representing the University at various functions where there is a significant concentration of alumni and/or potential donors.
9. Encourages continued participation of Foundation donors by supervising the activities of The Founders Club, the major donor recognition club, and supervising the activities and recognition provided to donors through the general donor recognition program.
10. Ensures that volunteer members who serve on the Board of Trustees of the Missouri State University Foundation have a positive experience by serving as a liaison to the Development and Planned Giving Committees and by working with the Board in conducting other development-related activities, as directed by the Vice President for University Advancement.
11. Supervises the production and distribution of major donor related publications to assure a positive image of the university to support the fund-raising goals of the Office of Development.
12. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
13. 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 directed by the supervisor.
14. Contributes to the overall success of the Office of Development by performing all other duties and responsibilities as assigned.
The Executive Director of Development is supervised by the Vice President for University Advancement and supervises the Director of Annual Funds, Directors of Development for the Colleges, and other professional, support staff, and students working in the Office of Development.
OFFICE OF HUMAN RESOURCES
REVISED NOVEMBER 2012
JOB FAMILY 4
Factor 1: Professional Knowledge, Skill, and Technical Mastery
Level 5 - 3300 Points: Knowledge of the principles and methods of an administrative, managerial, or professional field such as accounting or auditing, financial management, information technology, business administration, human resources, engineering, law, social sciences, communications, education, or medicine. Knowledge permits employee to supervise projects and/or departments using standard methods to improve administrative and/or line operations. Knowledge also permits employee to plan steps and carry out multi-phase projects requiring problem definition and modified techniques, to coordinate work with others, and to modify methods and procedures to solve a wide variety of problems. Knowledge at this level requires a Bachelor's or Master's degree with substantial related work experience, including up to two years of administrative or supervisory experience. Alternatively, this level may require a professional or clinical degree beyond the Bachelor's degree with moderate related work experience; knowledge requirements include significant levels of related work experience.
Factor 2: Supervisory Responsibility
Level 5 - 730 Points: Supervision of (a) several work teams or work team leaders, (b) a rather large group of operative, administrative support, or paraprofessional employees, (c) a work group involving direction of skilled technical employees, (d) professionals in technical and skilled areas, and/or (e) subordinate supervisory personnel. The incumbent performs a full range of supervisory responsibilities including the authority to hire, train, transfer, promote, reward, or discipline others. Supervision will likely be general rather than close supervision of others. At this level, supervisory responsibilities consume significant amounts of work time and include substantial responsibility for work planning activities, staffing, and performance management as well as budgeting and planning functions.
Factor 3: Interactions with Others
Level 5 - 850 Points: Interactions are highly unstructured and incumbents are often required to resolve difficult and unstructured problems. Interactions are commonly with administrators, cost-center heads, high level committees, or external constituents in order to defend, negotiate, or resolve controversial and/or long-range issues and problems. Interactions occur in situations subject to divergent views, skepticism, resistance, uncooperative attitudes, and conflicting objectives. Interactions often require high levels of interpersonal skill and require the ability to influence, interrogate, or control others through debate, persuasion, or authoritative recognition and require strong analytical and decision-making skills.
Factor 4: Job Controls and Guidelines
Level 4 - 850 Points: The employee operates under administrative supervision and makes decisions based on broadly-stated University objectives and available resources. Administrative guidelines are expressed in terms of project or program outcomes and deadlines with few comprehensive guidelines. Decisions are based on inadequate guidelines that require considerable interpretation and force the employee to plan all phases of the assignment. Assignments may be unrelated in function and the work requires many different processes and methods and a great deal of analysis to identify the nature and extent of problems. The work may require the employee to develop new methods and to deal with many variables, including some that are unclear or conflicting. Characteristic jobs at this level may involve directing large and/or complex programs, projects, or departments in which the work cuts across functional lines or requires dealing with unprecedented issues.
Factor 5: Managerial Responsibility
Level 5 - 2350 Points: Work involves primary accountability for a larger 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, influences internal or external operations, or impacts students, faculty, and/or staff. Work activities have a direct and significant impact on the department. Work activities also have a significant effect on the efficiency and reputation of the cost center and represent a relatively major function within the cost center. At this level would be jobs in which the incumbent may have responsibility for developing budgets, distributing budgeted funds, and exercising primary control over a moderately-sized budget.