TITLE Director of Planned Giving
CLASSIFICATION NUMBER 1786
IMMEDIATE SUPERVISOR ExecutiveDirector of Development
MAJOR ADMINISTRATOR Vice President for University Advancement
The Director of Planned Giving holds primary responsibility for gifts of estates, trusts, and various other and financial venues that reflect financial planning and deferred giving opportunities. The Director of Planned Giving serves as fundraising liaison to several University areas and prepares written materials, including having primary responsibility for training and support for other staff members working with donors on deferred and planned gifts such as trusts, charitable annuities, life insurance, wills, and bequests.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Bachelor's degree is required.
Experience: At least five years of successful professional experience is required, preferably in higher education development. A demonstrated record of success in a related career field such as law, accounting, or financial planning is required.
Skills: Exceptional interpersonal skills with all age groups are required. Strong oral and written communication skills are required. Organizational skills, particularly planning, managing deadlines, and evaluating progress are required. The position is paperwork-intensive and requires skills in proofreading and editing, attention to detail and follow-through. Computer literacy, particularly in word processing, using Internet resources, and using databases is required. An understanding of current laws regarding taxability of donations, familiarity with deferred giving strategies, and knowledge of a diverse array of financial instruments are essential. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required.
Effort: Lifting and moving boxes of materials and equipment weighing twenty-five to fifty pounds is occasionally required.
Other: The scope of the job requires occasional attendance at evening and/or weekend activities, meetings, events, seminars and workshops, etc.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Supports the overall long-term financial strength and support of the University by visiting with donors and prospective donors about a variety of gift possibilities, particularly deferred and planned gifts.
2. Enhances donor gift planning and giving by remaining current in areas of gift possibilities available through the Missouri State University Foundation and the current laws and regulations governing such gifts.
3. Creates positive donor relations by assuming primary responsibility for providing technical support and options regarding planned and deferred gifts.
4. Provides support to the Executive Director of Development by offering seminars on planned and deferred gifts to members of the professional staff.
5. Helps the University to meet fundraising goals by having a thorough understanding of current capital projects, needs for endowments, University gifts, athletics gifts, the Missouri State Phone Campaign, and giving programs available through the Missouri State University Foundation, and the advantages of membership in various gift recognition clubs.
6. Manages a rated prospect list as part of the moves management system.
7. Communicates the status of current fundraising activities to both the general public and senior administrators and stimulates interest in gift giving by preparing written materials including proposals, contact reports, brochures, gift acknowledgments, articles, administrative reports, as well as contributing articles to the Missouri State alumni magazine.
8. Enhances donor relations by representing Development and Alumni Relations at functions and meetings as assigned and working with donors and potential donors, alumni, students, friends, and various constituencies of the University to strengthen their ties to Missouri State University.
9. Prepares for professional and donor meetings by establishing and maintaining professional competency and currency in the field of university development work through professional reading, developing professional contacts with colleagues, attending professional development courses, attending training and/or courses required by the Executive Director of Development, and maintaining appropriate professional memberships in organizations such as CASE and AFP.
10. Assures donor confidentiality as well as the confidentiality of the projects undertaken by the Office of Development and Alumni Relations by conducting all personal contacts and communications with donors in a professional manner.
11. Furthers the attainment of established goals for the Office of Development and Alumni Relations by developing and maintaining cordial and professional working relationships with University faculty, staff, students, administrators, and professional staff and appropriate off-campus constituencies.
12. Participates as a fully productive member of the professional staff by adhering to all University policies and procedures and the internal policies and procedures of the Office of Development and Alumni Relations.
13. Contributes to a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
14. Contributes to the overall success of the Office of Development and Alumni Relations by performing all other duties as assigned.
The Director of Planned Giving is supervised by the Executive Director of Development and supervises clerical support staff and student employees.
OFFICE OF HUMAN RESOURCES
REVISED MAY 2013
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 1 - 50 Points: Typically, little, if any, supervision of others is required. The job may require irregular but occasional responsibility to direct the work of student workers and/or temporary or part-time workers. The nature of supervision is largely confined to assigning tasks to others and does not include a full range of supervisory responsibilities. The amount of time spent on directing the work of others is normally a small portion of total work time.
Factor 3: Interactions with Others
Level 4 - 500 Points: Interactions with others are somewhat unstructured. The purpose may be to influence or motivate others, to obtain information, or to control situations and resolve problems. Interactions may be with individuals or groups of co-workers, students, or the general public, may be moderately unstructured, and may involve persons who hold differing goals and objectives. Individuals at this level often act as a liaison between groups with a focus on solving particular unstructured problems. Interactions at this level require considerable interpersonal skill and the ability to resolve conflict.
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.