1779 Director of Development


TITLE Director of Development




IMMEDIATE SUPERVISOR Executive Director of Development

MAJOR ADMINISTRATOR Vice President for University Advancement


The primary duty of the Director of Development (DOD) is to bring in major gifts (gifts of $25,000 or more) by identifying, cultivating, and soliciting prospects for major gifts on behalf of an assigned area(s). The DOD works closely with University administration and appropriate faculty of the college to cultivate potential donors. The DOD exercises discretion and independent judgment in determining which donors and prospects in their prospect pool (consisting of alumni, friends, parents, businesses, foundations, and organizations) to approach based on prospect research, determining how to approach each potential donor, whether the potential donor would be more receptive to a formal written proposal or a verbal proposal, discussing options for potential outright and/or estate gifts, ways of giving, negotiating the policies and procedures for administration of their gifts, determining when travel to meet with donors is appropriate, exercising budgetary authority over the their travel and development budget, etc.


Education: A Bachelor’s degree is required.

Experience: At least three years of successful professional experience is required, preferably in higher education fund-raising or in a related career with a comparable, demonstrated, successful track record.

Skills: Exceptional interpersonal skills with all age groups are required. Strong oral and written communication skills are required. Organizational skills, particularly planning, setting deadlines, and evaluating progress, are required. Computer literacy, particularly in word processing, using Internet resources, and using databases, is required. Must be a self-starter committed to follow through. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required. Experience working effectively in a diverse environment is preferred.

Effort: Occasionally required to lift and carry boxes of materials and equipment weighing 25-50 pounds.

Other: The scope of the job requires travel as well as attendance at evening and/or weekend activities, meetings, events, seminars, and workshops and visits to donors in their homes and offices.


1. Assures long-term financial support for University priorities by identifying, cultivating, and soliciting donors and prospective donors for major and planned gifts, managing a rated prospect list of at least 100 donors and prospective donors, and developing cultivation and solicitation plans for prospects.

2. When assigned by the Executive Director of Development, serves as the Development liaison to college by acting as a resource for the Dean and Department Heads, consulting on questions related to development activities in the College, conducting scheduled meetings with the Dean to understand the fundraising priorities of the College, communicating those priorities to University Advancement staff, prospects, and donors, participating in select College meetings, serving as a source of information about the College for other University Advancement staff, and encouraging the College to establish programs and conduct activities to involve alumni in meaningful ways to advance the mission of the College.

3. Develops and follows an annual work plan that encompasses major gift fund-raising, administrative responsibilities, and professional development.

4. As applicable based on location, assists with the coordination of the alumni chapter network and creates an informed and active base of support for the University by assisting in the development and implementation of alumni activities, such as organizing meetings and social activities in the St. Louis, Kansas City, and other geographic areas for Missouri State University and Greenwood Laboratory School alumni.

5. Creates annual report briefings for the Executive Director of Development by synthesizing the data from the management reports produced by the Foundation.

6. Prepares for professional and donor appointments 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 like the Council for Advancement and Support of Education and the Association of Fundraising Professionals.

7. Enters detailed contact reports, strategic plans and proposals for donors and prospects into the contact management tracking system in a timely manner in accordance with the policies and procedures of the Office of Development and Alumni Relations.

8. Assures donor confidentiality as well as confidentiality regarding projects undertaken by conducting all personal contacts and communications in a professional manner.

9. Facilitates the achievement of established goals by developing and maintaining cordial and professional working relationships with University administrative, support, and professional staff, and appropriate off-campus constituencies.

10. 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.

11. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.

12. 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 Executive Director of Development.

13. 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.


The Director of Development for a college is supervised by the Executive Director of Development and may supervise clerical staff.




Factor 1: Professional Knowledge, Skill, and Technical Mastery

Level 3 - 1500 Points: Entry-level knowledge of the principles, concepts, practices, and methods of an administrative, managerial, technical, or professional specialty. Knowledge permits employee to carry out basic recurring tasks and routine portions of assignments or to carry out less demanding professional elements of assignments in professional or technical areas including accounting or auditing, financial management, business administration, human resources, law, engineering, science, or medicine, while gaining familiarity with the University's policies and goals, business practices, and/or accounting systems. This level of knowledge permits the employee to schedule and carry out the steps of a limited operation or project, or to complete stages of a multi-phase project. Alternatively, knowledge at this level might also permit the employee to carry out recurring tasks and routine assignments requiring moderate 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. Knowledge requirements may also include a limited amount of related work experience. Alternatively, equivalent knowledge requirements at this level include a non-technical or general Bachelor's degree requirement with a moderate level of additional related work experience or a non-specific Master's degree requirement with some related work 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.