2018 NCDC Conference & Exposition

Breaking down barriers and eliminating silos in the development and communications department. Creating a highly efficient,cross functional team to work toward organizational goals. Practical steps and lessons learned through case study.

Objectives
1. Know your culture - baseline assessment
2. Identify opportunities for growth and gaps to fill
3. Strategic planning through consensus building

In this session, we will look at the key relationships that are part of the world of every Development Director. The presentation will be divided into three parts: relationships internal to the organization; those extending outward from the organization; and the essential relationship with self while serving in the ministry of development. Both experienced and new directors will learn how to balance and strengthen these key relationships.

Objectives
1. To assist the Development Director in his/her role as leader in the middle
2. To strengthen internal relationships with the CEO, Board of Directors, development staff;  other organizational offices
3. To enhance external relationships with donors, volunteers, colleagues and others

Change will not be denied its due. Evolving demographics, radically different economic structure, the ebbs and flows of government funds and policies all create nuances for social problems and often new opportunities for solutions. Corporations are used to adjusting to changing environments, indeed, they must. Nonprofits, on the other hand, particularly faith-based nonprofits find change much harder to absorb. This presentation will examine a case study of Edmundite Missions and 80-year old provider of food and social services in Selma, Alabama, the poorest city in the poorest county in one of the poorest states in the nation. The Missions did its social and economic homework, created a series of new programs, and evolved existing programs, to meet changing needs. In the process, the Missions attracted new donors and re-ignited the interests of traditional supporters.

Objectives
1. 1. Understand how changing environments create both challenges and opportunities for programs in longstanding nonprofits
2. 2. Understand the organizational challenges of program change to adapt to that environment, and potential approaches to creating a nimble structure and augmenting internal skills
3. 3. Examine the direct funding consequences of seizing change opportunities

A discussion of how the development director's role has changed and evolved over the past
50 years.  Some areas to be covered include:

• reporting relationships to CEO
• board relationship
• Budget inputs
• size of staff 
• communication/planning
• reliance on social media vs direct visits / mailing. 
• How much do you spend on staff development, recruiting etc?

As stewards of the mission, leaders must be actively involved with mission advancement efforts. At some organizations, that means at least 50% of their time is spent cultivating, soliciting, and stewarding donors. Fundraisers can’t, and shouldn’t, do it alone. So how can fundraising professionals continually engage organizational leaders for the greater good of the mission? Let’s have some fun as we talk about real life fundraising experiences—what worked and what didn’t work with our leaders—and how we can all work together for the sake of mission. This session is for development professionals at any level, as well as leadership on a board and/or within a congregation.
Objectives:
This session will discuss the “golden triangle” of fundraising: The Board, Organizational Leaders, and Fundraising Staff. When these entities work together, the mission comes alive, donors see their gifts in action, and the organization thrives.
How can fundraising staff engage leadership? What roles can leadership play with donors and in the community?
How can leaders overcome their fear of fundraising? We are all in this together!