1. Does the organization have a Development Office?
2. Do experienced professionals staff the Development Office?
3. Does the development budget include money for professional development (membership in professional organizations, conferences and workshops, books and periodicals, etc. for the development staff?
4. Has the organization allocated a budget for a donor software system to manage fundraising activities?
5. Do the organization's staff members understand the importance of the development function? Do staff members support the development office's efforts?
6. Does the organization seek to hire development professionals that are certified (CFRE or ACFRE, FAHP, etc.) or assist current staff in obtaining credentials?
7. Does the Chief Development Officer attend board meetings?
8. Is the board committed to development (do they give and get money for the organization)?
9. Is there a Development Committee on the Board?
10. Does a development officer staff this committee?
11. Is there clerical support for the Chief Development Officer?
12. Does the development staff act and look professional?
13. Is the Development Office in a prominent location and does it have a professional appearance?
14. Does the organization support the Donor Bill of Rights?
15. Is the organization aware of and supportive of the AFP Code of Ethical Standards?
16. Does the organization understand the importance of donor centered fundraising?
17. Does the organization understand that it takes time to establish a development program, and that building relationships with donors is the key role of the development office?
18. Is the organization committed to work with consultants when it is appropriate to do so, and not expect staff to manage major efforts such as a capital campaign?
19. Is the CEO involved in fundraising?
20. Are there volunteers involved in fundraising?

How Does This Translate into Best Practices in the Development Office?

Too many times, boards and sometimes CEOs think that if they hire a development person, they can wash their hands of fundraising activities. Wrong! Once a development person is hired, their role in fundraising will increase. A good development person leads form the middle. He or she inspires greatness in their CEOs and board members by involving them in development planning, coaching them to understand development and philanthropy, and supporting them to be successful fundraisers.

Why do board members resist development and fundraising?

Most board members resist fundraising for several reasons: they don’t understand the need to raise funds, they aren’t committed to the mission of the organization, they don’t want to “beg” their friends for money, they don’t know how to make "the ask," they are afraid of hearing the word, “no.” Unfortunately, there are a number of board members who serve on boards because someone they know asked them to serve; their employer “encouraged” them to sit on a board, any board; they want a resume builder (or an impressive obituary); they want to volunteer for an organization but don’t really understand the obligations of serving on a board.

There are also a good number of highly qualified board members who just are not comfortable with the fundraising aspect of their board duties.

How do we convince CEOs and Board members that they need to be part of the development process?

We have to convince board members that they do have contacts that can help the organization and skills that can be extremely valuable to the organization, and that they can use these skills and contacts to help the organization in its fundraising efforts.