Advancement offices of colleges and universities face challenges with recruiting and retaining top performing fundraisers vital to helping their institutions meet and exceed their fundraising goals. With institutions planning to increase fundraising goals by an average of 16 percent in 2015, the need to hire, train, and retain the necessary workforce to build and strengthen the donor pipeline and to steward …show more content…
As part of the overall goal to advance the profession, the initiative recognized the need to standardize the expectations and requirements for fundraising or development officers, i.e., a common lexicon describing the skills and attributes of high performing officers in candidate assessment tools, interview guides, positions descriptions, and performance evaluations.
Deloitte supported CASE with the development of:
• A competency model for front-line fundraisers
• Success profiles for six key positions in the areas of principal gifts, major gifts, annual giving, foundation giving
• Competency-based behavioral interview guide for fundraisers
Deloitte took a five-phased approach for this …show more content…
The qualitative information was documented, gathered, synthesized, and aggregated into the competency model that consisted of 12 competencies (one leadership, 3 core, and 8 technical/functional competencies). Each competency had:
• Proficiency scale of proficient, advanced, and mastery
• Behavioral anchors that described observable behaviors
• Competency-based behavioral interview