Divisional Director of Development (DOD)

Mission Statement

The Salvation Army, an international movement, is an evangelical
part of the universal Christian church. Its message is based on the
Bible. Its ministry is motivated by the love of God. Its mission is
to preach the gospel of Jesus Christ and to meet human needs in His
name without discrimination.

Position Summary

The Divisional Director of Development (DOD) has the
responsibility to successfully lead all elements of the Development
Department including all fund raising, public relations, marketing
and advertising, social media, volunteerism and board engagement.
The DOD is the lead advancement officer and is an essential part of
divisional leadership team, participating on Command Finance
Council (CFC) and leading all strategies to advance The Salvation
Army as much as possible through annual support and breakthrough
gifts, capital and endowment campaigns, planned giving, as well as
through awareness-building, brand positioning and leadership
networking. The DOD works cooperatively with the Territorial
Executive Director of Development (TEDD) and territorial CRD staff
to adhere to and implement territorial CRD programs, practices and
policies.

Pay Range

$190K/yr. – $230K/yr.

Essential Functions

• The DOD manages the total operation of the divisional
  development department, supervising all functions and staff with
  the department, including the following areas: Major Gifts, Planned
  Giving, Direct Mail, donor data management, social media, digital
  fund raising, public relations, advertising and marketing,
  volunteerism, special and major events, corporate giving,
  foundation grants, advisory boards, entertainment industry
  relationships, United Way relationships, etc.
• The DOD establishes, seeks approval for, and manages the annual
  development plan as well as, department and function-specific
  activity goals, gifts production goals, strategic plans, planning
  calendars, budgets and other essential management activity in sync
  with divisional leadership, submitting regular reports as requested
  and monitoring progress with staff, adjusting as needed to maximize
  success.
• The DOD creates as effective department team atmosphere which
  encourages cooperation, strategic thinking regular communication,
  professional growth, creativity and which instills healthy
  accountability for advances in resource development for and
  awareness of Army mission.
• The DOD works with each member of the development team, as well
  as volunteers and consultants as appropriate, to lead the
  development and implementation of strategies that significantly
  advance the Army through each function outlined above.
• The DOD oversees planning and implementation of strong
  direct/integrated marketing plan throughout the year and throughout
  the division as a solid foundation to all fund-raising efforts and
  constituent communications, resulting in consistent net gains each
  year.
• The DOD contributes professionally as an essential participant
  on the divisional leadership team under the direction of the
  Divisional Commander (DC), attending CFC meeting and collaborating
  with leadership to advance the mission of the Army through
  effective planning, communication and facilitation of leadership
  involvement as appropriate in select PR and fund-raising
  activities.
• The DOD will assist the DC as requested to serve as a staff
  liaison to the Los Angeles Metro Advisory Board, deploying staff as
  needed to effectively manage and support successful board
  communications, meetings, committees’ events and projects.
• The DOD works with officers and advisory board leadership in
  the division to ensure best practices in board recruitment,
  orientation, standards, goal-setting, committee work, fund raising,
  and member engagement effectively.
• The DOD is responsible for working with Corps and programs in
  the division that do not have an advisory board or council and
  assist in the creation, recruitment and training of boards and
  board leadership.
• The DOD leads or supports successful planning and execution of
  capital and endowment campaigns, working with consultants,
  leadership, and volunteers as needed along with internal
  leadership, development staff and other key stakeholders.
• The DOD and the development team works alongside Regional
  Offices in Orange County and San Diego County with leadership to
  develop and support strong PR and fund-raising practices in support
  of their respective counties’ growth, which should be in sync with
  overall divisional plans to ensure standardization of practices and
  uniformity, as necessary.
• The DOD and development team works with Corps and social
  services programs leadership to support the achievement of their
  resource development and PR goals, coming alongside to support
  planning, coaching, and to help implement as feasible (grants
  development).
• The DOD models and leads strong stewardship communications
  practices throughout the department with all categories of
  constituents, ensuring relationship management approaches are in
  place that earn the right to ask, and which inspire future giving
  through regular reports about the impact of gifts in people’s lives
  through The Salvation Army programs.
• The DOD is an effective people manager, adhering to all HR
  policies, recommending new hires for strong, qualified staff,
  holding regular staff meeting while allowing staff to stay focused
  on their goals, supporting staff with resources, training, and
  guidance. Evaluating staff on an annual basis, recommending
  separation, and compensation changes as needed.
• The DOD accesses research and data as a basis for charting
  directions, measuring progress, benchmarking against other
  divisions and organizations, monitoring trends, identifying,
  qualifying, rating, and developing strategies for approaching
  prospects for major and planned gifts.
• The DOD manages and fulfills a communications and solicitation
  plan for a very select and limited caseload of assigned leadership
  donors and prospects (key board members) agreeing to individual
  donor fund raising goals.
• The DEED works with internal (DC, Territorial CRD) and external
  (board volunteers) leadership, as appropriate, to develop and
  implement these plans, taking a team solicitation approach when
  necessary.
• The DOD works cooperatively with the TEDD and other territorial
  CRD professional staff to develop and implement the territorial
  major gifts program and management structure, program standards and
  business practices and policies and does the same with other
  territorial initiatives/ programs.
• The DOD supports major gifts and planned giving staff to
  develop team strategies for peer-to-peer cultivation and
  solicitation approaches, involving leadership volunteers and
  internal leadership as deemed appropriate based on prospect
  research/ strategies. Supports staff to develop research and
  briefing memos in preparation for team discussions. Works with
  prospect manager at THQ and any local staff who are trained to do
  research to develop donor profiles to inform “moves management”
  strategies and planning conversations. Communicates regularly with
  and works collaboratively with territorial major gifts management
  staff to ensure a strong major gifts program at the divisional
  level.
• Works in close collaboration with Officers, programs, finance,
  and development staff to develop a portfolio of giving
  opportunities (cases for support) that documents funding needs in
  terms of real program costs, how dollars impact people, outcomes
  being achieved, short falls and exciting mission advancement
  opportunities. Supports and or works with team to present these
  opportunities to donors to effectively match donor interest with
  Army service delivery advancement needs. Ensures we remain
  attentive to fiduciary responsibilities in sync with finance and
  program staff.
• Keeps leadership apprised of all significant interactions with
  donors, prospects and board leaders; consulting with leadership
  when needed to understand organizational priorities, to develop
  strategies that benefit both donors and the Army.
• Stays driven towards goals and ensures a cohesive,
  comprehensive development strategy that effectively incorporates
  all of the various development functions.
• Participates in professional training and territorial/national
  meeting and conferences as budget allows. Works cooperatively with
  territorial CRD leadership and staff on various initiatives and in
  keeping with territorial policies and CRD programs.
• Ensures a strong office management and donor data system
  infrastructure is maintained, including continually updated
  portfolio donor files, reporting systems, attentive correspondence
  and timely gift acknowledgments, etc. In keeping with department
  policies and procedures. Ensures adherence to all divisional and
  territorial business practices and policies. Ensure excellent
  customer service is provided to donors through accessibility to
  staff and leadership, timely responsiveness quality in all
  interactions and personalized communications.
• Supports a strong annual Christmas kettle campaign across the
  division through corps trainings, communication of corporate
  agreements and stipulations, support for volunteer recruitment and
  training, gathering of reporting information, approaches to
  locally-headquartered retail chains, media kick-off events that
  achieve high quantity media impressions, etc.
• Works with staff and leadership to develop a strong public
  relations, events and branding positioning program that enhances
  public awareness, increases positive exposure to the Army, targets
  key audiences, communicates key messages at every opportunity, and
  strengthens the Army’s competitive positioning among the non-profit
  community.
• Responsible for finding corporate or individual sponsors for
  the Rose Parade.
• Performs other duties as assigned by the DC.
• On time, regular attendance is a must along with flexible
  schedule to meet business fundraising needs.

Working Conditions

Must be able to sit, walk, stand, bend, squat, climb, kneel and
twist on an intermittent or sometimes continuous basis. Must be
able to grasp, push, pull objects such as files, file cabinet
drawers, and reach overhead. Must be able to lift up to 25 lbs.
Office environment with needed use of equipment such as computers,
photocopiers, scanners, etc.

Minimum Qualifications

• Bachelor’s degree required, Master’s degree in business or
  related field preferred.
• 10 years of progressive fund-raising professional
  experience.
• Major Gifts, Planned Giving, and Direct Mail experience
  preferred.
• Proven expertise in developing and maintaining positive
  relationships.
• Valid Driver’s License and annual company decision driving
  training required.
• CFRE Certification a Plus.
• Must embrace, support and reflect well on The Salvation Army’s
  Mission and values through one’s professional responsibilities and
  behavior at all times.

Skills, Knowledge & Abilities

• Excellent written, verbal and interpersonal skills.
• Demonstrates professional maturity and emotional
  intelligence.
• Effective interpersonal, conversational, and presentation
  skills.
• Strategic thinking and excellent problem-solving skills.
• Case development and gift solicitation skills.
• Goal oriented, Creative, self-starter.
• Donor and volunteer service mentality.
• Fundraising software and tool expertise.
• Computer proficient.
• Organized and inspiring team leader.

TO APPLY: https://recruiting2.ultipro.com/SAL1002/JobBoard/bcc2e2d1-d94c-2041-4126-28086417eb0a/OpportunityDetail?opportunityId=b309e86e-88ac-4e87-b054-acda40a7b3c3

Equal
Opportunity Employer/Protected Veterans/Individuals with
Disabilities

The contractor will not discharge or in any other manner
discriminate against employees or applicants because they have
inquired about, discussed, or disclosed their own pay or the pay of
another employee or applicant. However, employees who have access
to the compensation information of other employees or applicants as
a part of their essential job functions cannot disclose the pay of
other employees or applicants to individuals who do not otherwise
have access to compensation information, unless the disclosure is
(a) in response to a formal complaint or charge, (b) in furtherance
of an investigation, proceeding, hearing, or action, including an
investigation conducted by the employer, or (c) consistent with the
contractor’s legal duty to furnish information. 41 CFR
60-1.35(c)