Development consultant Mark Davy recommends that development officers coordinate team efforts through the means of a brief, weekly “Actions Meeting.” At Dunwoody College of Technology, the development staff began each week with a half-hour meeting first thing Monday morning.
At the Actions Meeting, each development officer presents his or her actions of the previous week for review by the group. Development officers document their own actions, without fail, by Friday afternoon, in the donor database. The development officers then run their own action reports before the meeting. In Raiser’s Edge, this is a simple, automated report. The Raiser’s Edge entry includes a brief statement communicating the gist of the interaction, such as, “asked Ron to make a personal call to Tom about his Annual Fund gift.”
Sometimes the group reviews the report in silence, pausing only for questions or clarifications. Sometimes the development officer walks his or her colleagues through the highlights. You only need to spend a few moments on each entry. Each development officer is expected to have a minimum number of contacts for the week; for example, 10, but lists of 20 contacts or more should be commonplace. Each contact should be a meaningful interaction. Do not list routine attendance of board members at regular meetings.
At Dunwoody, the president usually attended the meetings to present his actions along with the development officers. If he could not attend, his assistant would submit his weekly list of contacts in advance of the meeting. The fact that the president attended was a powerful testament to the value of direct donor contact and the importance of accountability.
In a one-person shop, the chief development officer should attempt to institute a 10-minute weekly meeting with the president to share contacts.
Another feature of the Actions Meeting is a quick review of the main donor-related events of the coming week. If Monday is a holiday, convene the meeting on Tuesday. Actions meetings are never cancelled. The Actions Meeting is a powerful tool in building a culture of accountability on the part of the development officers. It illustrates the point: what gets noticed gets done.
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