Position Announcement -- Director of Prospect Research, Western Kentucky University

Western Kentucky University

Advancement Services

Director of Prospect Research

Western Kentucky University (WKU), Advancement Services, is seeking applicants for a Director of Prospect Research. This position is responsible for the overall coordination and production of information on the prospects and donors to WKU. The Director of Prospect Research reports directly to the Director of Advancement Services, but maintains close working relationships with other Advancement Services and Development Staff.

Primary Duties and Responsibilities:

The following duties are customary for this position, but are not to be construed as all-inclusive; duties may be added, deleted, and assigned based on management discretion and institutional needs.

• Maintains an overall knowledge of the University’s top prospects to assist fundraisers in developing appropriate cultivation, solicitation, and stewardship strategies; references and represents that information at meetings and in discussions, as needed
• Uses daily and weekly sources of information, such as newspapers, magazines and several electronic data sources for important information on past donors, prospects, and for the identification of new prospects; assigns prospect ratings based on giving capacity as determined by extensive financial research through on-line databases and resources
• Proactively gathers data from research, journals, clippings, etc. on prospects; updates and streamlines to the central files as necessary
• Responds to inquiries and prepares concise written reports to determine financial assets, potential for philanthropic support, areas of interests and other University affiliations
• Interprets biographical and financial information on individuals, corporations, and foundations based on the development staff’s fundraising strategies and objectives
• Proactively gleans information from existing files and sources to identify new fundraising projects or fundraising approaches for previous prospects and donors. This information will be shared on a routine basis with appropriate staff
• Keeps abreast of developments in prospect research by attending training sessions and communicating with other researchers by means of national and state professional organizational memberships, conferences and electronic mailing lists focusing on prospect research and fundraising issues.
• Trains and supervises research staff and student assistants and manage a budget for research resources
• Evaluates research tools and emerging technology and coordinates vendor relations
• Responsible for oversight and supervision of the Prospect Management area of the alumni and donor database and enforces all policies associated with this system
• Interprets and monitors prospect management policies
• Schedules and conducts quarterly prospect review meetings with each major gift development officers
• Provides standing and special request reports and data relating to prospect management
• Coordinates all transfers or changes in assignments for all entities associated with the system
• Has a thorough working knowledge of the database system, helps maintain and enter updated information onto the system and performs other duties as assigned.

Required Qualifications:

• Bachelor’s degree
• Three years of Prospect Research/Prospect Management or related experience in a higher education or non-profit setting
• Experience with donor relationship databases such as SunGard Advance
• Proficiency in conceptualizing and developing proactive prospecting methodologies using such tools as constituent list segmentation, data mining, and electronic and peer screening

Knowledge and Skills Considered Essential for Success:

• Thorough knowledge of prospect management and research techniques
• Strong project management skills and a collaborative nature in working with others
• Excellent analytical skills and the ability to locate and interpret financial and biographical information from a variety of sources
• Understanding of wealth indicators and the ability to translate such information into prospect ratings and gift estimates
• Demonstrated ability to analyze and synthesize a high volume of information
• Ability to write concise research documents accurately with attention to detail
• Excellent written, oral, and interpersonal communication skills
• Ability to foster a collaborative, customer-oriented working environment
• Proficient computer literacy and ability to learn applications quickly
• Strong analytical skills, including expertise in the modeling and analysis of data
• Advanced computer skills, particularly with MS Office

Salary is commensurate with experience

Applications for employment will be accepted electronically only. Interested candidates must submit a cover letter, current resume, and names, addresses and daytime phone numbers of three professional references using the online application process. Please refer to the following website to apply: http://asaweb.wku.edu/wkujobs. For further assistance call (270) 745-5934. Please reference requisition number S3897. For full consideration, submit application materials on or before January 31, 2014. Position will remain open until filled.

Kentucky state law requires all public institutions of postsecondary education to conduct pre-employment criminal background checks to determine suitability for employment.

Western Kentucky University does not discriminate on the basis of race, color, national origin, sex, sexual orientation, disability, age, religion, veteran status, or marital status in admission to career and technical education programs and/or activities, or employment practices in accordance with Title VI and VII of the Civil Rights Act of 1964, Title IX of the Educational Amendments of 1972, Section 504 of the Rehabilitation Act of 1973, Revised 1992, and the Americans with Disabilities Act of 1990.

Persons with disabilities, who need reasonable accommodations to participate in the application and/or selection process, should notify The Office of Equal Opportunity/Affirmative Action/University ADA Services at (270) 745- 5121, a minimum of five working days in advance.

Position announcement: Research Analyst at Vanderbilt University

Research Analyst Position at Vanderbilt University

Vanderbilt University has an opening for a Research Analyst.  If you are interested in applying, please go to http://www.vanderbilt.edu/work-at-vanderbilt/ and search for Job Number 1400515 or Research Analyst.  The position will be posted until Friday, February 7, 2014.

Research Analyst

Description

Primary Function

• Identify and profile potential major gift donors to Vanderbilt University to enhance the university’s fundraising efforts.
• Collaborate and strategize with colleagues, clients and key administrators regarding prospect identification.
• Provide clients with written reports containing analysis of information gathered from public sources and recommended courses of action for specific donors.
• Report to the Director of Research and Prospect Development (RPD).

Primary Responsibilities

• Provide prospect identification and research needs for an assigned group of development officers (clients) enabling them to meet and exceed fundraising goals.
• Collaborate routinely with clients to develop prospect identification, cultivation, solicitation and overall fundraising strategies.
• Consult with clients to determine feasibility of research requests and special projects. Negotiate project scopes and deadlines directly with clients.
• Advise development officers of database segmentation opportunities. Design and implement segmentation strategies to uncover new prospects.
• Identify new prospects using traditional and novel prospect research techniques and tools including periodical and electronic resource screening and/or information provided by the prospect, his/her organization and or peers. Notify clients of new potential prospects consistent with established DAR policies.
• As requested by clients, provide briefing materials to the chancellor, deans, Board of Trust members, and other key university administrators regarding major donors/prospects.
• Possess high-level of knowledge and understanding of the donor database.
• Review local and national news data from internet-based and published periodicals. Send articles/alerts to clients as appropriate.
• Notify data maintenance staff and clients (as appropriate) to new prospect/donor information so that it can be appropriately updated in Advance.
• Safeguard the confidentiality of donor information at all times. Uphold DAR policies regarding confidential information.
• Adhere to ethical and confidentiality guidelines as indicated by the Association of Professional Researchers for Advancement (APRA) as well as university guidelines.
• Manage special projects as assigned.
• Produce and deliver service to clients based on departmental product standards within agreed upon timelines.
• Maintain professional working relationships with clients and colleagues.

Basic Qualifications

Job requires Bachelor's and 2 years of experience or the equivalent.

Preferred Qualifications

• Experience in university advancement/development operations.
• Ability to analyze, interpret, synthesize and present complex information effectively.
• Ability to design and implement data-mining initiatives to identify and/or stratify potential major gift prospects.
• Solid judgment, sensitivity, and discretion in handling confidential information and situations.
• Ability to collaborate effectively with colleagues and staff, particularly in support of medical center goals and initiatives.
• Ability to manage several projects simultaneously, set priorities and meet multiple deadlines.
• Demonstrated proficiency in usage of electronic research tools and techniques, including use of push technology for news alerts.
• Demonstrated proficiency in efficient and effective internet search methodologies.
• Demonstrated proficiency in use of computer applications and databases.
• Knowledge of SunGard Advance database.
• Exemplary communication, organizational and customer service skills a must.

App Recommendation: Pocket

I recently discovered an app that I find particularly useful for prospect research.  It’s called Pocket and it does one thing very well: saves web pages so you can read them later.  It’s available for free on Apple and Android devices. When you install it as an add-on (or bookmarklet) to Google Chrome, a little button (it looks like a pocket!) appears on your favorites bar.  When you find a web page that you want to keep, click the button.  Go to the Pocket website, and your pages appear as a running list.  You can also email pages to your account and they appear on your list.  Now, when I see an article like “The 10 Most Underrated Movies of 2013” on Salon.com, I click the Pocket button and have it to read later.

One great feature is the ability to tag pages so you can sort them. I made a tag to keep work pages separate from personal pages. You can even get more creative and have tags for specific research projects.  Once you’ve read a page and don’t need it anymore, you simply mark it as read or delete it.  You can also share link to pages.  Like I said, Pocket does one thing very well. I hope you find it as useful as I do.

Mitch Roberson, President, APRA MidSouth

president@apramidsouth.org

APRA MidSouth Board Election Results

APRA MidSouth is happy to announce the results of our recent board elections.  The 2014 APRA MidSouth board will be:

Mitch Roberson – Chapter President

Cheryl Kugler – Vice President

Geoff Little – Secretary/Treasurer

Lorie Hoover – Membership Director

Andrea Swann – Director At-Large

We thank our out-going board members for a successful year of service and look forward to a productive 2014.  Have a safe and happy holiday season.

APRA MidSouth

Book Review -- Sharpening Customer Service Skills

The Nordstrom Way to Customer Service Excellence by Robert Spector and Patrick McCarthy is a helpful book on customer service skills.  Nordstrom’s primary goal each year is to improve its customer service.  The book elaborates on ways the company maintains its high caliber of customer service.  Knowing your product, learning about operations within the company, and seeking out mentors are three concepts relevant to the work of a prospect researcher.

Chapter 3 “Nurture the Nordie” provides insight that is applicable to development and fundraising.  “You can’t develop a relationship with a customer if you don’t know your product.”  This idea translates into the realm of prospect research when working with a development officer and understanding qualities about the donor or prospect.  The ability to learn and know how best to supply information to your assigned development officer strengthens the value of research you provide.

Another helpful point from the book is to learn about operations outside of your group.  “Top Nordstrom salespeople do not confine their product knowledge to their own department.  By learning about the products in other departments, they take advantage of a Nordstrom policy that empowers salespeople to sell anything in any department throughout the store.”  Knowing more about the operations of other areas of your institutions can improve your understanding your department’s role and purpose.  Consider how other groups within your department contribute to the overall goal of fundraising.  Are there processes that are similar to responsibilities of your group?  If so, are there ways you can learn from each other to make your contributions more efficient?

A final point to highlight is the importance of mentoring.  Mentors can be within your department or even outside of your company.  Early in the book, a salesman at Nordstrom sought out a mentor when he first started working at the department store.  He found a mentor in a co-worker that had worked at the company for many years.  He learned the importance of seeking out customers as opposed to waiting for customers to walk into the store.  His mentor would call customers to keep them informed of recent sales and events at Nordstrom.  A similar mindset applies to the realm of prospect research.  More and more development offices try and focus on being proactive rather than being reactive.  In our every day of research, it’s easy to get into patterns of always waiting for research requests.  Coordinating research with the needs of leadership and development officers ahead of time can make a difference.

The Nordstrom Way to Customer Service Excellence focuses on the corporate culture of the department store and offers ways to implement customer service skills at your own organization.

Melissa Sridaromont, Secretary, APRA MidSouth

secretary@apramidsouth.org

Puzzle Masters

Forgive me if all this is a bit too basic for the uber-researchers among us—but remember that all information is being heard by someone for the first time (after that, it’s all reruns, déjà vu).

Admittedly, it’s rare that I get this question in response to a profile:  “How do you do what you do?”  Usually, gift officers don’t want to know how the sausage was made; they just want to savor the deliciousness of the information fitting into their preconceived notion biscuit sandwich.  So it took me a moment to come up with a response:

“This profile?  Think of it as a jigsaw puzzle, all put together.  Then break all the pieces apart, shake them around, and fling ‘em up into the air.  The results?  A piece here, one under the chair, another in the vent, one in your pocket.  I pinpoint all those pieces, wipe them off if needed, put them together—eureka!  Piece of cake.  Any trained monkey . . . .”

Then they nod, back out of the room and slip away down the hall.  So that’s “what I do”—but how about the “how I do it”?

Begin with the basics of the search engine. I’m sure there are many satisfied Google users out there, but I always gravitated toward the metasearch engines—why just search one engine when you can get results from multiple ones all at once, and often with categorized results?  Prevents you from having to slog through the hits about, say, French hotels when you’re trying to find out about Paris Hilton.  I used Carnegie Mellon’s Vivisimo for years until it was commercialized to an unrecognizable state, then I switched over to DuckDuckGo and continue to be happy with it.  Remember to place phrases and compound names in quotation marks for best results.

What does the person do, and how long have they been doing it?  Career and education information is sometimes best found on LinkedIn, but recognize that results may not have been updated.  Peruse any news results from your search engine to see if the person has taken a new job, retired, gotten married.  There are good proprietary sources for such info, sure—but often you can get superb access to news articles through services paid for by your college or public library (Newsbank, for instance).

For information on stock holdings, secinfo.com and EDGAR are reliable resources.  Real estate?  Sure, there’s Zillow and Trulia, but I’ve either gone through vendors (e.g., Lexis Nexis—and Dataquick has impressed me) or directly to the assessors for timely ownership details and market values (either via the fine compilation at UVa’s Portico site [http://indorgs.virginia.edu/portico/] or at the links on pulawski.net).

Find out if the prospect owns or flies a plane in the databases at landings.com.  Political donor?  Plenty of sites, including http://www.politicalmoneyline.com/ (a plus—often the entries include the donor’s occupation and title).  Information on foundations?  Guidestar or the Foundation Center (free access on both).

To uncover current or past college connections, I frequently consult the compilation of U.S. university and community college web pages at http://www.utexas.edu/world/univ/.  And there’s always the situation that calls for extraordinary means, such as going to the Wayback Machine (https://archive.org/web/web.php) to resurrect web pages that have passed into cyber history, or to Google Translate for comprehending pages or phrases from another language.  And never overlook what rich data you have in your own files and database.

That’s basically it—the puzzle is as complete as it ever can be.  Pat yourself on the back (somebody has to), decompress, rinse, repeat ad infinitum.

Tim Dempsey, Director-at-Large, APRA MidSouth

at.large@apramidsouth.org

Prospect Research, Management and Effort

As a follow-up to APRA MidSouth’s recent web interview with WKU’s Director of Prospect Research, Cheryl Kugler, who attended the APRA International Conference in August 2013, I wanted to stay on the hot topic of prospect management.

As Cheryl noted in the interview, some large shops, like Northwestern, have people whose whole job encompasses prospect management.  The rest of us are learning to make it a percentage of our job.  There are days in our small shop at WKU when it certainly seems that’s all we do.

But we’re finding that prospect research AND management go together like coffee and cream. (Yes, I need another cup as I write this!)

We have always been good at identifying prospects worth visiting and then pushing them to the development officers.  But we see that we also need to be able to show how we manage those prospects once they are identified.  As this process is taking shape, we have discovered something else: we also need to show the EFFORT it takes to find and manage those prospects.

Having a good database helps and you have to know how to use it (we are learning to do that in Advance Web).  That’s where we find ourselves these days at WKU - learning how and where to put the information so we can track the effort put forth to identify those good (and not so good) prospects and then how we present them in various ways to the development officers.  We have established codes that tell us certain things: when they come to our attention in research (and whether it’s for a future or current assessment); validation as a potential prospect (or not); recommendation for a visit in regards to a certain project or trip; and a prospect’s Total Philanthropic Capacity (TPC) rating (an estimate of a prospect’s giving potential to all charities over the next five years).

This is not an all-inclusive list of the ways and codes we track our efforts as prospect researchers and managers, because it is a work in progress.  So, if anyone has something great that they do on this front and want to share, my ears are definitely open!

As prospect research worked on this challenge, we made another discovery:  it is equally important to track the work of the development officers as the prospect cultivation cycle begins and progresses – no matter the outcome of their efforts. Sure, we all hope for a gift.  (And, if we’re asking – a BIG gift, please!) But we all know that it doesn’t always work out that way.  However, that doesn’t mean a development officer hasn’t invested time and EFFORT into trying to get that gift.

So, in addition to the tracking codes and reports we are creating to quantify the work of prospect research, we are also creating reports that show the efforts of the development officers.  We are currently creating reports that pull information from all areas in our database – entity level, prospect level and proposal process level - to show what has been done to identify and cultivate prospects.  Again, if anyone is up to sharing, please do!

While the idea of more robust prospect management was the impetus, and we still don’t know the full outcome (as stated before, it’s a work in progress), we can already identify some good things that have come from this project.

First, it has been a joint effort between prospect research and the development officers.  Second, the project has enhanced the communication between the fundraisers and the prospect research office (and proven once again how vital communication is!)  Third, it has highlighted once again that it is a real team effort to identify and cultivate prospects and ultimately book a gift.  We all know that, but getting the information from the database on paper is a real validation of ALL team members’ work and effort.

While working with my colleagues on this project, another team member came across and shared this blog by Sarah Von Bargen: called Work Happiness Secret: Track Your Efforts, Not Your Accomplishments.  While it isn’t exactly related to prospect research and management, I think there is a lot of wisdom to what she says.  If we’re all working toward the ultimate goal of identifying and cultivating those prospects who could make gifts that will make a difference for our organizations, then it’s worth keeping track of the effort it takes to find them and work with them.

It may take a bit more thought and time to do it this way - as we’re finding at WKU as we develop our system - but I have no doubt the effort will be worth it in the end.

Theresa Clark, Vice President, APRA MidSouth

vice.president@apramidsouth.org

On the Cutting Edge - An APRA Conference Recap

While we may be a relatively new chapter, we at APRA MidSouth like to think we are “on the cutting edge.” I know in my work life as a Prospect Researcher I hope we can utilize new, exciting and up-to-date technologies and services.

With that thought in mind, at our August meeting, the APRA MidSouth board was discussing our fall member event.  We knew that we wanted Cheryl Kugler, WKU’s Director of Prospect Research, to speak about the sessions and her impressions of ”Prospect Development 2013” the 26th Annual APRA International Conference held in Baltimore, MD in August.  But the big question was, “With the busy fall season that we all seem to have, how can we make it convenient for all members to attend?”

Following much discussion, we finally hit on an innovative idea: how about a video conference?

In our new Augenstein Alumni Center, WKU has recently installed some impressive video and conferencing technologies to help board members who cannot travel to a meeting still be able to attend and participate.  So, why not use this wonderful new technology for the APRA MidSouth Fall Event?

Why not, indeed.

Cheryl would talk and answer questions in WKU’s board room where the equipment is housed.  Questions would come from an off-site host, namely Geoff Little, APRA MidSouth Past President.

Geoff got all things in order from his Vanderbilt University office (including a smart new webcam) and we were ready for a trial run.

With any new venture, it’s good to have a run through, which we were glad we did.  While most of us have attended a webinar, actually running it or being a host brings a whole new perspective to things.  My hat is off to those who do these kinds of webinars and conferences regularly!  It takes a lot of coordination, effort and all things working together “just so.”

And that brings us to our actual “APRA MidSouth Fall Event.”  We held the video conference on Thursday, September 11, 2013.  While not all things were perfect, it was a wonderful way to accomplish our goal: to hear a report from Cheryl about the outstanding 2013 APRA International Conference.

So, if you would like to view the recording of the event, just click on the following link (which will work for both PCs and Macs):

https://connect.wku.edu/APRA

Just a couple of notes on things you will notice/observe about the Video Conference:

1.   Geoff Little is APRA MidSouth Past President (Senior Research Specialist, Research and Prospect Development at Vanderbilt University) and host of the video conference.

2.   The frame marked “Tamela Smith” is the broadcast from WKU where the recording was made. The ladies who appear in the frame (l-r) are: Theresa Clark (APRA MidSouth Vice President and Senior Research Analyst at WKU) who was monitoring questions and comments, and Cheryl Kugler (WKU Prospect Research Director who attended the APRA International Conference).

3.   The frames to the right of the video screens show attendees and questions.

4.   This was a new venture for WKU and APRA MidSouth, so we had a few technical glitches, which include low volume on Cheryl’s end at the beginning of the video conference.  Volume issues were resolved as the conference progressed.  So you need to turn up your speakers in the beginning.  Yes, Geoff will be a bit loud, but in order to hear Cheryl until the technical difficulties are resolved, this is how you can hear every detail.

Thanks for joining us on our adventure to be an APRA chapter that tries new ways to reach its members and provide them avenues to stay on top of the most current information.  And we’re happy to use state of the art, cutting edge tools and technology if we can!

And in case you wondered….yes, we had a whole lot of fun!

Theresa Clark, Senior Research Analyst, Western Kentucky University

Vice President, APRA MidSouth

vice.president@apramidsouth.org

GIGO

Here’s another acronym for you:  Garbage In, Garbage Out.

Research is both an art and a science.  At its best, it can draw inferences from disparate facts.  But it can’t create facts out of thin air (despite how much a zealously optimistic client may want you to).

The day a dozen years ago was overhung by glorious blue skies over the eastern half of the country.  I got an email from a colleague: “Isn’t it crazy about that plane in New York?”  I summoned my usual go-to news website, USA Today; the story was just breaking, with minimal detail.  The Wall Street Journal posted a brief advisory that a plane had crashed into a skyscraper in lower Manhattan, warning that trading on the NYSE might be affected.

As the saga unfolded, it became clear that the day—indeed, the week—would be like none other.  As everyone in the office tried to press on with their routines, I got a tasking from administration: Account for any alums who worked either in the World Trade Center or the Pentagon.  This ad hoc request was reliant on a database where employment information routinely played second fiddle to home info.  I know; shocker.  The process took a long time, but it needed to—to be right.  It was not meant to be, however.  Out of the thousands of graduates, I found only two with employment addresses at the Pentagon, both evidently long out of date.  And tragically enough, two of our graduates perished at the World Trade Center—neither one with business info current in the system.

There are so many bigger things to consider in this context than whether an institution has up-to-date workplace data on its constituents.  But this, for me, typified the helplessness a research professional may encounter relying on a feckless system that purports to capture useful information.  Much of the problem is, as with the blind men and the elephant, differing perspectives and incongruent agendas with respect to constituent data.

How to fix it?  Know specifically what your data needs might be, first off.  If you foresee ever needing work info, email addresses, cell numbers—don’t wait around passively for the Data Fairy to drop that down your chimney.

No prophet is accepted in his own country.  Administrators too often believe that their own researchers are fallible, while vendors?  They are wizards.  Some are, to be fair, but c’mon—how many times has an administrator said to you, “Can you buy a list of X for me—cell numbers, email addresses, employment data?”  Nothing against vendors (some are my best friends), but again—c’mon!  What’s the best approach to making sure that the info in your database is current?  Build it directly from the source.

That’s never as easy as it sounds.  But first—you have to make sure you have a place at the table when any outreach to constituents is discussed—if not direct involvement, make sure you have a proxy there to speak for you.  If a questionnaire is going to be distributed—to alums, to parents, to the community—what questions do you need to be asked?  Be a part of that planning.

And how do you obtain “buy in” from the constituent, to get them to freely (and accurately) provide their valued information?  It goes without saying that you never do anything to betray that trust.  But you may first have to provide some sort of quid pro quo.

For instance, one of my past employers encouraged its alums to enter a giveaway for an iPod –in exchange for their email addresses.  About thirty percent of the sample responded, which was a big improvement on what we had.  Value was added on both sides.

LinkedIn pages provide incredible self-reported info, but be wary—there’s no requirement for those pages to be kept current, and I’ve seen forgetful business moguls (or those Unclear on the Concept) create as many as three separate LinkedIn pages, all with divergent data.

Also, vendors such as LexisNexis who bundle information can be of paramount help in locating people (including cell, email, and employment info), but be aware of how to interpret a lapse in a person’s most recent address, which may indicate any of the following: 1) it is a duplicate record—search again to find the one most current, 2) the person is living out of the country, 3) they are in a residential medical facility, 4) they’re incarcerated, 5) they’re serving in the armed forces, or even 6) they’re taking the challenge seriously to “live off the grid.”  Also check any available spouse’s record (or that of any other cohabitant) for possibly more up-to-date info.

The best research operation is one supported by a database with the utmost integrity, both for the blue-sky days and for those when things go cataclysmically sideways.

Tim Dempsey, Director-at-Large, APRA MidSouth

at-large@apramidsouth.org

Prospect Research Job Posting - Tennessee State University

Tennessee State University

Job Title:  Prospect Researcher

Department: Institutional Advancement/ TSU Foundation

Location:  Nashville, TN

Job Type:  Full Time

Number of Hours Per Week:  37.5  

Days to be Worked:  Monday – Friday

Job Description

Independently and proactively identifies/qualifies prospective individual, corporate, and foundation major donors consistent with the University's priorities and insures that fundraising initiatives have a continuous supply of major donor prospects to support and meet ongoing fundraising goals. Responsible for facilitating all aspects of prospect management including maintaining accurate information on prospects in Banner database, strategizing with top-level advancement staff and collaborating on prospect assignments and classifications, monitoring the cultivation cycle of major gift prospects, and designing and preparing standard reports for development staff.  

Minimum Qualification/Experience

At least three years of experience in prospect research, development, library research or related field preferably in an academic environment.
Bachelor's degree or an equivalent combination of education and experience.
Banner database experience.
Demonstrated ability to conceptualize and develop proactive prospecting methodologies to support organization goals; identify prospects (through constituent list segmentation, push technology, electronic database screening, and peer/constituency screening and rating); and understand wealth indicators, including income (estimated or public) and assets.
Exceptional writing and oral communication skills. Demonstrated skill in writing and editing logical, detailed, and analytical reports that support planning and decision making.
Demonstrated ability to work independently, prioritize work and independently manage multiple, diverse and competing priorities while meeting deadlines; plan and develop meaningful objectives; and integrate the work of prospect research into overall advancement office goals.  

Job Open Date:  August 28, 2013

Job Close Date:  September  28, 2013

To Apply, go to https://jobs.tnstate.edu