Tuberous Sclerosis Alliance
Silver Spring, Maryland
Senior Director of Development
The Tuberous Sclerosis Alliance (TS Alliance) is dedicated to finding a cure for tuberous sclerosis complex (TSC)
while improving the lives of those affected. We are the only organization able to rally the financial resources, the
research, the partnerships, and the sheer will of TSC-affected families and individuals to break the back of this
"linchpin" disease. With an annual budget of $3.4 million, we focus our resources on research as well as information
and advocacy to individuals and families living with TSC. The focus for the coming 18 months is as follows:
The TS Alliance will continue momentum in building organizational and community capacity to:
 Drive and accelerate basic, clinical and translational research.
 Increase the number of identified individuals with TSC to fuel future research and provide information and
advocacy to a larger number of individuals with TSC.
 Promote greater involvement with and within the TSC community.
 Strengthen base of financial support for TSC research and the TS Alliance from private and public sources.
Across the nation, there are currently 33 volunteer branches of our organization, called community alliances, which
raise a collective 50% of the budget through special events. One major goal for rebuilding the Development
Department is to diversify our revenue sources of funding, particularly with growth through major donors and grants.
While revenue growth is vital, we are also mindful of maintaining appropriate fundraising ratios and as an
organization, prudent about staying within or below budgets for fundraising expenses.
We are also implementing a major theme-based campaign, Unlock the Cure, to raise significant funds for emerging
and important research. This must be conducted without jeopardizing our general operating funds needed to keep the
doors open and to continue important services.
The Senior Director of Development directs programs which will enhance and promote the future growth,
development and advancement of the TS Alliance and TS Alliance Endowment Fund. These programs will increase
awareness, positive image and financial support from the TS Alliance constituency and the community at large.
ORGANIZATIONAL STRUCTURE AND INTERFACES
Reports to:
Primary Interfaces (internal):
Primary Interfaces (external):
Chief Executive Officer
CEO, Controller, Vice President and Chief Scientific Officer, Senior Director of
Communications
Major donors, corporate partners, vendors, volunteers
DIRECT REPORTS
Development staff (both paid and volunteers)
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National Special Events Director (currently manages Sr. Manager, Community Outreach)
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Sr. Manager, Community Outreach
Development Coordinator
Activities of the development committee of the TS Alliance Board of Directors.
Fund raising activities of the TS Alliance Endowment Board.
SUCCESS FACTORS
Success Factor #1 - Build the Development Department. During the first 30 days, meet with all team members and
evaluate capabilities in line with organizational and departmental objectives. Assess managerial and leadership skills
of each team member. Establish infrastructure for monthly reporting and evaluating results. Direct and work with the
development staff to ensure timely and acknowledgement of all gifts and appeals. Assist the board’s development
committee chairperson in preparing agendas and reports and serve as staff liaison.
By September 24 board meeting, develop both short and long term strategic/operation plans to strengthen and grow the
TS Alliance development program.
Current proposed structure, responsibilities and goals:
Position
Primary Responsibilities
Senior Director of
Development
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National Special Events
Director
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Sr. Manager of
Community Outreach
(Note title change to
reflect duties of the
position)
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Development Coordinator 
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Staff Liaison to the Board of
Directors
Oversees all of fundraising
Major donors
Grants
Largest 3 events – DC, Comedy LA
and NY
Appeals (working with Sr. Director
of Communications)
Unlock the Cure Campaign Support
National Director, Step Forward to
Cure TSC
T-shirt logistics with national
sponsor
Brochure printing, design and
sponsorship proposal
All walk chair, team leader and
participant support information and
templates
Monthly walk chairs calls
Logistical support on biggest 3
events
Runs auctions at major events
Blast emails on events
Event pages in Net Community
Volunteer cultivation and support
Community meetings
DC Volunteer Leadership Training
(in conjunction with Director Special
Events)
Quarterly Community Alliance Call
and call notes
Blast emails for Community
Meetings
Coordinates volunteers for major
events
Event management with volunteers
for walks
Tracks all volunteer expenses –
meetings and events
America’s Charities applications and
liaison (federated funding)
Acknowledgements
Timely honorariums/memorials
Batch review
Reports and mail lists
Membership
Shrub sale
Individual
Fundraising
Goals FY10.5
$832,250
Individual
Fundraising
Goals FY11
$2,000,000+
$286,500
$1,000,000
$71,000
Grants to support
Community
Alliance
meetings, DC
training
Assist on 12 Fall
walks
$100,000 +
Plus assist on
$1,000,000
walk program
$75,000
$200,000
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Annual report list generation
Online store management
Pre-event walk planning
(permits/applications/insurance)
Holiday Stamp Out (with Director of
Events)
Post-event volunteer
acknowledgements and entry of
volunteers into RE
Within nine months, develop a comprehensive development strategy document for the organization, complete with
projected revenue and expenses in each category and with a delineation of how the organization will achieve those
numbers.
Success Factor #2 – Establish working relationships with volunteer chairs of the three major TS Alliance events.
Within 30 days, meet with each of the event chairs for DC Food & Wine, Comedy for a Cure Hollywood and Comedy
for a Cure New York. Develop budgets with clear expectations of expenses and revenue as well as timelines for
successful event planning and secure venues for the events. Within 60 days and in coordination with event chairs,
schedule a meeting of the planning committees and implement planning timeline. Annually, thereafter.
Success Factor #3 – Evaluate and validate major donor profiles utilizing Researcher’s Edge. Within 90 days,
research, review and validate top 75 major donors and prospects. Every 30 days thereafter, evaluate another 25. By
June 2011, research, evaluate and develop individual cultivation plans for top 250 major donors and prospects. Where
appropriate, assign donors to CEO and board members for cultivation and stewardship.
Success Factor #4 – Develop and implement a board stewardship program by the September 24 board meeting.
The plan implemented thereafter should include the following elements:
 Encourages friend-raising and provides confidence to cultivate personal contacts.
 Adequate tools and support for the board to cultivate long-term relationships with donors and potential donors.
 Encourages 100% board giving and works with the chair on individual ask or by letter ask for 100% board giving
at various levels.
 Acknowledgement system that involves the board in stewardship for major donors as well as volunteers.
 Proper materials and support to involve them in the acknowledgement process.
Success Factor #5 – Institute Unlock the Cure Campaign to raise significant research funding while focusing
funds from events, appeals, members and other major donors on operating. Within 60 days, assume management
of the Unlock the Cure Campaign once educated and knowledgeable about programs. Work with Campaign
Committee members in cultivating target prospect list, setting appropriate numerical targets, host private dinners,
providing appropriate solicitation materials, tracking results and reporting to donors and prospective donors.
For general operating activities, work with development staff on an 18-month calendar to track activities and maintain
timeline during the first 30 days.
Success Factor #6 – Growth of grants program. Within first 60 days, meet with CEO, CSO and key staff to
evaluate current grants and potential for future growth. Review corporate/foundation donor files to create a plan for
grant solicitation. Within 90 days, create list of new potential corporate and foundation prospects from Foundation
Director and Corporate Giving online through the Foundation Center. Within 90 days, work with key staff to create
standardized templates for general operating requests, educational advocacy, Community Alliance Town Hall Meeting,
Community Alliance Volunteer training and Research Program.
Success Factor #7 - Develop and implement a comprehensive planned giving program to foster the growth of
the Endowment that includes: donor identification, cultivation and gift solicitation, oversight of donor
stewardship and recognition activities, and the organization of seminars as well as preparation of planned gift
annuity agreements. Within 120 days, assume responsibility for this program and coordinate with appropriate staff
and/or counsel on planned gift arrangements. Engage the chief executive officer and members of the Endowment
Boards as appropriate in the cultivation, solicitation and acknowledgement of special donors.
CORE VALUES:
Build Value-Based Relationships: Generating alliances internally and externally by continuously identifying and acting
on those things that will create success for the organization and its constituents, researchers, health care professionals
and communities.
Contribute to Team Success: Actively participating as a committed member of a team and working with other team
members to help complete goals and deliverables.
Customer Focus: Making customers (external and internal) and their needs a primary focus of one's actions;
developing and sustaining productive relationships; creating and executing plans and solutions in collaboration with
team members internally and externally.
Provide Feedback: Objectively observing, analyzing, and sharing perception of other people's performance to help
reinforce or redirect behavior to improve performance and results and providing feedback that is timely, specific,
behavioral, balanced, and constructive.
Work Standards: Setting high standards of performance for self; assuming responsibility and accountability for
successfully completing assignments or tasks; self-imposing standards of excellence rather than having standards
imposed.
Consult: Providing timely, specific information, guidance, and recommendations to help volunteers, Community
Alliances, and fellow staff members make informed committed decisions that will lead to sustainable impact.
Establish Collaborative Working Relationships: Developing and using collaborative relationships to accomplish work
objectives; developing relationships with other individuals by listening, sharing ideas, and appreciating others' efforts.
Successful completion of the projects noted in the success factors above requires cooperation with our staff team,
board, volunteers, donors and key corporate and foundation partners. Quickly establish working relationships to
complete projects as scheduled above.
QUALIFICATIONS:
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Bachelor’s degree (preferably in Communication, English, Journalism, Marketing, or other related field).
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Five or more years of experience in fund-raising, including a proven track record achieving fund raising goals.
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General understanding of charitable solicitation regulations.
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Five or more years of experience of demonstrated experience in volunteer management.
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Excellent written and verbal communication skills as well as organizational skills.
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Experience coordinating and managing special events, sponsorship proposals, donor prospect research and direct
mail campaigns.
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Experience working with volunteer committees and board of directors.
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Proficiency in MS Office (Word, Excel, Access, etc)
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Proficiency in Blackbaud “Raiser’s Edge” (or similar) database a plus.
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Must be comfortable with public speaking.
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Willingness to travel extensively as well as able to work a flexible schedule, including evenings and weekends.