What is“Development?” 3 visits, my development officer and I often grilled ourselves on these key questions: which departments had the largest numbers of majors, what were our most important recent success stories, and what were the best responses to our University’s most egregious shortcomings or recent negative stories in the press. People who know a great deal about the University or College tend to give more. At the level of the whole institution, this is clearly the case with the board of trustees. Board members typically give 20 percent or more of all of a school’s contributions, not only because they have the means, but because the college or University has invested the most in them as donors. Look for ways to build significant engagement oppor- tunities and bring more donors and potential donors closer to you. Encourage departments to establish advisory committees and consider developing a Dean’s Leadership Council to involve prospects and earn the right to ask for support. The more you invest in donors the more they will support you. The Elevator Speech: Knowing Your Needs and Your Story You and your development officer have been waiting for an hour for a corporate executive to see you. Finally, he rushes out of his office, apolo- gizes for the wait, and says, “Look, I have to get to a meeting on the 31st floor. Why don’t you ride with me on the way up, and tell me what you’re trying to do and why I should give money to help your project?” You have two minutes during the ride up. What is your college doing that’s exciting and important, and why should this person give you $250,000 to support it? Thus the need for an “elevator speech.” But in order to make one, you must know your priorities, often summarized in a case statement, a concise two-three page narrative of your college’s development goals. The basis for the case statement is your strategic plan that identifies your key priorities. Lacking a strategic plan, get the department chairs to develop a list of strengths and a prioritized wish list. You can also gain perspective by conducting strategic planning or group meetings with donors to discuss priorities. This can be an excellent way to engage your potential supporters for priorities and build early buy-in to your needs.