The literature in the field of higher education fund-raising places development officers into four roles: (1) salesman, which emphasizes soliciting gifts; (2) catalyst, working behind the scenes to support fund-raising activities of presidents and volunteers; (3) manager, which requires organizing fund-raising programs and staff; and (4) leader, with a voice in policy decisions beyond fund-raising. This digest proposes a "development officer paradigm" that depicts the relationships among these four roles. The model includes two "vectors," one describing internal and the other external development functions. The digest also discusses personality traits required for success as a development officer, the field of development as an art or a science, appropriate motivation for entering a development career, development as a "profession," the development officer's relationship to the college/university president and the trustees, the development officer's role in institutional planning, gift solicitation, additional research needed regarding the development officer's role, and future of the development officer's role. (Contains 6 references.) (JDD)