Effective Partnerships for Development: Expectations and Accountability for Deans and Development Officers

Presentation to the 2003 CSU Advancement Academy

Gary L. CardaronellaCardaronella Stirling Associates

Gary Cardaronella--April 28, 2003

The Themes of the Academy

What is a culture of philanthropy? Why are relationships so important to

fundraising? Why is teamwork so important?

Gary Cardaronella--April 28, 2003

Deans and Development Officers as a Basic Development Team

The Schools/Colleges are key building blocks for effective development programs

The role and responsibilities of the Dean The role and responsibilities of the

Development Officer The art of working together

Gary Cardaronella--April 28, 2003

The Role and Responsibilities of the Dean

Define an inspiring, achievable vision Make sure others have a stake in that

vision Mobilize and engage others to help

achieve the vision Help to maintain focus, discipline, and

timely action Build for the future and lead by example

Gary Cardaronella--April 28, 2003

Suggestions for Being a More Effective Fundraising Dean

Make fundraising a high personal and organizational priority

Learn and practice being a patient, effective fundraiser

Allocate adequate time and attention to fundraising

Systematically involve, faculty, donors, and volunteers

Understand, support, and actively collaborate with your development officer

Gary Cardaronella--April 28, 2003

The Role and Responsibilities of the Development Officer

Understand and effectively represent the University, the School/College, and the Dean’s vision

Lead, advise, and coach others to be more effective fundraisers

Provide overall planning, management, and coordination of development efforts

Be a catalyst for imagination, innovation, and continuous improvement

Gary Cardaronella--April 28, 2003

Suggestions for Being a More Effective Fundraising Partner

Learn to work effectively with your Dean and other key players

Think and act strategically Become an effective teacher, coach, and

leader by example Become a steward of everyone’s interests,

time, talent, and resources Make sure that things get done right the first

time

Gary Cardaronella--April 28, 2003

Stocking and Using your

“Teamwork Toolbox”

Communications tools Analytical skills and tools Interpersonal skills and tools Management skills and tools Diplomatic skills and tools Access to other specialized toolboxes Staying conscious of what you are doing! Adding to your tools and keeping them sharp

Gary Cardaronella--April 28, 2003

Balancing the Interests of the University and the School/College

Learn to look beyond internal competition Encourage a rich web of contacts and

relationships with the University The importance of prospect management

strategies and systems Take a long term view Remember who is in charge

Gary Cardaronella--April 28, 2003

Building Responsibility and Accountability into the process

Establish advancement and fundraising as widely shared priorities and responsibilities

Identify and pursue strategies for increasing individual responsibility and accountability

Build in strong institutional accountability The critical role of personal integrity: Do what

you say you will do!

Gary Cardaronella--April 28, 2003

What would you add to this discussion?

What are the greatest obstacles to an effective development partnership?

What else can Deans do to make this partnership work?

What else can Development Officers do to make this work?

How can the President, Provost, and Vice President for Advancement help and encourage effective partnerships?

Gary Cardaronella--April 28, 2003

Critical Success Factors

Shared values, integrity, and mutually beneficial long term relationships

Regular, honest communication and feedback Patience, mutual support and respect, and

continuing education and practice Working with and supporting the team Adequate, quality time and attention Thoughtful, timely, appropriate follow-up and

stewardship