Effective Partnerships for Development: Expectations and Accountability for Deans and Development Officers Presentation to the 2003 CSU Advancement Academy Gary L. Cardaronella Cardaronella 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