Strategic Talent Management in High Performing Women In Development of Greater Boston Strategic Talent Management in High Performing Advancement Programs March 8, 2011 Susan S. Paresky SVP for Development Dana-Farber Cancer Institute & The Jimmy Fund

Dana-Farber Cancer Institute Founded in 1947 by Dr. Sidney Farber Mission – Dedicated to Discovery…Committed to Care National Comprehensive Cancer Center designation 4,000 faculty and staff Operating budget of $950 million Endowment of $550 million Ranked 1st in New England and 5th in country by U.S. News & World Report

Development and The Jimmy Fund® 200 full-time staff Raised $155 million in 2010, $65 million for The Jimmy Fund Raise money through Business Units: - Annual Giving Programs - Corporate Partnerships/Promotions - Corporations and Foundations - Planned Giving - Major and Principal Gifts - Events: Boston Marathon Jimmy Fund® Walk Golf Program Marathon and Running Programs Pan Mass Challenge Special Events Service Units: - Administration - IS - Marketing and Donor Relations - Operations - Research

Development and The Jimmy Fund® Raise money from: Individuals/Estates Corporations Foundations Events (The Jimmy Fund®) Raise money for: Research Patient Care Services Unrestricted Unique aspects: Raise more money relative to our size Very broad array of fundraising programs Four brands to promote:

DFCI Fundraising Results 1997 – 2015 225 FTEs Revenue FTEs 177 FTEs 196 FTEs Pre-Campaign 134 FTEs Campaign 125 FTEs Extraordinary Campaign Gifts Projections 57 FTEs 5

Management Philosophy Fundraising is a business and needs to operate like a business Everyone is a fundraiser – there is no “back room” Planning is essential – 5-year business plans – Annual operating plans – Mid-course correction reviews – Annual year-end reports Organizing principles are a must! Staff need – Strong leadership – Uncomplicated reporting relationships and clear job descriptions – Positive reinforcement and recognition vehicles – Planned annual evaluations/bottom-line goals – Open lines of communication – Resources to do the job – Training and advancement opportunties

Office “Culture” Collaboration and competition are encouraged and expected High risk – high reward Success is celebrated 7

Office “Culture” Collaboration and competition are encouraged and expected High risk – high reward Success is celebrated Demanding atmosphere but fair and just attitude Communication is a must – Monthly all-staff meetings – Senior managers weekly meetings – Directors monthly meetings – Weekly broadcast email with key updates – Annual planning sessions for AVP’s and Directors – Mid-course goal correction meeting 9

Strategies for Recruitment Created a reputation for being “best in class” Assigned designated Director of Development Staff Resources who manages the recruiting & hiring process Offer highly competitive salaries based on 5-year market surveys

Strategies for Recruitment Created a reputation for being “best in class” Assigned designated Director of Development Staff Resources who manages the recruiting & hiring process Offer highly competitive salaries based on 5-year market surveys Hire professional search firms for key positions Advertise for key positions in trade publications Participate in area career fairs Hold monthly open house/informational interview sessions led by hiring managers

Strategies for Retention Competitive salaries based on market surveys Campaign Bonus Program payouts ranged from 11% to 40% of salary Commitment to career development and professional growth opportunities Emphasis on internal promotions

Strategies for Retention Competitive salaries based on market surveys Campaign Bonus Program payouts ranged from 11% to 40% of salary Commitment to career development and professional growth opportunities Emphasis on internal promotions Annual employee satisfaction survey and action plans Access to working with senior leadership and faculty Summer hours/flexible schedules Additional perks: day off after Thanksgiving, snow day, cell phone and tuition reimbursement Opportunities to volunteer

Career Development Opportunities Professional Development Courses, seminars, conferences 6-week Staff Fellowships with concrete usable knowledge “Shadow” Days Monthly Brown Bag Lunch Series CDO-University for AVP and Director-level staff Executive-in-Residence Days Professional fundraising training classes

10-Year Staff Statistics (2000 – 2010) Increased staff by 100% and revenue by 200% Revenue per FTE averaged $925 thousand per year 250+ staff promoted at least once - 5 promoted to Assistant /Associate Vice President - 13 promoted to Director Development Office scored higher than the National Cancer Center Average and the Overall Institute Average in all categories of Staff Satisfaction Survey - Of all the large departments, the Development Office ranked highest in General Satisfaction (5.96 out of 6) - 98% of Division staff feel that the Division achieves excellence; 93% of the staff believe the Division works well together 84% average annual retention rate - Senior staff tenure averages 10 years+ - Average staff tenure averages 6.4 years 76% of staff who left Development pursued a more senior-level position and 20% pursued an advanced degree - 7 offered VP positions

Summary Fundraising is a big business today A successful business takes good management, strong organization, focus and dedication The key to successful and increased fundraising is a mission-driven, highly trained and motivated staff, who have measureable and achievable goals and who like what they do.

DFCI Challenges Ahead Economic uncertainty Finding and retaining qualified staff Trustee support in post campaign years Keeping cost-of-funds-raised at an acceptable level Keeping pace with technology and e-philanthropy Keeping staff retention and morale high 19