1. 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

2. 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

3. 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

4. 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:

5. 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

6. 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

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

9. 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 with key updates
– Annual planning sessions for AVP’s and Directors
– Mid-course goal correction meeting 9

10. 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

12. 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

13. 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

15. 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

16. 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

17. 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

18. 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.

19. 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