1. EFFECTIVE PARTNERING WITH DEANS/ACADEMIC CABINET James M. Langley President, Langley Innovations

2. Effective Partnering The case for partnering Example of Partnering in action The practicalities of Effective Partnering

3. The Case

4. BEST PEOPLE BEST PROSPECTS BEST PROPOSALS

5. Effective Partnering At the major gift level, it’s about content+connection If you don’t have a strong emotional connection, you need very strong content (entrepreneurs) If you don’t have strong content, you’d better have a very powerful emotional connection

6. Effective Partnering If you don’t think content is that important, consider how one man, with a powerfully compelling message, changed the world with a staff of 12 (apostles), in a very short period of time Consider how the right content creates powerful connections

7. Effective Partnering Two-thirds of our equation -- the institution’s best people and the best proposals -- require academic leadership/faculty participation They are the leaders/exemplars of institutions we represent We will need their help in generating the content that will make up our best proposals

8. Effective Partnering Not enough to showcase academic leaders and faculty at various events, no matter how impressive they may be Does not establish philanthropic purpose Who we are Where We’re going Who will benefit, when and how why you should care

9. Effective Partnering Too many of our prospects are lost in the deep dark woods of social cultivation Philanthropic content will see you, and them, through

10. Effective Partnering We make philanthropy more content rich when: We seek out substantive prospects Discover how they hope to live out their beliefs Present a proposal that constitutes the most productive path to do by aligning with our institution

11. Effective Partnering Need to help our institutions move from fund raising by category (e.g. Faculty excellence) To fund raising by objective (e.g. selectively augment faculty to Develop new capability essential to student’s long-term success) specific outcomes

12. The Example

13. Effective Partnering Let’s say that new capability is ethics (used to be called “moral reasoning”) You want to create new professorships, secure programatic funds, and carve out a space (new or retrofitted)

14. Effective Partnering Need white paper that addresses Philanthropic purpose Academic -advancement partnership Academic side generates scholarly, pedagogic content Advancement determines philanthropic viability, translate ideas into accessible language

15. Effective Partnering White paper circulated to promising prospects, and can be used to prospect for new sources of support encourages collaboration (FACE of Philanthropy) and allows institution to incorporate, thereby creating joint ownership speaks to how donors can give through, not merely To, the institution to achieve common aspirations (Philanthropic purpose not fund raising)

16. Effective Partnering Philanthropic Purpose Who we are Where We’re going Who will benefit, when and how why you should care

17. Effective Partnering White Paper content can be previewed or shaped by salon events Distinguished host -- sphere of influence setting Thought leader Ritualistic meal Respecting the voice of all (interview: “to see each other””

18. Effective Partnering Salon dinner Can be preceded and followed by advancement officer visits Can be preceded and followed by white paper

19. Effective Partnering White paper process is iterative Must reflect incorporation Not each and every voice Create shared purpose

20. Effective Partnering Content-driven, better world philanthropy is true philanthropy Will attract the most substantive prospects and inspire them to give their time, talent and treasure Requires a partnership, a culture that makes philanthropy everyone’s business, everyone’s responsibility

21. The Practicalities

22. Effective Partnering Audit advancement operations Really auditing the philanthropic culture Is advancement isolated -- by itself or the culture Is it given to lone-wolfism? Is it viewed as a “short-order” fund-raising operation?

23. Effective Partnering Effective partnering requires Point of view policy Principled practice

24. Effective Partnering Point of view Collective ownership of Philanthropic engagement Advancement in support of Institutional goals Not advancement as the only entity in the institution with goals

25. Effective Partnering Point of View A collective acceptance of the moral weight of the proposition What an advancement officer does and doesn’t do represents and obligates the institution Culture of gratitude, non-entitlement

26. Effective Partnering Policy Like federalism, requires a constitution, adjudication Right balance of power between central government and the states Too much central power retards local initiative Too little central power contradicts “e pluribus unum”

27. Effective Partnering Policy Central prospect management essential Resources must be managed for the greatest institutional good and.. To ensure the greatest philanthropic leverage Good stewardship on many different levels

28. Effective Partnering Principled Practice Distributed model Prospect allocation/management The donor decides Central Competence not Control

29. Effective Partnering Charity begins at home So does philanthropy So does community The better we collaborate within, the more we inspire collaboration from without

30. Delivery Systems Exemplars Faculty Advancement Board Students Staff Vehicles Web Publications White Papers Proposals Events Salon Events Community Civic Physical Presence Our Story Who We Are Where We’re Going Who Will Benefit Why You Should Care Potential Support Prospects Donors Alumni Parents Influencers The Big Mo