naccdo successful collaboration in matrix fundraising environment - l. ferraiolo - t. dillon - m....
TRANSCRIPT
Challenges of Collaborative Development in
Matrix Cancer Centers
Presented by:
Terri Dillon, Robert H. Lurie Comprehensive Cancer Center
Laura Ferraiolo, Abramson Cancer Center
Moderator:
Mary Maxwell, IU Simon Cancer Center
Partners or Competitors?
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The Challenges of Collaborative Development in a Matrix Cancer Center
Laura FerraioloDirector of DevelopmentAbramson Cancer Center
Abramson Cancer Center – Matrix on
Abramson Cancer Center Development TeamSr. Exec. Director & Principal Gifts
Officer
Assoc. Dir. of Annual
Giving
Admin Coordinato
r
Director of
Major Gifts
Associate Director of
Development
Neuro-oncology and GU cancers
Associate Director of
Development
Head and Neck Oncology
Director of Development,
Communications and Community
Engagement
Associate Director of
Development
Blood, Thyroid and
Gastroenteroloy Oncology
Admin Asst.
Admin Asst.
Director of Leadership Giving and
Philanthropic Outreach
Director of Development
Breast and Gynecologic Cancers, and
Melanoma
Assistant Developmen
t Officer
Associate Director of
Development
Thoracic Oncology
Admin Asst.
Associate Director, Events
Senior Writer
FUNDRAISING GOAL: $40 MILLION DOLLARS in FY14
Development Reporting Structure
Sr. Exec. Director & Principal Gifts Officer
Abramson Cancer Center Development
Abramson Cancer Center Director
Penn Medicine
Development CAO
Dean &Health System
CEO
University Development VP
University President
Challenges and Complexities: University and Doctors
• Approach Time – very different
• HIPAA• Affinity:• University connection• Doctor(s)
• Care Experience and Outcomes
• Sensitivity• Penn Doctor, CFRE• Development Officer, MD
• Asked to raise $$ like a free-standing Cancer CenterPresident doesn’t have singular focusToo much time navigating politics Square peg in a round hole
Example: Inaugural Bike Ride
• Human ResourcesHeld to same standards as University colleaguesApples and oranges!
Challenges and Complexities: Expectations
Challenges and Complexities: Complex Health System
• Patient sees many doctors:
Med OncRad OncSurg OncRadiology
• Donor-driven Process!!
Opportunities: Basser Research Center for BRCA
Opportunities to Enhance Collaboration: Health System
• Disease-focused portfolios that cross departments and divisions
• Dual reports for consistency within health system
• Reporting – dual counting
• Faculty Philanthropy Council
• Finding existing collaborations
Opportunities to Enhance Collaboration: University
• Make things happen
• Hosted central colleagues
• Pipeline: primary and additional staff
• Prospect management teams
• Meet once a year with colleagues across University to build relationships and discuss potential collaboration
Prospect Assignment Policies• All prospect assignments are reviewed by the Prospect
Management Committee
• Non-alumni friends
• Alumni
• Not often we find alumni who haven’t been cultivated at some point – can be challenging to get on teams
Creating More Stories of Hope!
THE CHALLENGES OF COLLABORATIVE DEVELOPMENT IN A MATRIX CANCER CENTER
Terri DillonAssistant Dean for DevelopmentRobert H. Lurie Comprehensive Cancer Center of Northwestern University
Lurie Cancer Center Overview
Cancer Center Director• As a Center Director, reports to Dean of the Medical School and as a
Clinical Director, also reports to CEO of Hospital
Director’s Oversight• Responsible for integrating all cancer-relevant research and activity across
Northwestern Medicine• Directs research enterprise through NCI Cancer Center Support Grant and
institutional resources, including philanthropy• Authority over clinical enterprise• Can direct unrestricted support to cancer center to any clinical area
related to cancer at his discretion
Lurie Cancer Center Overview
The Fundraising “Team”Collaborative effort between Feinberg School of Medicine (FSM) Alumni Relations and Northwestern Memorial (Hospital) Foundation• Medical School focuses on fundraising related to biomedical research and
medical education• The fundraising team at FSM reports through Assistant Dean for
Development, Terri Dillon• University Central Development and Planned Giving partners with FSM on
prospects they identify with interest in supporting cancer research• Northwestern Memorial Foundation (NMF) focuses on fundraising related
to clinical program support and biomedical research• The fundraising team at NMF reports through VP for Philanthropy, Dave
Sack
President and CEO of Northwestern
Memorial HealthCare
Assistant Dean for Development
Center Director, Chief, Division of Hem-Onc,
Department of Cancer Biology, Developmental
Therapeutics & Early Cancer Detection
Director, Robert H. Lurie Comprehensive Cancer Center
Executive Director, NM & Vice Dean for Development and Alumni Relations
Assistant Director, Major Gifts
Brain Tumor Institute, Sarcoma, GI Oncology,
& 3rd Party Events
Associate Director, Major Gifts
Skin Cancer & Hematologic Malignancies
Development Assistant
Vice President, NMFCenter Director, Chief, Division of Hem-Onc, Supportive Oncology,
Surgical Oncology, Thoracic Oncology & Women’s Cancers
Administrative Assistant
NU President
NU Development Office
Dean of Northwestern
University Feinberg School of Medicine
President Northwestern
Memorial Foundation (NMF)
Philanthropy Associate
Benefactor Relations, Integrative Oncology
Communications Associate
Hematologic Malignancies
Philanthropy
DirectorUrology
Our Challenges and Complexities
IntegrationRecent integration through Hospital acquisition of faculty practice group creates greater need for coordination, integrated fundraising practices, and collaboration to pursue common priorities and goals for advancement of Cancer Center
Our Challenges and Complexities
Vision and Leadership• Leadership transition – recruitment underway
for new leader after recent departure of 23-year charismatic center director
• New direction and change in vision with potential new leader who might be more research scientist than clinician
Our Challenges and ComplexitiesFundraising Culture• Lack of buy-in for institutional priorities; separate
fundraising goals and approaches• Collaboration among programs based on good will,
necessity• Development office culture; collaboration and
teamwork are expected – easier for new hires than pre-integration gift officers
• Duplication of effort; sole sourcing areas within cancer vs. joint leads and gifts officers learning to work well together
Our Opportunities
Bring the right people togetherRegular meetings between fundraising staffs, faculty and leadershipJoint planning and decision makingInvolvement of Cancer Center Director in goal and priority setting with development leadership and gift officersDividing clinical and research areas/priorities with Cancer Center
Our Opportunities
Transparency and TrustSharing/comparing prospect and proposal listsIdentifying/discussing overlapping relationships Resolve to Solve ConflictAttempt first to overcome conflict with colleagues openly and directlyShare successful outcomes with teams to benefit the wholeBring unresolved issues to institutional leaders as a last resort for mediation and resolution
Rules of Engagement
Prospect Management Scenario:
1. Gift officer is planning contact (visit, phone, letter, email, etc.) with a prospect
2. Gift officer checks their respective organization’s internal donor database to see if there is an existing relationship
Rules of Engagement
If no relationship exists• Gift Officer proceeds w/planned contact• Gift Officer notifies the appropriate
Operations contact (NMF/FSM) that he/she is the relationship manager for PROSPECT X
Rules of EngagementIf a relationship exists• Gift officer calls the relationship manager to discuss
PROSPECT X’s relationship status and history.• If this is an ACTIVE Prospect
– Determine if the new strategy for the prospect can be combined or added to an existing strategy
• If this is NOT an ACTIVE Prospect– Discuss the prospect’s history/organizational affiliation to
determine a strategy for approach• If gift officers cannot resolve, may need to bring to
attention of leadership for mediation or resolution
Rules of Engagement
Joint Communication and Interaction ValuesBy collaborating, we will increase the impact of Northwestern Medicine fundraising initiatives, provide seamless service to senior leadership, physicians, donors and prospects and create a collegial environment for fundraising professionals. To this end we espouse the following values to interacting between institutions:
Rules of Engagement
• Assume innocence• Best surprise is no surprise• Person-to-person communication is best• Do not attempt to resolve difficult/complex
situations via email• Resolve situations with colleagues – do not
escalate• Check w/colleagues first (not physicians or
other administrators)
“Coming together is a beginning; keeping together is process; working together is success.”
-Henry Ford
Challenges of Collaborative Development in Matrix Centers
Questions