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
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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
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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
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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:
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DFCI Fundraising Results
1997 – 2015
225
FTEs
FTEs
Revenue
177
FTEs
196
FTEs
Pre-Campaign
134
FTEs
125
FTEs
Campaign
Extraordinary
Campaign
Gifts
Projections
57
FTEs
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
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Office “Culture”
• Collaboration and competition are encouraged and expected
• High risk – high reward
• Success is celebrated
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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
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Directors monthly meetings
Weekly broadcast email with key updates
Annual planning sessions for AVP’s and Directors
Mid-course goal correction meeting
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
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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
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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
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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
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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
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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.
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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
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