Transcript Successful Collaboration in Matrix Fundraising Environment

Successful Collaboration
in a Matrix Fundraising
Environment
NACCDO Annual Conference
Friday, April 26
10:15-11:30 a.m.
Te rri D i l l o n
Ro b e r t H . Lu ri e
C o m pre h e n s ive
C a n c e r C e n te r o f
N o r t h we s tern
Un i ver sit y
S u z a nne Te e r
UCSF H e l e n D i l ler
Fa m ily
Co m pre hensive
Ca n c e r Ce n te r
OVERVIEW
Overview of our matrix environments
Challenges facing a matrix
environment
Strategies to manage those challenges
and collaborate effectively
Discussion
LURIE CANCER CENTER
 C a n c e r C e n te r D i r e c to r
 As a Center Director, reports to Dean of Medical School
 As Clinical Director, also has reporting relationship to CEO of Hospital
 D i r e c to r ’s O v e r s i g h t
 Responsible for integrating all cancer -relevant research and activity across the University
 Directs the research enterprise of the NCI -designated Comprehensive Cancer Center using
NCI Cancer Center Support Grant and institutional resources (includes philanthropy)
 Authority over clinical enterprise
 Center Director can direct philanthropy to cancer center to any clinical area related to
cancer at his discretion
 Fu n d r a i s i n g f o r C a n c e r C e n te r i s a c o l l a b o r a t i v e e f f o r t b et w e e n Fe i n b e r g S c h o o l o f
M e d i c i n e D ev e l o p m en t a n d N o r t h we s te r n M e m o r i a l ( H o s p i t a l ) Fo u n d a t io n
 Medical School Cancer team (unrestricted, biomedical research, faculty support,
medical education)
 Medical School Cancer team MGO’s report through Assistant Dean for Development
 University Central Development and Planned Giving MGO’s collaborate with Medical
School Cancer team on prospects they identify (primarily NU alums) with interest in
cancer
 Northwestern Memorial Foundation (biomedical research and clinical program support)
 Close coordination and collaboration between Medical School Cancer team and
Hospital Foundation gift officers
UCSF DILLER CANCER CENTER
 Cancer Center Director
 Associate Dean, School of Medicine; reports to the Dean
 no report to the Medical Center CEO
 Director’s oversight:
 NCI-comprehensive cancer center research enterprise as supported
by the NCI Core Support Grant
 No authority over clinical enterprise (does sit on Governing Board)
 Only directs philanthropy designated to cancer center; most
philanthropy goes to clinical departments
 One foundation—the UCSF Foundation
 One university fundraising team
 Cancer team (unrestricted, research, faculty support, fellowships)
 Some MGOs report through Executive Director of Development, Cancer
Programs, some do not
 Medical Center team (only raises money for cancer related to new hospital)
CHALLENGES FACING A MATRIX
ENVIRONMENT
Lack of a unifying vision and/or
leadership
Cultural differences
Skills to work effectively in a matrix
are under- or un-developed
Processes and information flow may
be inconsistent and vary
Lack of clarity and alignment
UNIFYING VISION, LEADERSHIP
AND CULTURE: NORTHWESTERN
 Northwestern Medicine, a new strategic vision
 Northwestern Memorial Hospital and Northwestern University Feinberg
School of Medicine are committed to transforming healthcare and to
becoming one of the nation’s Top 10 hospitals and medical schools in
this decade (by 2020). The collaboration and resulting outcome, known
as Northwestern Medicine, will unite resources and nationally renowned
experts in a shared vision to deliver exceptional care, advance medical
science and knowledge, and accelerate reputational rankings.
 Strategic goals
 In addition to delivering exceptional care and advancing medical science and
knowledge, how will we succeed?
 By developing people, culture, and resources
 Outcome:
 Integration of Hospital and University Medical School (including Cancer Center)
fundraising practices and staffs and pursuing one goal collaboratively for the
advancement of the institution
UNIFYING VISION, LEADERSHIP
AND CULTURE: UCSF
 Vision and Leadership
 Leadership Transition—current center director stepping
down after 15 years
 Search committee chaired by the Dean with strong
representation from clinical and research areas
 Opportunity to align vision and leadership—positive
implications for fundraising
 Fundraising Culture
 Siloed fundraising; lack of buy-in for institutional
priorities (most money raised for specific faculty member
or program, not institution-wide priorities)
 Collaboration among programs based on good will,
necessity
 Development Office culture: collaboration and teamwork
are expected; we hire accordingly
SKILLS TO WORK EFFECTIVELY
IN A MATRIX
 Understanding the Environment
 Organizational structure and related dynamics
 How are we structured? What are the implications?
 What are the political dynamics?
 Who are our allies?
 Emotional Intelligence (EI)
 “The ability to monitor one's own and others' feelings and
emotions, to discriminate among them and to use this
information to guide one's thinking and actions.”
 Personal competence: Self-awareness and selfmanagement
 Social competence: Social awareness and relationship
management
SKILLS TO WORK EFFECTIVELY
IN A MATRIX
 What are the implications for fundraising?
 Emotional intelligence is not optional; hire those who
like a challenge, are entrepreneurial, can handle
ambiguity; qualities that are hard to teach/train
 Need trust among fundraisers; accept nothing less
 A matrix is bigger than the sum of its parts
 Connect ideas with people; connect people with people
 Demonstrate open communication and transparency
 Collaboration not competition– how can we serve and
leverage resources
 Create an air of inevitable success
PROCESSES AND
INFORMATION FLOW
 Bring the right people together
 Regular meetings—staff, faculty/leadership
 Where is development at the table?
 Joint planning, decision making
 Business planning process
 Involvement of leadership in goal and priority setting
 Transparency
 Reporting
 Sharing/comparing prospect lists and identifying and discussing
overlapping relationships that may pose conflict
 Knowing when to yell “fire!” —keep leaders updated
 Attempt first to overcome conflict with colleagues/faculty and
share successful outcomes to benefit the whole
 Bring unresolved issues to leaders as a last resort for mediation
or resolution
 Know who should deliver the message: top down or bottom up?
CLARITY AND ALIGNMENT
 Managing multiple, often competing agendas
 Open communication
 Regular review and discussion of prospects and cultivation/solicitation
strategies
 Joint meetings with Cancer Center Director to openly discuss philanthropy
needs and prospects
 Joint stewardship & recognition of donors (when important to the donor)
 Sole sourcing to remove redundancy in staffing faculty or clinical areas
 Example: Do not need 4 gift officers staffing Director of Thoracic Oncology
 Establish primary gift officer, who becomes “expert” in clinical area
 Secondary or other gift officers have the primary gift officer as a resource when a
prospective donor is identified. The primary can take the lead with the prospect
or provide program information and funding needs to the secondary gift officer to
share with the prospect
 Gift officers are given credit for successful collaboration in all aspects of
fundraising (cultivation, solicitation and stewardship); incentivize
fundraisers to work together
FINAL THOUGHTS