In fund raising, deans rarely go it alone. They often work closely with their college’s development staff. When done well, such a partnership can pay off for the dean, the development professional, and the college. Here are tips from Stacia Haynie, the dean of Louisiana State University’s College of Humanities and Social Sciences, and Krista Allen, a senior director of development for the LSU Foundation, on working well together to maximize success and donations.
Talk about money up front.
Ms. Haynie and Ms. Allen both say this is a big deal. Previously, Ms. Haynie says, she would meet with donors several times but not discuss giving. Now Ms. Allen has a preliminary conversation with alumni or donors about their philanthropic passions and affinity for LSU. That way, even before the dean becomes involved, she knows if a person is inclined to make a big gift to the college.
Have a clear objective.
Tips for the academic leader — and those who aspire to be one — on how to cultivate donors, ask for money, and land the big gift.
Ms. Allen and Ms. Haynie don’t go into a meeting without a plan. Ms. Allen tells Ms. Haynie what she plans to say and what she needs Ms. Haynie to say (and when). That preparation and clear objective help in situations when something unexpected happens, such as a recent meeting when an alumnus brought a friend to a restaurant meeting. The conversation went differently than they had anticipated because of the unexpected guest. But they still got their ask in: Would the alumnus serve on an advisory board? “We got it on the table, despite the noise,” Ms. Allen says. The person accepted the position, later saying he felt honored to be asked by the dean.
Get some early wins.
When Ms. Allen, who had previously worked with the business school, started her new position, she took Ms. Haynie and the dean of the College of Music and Dramatic Arts, where she also works, on the road to meet donors. She chose those who were close to committing to a gift. That way, the deans could experience some fund-raising wins and build their confidence. It also allowed Ms. Allen to show them her skills as a development professional.
Use the dean’s time wisely.
After that initial period, Ms. Allen only brings the deans in on a donor visit when she is absolutely sure she needs them to close a gift. “I appreciate that a dean’s time is so precious,” she says. Because of this, the deans (and their assistants) know she is serious when she requests a block of time. “It is because I need them — period.” The deans are the rock stars of the college, Ms. Allen says (while the students are the superstars), and she evaluates each solicitation to figure out when — and if — to bring them in.
Have an advisory board.
Many deans have advisory boards. When Ms. Allen joined the College of Humanities and Social Sciences, she took over a development advisory board and made it more business oriented. She changed the meeting time from Saturdays to Friday afternoons, made sure each gathering had a clear objective, and discussed strategic additions to its membership with Ms. Haynie. The changes have made them both feel better prepared to go into a $105-million campaign for the college, which will be its largest goal ever.
