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Susan S. PareskySusan S. PareskySVP for Development

Dana-Farber Cancer Institute &

The Jimmy Fund

Women In Development Women In Development of Greater Bostonof Greater Boston

Strategic Talent Management in High Performing Advancement Programs

March 8, 2011

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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

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

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:

Pre-Campaign

Campaign

ExtraordinaryCampaign Gifts

Projections

DFCI Fundraising Results1997 – 2015

57 FTEs

134 FTEs

196 FTEs

225 FTEs

177 FTEs

125 FTEs

FTEsFTEsRevenueRevenue

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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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• Collaboration and competition are encouraged and expected

• High risk – high reward

• Success is celebrated

Office “Culture”

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• 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

– Directors monthly meetings – Weekly broadcast email with key updates

– Annual planning sessions for AVP’s and

Directors – Mid-course goal correction meeting

Office “Culture”

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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

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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

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

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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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• 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

DFCI Challenges Ahead

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