102 DEANS AND DEVELOPMENT a vested interest in all four priorities—which could not be said for any of the other five Colleges. Subse- quently, the NU Foundation convened a meeting of major donors to announce these priorities and asked for community volunteers to participate in a strategic planning process with engaged faculty for each. That has ultimately led to successful fundraising with the help of the community volunteers. Central Michigan University recently approved a new strategic plan that emphasizes several priori- ties—one of which includes the role of public service and global citizenship for our students. Consequently, the College of Humanities and Social and Behavioral Sciences has engaged faculty, students, alumni, and donors to become champions for the funding of internships, study abroad opportunities, and recruit- ment of international students. Faculty often contact the development officer to alert us to where they are traveling for conferences or research opportunities so we can arrange for them to meet with alumni in the area, take them to dinner, or host a reception if the numbers merit a larger venue. Depending upon the engagement level of the alumni/donor prospect, the development officer may make the trip as well. 4. Choose college priorities that have a component that links its successful completion to community engagement and student success. Many donors want their gifts to have a tangible and visible impact on their local community and/or on creating enhanced opportunities for students, such as study abroad discipline-specific scholarships that reward student excellence. Your development officer is critically important in helping to build your fundraising plan and must be viewed as a member of your college