32 DEANS AND DEVELOPMENT Arts and Sciences may also compare unfavorably in job placement statistics. Our sheer size makes it difficult to track Arts and Sciences placement vis-à-vis professional schools, and liberal arts graduates tend to gain most of their professional success later in life, rather than right after graduation. The rallying cry of Arts and Sciences tends to be that it is the last job, not the first job that matters most. The traditional message of education for its intrinsic worth to lead a richer, a more reflective, and engaged life is an ideal that seems increasingly muddled amidst the public educational rhetoric favoring careerism. Finally, professional schools often have a fundraising head start because their donors see it is in their self-interest. Businesses want accountants and hospitals want nurses, so they see a generous dona- tion to a relevant professional school as an investment in their own future well-being; they may even hope for an implicit quid pro quo that outstanding graduates will be sent their way. Most departments within the Arts and Sciences lack that type of self-interested sponsorship. Thus, the dean of Arts and Sciences seeking outside financial support may be likened to a runner starting a race uphill. Yet, the race is rewarding and can be won. A vast potential donor base provides a leg up, as does the centrality of the Arts and Sciences to the mission of any higher education institution. Colleges and Universities with a Phi Beta Kappa chapter will produce graduates likely to be successful and steeped in the liberal Arts and Sciences. To help the new Arts and Sciences dean better understand his/her own point of departure, the rest of this chapter examines the dean’s fundraising role within a College or University setting. Typical fundraising models, the dean’s relationship with Foundation Development staff, and the dean’s position vis-à-vis other University entities and operations will be covered. Fundraising Models The most basic fundraising division is a centralized versus decentralized model. This will probably not be the dean’s call, but rather is decided by the college or University president in tandem with the head of the Foun- dation and the Foundation’s governing board. The dean usually inherits, and operates within, the structure already established, but he/she may