Arts and Sciences on Campus 35 An alternative, given the pros and cons of the centralized versus constituency approach, is the hybrid model. It favors constituency fundraising within a planned radius of the home campus, such as the state or region, but then deploys other development officers across the country so that they raise money for all colleges/schools on campus. This allows more cost-efficient visitation of potential donors across the nation. But a hybrid model is no panacea. For the dean, the handoff of potential donors by different development officers can be awkward. The non-constituency development officers may decide quite on their own to focus on some colleges/schools at the expense of others. Less knowl- edge of Arts and Sciences, or fewer wealthy donors, likely means those operations will end up disadvantaged relative to the professional schools of business, law, and medicine. Development officers operating on the single most important metric of fundraising (how much money is actu- ally brought into the Foundation) have an incentive to gravitate toward the high-end professional school alumni first, because they are the most wealthy graduates and, on average, the most capable donors. Whatever the fundraising structure, the dean must establish a solid rapport with fundraising staff in the quest for gifts. A good place to start is by looking together at the Council for the Advancement and Support of Education (CASE) Statement of Ethics, originally adopted in 1982 by the CASE Board of Trustees. Designed to apply to advancement professionals, the ethics statement describes high standards of profes- sional conduct. For instance, it calls upon major gift officers to respect privacy and confidentiality, to refuse favors for personal gain, and to avoid conflict-of-interest in the process of raising private dollars; the statement encourages gift officers to promote their institution without denigrating its component parts and to avoid discriminatory behavior. Beyond the CASE principles, an individual dean may wish to eluci- date some of his/her own fundraising principles. Ideas that come to mind are not sacrificing a long-term relationship for a short-term gift. Another is for a development officer (unless otherwise agreed upon) to refrain from making academic promises to donors, such as coming back to campus to teach a class. Common sense and best practices dictate that fundraising staff will arrive prepared and on time to meet with donors.