36 DEANS AND DEVELOPMENT They will protect the reputation of the liberal Arts and Sciences, promote its programs and its academic goals, and graciously refer prospective donors to other parts of the University, if those more clearly align with the donor’s giving interests. They will follow up with donors in timely and appropriate ways. No matter the theoretical model, when the dean begins fundraising in earnest, most likely the effort will turn into some kind of amalga- mation of those ideal-type models. Donors and circumstances do not neatly fit into fundraising models; in that sense, almost every model is some sort of hybrid. And even where some particular model is being followed, it may not be sustained. A typical example would be the dean who starts with a constituency fundraising approach, but gradually morphs it into a hybrid or even more centralized approach, because the University launches a seven-year capital campaign. A dean may start out fundraising for specific departments and liberal arts education, for instance, but then be asked as part of a capital campaign to take a back seat with major donors so they can be asked to support higher priority campus projects. Or the dean may be asked to move from seeking named faculty endowments to finding money for student scholarships. Thus, the prudent dean will invest in personal relationships with donors, rather than be wedded to a particular fundraising model. Finally, the dean is wise to remember that there will likely be mixed messages about the role they are supposed to play as they interact with presidents, provosts, fellow deans, department chairs, and faculty. Externally-oriented presidents may expect the deans to assist fund- raising efforts or, believing they have the external world in hand, may leave it up to the provost and deans to run the academic side of the shop on campus. More internal campus presidents —rather a disappearing breed—may expect the deans to stay home or, because they don’t like fundraising, may expect them to fill that role. Expectations vary by pres- ident and over time. In most cases, the provost will be heavily internal and will expect the deans to pay very close attention to their academic shops because that reflects upon academic affairs; the dean tasked to fundraise therefore needs a provost who understands and supports the balancingact,whograspsthetradeoffs.Fellowdeansmaybecompetitors