Arts and Sciences on Campus 39 most of his accumulated wealth and discretionary income went with his three previous wives. In the Foundation database, he showed up as an elderly, single man with genuine giving potential. After a meal at which the dean initially hoped to secure a major gift, she left with a personal check from the donor for $125. Lesson learned: wealth estimation based on real estate often does not tell the whole story. Development officers work under pressure. They may knock on ten doors, only to have eight shut on them, and so the constant work of finding donors willing to have a conversation is time-consuming. The development officer feels the same time demands, office politics, and organizational imperfections that any professional tries to negotiate. One particular worry is doing a great deal of the heavy lifting with a donor (getting them to think philanthropically) only to have a major gift leach out to another person or another cause outside of constitu- ency fundraising. Still another worry is striking the proper balance, making sure the dean is not bothered with extraneous fundraising matters, while trying to ensure a dean is in on any major gift that develops for Arts and Sciences since that involvement helps cement donor relations. The dean must always be sensitive to the development officer’s need for substantial credit since the amount of money raised is their ultimate metric. The dean must also understand the metrics of development. The Foundation may track a development officer’s total visits per month and per year. The Foundation may use a complex reporting system of “moves management” that tracks precisely how well the development officer is moving prospective donors along toward a major gift. A development officer is actively managing a portfolio of dozens and dozens of prospec- tive donors, with a fairly standard number being 150 donors. Some of those donors will require quite a bit of attention. The officer is busy writing up contact reports of prior visits, saying what happened, while also strategically planning future visits. The officer is thinking about raising money all across the Arts and Sciences, not just in a few depart- ments. He/she will also be thinking about the balance between raising current funds and establishing long-range endowments. The driving metric is actual dollars brought into the Foundation.