40 DEANS AND DEVELOPMENT A development officer can do all of the data analysis in the world. He/ she can find donors and meet with them, and the gift officer can do a wonderful job of communicating and following up with donors who have given previously. But if he/she does not succeed in bringing money into the Foundation, it does not equal success. For that reason, the devel- opment officer may need to close gifts now rather than get a bigger gift later; the officer may be willing to push donors a bit outside Arts and Sciences if it sounds like the giving potential is greater elsewhere because he/she will likely receive some credit for the amount received, regardless of its destination. These types of cross-pressures are no greater for gift officers than for deans, but are a more consistent presence in the daily job. In an ideal world, the Foundation compiles solid data and provides an initial vetting of a prospective donor. It resolves the conflicts that arise among development officers with regard to region, college or school, or specific donors. It liberates the dean to ask for substantial gifts, having provided training for those who require it. In return, the dean offers a personal presence when he/she is truly needed, requiring time and travel. Ideally, the dean also provides ongoing stewardship of past donors, since they remain the most likely future contributors. Finally, the dean engages in personal, ongoing professional development. Obvious choices to increase a dean’s skill set are the fundraising seminars offered episodi- cally by the Council of Colleges of Arts and Sciences, the Council for the Advancement and Support of Education, and the Association of Fundraising Professionals. A less obvious choice is participating in the Women’s Philanthropy Institute on the campus of Indiana University– Purdue University in Indianapolis (IUPUI). Still another option is the endless array of webinars offered by all types of non-profit and for-profit organizations; a simple Google search turns up more than one million hits for the phrase “fundraising webinars.” Reading this book is a step in the right direction. (Appendix A includes additional resources.) The Broader Campus Arts and sciences deans interact with department chairs, other deans and a provost and/or vice president of academic affairs. From both chairs and provosts, the dean needs understanding of the fundraising