In your role as dean, likely you walked into a pre-existing structure for development in your office. But is this structure the one that best serves your college? Your office may have been operating with certain roles and activities because it suited the personality or priorities of a previous dean. You are a unique individual and will have different goals than the previous college administration. As you read this chapter, we encourage you to take a fresh look at your office’s development structure, and to update responsibilities and operations to make fundraising more effective and meaningful for your college. Your office will be building lasting relationships between alumni and other supporters with your departments, the College and the University; these relationships should not depend upon you or your development officer. You will likely find that development officers come and go with a startling frequency (the same can be said for deans at many institutions), and if the development relationship has been tailored to an individual in your office, you have done your college a great disservice when that individual departs. Development Responsibilities Previous chapters provide insight into the role of the dean and develop- ment officer in fundraising efforts. Here, we will deepen your under- standing of the responsibilities associated with these respective roles, but also lay out related duties of other individuals in your office, along with those of one or more external (advisory) boards. You may be new to Organizing the Dean’s Office for Development Bret S. Danilowicz and Julie C. Hayes 3