74 DEANS AND DEVELOPMENT as the older and wealthier donor base passed away, no new donors replaced them. As an institution, it nearly needed to start over to build the infrastructure the previous vice-chan- cellor had neglected. Knowing where your institution stands in terms of engagement with alumni and donors is essential before plunging into the fundraising realm yourself. The stages of donor development are relatively easily defined. The hard work comes in building and sustaining an infrastruc- ture that supports and encourages giving at all levels. Regardless of your institution’s history and level of engagement, you generally can rely on at least partial partnership with an Advancement Office, or, better yet, a designated development officer. Depending on local circumstances, you may be able to direct resources to the hire of a development officer under your direction, or have a dotted line rela- tionship with an advancement officer who may also be working with other deans, chairs, or executive officers. Having an effective, highly functioning development officer is one of the smartest long-term invest- ments you can make, and it is also among the most difficult to secure. The critical resources of time, money and personnel are always limited, but, at the least, you need an assistant to facilitate and set up meetings with actual and potential donors, formulate asks, develop proposals, and engage in stewardship activities for your active donors. Keep in mind that a key aspect of a successful partnership is that you and your development officer complement each other’s strengths and weaknesses. Knowing your own weaknesses and communicating them clearly to your gift officer will make for a more enjoyable and successful fund-raising experience. (This chapter’s lead author is somewhat phone-phobic, but can write excellent thank-you letters, is a good public speaker, and inter- acts effectively in small groups. His major gift officer was excellent on the phone, an insightful listener, and an excellent researcher. They both shared a passion for the college and University on whose behalf they advocated. Complementary strengths made them a better team.) Fundraising is but part of a larger portfolio of duties, and it is often viewed by your faculty colleagues as more critical to your role as dean 74 DEANS AND DEVELOPMENT