1. Terri Dillon Robert H. Lurie Comprehensive Cancer Center of Northwestern University Suzanne Teer UCSF Helen Diller Family Comprehensive Cancer Center Successful Collaboration in a Matrix Fundraising Environment NACCDO Annual Conference Friday, April 26 10:15-11:30 a.m.

2.  Overview of our matrix environments  Challenges facing a matrix environment  Strategies to manage those challenges and collaborate effectively  Discussion OVERVIEW

3.  Cancer Center Director  As a Center Director, reports to Dean of Medical School  As Clinical Director, also has reporting relationship to CEO of Hospital  Director’s Oversight  Responsible for integrating all cancer-relevant research and activity across the University  Directs the research enterprise of the NCI-designated Comprehensive Cancer Center using NCI Cancer Center Support Grant and institutional resources (includes philanthropy)  Authority over clinical enterprise  Center Director can direct philanthropy to cancer center to any clinical area related to cancer at his discretion  Fundraising for Cancer Center is a collaborative effort between Feinberg School of Medicine Development and Northwestern Memorial (Hospital) Foundation  Medical School Cancer team (unrestricted, biomedical research, faculty support, medical education)  Medical School Cancer team MGO’s report through Assistant Dean for Development  University Central Development and Planned Giving MGO’s collaborate with Medical School Cancer team on prospects they identify (primarily NU alums) with interest in cancer  Northwestern Memorial Foundation (biomedical research and clinical program support)  Close coordination and collaboration between Medical School Cancer team and Hospital Foundation gift officers LURIE CANCER CENTER

4.  Cancer Center Director  Associate Dean, School of Medicine; reports to the Dean  no report to the Medical Center CEO  Director’s oversight:  NCI-comprehensive cancer center research enterprise as supported by the NCI Core Support Grant  No authority over clinical enterprise (does sit on Governing Board)  Only directs philanthropy designated to cancer center; most philanthropy goes to clinical departments  One foundation—the UCSF Foundation  One university fundraising team  Cancer team (unrestricted, research, faculty support, fellowships)  Some MGOs report through Executive Director of Development, Cancer Programs, some do not  Medical Center team (only raises money for cancer related to new hospital) UCSF DILLER CANCER CENTER

5.  Lack of a unifying vision and/or leadership  Cultural differences  Skills to work effectively in a matrix are under- or un-developed  Processes and information flow may be inconsistent and vary  Lack of clarity and alignment CHALLENGES FACING A MATRIX ENVIRONMENT

6.  Northwestern Medicine, a new strategic vision  Northwestern Memorial Hospital and Northwestern University Feinberg School of Medicine are committed to transforming healthcare and to becoming one of the nation’s Top 10 hospitals and medical schools in this decade (by 2020). The collaboration and resulting outcome, known as Northwestern Medicine, will unite resources and nationally renowned experts in a shared vision to deliver exceptional care, advance medical science and knowledge, and accelerate reputational rankings.  Strategic goals  In addition to delivering exceptional care and advancing medical science and knowledge, how will we succeed?  By developing people, culture, and resources  Outcome:  Integration of Hospital and University Medical School (including Cancer Center) fundraising practices and staffs and pursuing one goal collaboratively for the advancement of the institution UNIFYING VISION, LEADERSHIP AND CULTURE: NORTHWESTERN

7.  Vision and Leadership  Leadership Transition—current center director stepping down after 15 years  Search committee chaired by the Dean with strong representation from clinical and research areas  Opportunity to align vision and leadership—positive implications for fundraising  Fundraising Culture  Siloed fundraising; lack of buy-in for institutional priorities (most money raised for specific faculty member or program, not institution-wide priorities)  Collaboration among programs based on good will, necessity  Development Office culture: collaboration and teamwork are expected; we hire accordingly UNIFYING VISION, LEADERSHIP AND CULTURE: UCSF

8.  Understanding the Environment  Organizational structure and related dynamics  How are we structured? What are the implications?  What are the political dynamics?  Who are our allies?  Emotional Intelligence (EI)  “The ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions.”  Personal competence: Self-awareness and self- management  Social competence: Social awareness and relationship management SKILLS TO WORK EFFECTIVELY IN A MATRIX

9.  What are the implications for fundraising?  Emotional intelligence is not optional; hire those who like a challenge, are entrepreneurial, can handle ambiguity; qualities that are hard to teach/train  Need trust among fundraisers; accept nothing less  A matrix is bigger than the sum of its parts  Connect ideas with people; connect people with people  Demonstrate open communication and transparency  Collaboration not competition– how can we serve and leverage resources  Create an air of inevitable success SKILLS TO WORK EFFECTIVELY IN A MATRIX

10.  Bring the right people together  Regular meetings—staff, faculty/leadership  Where is development at the table?  Joint planning, decision making  Business planning process  Involvement of leadership in goal and priority setting  Transparency  Reporting  Sharing/comparing prospect lists and identifying and discussing overlapping relationships that may pose conflict  Knowing when to yell “fire!”—keep leaders updated  Attempt first to overcome conflict with colleagues/faculty and share successful outcomes to benefit the whole  Bring unresolved issues to leaders as a last resort for mediation or resolution  Know who should deliver the message: top down or bottom up? PROCESSES AND INFORMATION FLOW

11.  Managing multiple, often competing agendas  Open communication  Regular review and discussion of prospects and cultivation/solicitation strategies  Joint meetings with Cancer Center Director to openly discuss philanthropy needs and prospects  Joint stewardship & recognition of donors (when important to the donor)  Sole sourcing to remove redundancy in staffing faculty or clinical areas  Example: Do not need 4 gift officers staffing Director of Thoracic Oncology  Establish primary gift officer, who becomes “expert” in clinical area  Secondary or other gift officers have the primary gift officer as a resource when a prospective donor is identified. The primary can take the lead with the prospect or provide program information and funding needs to the secondary gift officer to share with the prospect  Gift officers are given credit for successful collaboration in all aspects of fundraising (cultivation, solicitation and stewardship); incentivize fundraisers to work together CLARITY AND ALIGNMENT

12. FINAL THOUGHTS