Politics, Policy and Positioning Your Dean:

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• Politics, Policy and Positioning Your Dean
• Your Role in Shaping
• the Message
• Keith Oakley and Rich Bundy

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• Politics, Policy and Positioning Your Dean
• Your Role in Shaping
• the Message
• Keith Oakley and Rich Bundy

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It is a real fact of life for all of us in
university fund raising that politics, religion,
and countless other topics play a major role in
our jobs. How we handle those subjects is
directly correlated to our success as
fundraisers. The questions well address today
focus on how we maneuver around sensitive
subjects, and perhaps sensitive donors,
accomplish our fund raising or advocacy goals,
make the most strategic use of our University
administrators, and at the same time stay true to
our personal and institutional mission and values?
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Perhaps the best way to consider these issues is
through a series of questions to you as to how
YOU would, or have, handled the following
situations? We will ask for your thoughts as
we discuss each of these scenarios.
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You have a past donor who is considering a major
new gift to your college and also happens to be a
major opponent of the war in Iraq. During your
visit, and after spending quite a bit of time
complaining about the war, the donor asks you
point blank How do you feel about the war?
How would YOU respond?
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You have a donor who is considering a scholarship
in honor of their parents. They happen to come
from a religious family where religion is very
much a part of their core values and heritage.
They indicate to you that they would very much
like for the scholarship criteria to include a
requirement that the recipient be a Christian and
a member of their denomination.
How do you respond to this request, and NOT lo
se the gift?
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You are hosting a dinner with the Chancellor,
Dean, and a major prospect at the home of a
former US Ambassador (who is very active in the
Democratic party) when the spouse of your
Chancellor (who happens to be a male in this
case) begins to discuss their close relationship
and fondness for the current President (who is
Republican). How do YOU manage the conversati
on to minimize damage?
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Your College has received state funding to build
a meat processing laboratory when a member of the
Board of Trustees, who is an extreme animal
rights advocate, threatens to pull funding from a
major Foundation (he is also on their Board) that
provides 5 million annually for the Universitys
premiere scholarship program.
Is there a way to MANAGE this situation?
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Perhaps the only consistent answer here is that
there is no absolute or correct answer for any
of these and many other similar situations.
Keiths rules for these types of
conversations
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  Never discuss your personal opinions and belief
s relative to religion or politics.
Keep the mission and values of your institution
out front and paramount in the conversation.
Try and redirect the conversation back to the pu
rpose for which you are there.
If all else fails, just nod, smile, and say noth
ing other than I understand.
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Could we have planned this better? Could we have
prepared the dean differently for this situation?
Could we have prepared our audience better for
this introduction? Was this the best way to
introduce our new dean to this particular
constituent? Is there anything I could have done
to alleviate this individuals concerns before
they were brought to the dean in a public forum?
All of these questions (and countless others!) a
re ones that we must ask ourselves as we prepare
for each and every interaction our Deans,
Department Chairs, faculty and other campus
leaders have with our donors.
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Your dean co-authors a report outlining several
negative effects of animal confinements on air
quality. The report is issued at the same time
you are in discussions with a prospective
corporate donor interested in making a six figure
commitment to support ongoing research into the
economic attributes of large-scale hog
confinements. Representatives of the company ask
to meet with the dean to discuss this report
before completing their pledge documentation.
What can YOU do to position the dean so this v
isit has a positive outcome?
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Your deans academic background is in genetics,
and he has been at the forefront of the genomics
revolution that is sweeping agriculture. In the
past, your dean has made public remarks that have
been dismissive of organic agriculture, including
an unfortunate one-time public reference to tree
huggers who dont practice real science. One of
your most significant donors is widely known for
her vocal support and generous philanthropy to
organic agriculture policy, programs and
research, and your university has a featured
campaign objective to support your graduate
program in sustainable agriculture with graduate
fellowships. How do YOU position your dean to i
nteract with this donor?
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Your dean is also a graduate of your university.
One of her classmates and close friends from
graduate school is furious with your
institutions Foundation because of their
decision to restructure their donor recognition
society. This restructuring moves the deans
classmate into a different recognition level, and
he will no longer be invited to the annual gala
one of the high points of your campus social
scene. This donor is the owner of a successful
company that is going public this year.
How can YOU utilize your dean to keep a gifting
conversation moving forward?
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Your recently appointed Dean was chosen from
among a field of outstanding national candidates.
One of the candidates who was not chosen has a
seven-figure revocable bequest to your college.
How do YOU prepare your new dean to play a
role in stewarding this gift?
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As with Keiths examples, the only consistent
answer here is that there is no absolute or
correct answer for any of these situations.
Richs rules for these types of conversations

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The donors relationship is with the institution,
not the individual. Do your best to separate the
person from the policy. Always ask Who is(are) t
he best person(s) to move this gift conversation
forward? If its not your dean, leave him/her
at home. If its not YOU, prepare your dean to
make the call without you dont be afraid to
remove yourself from the equation if necessary.
Acknowledge that you understand the concern your
donor raises, ask for and listen to the donors
suggested solutions, and above all else, seek the
most positive resolution. Always be mindful that
you play a role in perpetuating the dignity of
the office of the dean (the position, not always
the individual). Value and protect his/her time.
Do your homework and be aggressive about
preparing the dean. Be respectful at all times.
Put your dean in the best light possible.