Challenges of Collaborative Development in

Matrix Cancer Centers

Presented by:

Terri Dillon, Robert H. Lurie Comprehensive Cancer Center

Laura Ferraiolo, Abramson Cancer Center

Moderator:

Mary Maxwell, IU Simon Cancer Center

Partners or Competitors?

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The Challenges of Collaborative Development in a Matrix Cancer Center

Laura FerraioloDirector of DevelopmentAbramson Cancer Center

Abramson Cancer Center – Matrix on

Abramson Cancer Center Development TeamSr. Exec. Director & Principal Gifts

Officer

Assoc. Dir. of Annual

Giving

Admin Coordinato

r

Director of

Major Gifts

Associate Director of

Development

Neuro-oncology and GU cancers

Associate Director of

Development

Head and Neck Oncology

Director of Development,

Communications and Community

Engagement

Associate Director of

Development

Blood, Thyroid and

Gastroenteroloy Oncology

Admin Asst.

Admin Asst.

Director of Leadership Giving and

Philanthropic Outreach

Director of Development

Breast and Gynecologic Cancers, and

Melanoma

Assistant Developmen

t Officer

Associate Director of

Development

Thoracic Oncology

Admin Asst.

Associate Director, Events

Senior Writer

FUNDRAISING GOAL: $40 MILLION DOLLARS in FY14

Development Reporting Structure

Sr. Exec. Director & Principal Gifts Officer

Abramson Cancer Center Development

Abramson Cancer Center Director

Penn Medicine

Development CAO

Dean &Health System

CEO

University Development VP

University President

Challenges and Complexities: University and Doctors

• Approach Time – very different

• HIPAA• Affinity:• University connection• Doctor(s)

• Care Experience and Outcomes

• Sensitivity• Penn Doctor, CFRE• Development Officer, MD

• Asked to raise $$ like a free-standing Cancer CenterPresident doesn’t have singular focusToo much time navigating politics Square peg in a round hole

Example: Inaugural Bike Ride

• Human ResourcesHeld to same standards as University colleaguesApples and oranges!

Challenges and Complexities: Expectations

Challenges and Complexities: Complex Health System

• Patient sees many doctors:

Med OncRad OncSurg OncRadiology

• Donor-driven Process!!

Opportunities: Basser Research Center for BRCA

Opportunities to Enhance Collaboration: Health System

• Disease-focused portfolios that cross departments and divisions

• Dual reports for consistency within health system

• Reporting – dual counting

• Faculty Philanthropy Council

• Finding existing collaborations

Opportunities to Enhance Collaboration: University

• Make things happen

• Hosted central colleagues

• Pipeline: primary and additional staff

• Prospect management teams

• Meet once a year with colleagues across University to build relationships and discuss potential collaboration

Prospect Assignment Policies• All prospect assignments are reviewed by the Prospect

Management Committee

• Non-alumni friends

• Alumni

• Not often we find alumni who haven’t been cultivated at some point – can be challenging to get on teams

Creating More Stories of Hope!

THE CHALLENGES OF COLLABORATIVE DEVELOPMENT IN A MATRIX CANCER CENTER

Terri DillonAssistant Dean for DevelopmentRobert H. Lurie Comprehensive Cancer Center of Northwestern University

Lurie Cancer Center Overview

Cancer Center Director• As a Center Director, reports to Dean of the Medical School and as a

Clinical Director, also reports to CEO of Hospital

Director’s Oversight• Responsible for integrating all cancer-relevant research and activity across

Northwestern Medicine• Directs research enterprise through NCI Cancer Center Support Grant and

institutional resources, including philanthropy• Authority over clinical enterprise• Can direct unrestricted support to cancer center to any clinical area

related to cancer at his discretion

Lurie Cancer Center Overview

The Fundraising “Team”Collaborative effort between Feinberg School of Medicine (FSM) Alumni Relations and Northwestern Memorial (Hospital) Foundation• Medical School focuses on fundraising related to biomedical research and

medical education• The fundraising team at FSM reports through Assistant Dean for

Development, Terri Dillon• University Central Development and Planned Giving partners with FSM on

prospects they identify with interest in supporting cancer research• Northwestern Memorial Foundation (NMF) focuses on fundraising related

to clinical program support and biomedical research• The fundraising team at NMF reports through VP for Philanthropy, Dave

Sack

President and CEO of Northwestern

Memorial HealthCare

Assistant Dean for Development

Center Director, Chief, Division of Hem-Onc,

Department of Cancer Biology, Developmental

Therapeutics & Early Cancer Detection

Director, Robert H. Lurie Comprehensive Cancer Center

Executive Director, NM & Vice Dean for Development and Alumni Relations

Assistant Director, Major Gifts

Brain Tumor Institute, Sarcoma, GI Oncology,

& 3rd Party Events

Associate Director, Major Gifts

Skin Cancer & Hematologic Malignancies

Development Assistant

Vice President, NMFCenter Director, Chief, Division of Hem-Onc, Supportive Oncology,

Surgical Oncology, Thoracic Oncology & Women’s Cancers

Administrative Assistant

NU President

NU Development Office

Dean of Northwestern

University Feinberg School of Medicine

President Northwestern

Memorial Foundation (NMF)

Philanthropy Associate

Benefactor Relations, Integrative Oncology

Communications Associate

Hematologic Malignancies

Philanthropy

DirectorUrology

Our Challenges and Complexities

IntegrationRecent integration through Hospital acquisition of faculty practice group creates greater need for coordination, integrated fundraising practices, and collaboration to pursue common priorities and goals for advancement of Cancer Center

Our Challenges and Complexities

Vision and Leadership• Leadership transition – recruitment underway

for new leader after recent departure of 23-year charismatic center director

• New direction and change in vision with potential new leader who might be more research scientist than clinician

Our Challenges and ComplexitiesFundraising Culture• Lack of buy-in for institutional priorities; separate

fundraising goals and approaches• Collaboration among programs based on good will,

necessity• Development office culture; collaboration and

teamwork are expected – easier for new hires than pre-integration gift officers

• Duplication of effort; sole sourcing areas within cancer vs. joint leads and gifts officers learning to work well together

Our Opportunities

Bring the right people togetherRegular meetings between fundraising staffs, faculty and leadershipJoint planning and decision makingInvolvement of Cancer Center Director in goal and priority setting with development leadership and gift officersDividing clinical and research areas/priorities with Cancer Center

Our Opportunities

Transparency and TrustSharing/comparing prospect and proposal listsIdentifying/discussing overlapping relationships Resolve to Solve ConflictAttempt first to overcome conflict with colleagues openly and directlyShare successful outcomes with teams to benefit the wholeBring unresolved issues to institutional leaders as a last resort for mediation and resolution

Rules of Engagement

Prospect Management Scenario:

1. Gift officer is planning contact (visit, phone, letter, email, etc.) with a prospect

2. Gift officer checks their respective organization’s internal donor database to see if there is an existing relationship

Rules of Engagement

If no relationship exists• Gift Officer proceeds w/planned contact• Gift Officer notifies the appropriate

Operations contact (NMF/FSM) that he/she is the relationship manager for PROSPECT X

Rules of EngagementIf a relationship exists• Gift officer calls the relationship manager to discuss

PROSPECT X’s relationship status and history.• If this is an ACTIVE Prospect

– Determine if the new strategy for the prospect can be combined or added to an existing strategy

• If this is NOT an ACTIVE Prospect– Discuss the prospect’s history/organizational affiliation to

determine a strategy for approach• If gift officers cannot resolve, may need to bring to

attention of leadership for mediation or resolution

Rules of Engagement

Joint Communication and Interaction ValuesBy collaborating, we will increase the impact of Northwestern Medicine fundraising initiatives, provide seamless service to senior leadership, physicians, donors and prospects and create a collegial environment for fundraising professionals. To this end we espouse the following values to interacting between institutions:

Rules of Engagement

• Assume innocence• Best surprise is no surprise• Person-to-person communication is best• Do not attempt to resolve difficult/complex

situations via email• Resolve situations with colleagues – do not

escalate• Check w/colleagues first (not physicians or

other administrators)

“Coming together is a beginning; keeping together is process; working together is success.”

-Henry Ford

Challenges of Collaborative Development in Matrix Centers

Questions