Dear Friends and Colleagues,

Our six part series “What Makes a Good Trustee?” has received a lot of positive commentary from our readers. This month in the final installment, Debra Romero Thal, a first year Trustee at Smith College, shares her insights.  
 
In the next issue of Bright Ideas we will introduce a new series entitled “Leading and Managing in Challenging Times.”  The articles will be focused on staff development, which we consider to be a crucial element of an effective Advancement organization. 

 
We would like your input! You are invited to help us focus on the facets of this topic that are of most concern to you by completing a brief on-line survey. You will find the survey here. Please take a moment now to give us your feedback; and if you would like us to address a particular concern of yours that the survey does not cover, please feel free to e-mail us at: info@woolbrightgroup.com. Thank you in advance for your valuable input!

A few weeks ago, we asked our readers for feedback on the state of their annual fund programs via an on-line survey. A summary of those responses appears in this month’s newsletter. It will come as no surprise that annual fund contributions are down this year. Yet despite the sobering news, some annual fund managers remain optimistic about an increase in overall giving this fiscal year. Be sure to look at these interesting statistics.
 
The February 27 CASE breakfast, reviewed here by Woolbright Group principal Katharine Fisher Britton, featured four seasoned advancement professionals discussing — you guessed it — the economy’s impact on giving. Their perspectives keep this topic lively and fresh, so be sure to take a look at Katharine’s summary. Be sure to make note of upcoming CASE breakfasts (noted below), as we would be delighted to see you there!
 
As always, please enjoy this month’s reading recommendations and remember, you are invited to share the title of any book, article, blog, etc. — it doesn’t have to be strictly work-related — that you have recently enjoyed.
 
For upcoming issues of Bright Ideas, please send your article ideas to: info@woolbrightgroup.com 
 
Thank you for taking a moment to peruse this month’s issue!
 
The Woolbright Group

Announcements:


CASE Breakfast Series,
May 15 & June 25, 2009
Networking and breakfast 8 a.m.; program at 8:30 a.m.

If you are interested in hosting a CASE DI breakfast program at your institution, please contact Eileen Healy at the DI office at 781-647-8151 or casedi@camihq.com.
For more information and registration: www.casei.org/breakfastprograms.html

$45/CASE member
$60/non-CASE member

	In This Issue What Makes a Good Trustee? Part VI Interview with Debra Romero Thal, Trustee, Smith College The State of the Annual Fund: Survey Results Cynthia Woolbright, President, The Woolbright Group CASE Breakfast Series: “A View from the Top: Harsh Realities in the Industry.” Katharine Fisher Britton, Principal, The Woolbright Group The Reading File Reader’s Recommendations and Reviews

The Woolbright Group is pleased to announce these new and returning clients:

Saint Vincent College: Latrobe, Pennsylvania
Saint Vincent College, a Catholic co-educational, liberal arts institution has retained The Woolbright Group for an assessment in collaboration with the Institutional Advancement division, to conclude with a report and recommendations to the President.

Massachusetts School of Professional Psychology: Boston, Massachusetts
Collaborating with the Vice President, The Woolbright Group will assist in the augmentation and development of a planned giving program for the school.

The Harley School: Rochester, New York
Working with the Head of School and Director of Development, The Woolbright Group is realigning the annual giving program to enhance leadership giving and participation. Additionally, planning includes funding opportunities for capital projects and planned giving. Finally, trustee development will be central to the overall program.

Returning Clients:

ViaHealth Wayne Foundation, Sodus, NY
The Woolbright Group returns this year to conduct a Foundation Board retreat for campaign preparation and strategic planning.

What Makes a Good Trustee? - Part VI
Interview with Debra Romero Thal, Trustee, Smith College

1.  Tell us a little about the make-up of your Board of Trustees (number, who they are — parents, alumni, term of service, other)

There are 39 members of the Board consisting of alumni, parents, and friends of the college.

2.  How would you define the role of the board at Smith?

Primary roles include hiring and evaluating the President, maintaining fiduciary responsibility for the institution, and serving as the ultimate decision for college policy. The board doesn’t have individual delegated authority , but rather it operates as a single body.

3.  In general, what do you think are the three biggest challenges (or issues) facing boards today?

• The challenges of fund raising in the current economic climate put a strain on nonprofit boards of all types.

• Budget management in the face of loss in endowments.

• Keeping committee work moving forward without the benefit of regular face to face meetings.

4  In general, what do you see as the role of the board related to raising philanthropic support for their respective institutions? From your perspective, how is that best accomplished?

I believe that any Trustee who is a member of a Board has responsibility in advancing the philanthropic needs of the institution. For some, this support comes directly in the form of personal donations. But, as importantly, the support comes from cultivation of donors. This requires development of a good working relationship with development staff, so that there is a team approach in identifying and cultivating a donor. The Trustee is also an important partner in stewardship. Through participating in events, personal calls, writing notes or “brain storming” with staff, a trustee can be an important addition to the fund raising effort.

5. In the past few years, there has been much discussion among advancement about the preparedness and ability of boards in their ability to raise philanthropic support for their schools and colleges. To what do you attribute such discussions? What role might Chief Advancement Officers play in educating board members? What steps have you taken to address this topic with members of your board?

I have sat on many boards and it surprises me that when being asked to join a board there is rarely a direct discussion about the expected role of the trustee in philanthropic support and fundraising. So, from my perspective, the first step is that there needs to be an open and direct discussion of the expectations of the board member in regard to of her own personal financial support and her the role of her support of the programs, events and solicitations for fund raising.

Also, the Advancement staff needs to know all the trustees well, so that her role in fund raising can be tailored to fit. For example, know if she is a person who is comfortable asking for money, or if she is more suited for a stewardship event. Understanding the trustees well will make it possible to create an effective fund raising relationship.

6. In the past few years, we are hearing more and more about board governance. Typically, this is related to the identification, recruitment, evaluation, assessment, and on-going education of board members. In what ways is your board considering this matter of governance? From your perspective, what are the major issues for boards, in general, to consider in this area of governance?  

Smith College has a Committee on Governance which looks at all the issues that you raise in your question. Regularly considering the size and composition of the Board is obviously important. Self evaluation should be on-going.

Keeping a board diverse is extremely important. However, I don’t believe that keeping a board diverse (economically, demographically, and racially) means that the fundraising of the board is compromised. As I mentioned, even if a board member cannot personally give at a level expected of others, she can participate in the fundraising of the institution in a productive manner.

7. Are there any other comments, suggestions or observations about the role of boards in raising philanthropic support that you might provide? Any words of wisdom? Any lessons learned from your own experience?  

I am a alumna of Smith College, having graduated in 1977.  This past year I was appointed to the Smith College Board of Trustees, so having participated less than a year, I am a novice. (My term is for five years, with the possibility of a second five year term).  The college has a very effective orientation program for new trustees.  At our first board meeting, the new trustees have a series of meetings with senior administrative staff from admissions, finance,  advancement, the office of the dean and the office of the president. In these small setting, the new trustees are informed of the roles of individual offices and can ask questions to get a better lay of the land.  In addition, we received our committee appointments in advance of the first meeting and all the committee chairs called to provide an understanding of the committee's mission and current issues.  Also, the board appointed each new trustee a trustee mentor, who provides yet another resource for understanding the meetings and role of the board.

A new trustee greatly benefits from this level of orientation and direction.  With meetings intensively filled with work and decision making, a new trustee's effectiveness depends on traveling as much of the education curve as possible before hand.  All aspects of my orientation have encouraged participation and inquisitiveness.  These are qualities that all trustees should embrace.

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The Woolbright Group provides comprehensive consulting services in the areas of Board and staff development. For more information, please call Cynthia Woolbright at 585.787.0325, or e-mail us at info@woolbrightgroup.com.

The State of the Annual Fund: Survey Results

CASE Breakfast Series: “A View from the Top: Harsh Realities in the Industry.”
Katharine Fisher Britton, Principal, The Woolbright Group

Some sixty advancement professional gathered at Lassell College on Feb. 27, 2009 to hear Brian Lee, Vice President for University Advancement at Tufts University; Darrell Byers, Vice Chancellor for University Advancement at UMass Boston; Trish Jackson, Vice President for Advancement at Smith College; and Tamara Rogers, Vice President for Alumni Affairs & Development at Harvard University, talk about “The Role of the CAO at the Institution: Perspective on Leadership and Management.”

The economy was front of mind for most, and the speakers encouraged the audience to view it as an opportunity, a time when one might:

• Educate constituents on the economics of higher education: why costs rise and why endowments drop. And while you’re at it, explain what endowments are.
• Reaffirm that the best way for donors to assist institutions is through restricted and unrestricted current use funds.
• Reclaim the language of philanthropy.
• Emphasize the impact that institutions of higher education can have on society; their relevance.
• Focus less on money and more on building relationships.
• Experiment with new, flexible, entrepreneurial fund raising methods.
• Focus on the future.
• Be optimistic.
• Adhere to your values and remain mission driven.
• Call on the president to set the tone. (Check the CASE website for sample presidential letters).
• Ensure that your front line fund raisers have good information and the skill to express it clearly in a competitive market.
• Involve everyone (faculty, staff, and students) in fund raising efforts. Hold classes for faculty and others to learn about fund raising.
• Realign departmental and staff goals those with those of the institution.
• Be sure, as a leader, that you know what your staff is dealing with.
• Assess how you “choreograph your energy” among stakeholders, staff, board, the wider community, and yourself.
• Communicate, communicate, communicate. Appoint an internal manager if your focus is primarily external.

Worried about retaining staff?


• Ask them what would keep them. (UMass establishes a 3-5 year professional development timeline for each employee.)
• Invite interdisciplinary teams to brainstorm ideas and present them to the VP. (Harvard also does regular employment engagement surveys.)
• Create a transparent, respectful, welcoming environment, and an entrepreneurial approach. (Tufts established an Innovation Fund: seed money for collaborative and innovative programs.)
• Establish a culture of professional development (Smith has a professional development task force and invites alumni, students, and campus leaders to speak. They also offer a principles-in-action award.)

Wondering how you maintain the same level of productivity with smaller staff? Answer: You don’t.

• Analyze what’s not productive and cut it: events, publications… Keep only what’s core and critical.
• Identify and collaborate with internal partners on campus.

Some lessons learned along the way:

• Lee: The importance of integrity and commitment; working in principled ways.
• Byers: The importance of communication and carrying my own prospect load.
• Rogers: How visible I am.
• Jackson: To take time to steep in the question.

The Reading File: Reader’s Recommendations and Reviews

Welcome to The Reading File, a regular feature of Bright Ideas where our readers share their reading recommendations. We invite you to share the title of something you found worthwhile. It doesn't have to be a book and it doesn't have to be strictly work related! Feel free to submit just the basics (title, author), or include a brief review. We'd love to hear from you–thank you in advance for your participation!

“In The Woods”
by Tana French
Winner of the 2007 Edgar Award for Best First Novel

Absolutely mesmerizing mystery novel set in Ireland. A beautifully written book about a detective and his partner trying to solve a young girl’s murder. In 1984, the detective and two of his friends went into the woods, and only he came out. This is a book about friendship that rings totally true, and is a mystery that grabs you and won’t let go. As the man says, “I am addicted to the truth. And I lie.” Completely spellbinding. I stayed up all night to find out how it ends.

Amy Wilson
Assistant Vice President for Development
The Catholic University of America

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“America in the Gilded Age: From the Death of Lincoln to the Rise of Theodore Roosevelt”
by Sean Dennis Cashman

With the spotlight on the Wall Street Masters of the Universe last fall and this year, and the growing story of how a very few individuals could affect the finances and livelihoods of so many, I was interested in looking at the Captains of Industry from the Gilded Age: Morgan, Rockefeller, Vanderbilt, Carnegie. Cashman’s book does well looking at the big picture of this time period in American history. There is much breadth that will pique your interest to find the depth in other books.

“The Language of God: A Scientist Presents Evidence for Belief” by Francis S. Collins.

Francis Collins, arguably the foremost geneticist in the United States and the world renowned leader of the Human Genome Project, writes on how an individual can be both a strident believer in science and the scientific method, and be a devout Christian. It is a wonderful story showing how faith and reason and co-exist in harmony.

Walter Breau
Interim President, Elms College

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“Gilead” (2004) and “Home” (2008)
by Marilynne Robinson

Two heartfelt books, following the parallel lives of two best friends and Iowan preachers, grapple with big themes: our one short and precious life, the loaded experience of family, and the meaning of home.  The beautiful prose and memorable characters set against a stark landscape give light and space to the deep emotions of pain and love, suffering and sweetness. The books are neither sentimental nor preachy but rather contemplative and bittersweet, literary gems by a prize winning author.

Robin Feldman
Director of Online Education
Council for Advancement and Support of Education