This document discusses the challenges of collaborative development in matrix cancer centers. It provides examples from the Abramson Cancer Center and Robert H. Lurie Comprehensive Cancer Center. Some key challenges mentioned include different priorities and reporting structures between the university and health system sides, as well as managing relationships that involve multiple doctors. However, opportunities also exist through disease-focused collaborations and enhancing relationships across the university and health system. Rules of engagement for prospect management aim to increase coordination and prevent duplication of efforts between fundraising teams.

1. 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

2. Partners or Competitors?
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5. The Challenges of Collaborative
Development in a Matrix Cancer
Center
Laura Ferraiolo
Director of Development
Abramson Cancer Center

6. Abramson Cancer Center – Matrix on

7. Abramson Cancer Center Development Team
Sr. Exec. Director
& Principal Gifts
Officer
Assoc. Dir.
of Annual
Giving
Admin
Coordinator
Director of
Major Gifts
Associate
Director of
Development
Neuro-
oncology and
GU cancers
Associate
Director of
Development
Head and Neck
Oncology
Director of
Development, Co
mmunications
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

8. 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

9. 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

10. • Asked to raise $$ like a free-standing Cancer Center
 President doesn’t have singular focus
 Too much time navigating politics
 Square peg in a round hole
Example: Inaugural Bike Ride
• Human Resources
 Held to same standards as University colleagues
 Apples and oranges!
Challenges and Complexities:
Expectations

11. Challenges and Complexities: Complex Health System
• Patient sees
many doctors:
Med Onc
Rad Onc
Surg Onc
Radiology
• Donor-driven
Process!!

12. Opportunities: Basser Research Center
for BRCA

13. 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

14. 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

15. 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

16. Creating More Stories of Hope!

17. THE CHALLENGES OF COLLABORATIVE DEVELOPMENT
IN A MATRIX CANCER CENTER
Terri Dillon
Assistant Dean for Development
Robert H. Lurie Comprehensive Cancer Center
of Northwestern University

18. 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

19. 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

20. 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, NMF
Center 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
Director
Urology

21. Our Challenges and Complexities
Integration
Recent 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

22. 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

23. Our Challenges and Complexities
Fundraising 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

24. Our Opportunities
Bring the right people together
Regular meetings between fundraising
staffs, faculty and leadership
Joint planning and decision making
Involvement of Cancer Center Director in goal
and priority setting with development
leadership and gift officers
Dividing clinical and research areas/priorities
with Cancer Center

25. Our Opportunities
Transparency and Trust
Sharing/comparing prospect and proposal lists
Identifying/discussing overlapping relationships
Resolve to Solve Conflict
Attempt first to overcome conflict with colleagues
openly and directly
Share successful outcomes with teams to benefit
the whole
Bring unresolved issues to institutional leaders as a
last resort for mediation and resolution

26. 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

27. 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

28. Rules of Engagement
If 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

29. Rules of Engagement
Joint Communication and Interaction Values
By 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:

30. 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)

31. “Coming together is a beginning;
keeping together is process;
working together is success.”
-Henry Ford

33. Challenges of Collaborative
Development in Matrix Centers
Questions