DeanWuBlog

What a Dean Does: Advancement

In a series of posts to this blog, I’ll describe “what a dean does.” It is important to ensure all stakeholders are aware of the responsibilities of anyone who is entrusted with a leadership role.

The most important responsibility for modern law school deans is advancement of the institution. Advancement encompasses many aspects, not only fundraising but also ensuring positive publicity and good relations with the bench and the bar. Institutions of higher education have always relied on alumni and other supporters, but even public schools have become much more heavily dependent on private sources of revenue as state support has been reduced significantly over the past few years. Our Law School has held a leadership role within the state legal community, which requires the constant cultivation of relationships. Concrete examples of advancement activities include hosting receptions at the state bar annual meeting and similar gatherings; meetings with leading law firms, especially those with large numbers of graduates; and one-on-one lunches with those who have contributed to advise them about the many positive developments that are underway.

Many people complain, and rightly so, that they see a law school dean only when he or she wants to ask for money. We owe them more than that. I have tried to generate a genuine sense of stakeholding instead. Even those who most enjoyed their first year experience are likely to keep giving money only if they trust they are valued for more than that money and so long as they believe their investment is appreciating.

The scope of advancement is staggering. The best example is the Keith Building and Center for Civil Rights. This building is expected to be completed on the basis of gifts, not tuition money nor through a state subsidy. Although we have secured the largest gift in the history of our law school, $3 million from philanthropist Al Taubman in honor of his friend, the Honorable Damon J. Keith, we must raise many millions more.

Beyond capital improvements, we must increase our endowment to provide lasting support for everything from scholarships to endowed chairs to public lectures. Endowments are permanent. The gift itself forms the corpus, which is invested and not spent. It is the income on which we depend, but that is typically not more than five percent (there is some fluctuation in the actual payout rate depending on market factors, but it never exceeds five percent). Thus, it takes at least a gift of $100,000 to set up an annual scholarship of $5,000.

Our annual giving campaign, which depends on a letter sent in the holiday season and telemarketing with student callers, sustains much of the discretionary spending in which we engage. For example, it funds the summer research stipends that professors use to produce law review articles.

Of course, a dean does not conduct advancement activities alone. I benefit from a talented team. It includes full-time professionals such as Michelle Olmsted, our Director of Advancement, and part-time volunteers who serve on our Board of Visitors, an advisory body consisting mainly of alumni who have been actively involved since graduation.

The participation of all of our stakeholders is crucial to successful advancement. Our rankings are based in part on the level of alumni giving. Every donation counts, no matter the amount. And as in every other endeavor, the most likely future supporters of the Law School are our current supporters. It isn’t easy to foster stakeholding – most people are more loyal to their undergraduate institution than to their law school; it’s inherently harder on a commuter campus than a residential campus to generate a feeling of community; and the frugality we have had to practice has meant fewer amenities than we would like.

Yet it is clear that the trends are favorable. It is up to all of us to continue them.