Arts and Sciences on Campus 33 be able to shape it over time. Success begets flexibility. Smaller institutions almost invariably use a centralized model, where the major gift officers and other fundraising staff solicit funds for all projects at the College or University, including all academic programs in the liberal Arts and Sciences. This formula is a straight economy-of- scale issue, where the institution lacks the resources and the need to hire dedicated gift officers for particular academic colleges or schools. Typically in this arrangement, the fundraising staff will be paid out of University or Foundation revenues, depending on whether the Founda- tion is a separate legal entity. The fundraising staff will do most of the legwork. They contact donors, solicit gifts, and complete contact reports for donors visited. They likely follow some type of monthly “moves metric” that describes their number of visits and asks for money, and summarizes which people they moved further along toward a major gift. The role of the dean is more of a “closer” of intermediate-size gifts, talking the donor into actually writing the check or signing the transfer of wealth documents. Usually, the campus president and the Foundation president are the closers for the largest gifts to campus. This system tends to stay focused on the largest donors, and offers the distinct advantage of smooth handoffs between the fundraising staff and the closers. The downside of the centralized model is that the development officer may lack detailed product knowledge. If they are covering the entire College or University, for instance, they need to know about the liberal Arts and Sciences, but also probably business, education, athletics, and still other units. Even within the scope of Arts and Sciences, they may have difficulty explaining in great detail the short-term and long-term needs of the academic programs they are tasked to advance. The lack of a single person with responsibility for the Arts and Sciences can benefit the dean in the sense that all of the development officers are soliciting gifts from Arts and Sciences alumni. Yet, the situa- tion can also be a disadvantage. The dean may be called upon frequently to explain some pretty basic information about academic departments to different major gift officers who interact with donors and follow up on leads. In this model, the dean lacks a single “go to” person to search out