The Dana-Farber Cancer Institute: Development Strategy

V. Kasturi  Rangan; Marie  Bell

Case | HBS Case Collection | May 1999 (Revised December 2007)

The Dana-Farber Cancer Institute: Development Strategy

Abstract

Despite revenues in excess of $93 million in 1998, world-renowned Dana-Farber Cancer Institute constantly faces an operating shortfall and looks to its highly successful development office to help cover the deficit. The development office raises money annually (with a $42 million goal for 1999) through its two major fund-raising arms: the Development Fund and the Jimmy Fund. In addition, it conducts a major capital campaign about every five years. A new chief development officer, Susan Paresky, needs to establish the development strategy going forward. The case reviews the major fund-raising programs in the development office and presents additional growth options. Students examine the existing programs, assess the value of the new options, and devise a development strategy consistent with the mission and philosophy of the institute.

Keywords: Decision Choices and Conditions; Capital; Revenue; Growth and Development Strategy; Mission and Purpose; Nonprofit Organizations;

Format: Print

23 pages

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Citation:

Rangan, V. Kasturi, and Marie Bell. "The Dana-Farber Cancer Institute: Development Strategy." Harvard Business School Case 599-104, May 1999. (Revised December 2007.)

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The Dana-Farber Cancer Institute: Development Strategy

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