Michael J. Morsberger, Vice President for Development and Alumni Affairs

Michael J. Morsberger, new vice president for Development & Alumni Affairs, will lead fundraising to finance a bold new strategic plan for Duke Medicine.

What's the potential for more philanthropic growth at Duke Medicine—especially since the last three fiscal years have all been record breakers?

I've inherited a great program, and I feel blessed. We raised $91.5 million in cash and new pledges last year, which means we are in the big leagues in terms of fundraising for academic medicine in this country. That said, our chancellor, Dr. Victor Dzau, has announced a long-term strategic plan that will require well over $1 billion in private support—and it's a plan that will have far-reaching benefits for society and our institution. One of the reasons I came here is that I believe we've only really scratched the surface of our potential. I think that through expanded and enhanced alumni and constituent relations—reaching out to our patients, their families, our faculty and staff, and to the community, region, and nation at large—the opportunity to secure philanthropic money for Duke Medicine is enormous.

Why is there such a need for philanthropic dollars?

I love the late Duke University president Terry Sanford's line about “outrageous ambition.” Clearly, that spirit runs throughout this whole institution. Dean Sandy Williams has said we are in a golden age of academic medicine, with unprecedented potential for advancements in health. The lines of income for an institution like Duke Medicine are limited. NIH grants have leveled off—in real dollars there's less money. In terms of hospital income, if Medicaid or Medicare or outside insurers change reimbursements just a little bit, we could go from being in the black to being in the red overnight. On the academic side, tuition for medical and nursing education has never fully covered the cost of what we provide. And so, one of the last lines of income we can influence is philanthropy.

What will you do differently?

We need to do a better job of inviting people to be a part of what's happening at Duke. We need more alumni involved with class committees and reunions. We need volunteer leadership on boards and councils. We also need to do a better job of thanking and communicating with our donors. I think there's a perception that we're a wealthy institution. While we are very fortunate to be in a solid financial position, the reality is that without philanthropy, sustaining some existing programs and creating new ones just won't happen. I would never want to downplay the significance of the foundation, corporate, and organizational grants we receive, because they are quite substantial. But at Duke and other institutions, two-thirds of philanthropy comes from individuals—through gifts large and small. We need to share our vision. We need to articulate a compelling “case” for supporting Duke Medicine. And we need to enthusiastically ask our many constituents to consider giving back. Everybody makes a difference, and annual giving from alumni, patients, faculty, and staff is the bedrock of support. My wife and I are proud members of the Davison Club—Duke Medicine's premier annual giving program. It provides an opportunity to benefit all of Duke Medicine.

What will you do first?

I am engaging a nationally renowned development consulting firm—Grenzebach Glier and Associates—to conduct an independent, complete, and comprehensive audit of our current development and alumni affairs operations to look at our organization, our processes, and to benchmark us against our top 10 peers. Accountability—to our leadership, our donors, and our many constituents is a priority for me. The consultants will also help us with a campaign readiness study. By the end of my first year we probably will reorganize to some extent to take better advantage of philanthropic opportunities and to focus on priority projects.

What attracted you to Duke?

Having spent nearly a decade at Johns Hopkins Medicine before going to the University of Virginia Health System , I was looking for an opportunity to be back at a top five academic medical center. Duke is an institution on the move. We're fairly young and very nimble. I think we can do things perhaps quicker than others. I was most impressed with Duke Medicine's leadership—Victor Dzau, Sandy Williams, Catherine Gilliss, Bill Fulkerson, and some of the faculty I got to meet during interviews. I was excited about being part of that team. I love my work, and a place like Duke Medicine gets me even more excited. I'll never be a great surgeon, or discover a cure for cancer, but I think through my efforts—and those of our volunteers and donors—we can be part of the team that will change the world. During my first 90 days at Duke, I've had the opportunity to meet a lot of alumni during Medical Alumni Weekend and I took part in the Medical Alumni Council meetings. The enthusiasm that people feel compelled to share about what Duke has meant to them in their professional and personal lives is quite palpable. It's inspiring. I'm proud to be a Dukie!