Peter Fardy

Like many young Atlantic Canadians (he’s from Newfoundland originally), Peter Fardy headed west after graduating from high school, completing a bachelor’s degree at a large southern Ontario university. There, Mr. Fardy had what he calls “a transactional experience,” meaning that he “worked hard” but “didn’t develop any lifelong relationships.”

In contrast, when he came to Dal to do his MBA, “it was a completely different story.” At Dal and other Maritime universities, Mr. Fardy says the “close-knit community” is ideal for cultivating friendships.

These lifelong connections are, in his view, one of the biggest contributing factors in a student’s post-graduation relationship with an institution. “An alumnus’ affinity is based on the community they felt part of as a student. Relationships are the anchor,” he says.

That sense of connection is part of what brought Fardy back to Dal in 2009 to take the position of assistant vice-president, advancement and chief development officer. After several years of focusing on fund development, Mr. Fardy stepped into the broader role of vice-president, Advancement.

“Advancement involves attracting support for the university, which can be done in many ways. We invite people to give of their time, talent and treasure,” he explains.

He notes the three key components to Dalhousie’s advancement strategy: “inform, involve, invest.” Generally, informing means keeping in touch with alumni to provide updates on the university. The next step is to get alumni involved – through volunteering, for example. Involvement then leads to investment. “An alum that is more engaged is more likely to give.

“’Treasure’ is the fundraising piece, but time and talent are important too, because they can advance the cause of the university. Our alumni are spread all over the world, so the more effectively we can engage them – and engage more of them –the more champions we’re going to have out there. That helps from recruitment, reputation, and fundraising standpoints and any number of other ways.”

Mr. Fardy also believes it’s critical that all Advancement units, from the fundraising team to the operations group to communications folks to alumni engagement officers, are working together toward the same goals. “In order for us to realize our full potential, we’ve got to be more integrated in what we do. It allows everyone, whatever role they play across the Advancement portfolio, to understand where they fit in the bigger picture.”

Developing relationships with alumni and other external stakeholders is a careful process that often involves several conversations to establish rapport. Mr. Fardy is focused on fostering a community of Dal supporters as he positions the university for future fundraising and alumni engagement campaigns.

“We want everyone to have a line of sight to see how they can have a positive impact,” says Mr. Fardy. “Students who otherwise wouldn’t have access to higher education can have access when financial gaps are closed. Research that otherwise might be not be undertaken can be undertaken.

“There’s a lot of good that comes out of what happens at the university, things that are good for society, our community and the economy.

“If we’re successful, more of that good can happen.”