The quality of college faculty members is directly linked to the institutional experience that students encounter, and as such, administrators and leaders are deeply concerned about the productivity, professionalism, and ability of their faculty. One result has been an extreme investment in faculty development and renewal activities, including those coordinated by department heads, academic deans, central university offices, and even self-directed programs. Research has suggested that faculty members' level of institutional investment, and resulting output, varies based on career stage and possible rewards, and that this may be especially true for long-serving, senior faculty members. The current study was designed to draw upon the expertise of academic deans to identify and offer a recommendation on their agreement as to the most effective strategies for renewing and increasing the efforts of senior faculty. Through a three-round Delphi survey, 15 deans identified 43 unduplicated strategies, of which there was strong agreement (greater than 4.0) on nine of them, including: Develop career plan for accomplishments until retirement, restrict activities such as ability to teach summer school or overload, and shift to less essential functions, such as consulting the dean. (Contains 1 table.)