Mandate for Higher Ed Leaders: Effective Fundraising and Resource Development

Introduction

Higher education continues to face resource challenges; therefore, leaders creating win-win, long-term relationships of all kinds are highly important (Clevenger, 2014, 2016, 2018); Clevenger & MacGregor, 2016, 2018; Cohen, 2010; Croteau & Smith, 2012; Essex & Ansbach, 1993; Fisher & Koch, 1996; Fisher, Tack, & Wheeler, 1988; Gould, 2003; Hall 1993; Kaufman, 2004; Kezar & Lester, 2011; Rhodes, 2001; Satterwhite & Cedja, 2005; Worth & Asp, 1994). While it is the primary function of the development office to raise funds, other leaders from across the academy—such as presidents, vice presidents, board members, provosts, deans, advancement officers, career development teams, economic development officers, community and government relations officers, corporate and foundation relations officers, and key volunteers—must spend time building relationships with individuals (e.g., alumni and alumnae, major donors, philanthropists, elected officials, and community friends) and other organizations’ leaders (e.g., corporations, foundations, governments, and other community initiatives) who can contribute to the needs and programs of the institution (Bauer, 1993; Bunce & Leggett, 1994; Clevenger, 2014, 2016, 2018; Cook, 1997; Flanagan, 2002; Hall, 1993; Hunt, 2012; Norton, 2009; Prince & File, 2001; Sanzone, 2000; Saul, 2011; Siegel, 2007, 2008, 2012; Slinker, 1988; Weidner, 2008; Weinstein, 2009; Worth & Asp, 1994). Drezner and Huels (2014) best summarize the challenge:

Further, Kaufman (2004) indicated, “Fundraising is one of the most visible and demanding roles expected from campus leaders today” (p. 50). The process of fundraising and philanthropy is “relationship intensive” (Day, 1998, p. 37).

To be effective, higher education leaders “need to develop key strategies for fundraising techniques, provide multiple opportunities with several areas of the institution, create clear value propositions, invest in stewardship of relationships, prioritize key people, and always act ethically” (Clevenger, 2014, p. 468). Therefore, senior leaders must have a toolbox filled with expertise to be effective fundraisers including: maturity, a visionary thinking, an inspirational attitude, optimism, personal commitment and connectivity, excellent communications, ethical integrity, professionalism, sensitivity, “a systematic perspective to create strong relationships” (Kinnicutt & Pinney, 2010, p. 27), powerful influence, determination, flexibility, and patience. Additionally, these senior leaders “model appropriate behavior to their entire organizations” (Clevenger, 2014, p. 146). All members of an organization as well as all their constituents must give emphasis to key goals and policies set by leaders.