Description
ABSTRACT
Viewed by policymakers and the public alike as a centerpiece of economic recovery efforts, and as a means to achieve broad-based long-term social equity goals, community colleges have ascended in recent decades. As a result, community colleges are being asked to do
more than ever — serve more students, respond to varied local economic and workforce demands — all while a greater emphasis is placed on improving completion rates. These expanded expectations follow a steady trend of public disinvestment in higher education.
Community colleges have increasingly turned to philanthropy to ensure growing demands do not erode affordability. Ironically, increasing reliance on advancement offices have largely lacked a proportionate investment in new resources, with only modest growth in staffing and budgets,
especially when compared to four-year colleges and universities.
Without substantial forthcoming investment in precious institutional resources, community college foundations must instead become more focused, intentional and efficient to meet growing expectations. This study examines the history of community college fundraising in
order to contextualize the cultural shift needed for philanthropy to assume a greater institutional role. Change and management models are considered to understand the factors that affect how organizations adapt and grow over time.
This product dissertation provides a toolkit for advancement practitioners to use to increase efficiency and organize multiple competing demands and roles. This guide balances the internal needs of running a foundation with the overall goal of advancing the mission of the college. The purpose of this Guide is to provide a roadmap for community college leaders to elevate the role of foundations beyond fundraising alone to become change agents within the institution.
