The SRA Symposium - College of Medicine

Papers
Generally speaking, fundraising at public institutions is way behind when compared to these efforts
at private institutions. Privates out-raise publics by a ratio of 2 to 1. The role of trustees at privates
is different from that of government-appointed regents at publics. The perception of private
and public institutions is very different. Public institutions are seen as state-supported. Private institutions
receive corporate support and large private gifts, while this is not generally the norm for
publics. The need for publics to raise money is fast becoming the single greatest challenge in public
education. Resources from federal and state agencies are on the decline, the cost of keeping “the
door open” is increasing, and there is pressure on public institutions to compete for the “best and
brightest.” This has created a need for better faculty, better facilities, and better programs. Public
institutions must find resources in order to remain competitive. Publics have turned to fundraising
/ major campaigns to help finance public higher education. In fact, publics are meeting with very
good success and are closing the “giving/fundraising gap” between public and privates. Publics
are creating organizational structures to conduct fundraising. Institutional foundations that are
independent of the state political process, governance, and regulation are being created to conduct
the business of fundraising. Publics must sell the “value” of their institution to be successful in the
philanthropic arena. Privates have historically relied on high tuition cost, large endowments, and
successful fundraising. Publics, on the other hand, are viewed as taxpayer-supported with modest
tuition cost. In general, the public accepts that privates must raise money to maintain their
elite status. Alumni from privates are expected to give back and indeed do, by a much higher ratio
than those of publics, in both percentage and amounts when compared to publics. In more recent
times, publics are closing the gap and experiencing success. They are now cultivating large donors.
Alumni from publics are finding their way into large corporations, are accumulating wealth, and
are giving back to their schools. Public institutions are maturing rapidly in conducting major campaigns
and are becoming very successful. A challenge of large publics is the records management
of alumni that is key to successful campaigns. Large public institutions (30,000 – 50,000 students)
with rapidly growing alumni, must invest in data management systems to be successful in fundraising.
One area of major concern to two-year institutions is that their alumni go on to four-year
schools and give to the four-year school vs. the community college. Community colleges are trying
to figure out how to reverse this trend.
Many MSIs, especially smaller ones, have not been involved in a “major campaign” or successful
fundraising. Major campaigns require a total commitment from the institution, both in human
and fiscal resources, as well as a substantial time commitment in order to be successful. There
must be “buy in,” a strong statement on benefits to the institution and community. This is the opportunity
to tell and sell your institution’s story. Involvement in the campaign includes the board
of regents/trustees, the president, senior administrative staff, academic units, and everyone at the
institution, especially, the development office. Whether your institution hires a firm (outsources
the campaign) or hires in-house staff to conduct the campaign, the commitment will be significant
and the campaign will be 5-10 years in duration. Campaigns are not a sprint, but rather a marathon.
There are many decision points that an institution must meet as it prepares to determine to
enter into a major campaign. A review of the literature will assist the institution in determining if
it is ready to assume a major campaign.
In general, MSIs have not conducted major campaigns, even though the financial needs of MSIs
are often greater than those of private and larger comprehensives, and research schools. It is often
the case of the rich getting richer and the remaining poor, getting poorer. Prior documentation
regarding capital/major campaigns will greatly assist “new presidents” (maybe some veterans, as
well) in preparing, managing, and celebrating campaigns.
46 2005 Symposium Proceedings Book