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Funding advancement growth: Taking control of your own destiny
Journal of Education Advancement & Marketing,
4
(2),
150-164
(2019)
Abstract
Advancement leaders often find themselves complaining about limited resources. They see potential for significant growth in fundraising results but feel constrained by available funding from the university’s operating budget. There are ways to fund operational growth without competing with faculties and departments for a greater share of a shrinking operating budget. It requires advancement leaders to think differently about the ‘business’ of advancement and to apply common lessons from other business development enterprises. This paper will explore a range of principles and practices in use across North America and how stepping up to greater accountability and transparency can attract the funding required to fuel growth.
Keywords: fundraising; growth; endowment; return; funding
The full article is available to subscribers to the journal.
Author's Biography
Peter Fardy is currently Vice President, Advancement, at Dalhousie University in Halifax, Nova Scotia. In that capacity, he and his team are responsible for all fund development and alumni engagement programmes at the University. He was appointed to this role following six years as Assistant Vice President External and Chief Development Officer at Dalhousie, with responsibility for all fundraising programmes including major gifts, planned giving and annual giving. Under his leadership, Dalhousie has been building its advancement department to drive growth and achieve sustainably strong performance based on return on investment. Prior to joining Dalhousie in May 2009, Peter served for five years as Vice President, Advancement, at St. Francis Xavier University, in Antigonish, Nova Scotia, following an 18-year career primarily in the corporate sector in marketing, general management and corporate development.
