1. January 19, 2017 Michigan Community College Leadership Academy
The Buck Starts Here: Today’s Essential Role of Presidents in Fundraising
January 19, 2017
Michigan Community College Leadership Academy

2. Why Fundraise for Community Colleges?
The answer often is…
College needs require attention
Local and/or state support is limited or uncertain
Tuition and fees already are “too high”
But Wait...

3. You’re in Charge You’re the president of your college.
Most important/pressing responsibilities this year?
Percent of time will you spend on each?
Why?
Share your thoughts with a group of 3-4
Develop a 1-minute summary of group thoughts
Select speaker to report.

4. When seeking private, philanthropic investment
You never really understand a person until you consider things from his [or her] point of view. -Atticus Finch
In the fundraising role, step 1 is perception.

5. Fundraising Role of President Step 1 is Perception
Community leader first. College leader second.
Primary responsibility isn’t to run a college but to oversee and energize a vital problem-solving machine—leading others in meeting needs of
…students
…employers
…communities and regions.
Post-recession: community college as backbone
We meet needs vs. we have needs

6. Role of the President—Step 2
“Fundraising is not an add-on. It is my job.”
“I thought fundraising was mostly about the money. I completely missed the point.”
“A strong fundraising program doesn’t just support the college and its students. It enables solutions and serves as a catalyst for transforming lives and entire communities.”
“Every organization can tell you what they do. Very few can tell you why they do what they do.”
Ensuring adequate resources for our colleges IS the president’s job.
The evolution of college leaders: cc’s created to improve access and student success…and these roles are more important than ever (pathways…completion agenda). While these roles are important-today’s leaders must first and foremost be about creating successful communities. This is the key to ensuring successful colleges.
Rif on the WHY—building a nursing program and put it in a new lab (what, how)—Ah ha! WHY? Health care will be better and stronger

7. Personal commitment: Time and focus
“None of this is about your sore feet or scratchy throat at the end of your 4th donor tour of the day…or your insecurities or your ego.”
Trustee expectations of the President as “fundraiser in chief”—the least understood role
Trust the executive team to do their jobs—making time for the President as fundraiser
We’ve trained our communities to believe that that we don’t need donor investment.
Delegate! Presidents who focus the majority of their time and energy on the “inside” will struggle with fundraising and donor engagement.
…it’s about the college you love, the students and community you are in business to support, and the capacity you’re creating on campus.

8. Inspire high expectations for the college foundation
“I may be the fundraiser-in-chief, but I know that fundraising isn’t a solo act.”
Be there and care
Give Board meaningful, heroic work and purpose
Roles in the fundraising cycle - the fundraising team
Nurture/coach the board to progressively higher fundraising aspirations
Everything speaks! To the extent that the college can symbolically express that this is important work, the president is at the table and engaged.
In spite of our selves we revert to the completion agenda—we’re building the economy, strengthening the healthcare system, etc.—the ultimate reason—WHY—meaningful, heroic purpose. If we’re going to be truly successful as fundraisers, we have to consciously and consistently translate backwards WHY IT MAKES A DIFFERENCE

9. Inspire high expectations for foundation staff
“Success ultimately depends on the relationship I have with my CDO. We have to be BFFs.”
Comfortable asking for gifts: 88% vs. 55%
Appropriate time on fundraising: 44% vs. 30%
Helps the president: 50% vs. 62%
Adequate resources: 44% vs. 75%
Can this marriage be saved?
Culture—is the way we do things around here—is demonstrated by how/where you spend your time…and the college’s budget
Influences decisions in support of development—in a way they rally around other accepted priorities. If the president doesn’t feel strongly about it and if the trustees aren’t supporting the president, it will limp along.

10. Inspire high expectations for foundation staff
Member of the president’s cabinet
Focus time, energy on highest value relationships
Be honest, anticipate, prepare
Metrics
Matt and Carol example

11. It’s all about relationships
“I’m the living logo of the college. Donors at the highest level expect us to spend time together.”
If you want money, ask for advice
Storytelling: our vision for the community
The Big Picture narrative and being part of the solution
Rooty-tooty breakfasts
Extended family
Here’s what we understand what the future of the region will be. We’ve taken steps to “divine” it, figure out what our contribution is and preparing ourselves to be better equipped to contribute, meet needs, etc.
Help them to see it…and share it with others

12. It’s a (new) lifestyle
“Presidents need to residents need to create a context and a culture that supports fundraising.”
BoT knows the president isn’t just off campus having lunch but is doing important work
Does your president spend as much time cultivating donors as he/she does in Lansing or worrying about state aid?
More influence can be exerted on local donor investment!
80% of the headache for 20% of the revenue

13. Comments and Questions

14. Kathleen E. Guy, Ph.D., CFRE, Founding Partner Eaton Cummings Group