Integrating Resource Development and Institutional Planning

From the foundations up: Contexts for change in community college advancement

“…resource development, planning, and management functions will be of paramount importance in the successful community college of the 1990s" (p. 32). Seven years later, Glass and Jackson (1998) echoed this: "Reduced financial support and increased demands have created an environment in which community colleges have had to eliminate programs, cut back service, or seek ways to enhance revenue. .…”

“…While such comprehensive planning and reformation is not generally seen as an advancement function, those institutions that have most successfully adapted to changed environments have fully integrated advancement and planning (Birmingham, 2002;Glass and Jackson, 1998). Advancement functions were central to strategic planning and restructuring at Miami-Dade, Mott, and Capital Community College, as well as the colleges recognized in the Benchmark Practices for Local Economies project, which have tapped new revenue streams and created new philanthropic opportunities in the process.…”

“…At a community college, one or two staff members might be responsible for all advancement functions. In their insightful discussion of resource development and institutional planning, Glass and Jackson (1998) argue that "two-year public institutions have been encouraged to adopt models developed by senior institutions: setting up an advancement function, emphasizing solicitations from corporations rather than alumni donors, developing an annual giving program, and emulating more aggressive fundraising practices. .…”

Resource Development in Community Colleges: A National Overview

“…These efforts, however, typically have been perceived as a peripheral function; thus, the impact on institutional mission and income generation has not been fully realized (Glass & Jackson, 1998a;Kelly, 1998). In the era of declining core state and local tax support, public community colleges have begun to rely more on external revenue sources for basic operation (Glass & Jackson, 1998a;Merisotis & Wolanin, 2000;Phillippe & Eblinger, 1998;Roueche & Roueche, 2000).…”

“…Community colleges and other two-year institutions have adopted four-year institution models, yet the formal, highly structured institutional advancement models that focus on strong alumni support, sizable endowments, and fully staffed development of ces do not support the characteristics of community colleges (Glass & Jackson, 1998a;Phillippe & Eblinger, 1998). Differences in institutional type have been important in examining characteristics relating to successful foundation operations (Duronio & Loessin, 1991).…”