When Teri McIntyre was a University of Wisconsin undergrad in the early ‘90s, she volunteered to call alumni to ask for college fund donations and—believe it or not—she liked making those calls. A university development officer noticed and offered McIntyre a job after graduation.
At least 1,831 gifts of $1 million or more—a total of $24.5 billion—were given to charity across eight international regions in 2014, with higher education remaining the top recipient.
Yet it’s a decrease from 2013, when 1,995 donations worth $26.3 billion were reported.
Texas A&M University’s campaign to raise $4 billion for research, facilities and scholarships represents the largest-ever fundraising effort in a state known for going big. It’s also the second largest effort announced by a higher education institution.
The variety of challenges facing enrollment leaders are well documented: changing demographics, increased competition for students, scarce outcome data— and the list goes on. Resources are also limited, and so it is critically important for enrollment managers to measure the ROI of the initiatives they take and then adjust as necessary.
Multiple forces are pushing institutions to change from the financial status quo. Institutions are feeling more pressure to advocate for state higher ed funding, prove their value to students and support the simplification of debt repayment. Yet some campus leaders might just be fine with the opportunities that scrutiny can bring, and in many cases, administrators are meeting those challenges.