Tamara Elliott Rogers is part of the core SSL Team. The former Vice President for Alumni Affairs and Development at Harvard University, she has extensive ties to the independent school world as an alumna of Abbot Academy, a senior admissions officer for Harvard College, and a long-serving Charter Trustee and past president of the Alumni Council at Phillips Academy Andover.
Fundraising is a key part of an independent school Head’s role. Yet often when a person takes on the role, it is his or her first significant experience in that space. With this in mind, the following are some ideas about fundraising: truisms and truths learned over a career in the field.
Philanthropy is voluntary. The Head loves his or her school and believes it is obviously worthy of support. It is important to realize that the act of giving is entirely the choice of the donor. The work of the development team is to inspire prospective donors to want to make the choice to give to the school. A critical part of this activity is engagement with the Head of the school, to build confidence and trust in leadership. And while giving is the donor’s choice, that does not mean that the use of a gift is entirely at the discretion of the donor. The head of development and the Head of School need to work in the closest collaboration to ensure that a gift supports the priorities of the school and does not incur problematic costs on the school.
Talking about money may not be easy. Money can incite strong emotional reactions for many people. If a Head of School has not done this work before, he or she may have complex attitudes toward fundraising and toward money more generally. Money may be viewed as the root of all evil or manna from heaven. People can feel embarrassed because they have it or because they don’t. It can feel vulgar to talk about money. Ideally, the Head can view money simply as a tool, an enabler that will allow their school to thrive, to be excellent and sustainable. That’s it – a tool: a wrench or a pen, or a fork that enables you to fix something, create something, stay strong and healthy. Of course, that is not to say that one raises money at any cost, or that there are no ethical boundaries.
It is imperative that the Head of School trusts the advancement leader. This individual works for the Head, but sometimes it may feel that the roles are reversed. The director may say “I need you to do X,” or “That didn’t go as well as we hoped.” Ideally the relationship is sufficiently trusting and respectful so that the Head can hear such things and discuss them productively.
Raising money is time-intensive. Major gifts may develop over time and normally require multiple contacts with the donor, though not all will involve the Head. In a well-evolved operation, staff and volunteers will also play a key role. Still, the Head needs to know and accept that fundraising is an essential part of his or her role and their schedule, not a rare or unusual occurrence.
Raising money from individuals is not like preparing a grant proposal. This is particularly true for schools, as the relationship with the institution is deeply personal and experiential. That relationship can be meaningful for a lifetime. Fundraising is not selling or making a pitch. It is about representing the school, its values, accomplishments, and ambitions. The Head of School is in a singular position to sustain that relationship. At the same time, it is important not to overdo the relationship between the Head and the donor. While it is true that fundraising is about relationships, it is critical not to get too personal or enamored of the wealthy and glamour to which they, as Head, may be exposed. The relationship is a function of a professional role.
The Head will also want to think carefully about relationships with parents. Parents are often important donors. Especially in today’s complicated times, there can be a sense at a school that wealthy parents have special access and that their children are treated differently. It is essential that this is not the case, even at the cost of a gift. Schools are, above all, exemplars of the values they espouse.
Fundraising as a sport – a team sport. Fundraising is competitive. The Head’s school is not the only organization, and perhaps not even the only educational institution (not to mention social service organizations, hospitals, arts institutions, etc.), that is approaching the donor for support. Time with the leader of the school – the Head – is important to distinguish the school amongst the many other worthy organizations that are part of the donor’s world. And the sport of fundraising requires a team. Players include the head of development and their entire team, including those behind the scenes who may do research, manage data, support external staff, and more, as well as the Head of School and myriad others. Recognizing and being part of this teamwork makes the fundraising stronger, more successful – and satisfying. Education is the future. Although fundraising may feel like a huge burden on the Head of School, it is an investment in the future, because education is the future. And fundraising can be strategic, intellectually interesting, fun – and of course hugely rewarding in helping your school realize its aspirations.