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.
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