In autumn, most colleges' football fields are covered with a thick carpet of grass or artificial turf and are adorned with yard lines. But the football field at Paul Quinn College was carved up by plowing and planting. This past fall, portions of the college's gridiron were covered with sweet potatoes, watermelons, peppers, rosemary, and sugar…

About a year ago, Heidelberg College pumped up its spending for a new, streamlined scholarship program, and then promoted its simplified formula so that students would know how much they could get before they even applied. Heidelberg's strategies worked as it was able to brought in the second-largest class in its 158-year history and a gain in its…

This article discusses Antioch College, a once-prominent countercultural institution that will be closed in 2008 due to serious financial problems. Antioch has been hemorrhaging money for years. Its Board of Trustees has decided to shutter the college by July 2008 and lay off most of its 160 staff and faculty members. Although the administration…

The experiences of a four-person advancement staff of a 300-student institution that had six weeks to meet a two-for-one challenge are discussed. The one-week planning process is described and the campaign strategies are reviewed. (MLW)

Through an alumni-led effort called Project Search, Haverford College found 72 percent of its 825 missing graduates. The project has paid off in more than renewed alumni ties, with a 20-fold return in the first 3 years of combined annual and capital fund raising. (MLW)

Some ideas from small institution winners in CASE's Recognition Program are described. Awards for alumni administration, fund raising, institutional relations, publications, and periodicals were presented. (MLW)

Researchers at small universities encounter problems hampering their research productivity. Canada's Mount Saint Vincent University increased its faculty's research output by two means: the administration showed its support by devoting resources to research, and the faculty learned to compete successfully for grants. (Author/MSE)

A $26 million Sesquicentennial Campaign at Wheaton College in Norton, Massachusetts, is described. The campaign was divided into three 18-month phases designed to push the campaign forward while inspiring confidence among trustees, alumnae, and other important leaders: setting the goal, redeploying forces, and soliciting the "Final…

Institutional advancement is defined as the craft of securing understanding and support from internal and external constituencies for all the programs and activities of the college, and selling is seen as the means for achieving institutional advancement goals. The making of friends who become donors is discussed. (MLW)

Austin College's approach to raising large amounts of capital funds with severe limits on number of staff, size of budget, and available time is presented. Some suggestions on locating prospects, cultivating donors, involving the president and trustees and thanking donors are provided. (MLW)

The experiences of Aurora University, a small university that not only raised money but established new links with donors, are described. The key to fund raising is selling an idea. As donors become more sophisticated, sentiment and traditional patterns play a less significant role in motivating donors. (MLW)

Small liberal arts colleges are not likely to benefit substantially from increased corporate support of higher education. By concentrating on corporate efforts close to home, Union College of Schnectady (New York) has increased its annual fund income and built corporate support. A description of its annual business campaign is presented. (MLW)

A synthesis of critical advancement concerns is presented: leadership-based advancement; clarity of purpose; marketing to advance; selling the small college; comprehensive financial development; the advancement process; and using consultants wisely. Sources for additional information are provided. (MLW)

Examines fears of small private colleges that major fund raising campaigns of large public universities will hamper their own fund raising efforts. Gives the example of Pennsylvania State University and the 86 small, private colleges also in Pennsylvania. Shows that trends in both private and corporate giving increasingly favor public research…

The efforts of Kentucky State University to inaugurate a comprehensive development program to increase private financial support for essential programs are described. The 14 major objectives established by the institution's development office in 1982 and the programmatic approaches used over a period of 7 years to achieve each objective, are…