By Karen Bruns, Senior Director, Development and Alumni Relations, Stellenbosch University

The landscape of higher education in South Africa is undergoing profound transformations, significant changes and developments, impacting universities and our Advancement efforts. Here I refer to government funding reductions and rising operational costs, the challenges of equity and access which necessitate significant investment in scholarships, bursaries and support programmes, and then there are the intermittent student protests, which push universities to address affordability and inclusivity.

The shift towards online education, accelerated by the Covid-19 pandemic, requires ongoing investment in technology and digital infrastructure. There’s increasing emphasis on global partnerships and attracting international students, which has necessitated strategic investments in international engagement and marketing, and the competition for international research grants and partnerships is intensifying, requiring robust research capabilities, infrastructure and support.

Regulatory requirements and governance standards demand stricter compliance and transparency in financial and operational practices, and there is increased scrutiny from stakeholders on accountability and reporting. South Africa’s economic instability affects both the availability of funds and donor confidence, making resource mobilisation more challenging. The political changes and policy shifts we have experienced over the past ten years have impacted funding priorities and the higher education landscape.

Finally, within each university, we need improved and expanded infrastructure, including a! ordable student housing, research facilities, and digital classrooms, all of which require significant financial resources. We also need to develop the capacity of academic and support sta! to meet the evolving demands crucial for institutional resilience.

These challenges have necessitated adaptive and resilient strategies for resource mobilisation by higher education Advancement teams. With a proven track record of leading a high-performance team that has raised over R3-billion over a decade, including an amazing R50-million bequest for theology and music students recently, I’d like to share some insights on leveraging resources to foster sustainable growth and development. Like all my colleagues in the sector, Stellenbosch University (SU) operates in a complex environment influenced by legacy and contemporary factors.

However, these challenges are counterbalanced by significant opportunities. The rise of digital platforms has expanded the reach of fundraising campaigns, such as GivenGain, Zefy, Connect, Hubbub, etc.,enabling broader alumni and donor engagement. What is probably most exciting is that there is a growing recognition of the role of universities in driving societal change, presenting a compelling case for support from diverse stakeholder groups.

Strategies for effective resource mobilisation

Every strategy mentioned below is premised on the institution having a clear vision that donors are inspired by and can relate to, a well-articulated narrative, and the Vice-Chancellor’s commitment to building a philanthropic culture at the institution. I’m afraid that without overt leadership drive, none of the below can manifest the greatness we dream of.

1. Strengthening governance and compliance

Robust governance structures and strict compliance with regulatory frameworks are non-negotiable. Transparency in financial reporting and adherence to ethical fundraising practices build trust with donors, alumni, and other stakeholders.

2. Embracing digital transformation

The shift towards online fundraising and virtual engagement is not just a response to the pandemic but a strategic imperative. Digital platforms facilitate real-time communication, personalised donor experiences, and data-driven decision-making. Leveraging social media, crowdfunding, and virtual events can significantly enhance donor reach and engagement.

3. Cultivating major gifts and legacy donations

High-net-worth individuals and legacy donors are pivotal to sustainable fundraising. Establishing strong relationships through tailored engagement strategies, acknowledging their contributions, and demonstrating the long-term impact of their gifts are crucial. Our recent success in securing a R50-million bequest underscores the importance of dedicated stewardship and personalised donor journeys.

4. Building resilience through diversification

Diversifying funding sources reduces dependency on any single revenue stream and enhances financial stability. If we didn’t know it before, the Annual Survey of Philanthropy in Higher Education (ASPIHE) brought home to us the rich diversity of our donor types – individual donors, corporate partnerships, international collaborations, global and local foundations and trusts, and community fundraising initiatives.

5. Harnessing the power of alumni networks

Engaging alumni as donors, volunteers, and advocates is vital. Alumni networks represent a rich resource for fundraising, unlocking opportunity, mentorship, and ambassadorship. Programmes like Stellenbosch University’s Matie Valued Parent programme, which integrates parents into the philanthropic journey, exemplify innovative approaches to expanding the donor base.

Learnings for Advancement leaders

From my experience, several key learnings emerge for Advancement leaders in higher education:

  • Adaptability and innovation: In a rapidly changing environment, adaptability is critical. We need to embrace innovation, be it through digital tools or novel engagement strategies, to stay relevant and effective.
  • Collaboration and partnerships: Building strategic partnerships within and outside the university really amplifies fundraising efforts. Collaborative projects often attract more significant support due to their broader impact.
  • Storytelling and impact demonstration: Compelling storytelling that highlights the tangible impact of donations fosters emotional connections with donors. Similarly, impact assessments that demonstrate the effective utilisation of funds, success stories and outcomes, maintain donor interest and commitment.
  • Investing in talent and training: A skilled and motivated Advancement team is the backbone of successful fundraising. We do whatever we can to invest in continuous professional development of the team. Thank you, Inyathelo, for all that you offer in this area. We aim to foster a supportive work environment, and this includes good coffee, believing that this too enhances team performance and results.

    • In conclusion, I believe that the path to successful resource mobilisation in South African universities lies in the confluence of good governance, creativity, and resilience, but mostly it means being mission-driven and focused on the relationship-building work that is integral to every institution’s future sustainability. We navigate the many challenges as best we can as a team, with strategic foresight and by seizing every and all opportunities with innovative approaches. As we are wont to say at SU: Forward together, saam vorentoe, sonke siya phambili.

    This article was first published in the 2024 Inyathelo Annual Report.