Student Affairs and Institutional Advancement Partnerships at Catholic Colleges and Universities: A Case Study

Catholic institutions of higher education have continued to operate at a crossroads as challenges to long-term financial sustainability have intensified the need to reduce costs and increase revenue. Institutional personnel must find ways to streamline offerings in academic programs and student services while maintaining a commitment to their distinct Catholic identities. Given the primacy of academics to the educational enterprise, student affairs divisions are particularly vulnerable in an environment aiming to reduce operating expenses. For student affairs, fundraising may serve as an avenue to offset the impact of budget cuts, enhance cocurricular programs, and promote mission-specific strategic initiatives. Conversely, leaders of institutional advancement divisions may expand and diversify their donor base by partnering with student affairs colleagues. Student affairs initiatives may appeal to donors who value contributing directly to student success and well-being. The purpose of this multisite, case study was to understand how Catholic universities create third-space organizational partnerships between their institutional advancement and student affairs divisions. The "third space of partnership" was defined as "an emerging technical and sociocultural entity distinct from those within the partnership's home organizations" (Hora & Millar, 2011, p. 16). The research design included 41 semistructured virtual interviews, three virtual focus groups, document analysis, and site visits at three Catholic institutions over a span of 18 months. Interestingly, the findings did not indicate a distinct third space was necessary to create and sustain partnerships between institutional advancement and student affairs divisions. Still, the following organizational practices supported the development of partnerships: presidential and divisional leaders supported the partnerships and were motivated by enlightened self-interest (Hora & Millar, 2011); leaders agreed on clear goals, scope, and objectives; and adequate resources were dedicated to the partnership. There were also similar characteristics of partnerships between the three institutions. Characteristics included the embrace of a mission-informed approach to the partnership; institutional advancement boundary spanners guiding the development of structures and routines governing the partnership; the creation of workflows around annual events; and consensus on how to communicate and use technology across divisions and with prospective donors. Definitions of success and effectiveness of the partnership varied by campus and constituent group. Institutional advancement participants defined success through traditional fundraising metrics such as dollars raised and increasing the number of donors who make annual gifts. Student affairs participants tended to conflate success and effectiveness as they were more focused on operational efficiencies, expanding student programs, and developing connections with alumni and parents. These findings led to the development of a best-practice model to inform future student affairs fundraising partnerships. Suggestions for future research on student affairs fundraising partnerships at both Catholic and non-religiously affiliated institutions are included in the final chapter. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]