2017 April Edition -flipbook

27 / 44

I 27
As for many nonprofits, the
challenges and opportunities
of long-term sustainability are a top
priority for the Dayton Regional
STEM School (DRSS). Due to the
importance, our leadership team and Board
of Trustees actively take steps to ensure that
we remain open and continue to grow.
To fully appreciate our sustainability efforts,
it’s important to understand how our
organization differs from more traditional
school districts. While it is a nonprofit,
DRSS is also an independent, public STEM
school. Our mission is to prepare students
with the skills necessary to compete in the
global economy while nurturing the same
enthusiasm for discovery, invention, and
application that launched the vision for
powered flight.The school is in its eighth year
of operation, currently serves 640 students in
grades 6-12, and the students represent eight
counties and 35 school districts.The school is
not tied to another district, so it is recognized
as its own district by the State of Ohio.
As a public school, our operating revenue
comes from the state in the form of per-
pupil funding. While that funding currently
helps to sustain operations, the funding will
eventually level off as the school reaches
its maximum target enrollment of 700
students. Faced with this future funding
revenue stagnation, we must focus on making
intentional, strategic decisions to ensure
our sustainability. That is why we have a
multi-pronged approach to identifying and
pursuing additional sources of revenue.
One of the revenue channels is fundraising.
While many public schools have fundraising
efforts, we have a formal program. Roughly
three years ago, the school recognized that in
order to bring in additional operating support
and prepare for capital improvements to the
facility and grounds, it needed to invest in a
development program. In 2015, they hired
me as the full-time director of development
to lead the effort. I work closely with the
administration and board to identify funding
priorities and determine fundraisingmethods.
The strategy includes finding steady streams
of predictable operating support through
fundraising,grants,and a major gifts program,
all of which help to cultivate future donations
to transform the school. Additionally, we are
in the midst of developing a master facility
and grounds plan, which will help cast a
clear campus vision that can be shared with
potential funders.
One part of our new fundraising program is
the annual campaign, which sets the stage for
yearly operating support, develops a pipeline
of financial supporters, and creates a culture
of giving at the school. In the fall of 2016,
we conducted the first community-wide
annual campaign in the school’s history. We
made the case for support and asked all of our
stakeholders - parents, partners, volunteers,
staff, board, and alumni - to participate and
invest in the school’s long-term success. The
goal for the campaign was $25,000 which we
surpassed by December.
In addition, we recognize that creating
awareness of a more sustainable state
funding model is key to long-term
sustainability. To do so, we make an
intentional effort to communicate the
school’s educational successes and funding
challenges to state agencies and elected
officials. This state-wide strategy includes
regular collaboration with other independent
STEM schools in Ohio which are funded in
the same manner.The schools work with one
another to share best practices in education
and, as a group, we combine efforts to
advance STEM education and strengthen
our case for independent STEM school
funding across the state.
Like many nonprofits, our school dedicates
time and energy to sustainability because we
are mission driven and focused on serving our
stakeholders and approaching
sustainability from multiple angles, we open
opportunities to increase support from our
stakeholders, regional and national grant
funders, and the State of Ohio. Successfully
doing so will allow us to continually provide
an exceptional educational experience to
students.
Sara Collins, Director of Development for Dayton
Regional STEM School and on the advisory board for
the Regional STEM Collective, has more than 15 years’
experience in community engagement, public relations,
and fundraising, mainly for nonprofit organizations. She
is a member of Leadership Dayton’s Class of 2011,
and Dayton Business Journal’s Forty Under 40 Class
of 2011.
Approaching Sustainability
at a Public STEM School
SARA COLLINS