Herb Mittler—Director of Development
International Schools of China—
People's Republic of China
About CASE
Home > About CASE > Strategic Initiatives
CASE Strategic Initiatives: 2008-2013

The CASE Board of Trustees has adopted five strategic initiatives for emphasis during 2008-2013. The initiatives incorporate and build upon four priorities that have been integrated into CASE operations over the previous five years: diversification of the profession, the internationalization of the organization, research, and use of technology to serve members.

The added initiatives were identified by CASE volunteer leaders and staff and informed by market research on member interests. They were shared with the CASE membership for feedback prior to approval.

The tactics associated with each initiative are meant to be illustrative rather than prescriptive. CASE welcomes input on additional potential tactics; please send ideas to Rae Goldsmith at goldsmith@case.org.

CASE Strategic Initiatives: 2008-2013

The following strategic initiatives have been adopted by the CASE Board of Trustees for emphasis during 2008-2013. The initiatives incorporate and build upon four priorities that have been integrated into CASE operations over the previous five years: The diversification of the profession, the internationalization of the organization, research, and use of technology to serve members.

 

Strategic Initiative Description

Shorthand

Sample Tactics

Increase institutional memberships in specific sectors with growth potential and demonstrated interest in strengthening advancement programs (with attention to retaining core members).

 

 

Growth in targeted areas

Expanded programming for U.S. community colleges and minority serving institutions

New resources for independent/ int'l schools

Refinement of membership structures

Increased presence in Mexico

Help member institutions address the growing shortage of qualified advancement professionals through programs designed to increase the talent pool and improve staff diversity and retention.

Recruitment of staff

Advancement institute for mid-career professionals in other fields

Promotion of the field to students in CASE ASAP program

Mentoring programs for new professionals

Resources on staff retention

Create a positive climate for the advancement profession in general and philanthropy in particular by working proactively within educational institutions, with local and national governments, and among key publics.

Advocacy for advancement

Materials for explaining advancement on campus

Grassroots network for contacting political leaders

Proactive media relations effort on major issues

Surveys of public opinion on advancement topics

Foster the development of "advancement without borders" by sharing expertise around the globe, by helping member institutions engage constituents internationally, and by updating CASE's governance structure to support these efforts.

Internationalization of the profession

Added conference programming on international advancement

New print, web content on working across borders

Exchanges and study tours among members worldwide

"Umbrella foundations" for international giving

Review of CASE's governance structure

Provide institutional leadership, including campus CEOs and governing board members, with resources to enhance their understanding of and participation in their advancement operations.

Leadership resources

CEO fundraising conference (e.g., w/ ACE)

Advancement white papers for trustees (e.g., w/ AGB)

Advancement data for CEO decision-making

Institutional self-assessment tools

Login

Password / Login Help