CASE Statements on Compensation for Fundraising Performance
In 1991, CASE's Commission on Educational Fundraising (now the Commission on Philanthropy) released a statement on commission-based compensation for fundraisers. That statement was reaffirmed in 2005. In 2010, the Commission approved an additional statement on supplemental compensation (often described as a bonus). This page presents in one place all of CASE's statements on compensation for fundraising.

Check Out Results of 2012 CASE Europe Salary Survey
BriefCASE Article The results from the 2012 CASE Europe Salary Survey are now available to all CASE members. The 67-page report will assist institutions, hiring managers and individuals in benchmarking salaries in the advancement disciplines.

Results of the 2012 CASE Europe Salary Survey
CASE Report Following CASE's major overhaul of the salary survey instrument and data collection system, CASE Europe fielded a European version of the salary survey in 2011. Data presented in this March 2012 report provide the broadest possible look at the results of the 2011/2012 CASE Europe Salary Survey to help identify patterns across the profession. The tables in the CASE Europe Salary Report portray multiple factors that strongly influence salary, such as years of experience, management responsibility, discipline and highest degree earned.

Results of 2012 CASE Compensation Survey Now Available
BriefCASE Article Beginning March 22, CASE members will be able to purchase one-day or recurring access to the 2012 CASE Compensation Database, which contains results from the latest CASE North America compensation survey that closed earlier this year. The two database products will be available for purchase via the CASE Store.

CASE Compensation Database 2012 (Recurring Access)
Product This subscription gives recurring access to results from the 2011/2012 CASE Compensation Survey. It provides details about the salaries and benefits of advancement professionals. Findings from the revamped survey will assist institutions, hiring managers and individuals in benchmarking compensation practices in the advancement disciplines.

CASE Compensation Database 2012 (One-day Access)
Product This 24-hour subscription gives access to results from the 2011/2012 CASE Compensation Survey. It provides details about the salaries and benefits of advancement professionals. Findings from the revamped survey will assist institutions, hiring managers and individuals in benchmarking compensation practices in the advancement disciplines.

Nice Guys Don’t Have to Finish Last
Advancement Weekly Article A new study finds that "agreeable" workers are paid significantly lower salaries than "less agreeable" ones. And yet many managers say they don’t reward bad behavior. What gives?

What to Do When Asked for a Raise
Advancement Weekly Article It can be stressful for a manager when an employee asks for a raise. But responding to the compensation question doesn’t have to be a challenge, writes one management expert.

La palabra con B
CURRENTS Article Los bonos en la procuración de fondos son una táctica usada para atraer y retener a los que contribuyen de alguna manera a la institución, aunque de alguna forma son menos controversiales que antes, no todos creen en los bonos. ¿Cómo son los programas de bonos y cuáles son otras formas de motivar?

Pay Attention
CURRENTS Article This article shares results from the 2011 CASE Compensation Survey and discusses what has changed, and what hasn't, since the last iteration of the survey in 2008. Factors such as education, experience, gender, discipline, and management responsibility are examined in depth to gauge their impact on salary.

The B-Word
CURRENTS Article Fundraising bonuses are one tactic used to attract and retain those who contribute to the institution's bottom line, but while they are less controversial than they once were, not everyone is a believer. What do different bonus programs look like and what are other ways to motivate top talent?

Advancement's Sticky Issues
CURRENTS Article Both the persistent inequality of pay between women and men and the almost total lack of people of color in the advancement profession represent moments of obligation that demand everyone's attention, particularly those in a hiring position. What steps can we take to effect change?

CASE Compensation Survey Shows Continued Gender Gap, Lack of Diversity
BriefCASE Article The salary gap between men and women in advancement persists, particularly at the highest management levels, according to the results of a compensation survey conducted by the Council for Advancement and Support of Education. The results also show a lack of growth in the diversity of the profession.

First Look: CASE Survey Shows Increase in Advancement Paychecks
BriefCASE Article Fundraisers at educational institutions in North America continue to earn higher salaries than professionals in communications, marketing and alumni relations although the gap is narrowing, according to a preliminary analysis of the most recent CASE compensation survey.

Pay Check: Preliminary Results of the 2011 CASE Compensation Survey
John Lippincott, CASE President
Conference Presentation This Feb. 21, 2011 presentation summarizes results of CASE's most recent compensation survey. Full results will be available through the CASE Compensation Database in Spring 2011.

AdvanceWork: If Silicon Valley employees can get stock options, why can't Silicon Valley teachers?
CURRENTS Article To help recruit and retain teachers, the Menlo School Educators Fund provides an incentive. Donors give to the fund; the fund is invested in venture-capital projects; the returns are split, with half going to the school’s endowment and the other half divided among faculty and staff participants in the plan. After the school recovers its original investment, all further proceeds go to the faculty and staff participants. This Advancework item is of interest to development managers and major gift officers.

Advance Work: Rewarding Work
CURRENTS Article Kent State has had success with a bonus program for its fundraisers, in spite of the recession.

Closing Remarks: Mind the (Gender) Gap
CURRENTS Article This column looks at the persistent gender gap in salary and compensation within the advancement field and suggests what might be done to correct it.

What's It Worth
CURRENTS Article The results of the 2008 CASE Advancement Compensation Survey show, once again, that on average alumni relations professionals make less than their advancement counterparts. Leaders in the field discuss why this is so and suggest ways to address it.

The Money Mystery
CURRENTS Article Can't make sense of the salary survey? Figure out what the numbers mean and how your salary or your employees are affected.

Survey Statistics 101
CURRENTS Article This article explains three key statistical principles that form the basis for the survey analysis and the articles that report on some of those results. The three principles are the meaning and use of averages, an explanation of the factors that are related to salary, and the difference between statistical relationships and causal relationships.

Manager's Portfolio: Riding the RMS Advancement
CURRENTS Article Preferential treatment for development officers—as evidenced by their salaries and perks—undermines the spirit of teamwork within advancement. It puts fund-raising salaries out of balance with those of alumni and communications officers and leads to staff turnover, lack of institutional loyalty, and misguided beliefs about the profession.

Take the Money and Run?
CURRENTS Article CASE’s 2002 salary survey found that, while development still dominates the advancement profession, and that development professionals are second only to advancement managers in average salary, those statistics don’t translate into greater loyalty or more experience. Development officers rank last in average number of years in their current position and at their current institution.

Second to None
CURRENTS Article CASE’s 2002 salary survey showed that communications and marketing is the second largest discipline in advancement. It also showed that it’s the second most experienced of the disciplines, and that practitioners average longer tenures. However, they are less likely to earn top salaries—only 13 percent earn more than $80,000.

You've Got a Long Way to Go, Baby
CURRENTS Article Alumni relations remains the lowest paid advancement discipline. In the five salary surveys CASE has conducted since 1982, alumni relations has lagged behind development and most communications specialties in pay. This article is part of a multi-feature report on CASE's 2002 salary survey.

The Bottom Line on Bonuses
CURRENTS Article Bonuses for advancement officers are still the exception, not the rule, according to the 2002 CASE Salary Survey. Only about 9 percent of respondents report they are eligible for bonuses, most likely for merit or performance. Bonuses were more prevalent in advancement management, at specialized and doctoral institutions, and for respondents with 15 or more years' experience in advancement.

Let's Talk About Sex
CURRENTS Article Although women in advancement outnumber men, women's salaries continue to lag behind men's even when experience and other factors are equal. The discrepancy is greatest among the most experienced professionals, but it persists at all levels of supervisory responsibility and in all disciplines.

Fringes, Freebies, and Perks
CURRENTS Article Certain benefits are nearly universal in advancement, according to CASE's 2002 Salary Survey. At least 94 percent of respondents report having medical insurance, vacation leave, retirement plans, and sick leave. A majority also have dental and long-term disability insurance and tuition benefits for themselves, their partners, or their children. Other benefits, including cars, club memberships, and housing allowances, were more rare.

Talking Points: Avoiding Trouble
CURRENTS Article Intermediate sanctions regulations give the IRS new ways to penalize those who take advantage of their relationship to nonprofits. The intermediate sanctions described in Section 4958 of the IRS code target excess benefit transactions such as excessive compensation packages. As nonprofit managers negotiate staff compensation and financial transactions with trustees and other disqualified persons, they should following the stated guidelines for data collection, decision-making, and documentation to ensure compliance with the new regulations.

Pay for Performance
CURRENTS Article Incentive plans are an ethical and effective way to reward staff fund-raising excellence