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The Return on Revelry
CURRENTS Article Improving events ROI requires frank questions, mindful deconstruction, and continual assessment. Be honest when considering the need for an event. When the turnout or energy level at an anniversary gala is too low, for instance, or a fundraising event doesn't raise enough funds, it's often because planners didn't carefully consider the occasion's intentions—or whether it should happen at all. Consider why you are doing an event and who the audience is. What do we want them to think or know? What do you want them to do?

A Global Mindset
CURRENTS Article More international schools are recognizing the importance of alumni relations, communications, and fundraising. CASE's Fundraising in International Schools Report 2016 found that 82 percent of the international schools surveyed had a fundraising or development office. The marketplace is changing. Once a bastion for expats whose tuition was paid by corporations, international schools now attract middle-class families in developing and emerging economies. The schools can help launch their children into universities around the world, and having 40 to 60 different nations represented in international school classrooms isn't unusual. Some schools have up to 90—and such diversity means advancement has to be extra diligent and creative. Whether they are American, Singaporean, or German, parents often face a steep learning curve before they become willing to give.

President's Perspective: Advancing Through Adversity
CURRENTS Article Disruption. We've all heard about the seismic changes affecting multiple business sectors, and education is no exception. At their spring 2016 meetings, CASE Commission members discussed how we might turn disruptions into opportunities.

Brand Values
CURRENTS Article When the university began using the Zia name and sun symbol in 1981, most people were unaware of the sign's sacred meaning. When we began the trademark process, we knew better—and we had a choice. ENMU could continue to use the name and symbol, likely without challenge from the Zia Pueblo, but that didn't mean the university should. Taking this route would prevent us from protecting part of ENMU's visual identity since we couldn't register the Zia symbol. We could try to modify it to meet trademark and licensing requirements, but that would be costly and difficult. What was the university's obligation? If we continued using the name and symbol, would future generations of students, staff, and alumni view ENMU as participating in cultural appropriation? How would stakeholders react if we stopped using the name and symbol?

A Gift for Ideas (and Ideas for Gifts)
CURRENTS Article Whether it's dangling from a precarious crevice atop one of the world's tallest mountains or pushing through mile 25 of a marathon, 69-year-old James Doti gets his best ideas off campus. Since Doti became president of California's Chapman University in 1991, the institution has risen to third in a U.S. News & World Report ranking of student selectivity, and its endowment has increased from $25 million to $300 million. As he prepares to retire in September 2016, CURRENTS asked for his secrets on fundraising, leadership, creativity, and having a little fun.

Embracing Disruption
CURRENTS Article During the Great Recession, Bill Campbell became fascinated with marketing in fields experiencing disruption. He left his position as a vice president and brand strategy director at an agency to work for a university—in a higher education marketplace that has become profoundly destabilized. Crazy? No. Savvy marketing professionals should view obstacles as opportunities. They offer the potential to move in different directions as well as the prospect of leading an important conversation about marketing's place in higher education and its effect on the future viability of our institutions.

Similar Strides
CURRENTS Article In 2015, when University of Connecticut trustees voted to sever financial ties with the institution's alumni association, asking the foundation to take over alumni work, UConn president Susan Herbst hailed the decision as a bold move toward "enhancing outreach and engagement with our alumni." Herbst said that UConn's new consolidated model was similar to those increasingly adopted by many colleges and universities. UConn has not been alone over the past few years in reshuffling advancement, ostensibly to cut overlapping costs, unify institutional messaging, and improve alumni engagement. From Indiana's Purdue University to Oregon's Portland State University, foundations that have historically received gifts and managed investments have been absorbing their institution's development shop. However, the mergers of long-standing, independent alumni groups with their foundation have raised concerns among alumni relations pros who fear that their work is misunderstood and undervalued. Some industry leaders question whether the major "fixes" will offer significant long-term savings—and whether they will inflict long-term damage.

Putting Success in Succession Planning
CURRENTS Article Michael Eicher, senior vice president of advancement at The Ohio State University, has a strong track record of cultivating advancement, fundraising, and communications vice presidents and vice chancellors. He talks to CURRENTS about succession planning.

How to Create a Startup Advancement Office—and Survive to Tell the Tale
CURRENTS Article When Fiona McQueen arrived at St Andrew's College as the first director of advancement, she needed to build a philanthropic culture from scratch. A year and a half later, McQueen more than tripled the money raised in previous years; doubled alumni, parent, and friend engagement; created an alumni and community magazine; and is assisting with a AU$100 million master plan. She talks with CURRENTS senior editor Tara Laskowski about the strategies and tactics she used to transform the giving culture at St Andrew's.

Are You Leaving Money on the Table?
CURRENTS Article Frontline fundraisers tend to work in silos, and we leave a lot of gift money on the table. Let's banish planned giving from our vocabulary and embrace gift planning.

A Categorical Decision
CURRENTS Article In 2010, the Indiana University Alumni Association launched a new era of inspired innovation in alumni relations by using typology to assess, organize, and improve its work.

Warning! Internal Politics! Proceed at your own risk
CURRENTS Article To manage change successfully off campus, advancement professionals—particularly communicators and marketers—need to get everyone moving in the same direction on campus. Here are some thoughts on everything from grappling with academy-specific problems and people to addressing political challenges the way you'd take on a grassroots campaign.

Should You Establish an Advancement Office Overseas?
CURRENTS Article Institutions that have opened an advancement office overseas report intangible benefits, while others find it more economical to rack up frequent flier miles. Others do a combination of both. Here's how four institutions found success.

A Checklist for Change
CURRENTS Article With campus CEO transitions on the rise, communications and marketing professionals need to be ready to drive the process.

Learning from a Legend
CURRENTS Article After a widely hailed 47 years as Xavier University's president, Norman Francis retired in June 2015.

The First 180 Days
CURRENTS Article Advancement is essential in preparing the president and institution for a successful transition, but the new leader must adopt and fine-tune the plan. Five years into her presidency at Montgomery College in Maryland, DeRionne P. Pollard and her advancement chief, David Sears, talk about the tactics they used to introduce her to stakeholders, communicate her vision, and ease her into fundraising.

Liberal Arts & Alliances
CURRENTS Article Arts and sciences colleges tend to be the largest on campus, but the extensive donor base doesn't usually translate into the biggest gifts. Colleges and their donor bases are not identical. This means that liberal arts colleges need to take a unique approach to alumni engagement and development. The strategy also requires new talent management policies and cross-college collaboration.

Identity Crisis
CURRENTS Article Whatever the intention behind an institutional change, straying too far from the identity former students grew fond of can alienate and anger your biggest fans.

New Leadership: Meet CASE’s 9th President
CURRENTS Article Sue Cunningham will take the helm at CASE on March 9, 2015.

Outlook: Merge Ahead
CURRENTS Article During the next 10 to 15 years, 25 percent of the lowest-ranked colleges and universities will either merge or disappear. Mergers are daunting, but dealing with one or another major office shake-up is not impossible if you prepare by adding change management and executive intelligence to your skill set.

Big Marketers on Campus
CURRENTS Article A growing cadre of high-level marketing professionals is moving from the private sector to higher education. Many of these recent arrivals are assuming new cabinet-level positions, reflecting not only the growing acceptance of marketing in higher education but a rising emphasis on sophisticated market research as institutions strive to differentiate themselves in a tough environment—and at a time when the cost and the value of a college degree face unprecedented scrutiny.

Outlook: Do More with Less
CURRENTS Article Too many development chiefs focus on mega-donors and neglect implementing operational efficiencies that can boost fundraising results.

If You Build It, Alumni Will Engage
CURRENTS Article Many community college students complete the requirements for a degree or certificate but then transfer to a four-year college or university and don’t apply for the credential. So how should these institutions define and count their alumni? How can alumni relations leaders reach out to campus partners to gain access to alumni information? Read this article to learn the answers.

Office Space: Let’s Stay Together
CURRENTS Article In January 2013, Maine's Thomas College moved career services from student affairs and placed it in alumni relations, under advancement's umbrella. This article details the impetus for the move and how the college managed the transition.

Big Question
CURRENTS Article Single Tasking Day is Feb. 18. If you could cut through your institution's red tape and finish one major advancement job that day, what would it be?

Taking the Lifelong View
CURRENTS Article This article discusses the heretical and holistic approach that Indiana University East took in reorganizing its advancement operation, which now includes the campus life office, to align with the engagement lifecycle. The result is a division that rid itself of traditional advancement silos and developed an operating structure that would shepherd its audiences—prospective students, current students, alumni, and donors—through the transition points between lifecycle stages and communicate and engage them with a consistent strategy and customer service-based approach.

People Who Like to Build
CURRENTS Article A community college development office is often a different world for experienced advancement professionals from four-year institutions. The staffs are smaller and resources are stretched. Yet where some development officers see warning signs, others find an opportunity to construct a new program from scratch.

Repairing Cracked Relationships
CURRENTS Article Encountering disillusioned alumni throws a wrench into the already complicated science of alumni engagement. Two alumni leaders from Emmanuel College and Boston University share insights about how their offices helped re-engage alumni upset by major institutional changes. They've found that the best tools to build bridges with unhappy alumni are those employed by companies that address consumer complaints.

President's Perspective: Turning Heads
CURRENTS Article A turnover in leadership can disrupt an institution's advancement efforts. CASE President John Lippincott offers advice, based on a discussion with CASE volunteers, on what advancement leaders can do to ensure a smooth transition.

Mind the Gap
CURRENTS Article If good communication is the key to a successful relationship, it might be time for chief fundraisers and their institutional CEOs to consider couples counseling.

Cultivating Models of Success
CURRENTS Article Community colleges throughout the country are beginning to engage alumni as donors and advocates who can testify to the value of a community college education.

Embracing Change
CURRENTS Article This article discusses how changes in the way universities are organized in Finland led to the creation of University of Helsinki's first fundraising campaign, which, in turn, informed its university branding efforts. The university brought its brand to the city of Helsinki in several ways, including creative newspaper ads, public events, and a store in the city center that was inspired by Apple stores and designed to showcase its research in ways that would interest the public.

The Next Phase
CURRENTS Article Whether through growth, reorganization, or makeshift strategies, a steadily increasing number of minority-serving institutions, particularly historically black colleges and universities and Hispanic-serving institutions, are starting their first campaigns. Institutions that already have their first campaign under their belt are shifting into a higher gear for the next.

What’s Happening in Denmark?
CURRENTS Article University-sponsored alumni relations is a relatively new practice in Denmark. The author shares his experiences at Aarhus School of Business and offers insight into alumni relations in the rest of the country and the Nordic region.

The Mindful Development Officer
CURRENTS Article Veteran advancement officer Deb Taft offer tips for reaching out to diverse alumni and volunteers and ensuring they're involved in meaningful ways.

The Brain Trust
CURRENTS Article Historically, advancement services' responsibilities have been to keep donor and alumni records current, process gifts, and send out receipts. Advancement services has taken on more duties in recent years as institutions change the way they collect, analyze, report, and use data for strategic purposes.

Moving Out
CURRENTS Article Several public college and university development shops in recent years have moved fundraising operations to new or existing institutionally related foundations. The benefits of such a move include better engagement of donors and alumni in development work, but transitioning the staff can be challenging.

Bountiful Catch
CURRENTS Article In 2008, instead of asking The Rockefeller Foundation for a grant for scholarship money, The London School of Hygiene & Tropical Medicine asked for funding to relaunch the alumni association and survey its alumni to assess their impact around the world.

Office Space: Advancement Is Everyone’s Job
CURRENTS Article Michael Larson of The Fay School discusses how his institution increased its advancement staff without hiring new staff.

Course Correction
CURRENTS Article In the view of many college presidents, the economic crisis of 2008 was a tipping point. In its aftermath, a "new normal" is redefining higher education realities and reshaping the traditional role of college and university presidencies. Higher education leaders say they are less focused on empire-building and more attuned to financial management, institutional marketing, improving the customer experience, and finding ways of helping financially strapped families pay for college.

Outlook: Advancement's Faulty Foundation
CURRENTS Article Andrew W. Reeher, CEO of Reeher LLC, offers advice on how colleges and universities can make better investments of time and money in their fundraising operations.

United by Goals
CURRENTS Article This article looks at the importance of communications and marketing being an integral part of the integrated advancement team and the benefits that can result from such an arrangement.

Professing Pride
CURRENTS Article Canada's University of Windsor devises a handy way to make the university community aware of its strategic priorities and encourages members of the community to share why they're proud of the university and what it's done for them. As a result, the public affairs and communications office has a supply of examples that demonstrate the institution's strategic priorities put into practice and communicates them through every available outlet, building awareness and pride along the way.

An Alumni Love Story
CURRENTS Article Antioch College closed in 2008 after years of mismanagement and acrimony. But since then, alumni have raised millions, and a new class of students will start this fall. What will the revived Antioch look like, and how will advancement's role at the college differ to keep history from repeating itself?

Outlook: Revolutionary Times
CURRENTS Article The American University in Cairo, by virtue of its leading role as an educational institution, has always been part of the political scene. In the new political era, through its students, alumni, faculty, and staff, its role is expected to grow.

Inside Moves
CURRENTS Article This article looks at the way communications and marketing offices are changing how they work and realigning their staff in light of technological advances, the increased use of mobile communications and social media, the strategic importance of online communications and marketing, and how these changes have affected campus relationships, such as the role of admissions marketing.

Un nuevo inicio
CURRENTS Article Este artículo aborda el importante papel que desempeña un presidente interino en la comunicación institucional y el rol que juega el Staff dando apoyo al líder y llevando a cabo los objetivos de comunicación de la institución.

Partners in Crisis
CURRENTS Article A consortium of Chicago area higher education institutions developed and signed a mutual aid agreement that is intended to provide support—such as access to facilities, equipment, and personnel including police, human resources, and communications staff—to member campuses in the initial hours of a crisis situation. The agreement has garnered approval from risk management experts, who tout the benefit of such cooperative emergency planning efforts.

Clean Break
CURRENTS Article This article discusses the important role an interim president plays in institutional communications and the part the communications staff plays in both supporting the interim leader and furthering the strategic communication goals of the institution.

Odds and Ends: Orchestrating Change
CURRENTS Article In this interview, conductor and author Roger Nierenberg talks to CURRENTS about his work helping organizations better understand leadership and collaboration by observing and interacting with a working orchestra, what society loses when music education is eliminated, and why music is not relaxing.

Office Space: Strategic View
CURRENTS Article This article discusses who at an institution, depending on the campus, may be involved in devising social media strategy but makes it clear that partnerships across departments are essential. It also provides examples based on the experience of a few institutions and offers a sample social media brief that helped guide the author in discussions with colleagues who requested a separate social media presence for their group, office, or department.

From Pressure to Progress
CURRENTS Article In mid-2009, Cornell University, which was grappling with a $215 million budget deficit, hired a consulting group to advise the institution on cost-saving measures. The alumni affairs and development department led the way in the restructuring effort. A large portion of the resulting savings came from realigning procurement, IT assistance, human resources, marketing, and other services that can managed by a central office.

Seamless Integration
CURRENTS Article Twenty years ago, alumni strategic plans were unusual, but they have slowly become much more mainstream. The next step in this organizational evolution is going on now: a strategic plan that aligns the alumni association's goals with the institution's goals.

Project: Transformation
CURRENTS Article With an effort that touched every area of advancement, the Villanova School of Business succeeded in taking its program to a new level of academic and fundraising achievement.

La comunicación es de Marte, las admisiones son de Venus
CURRENTS Article A pesar de que ambas divisiones trabajan para alcanzar el mismo objetivo, parecerían estar a varios sistemas solares de distancia.

Communications Is from Mars, Admissions Is from Venus
CURRENTS Article Communications and admissions marketing both work toward bettering the institution, though they go about it in completely different ways. Can the two departments collaborate better to integrate these two areas?

Office Space: Inside the Box
CURRENTS Article Why are we always asked to think outside the box, when sometimes we need guidelines to help along the process?

Office Space: Foreign Affairs
CURRENTS Article As more institutions expand operations abroad, setting up satellite offices in various countries that have high concentrations of alumni makes sense.

Rebirth and Renewal
CURRENTS Article How Adelphi University has revived its reputation

Better Together
CURRENTS Article Assessments in higher education are common—exams, state board tests, surveys, and focus groups, among other instruments. However, Widener University's convergence of academic assessment, strategic planning, and reaccreditation—and how they all inform and direct fundraising and campaign planning—is unique.

Postcard from Singapore
CURRENTS Article Starting an advancement office at an independent school in Singapore has many challenges. Find out how this alumni relations department had to start from scratch.

By Any Other Name...
CURRENTS Article Changing the name of your institution takes research, strategic planning, and a solid communications plan. Follow the story of one college that successfully followed through on this undertaking.

Advance Work: A New Level of the Name Game
CURRENTS Article When Tri-State University in Indiana wanted to change its name, it honored the Trine family in doing so. The institution is now Trine University.

Take-Away Idea
CURRENTS Article Some small-shop alumni officers hear about what larger institutions are doing and then adapt those ideas to their own budgetary and manpower scale. When this works out, small shops prove their creativity and that innovative programming is not only the province of the large and well-funded.

Repair Required
CURRENTS Article Managing internal communications can be a challenge. But the way that communications are set up internally really gives the external world a clear picture of your institution's brand and message.

Timely Answers
CURRENTS Article This article looks at the latest of five surveys on benchmarks for advancing smaller colleges and universities.

Career Path: On the Other Side
CURRENTS Article No matter the size of the organization, development work is at its core the same. It's a matter of figuring out how to work with what you have.

Closing Remarks: Changing of the Guard
CURRENTS Article Retiring university and college presidents open the door for a new kind of leader

Closing Remarks: Blue Sky Thinking
CURRENTS Article Fundraising campaigns conjure dreams of impressive new facilities, new educational attainments, and other lofty goals. Guilford President Kent John Chabotar says, by all means, consider high-reaching ideas and set ambitious goals--just ensure that they are supported by sound strategic planning. Chabotar shares some of Guilford's approaches leading to success.

Hell Hath No Fury
CURRENTS Article This article chronicles one institution's decision to go coed, which has sparked much protest among alumnae. The article describes in detail what went wrong in communicating the decision to alumnae, the lengths to which alumnae have retaliated against the institution, and what leaders are doing to placate alumnae.

Advance Work: Wish Fulfillment
CURRENTS Article Many institutions start with a large initial endowment. Not the brand new Harrisburg University of Science and Technology.

Closing Remarks: Purpose or Place?
CURRENTS Article Advancement professionals should reconsider how they position their institutions with a long-term view in mind. Instead of campus facilities, their focus should be on educational goals, the exchange of ideas, and the generation of new insights and other long-term missions and goals.

Uncertain Times
CURRENTS Article Institutions of higher education are under increasing financial and competitive pressure, and this trend will push advancement to the forefront on campuses around the globe. This book excerpt addresses how these changes will affect what you do, and how you do it.

Managers Portfolio: Love Thy Enemy
CURRENTS Article Strategic plans often are viewed as exercises that consume vast amounts of resources (especially time and staff), but they also can be useful tools for institutions—and for advancement operations. Begin to see them in a different light by overcoming some common misperceptions of what a strategic plan is, what it takes to create one, and how it can be used.

Closing Remarks: The End of the Beginning
CURRENTS Article Presidential transitions prompt questions and issues that institution leaders must address over long periods of time—from the earliest confidential discussions between an exiting president and board chair to the moment years later when a new president is fully established on campus. Transitions also are multifaceted harbingers of a campus CEO's overall tenure and even institutional maturity and health, which magnify the importance of identifying when a transition is ending and a new president is getting settled. This column identifies several signals that mark the shift from "president in transition" to "president as established leader."

Manager's Portfolio: On the Ball
CURRENTS Article Elementary school development offices face more challenges every year. How can these small shops handle ever-increasing expectations during a time of belt tightening and greater demands for results? Managers should begin by setting priorities, goals, and objectives as well as the strategies for achieving them. Careful measurement and evaluation will ensure that managers focus on vital fund-raising activities and stay on track toward completion.

Open-Door Policy
CURRENTS Article When alumni and development officers work together and share many tasks and responsibilities, they can help their campuses attract much-needed resources and enhance the bottom line. Although many senior advancement officers might be reluctant to fully commit to such integrated efforts, the advantages are becoming too numerous and powerful to overlook. Alumni relations professionals are in the best position to identify new donors. What’s more, integrated initiatives result in better services for millions of alumni donors. Campus leaders can integrate their advancement operations by building multidepartmental teams for specific tasks, celebrating major successes with all advancement officers, and relying on a single advancement mission and vision.

AdvanceWork: Staying Power
CURRENTS Article Booz Allen Hamilton asked a panel of scholars to identify the 10 “Most Enduring Institutions” of the past century using these criteria: innovative capabilities, governance and leadership, information flow, culture and values, adaptive response, risk structure, and legitimacy. This article discusses how the list was assembled and why Oxford University and Dartmouth College made the cut.

A New Breed
CURRENTS Article This article examines the complex and often convoluted relationships between admissions and advancement. It describes how marketing is the place where all areas of advancement find common ground and how, for a long time, marketing had its place within the distinct silos in admissions and advancement. Now, however, institutions are developing more comprehensive structures that combine recruitment and advancement in the interest of adopting a true integrated marketing mindset.

Broad Strokes, Fine Brush
CURRENTS Article Making the institution’s goals and priorities the advancement office’s goals and priorities is no easy task. This article, an adaptation of a May 2004 CASE Online Speaker Series presentation by Rensselaer’s vice president for institute advancement, emphasizes the importance of careful planning and comprehensive thinking in formulating the advancement office's role in ensuring an institution’s long-term success.

One Craft, Different Cultures
CURRENTS Article More alumni directors outside North America are reaching out to their alumni audiences to encourage lifelong relationships with alma mater. However, these alumni directors face unique challenges. In Europe, Latin America, Africa, Asia, and Australia, school and university alumni often don’t have the tradition of giving to alma mater that’s a given in the United States and Canada. The institutions might not have maintained close ties with alumni, and poor record keeping can hinder relationship-building efforts. Some institutions' goals for alumni relations include encouraging continuing education and career networking by alumni as well as fund raising. Campus alumni offices also can become resources for groups of alumni who are more connected to each other than to the institution.

All Hands on Deck
CURRENTS Article Turnover can create havoc in an advancement office, leading to holes in the institutional memory and breaking fragile links between donors and the institution. The advancement staff at the University of Massachusetts Lowell has reinvented its operations to create a team approach that strengthens long-term relationships and focuses staff members on securing cash gifts, especially major gifts. Using a structure of four interdisciplinary teams, advancement officers focus on offering relevant alumni programs and services, meeting face-to-face with donors, involving all staff members in gift cultivation, and maintaining an attitude of mutual respect across advancement.

A Makeover Story
CURRENTS Article In this article, the second of a pair about strategic communications, the author candidly describes the transformation of her career as a communications professional. She starts by recounting the entry of the word “strategic” into the higher education lexicon and then chronicles how embracing the word has shaped her career.

Buddy Systems?
CURRENTS Article University systems exist because together the institutions that comprise them are stronger and better positioned than they would be as rivals. Competition among campuses within systems exists, of course, and advancement structures vary, but the benefits of the collaboration that occurs far outweigh whatever tensions arise. This article examines system advancement models at the University of Texas, the State University of New York, the University of Nebraska, and the University of Maryland systems.

Manager's Portfolio: Location, Location, Location
CURRENTS Article At many institutions, limited office and parking space forces advancement units to move outside of campus borders. Off-campus facilities offer several advantages over campus quarters, but advancement staffers must work harder to keep in touch with faculty, staff, and students when off site.

Closing Remarks: Looking for Jane
CURRENTS Article The president of Rockford College describes institutionwide efforts to chart the campus' future by exploring its history as the alma mater of Jane Addams, pioneering social reformer. By exploring the life and work of Addams and incorporating her vision of learning and citizenship, Rockford strives to be "Jane Addams' college."

Manager's Portfolio: Two Months to Think
CURRENTS Article A college vice president describes his two-month administrative leave, which contributed to significant changes in Bates College's alumni relations efforts.

Between Presidents
CURRENTS Article During the transition after one CEO leaves and before the next one arrives, advancement managers can help with institutional self-assessment; keep up momentum in fund raising, alumni relations, and communications; work collaboratively with other campus divisions; support the interim CEO; and prepare for the arrival of the new president. However, campus veterans differ on whether they should undertake new initiatives during the transition. This article is of interest to chief advancement officers and managers of development, communications, advancement services, and alumni programs.

Manager's Portfolio: Achieving Fabled Service
CURRENTS Article Like Nordstrom and other companies famous for customer service, alumni associations should infuse quality constituent service into everything they do. This column features examples from the University of Michigan Alumni Association, which has created a customer relations staff.

Turbulence at Ground Level
CURRENTS Article As higher education institutions close and consolidate at unprecedented rates, advancement officers can play a vital role in assessing their institutions’ vulnerabilities. The authors present six warning signs and corresponding recovery strategies, with special attention to how advancement officers can help. This article is of interest to managers of development, alumni relations, and communications programs, as well as campus CEOs.

From the Ground Up
CURRENTS Article Three California state universities that opened in 1995, 2002, and 2004 illustrate the challenges of setting up new advancement offices from scratch. They each had to develop and implement community relations and media relations strategies; launch fund-raising programs; and build alumni relations programs even before the first class graduated. This article is of interest to managers of alumni, development, and communications and marketing programs.

Sweeping Clean
CURRENTS Article The arrival of a new campus chief executive officer often means the departure of the current chief advancement officer, but both parties—and the institution—benefit when the two develop a good working relationship. The author provides advice to both CAOs and CEOs for making the transition go as smoothly as possible.

Closing Remarks: A Unified Front
CURRENTS Article Collaboration strengthens all of advancement

Talking Points: For All You're Worth
CURRENTS Article Although you know how much money you make, it's hard to measure advancement officers' worth to their institutions, and to demonstrate that the institution is receiving a good return on its investment in you. Lippincott, CASE vice president for communications, outlines some crucial principles for measuring and reporting advancement's performance.

Presidency as Platform
CURRENTS Article A presidential inauguration offers an institution a chance to connect with all of its constituencies, and can be used to set the tone for what’s to come in the life of an institution. Despite the many variables that can shape inaugural events, most tend to follow one of three models, emphasizing change, stability, or innovation.

Two Approaches, One Goal
CURRENTS Article Know the inherent strengths of both centralized and decentralized advancement structures

Closing Remarks: Passing Fads
CURRENTS Article Colleges and universities certainly resemble businesses in some ways, but the differences between them are profound. Unfortunately, the more they model themselves on business, the more likely business solutions are prescribed for their problems. Many recent management fads have surfaced over the past 30 years, and all of them have failed on campus. Here are 10 tips to help you reap the benefits of fads without withering from their potential costs.

Sending Signals
CURRENTS Article The popular distance learning approach of Britain’s campus-less Open University has generated a global presence and an international alumni base, as well as an atypical advancement operation. The fledgling alumni office seeks to involve alumni volunteers in multiple ways suited to OU’s character, such as student recruitment and mentoring. The development operation maintains a strong emphasis on business development while building programs in annual giving and planned giving.

AdvanceWork: Going the Distance
CURRENTS Article Opening a satellite office can be expensive and time consuming. However, as long as its mission is clear, having an out-of-town office can create opportunities for increasing contact with alumni, students, and other constituents. Institutions with successful satellite offices note that careful staff recruitment is crucial. Also, staffers should be aware that distance can create a sense of isolation.

Rethinking Our Craft
CURRENTS Article Stone, former president of the Stanford Alumni Association, describes the multiyear process that led to the merger of the alumni association into the university, in sharp contrast to the association’s century-old tradition of independence. His key points: (1) Institutions must “own” their alumni relations responsibilities, and (2) alumni relations requires an entire institution’s commitment to lifelong relationships. Stone also offers advice to alumni relations officers on their role and responsibilities.

Campaign Strategies: Orchestrating a Harmonious Campaign
CURRENTS Article To coordinate a comprehensive campaign within a heavily decentralized organizational structure, University of Virginia officials developed a complex but flexible collaboration model that addressed the development needs of the institution’s 26 separate units. The central development office provided support and services at varying levels for the different units and worked to develop trust and respect.

The Way We Were
CURRENTS Article Five case studies describe how advancement officers maintained alumni loyalty in the face of major institutional changes. Examples cover the Citadel’s admission of female cadets, Harvard School’s merger with Westlake School, Beaver College’s name change to Arcadia University, the transformation of church-owned St. Michael’s School to independent Wesley School, and Mount Vernon College’s adoption by George Washington University.

Closing Remarks: A Bicycle Built for Two?
CURRENTS Article Strategic planners can learn from Integrated Marketing, but first we have to define our terms.

Setting Up Shop
CURRENTS Article The author presents stories of how institutions, ranging from two-year colleges to independent schools, have launched or revived alumni associations. Alumni officers can adapt the strategies she describes to match the needs of their own campuses.

Closing Remarks: A Voyage of Discovery
CURRENTS Article The president of a small, struggling college on the Pacific Island of Papua New Guinea has set out to learn how advancement principles can be adapted to help his institution.

Vision of the Future
CURRENTS Article A participatory strategic planning process can enable an institution to start moving its integrated marketing efforts out of the communications arena and into the entire institution. The article describes nine steps: 1) State program objectives. 2) Select participants and leaders. 3) Compile background information. 4) Select task force topics. 5) Set up a Web site. 6) Train task force facilitators. 7) Plan a kickoff event. 8) Create the final report. 9) Implement the best ideas.

Closing Remarks: Out with the Old, In with the New
CURRENTS Article Williams proposes that it is time for institutions to abandon strategic planning and embrace the marketing movement. He maintains that campus strategic planning efforts have become ineffective because of fear of hard decisions, passive-aggressive behavior at the institutional level, fuzzy goals, and unrealistic objectives. By contrast, a marketing approach is integrative, grounded in reality, and constituency-oriented. It relies on surveys and perceptions, produces progress that is easy to measure, and pays attention to relationships.

The Popular President
CURRENTS Article To establish a new president's image, you must present the real person as reflected in his or her abilities, inclinations, and interests. These techniques may help: 1) Prepare the new president with sound, institution-related research findings. 2) Introduce the new president to trustees, students, faculty, alumni, and key opinion leaders. 3) Advise the new president to avoid making controversial changes in the first 100 days; concentrate on early successes in such areas as fund raising, student recruitment, and compensation. 4) Beef up the new president's on-campus presence. 5) Use time management techniques to increase the new president's impact.

Small Office: Managing a Small Shop Down Under
CURRENTS Article Scholz, director of development at the University of Melbourne, describes how her advancement staff's objectives and activities differ from those of its counterparts in the United States. Recent cuts in government support of education have dramatically increased the role of fund raising in Australia. Melbourne's strategic response has been to focus on earning more income through student fees, the commercialization of university research, and fee-for-service initiatives. The development office's role is to provide sophisticated management of relationships with clients and commercial partners, not just donors.

Manager's Portfolio: Advancement Away from Home
CURRENTS Article Frankle, alumni and development director at the University of Toronto, describes how her staff established a Hong Kong office. The remote office carries out such tasks as coordinating visits for institutional leaders, planning events for the large Hong Kong alumni base, supervising volunteers, maintaining alumni records, recruiting students, and conducting prospect research. Frankle recommends that institutions considering opening overseas offices should: 1) hire people with local and institutional knowledge; 2) make sure they know the language; 3) bring staffers home for training annually; and 4) evaluate them fairly.

Small Office: Creative Hiring
CURRENTS Article Finding all-around staffers outside the advancement box

Finding the Perfect Fit
CURRENTS Article Five ways to structure the communications office

Tech Support: Leapfrogging
CURRENTS Article The rapid rate of change in computer technology makes it expensive and difficult for a small shop to keep its equipment current. Nohner, director of the news and publications office at Bemidji State University, describes his strategy for concentrating his budget on a large technical leap every few years rather than constant upgrades. Newer groups of machines are allocated to complex needs, while older ones are retained as long as possible and devoted to simpler tasks.

A Big Plan for Small-Office Planned Giving
CURRENTS Article Coppes, a consultant who specializes in independent school planned-giving programs, offers advice for small development offices getting started in planned giving. Important steps include: 1) Articulate how major gifts fit into your institution's mission and vision. 2) Create a budget. 3) Get CEO commitment and board approval. 4) Hire a planned-giving adviser. 5) Identify potential givers and recruit a leadership team. 6) Adopt planned-giving policies and guidelines. 7) Coordinate plans with the business office. 8) Create a planned-giving society. 9) Create a marketing plan, newsletter, and other support materials. 10) Work planned giving into your major gift cultivation process. 11) Make personal visits. 12) Ask for gifts, but don't push. 13) Create a stewardship plan. 14) Organize, delegate, and follow up.

End Notes: A Declaration of Interdependence
CURRENTS Article In 1998, after 106 years of independence, the Stanford Alumni Association became an official division of Stanford University. The change followed three years of study, extensive negotiations, and a vote by SAA members. In an interview, association president Bill Stone explains that SAA and Stanford leaders decided a merger would provide better access and increased resources.

The Day We Closed the News Bureau
CURRENTS Article In April 1996, the Indiana University news bureau closed and the Office of Communications and Marketing was opened as the first step in adopting an integrated marketing approach for the university. Simpson outlines how this change occurred. A supportive president, a willing staff and ongoing internal communications efforts are credited with making this change a success. Recognizing that the university was not reaching all constituencies through the media, staff adopted a more active role in setting goals, and conducting research to enhance the institution's image. Meetings with legislators, alumni and business leaders indicated that while their image of the university was good, there were lots of misperceptions about the tuition costs. These meetings also indicated that many important audiences were not being reached.

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