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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.

CASE Advancement Investment Measurement Study (AIMs) and Benchmarking Tool
CURRENTS Article CASE is undertaking a study of investments in advancement using the CASE Benchmarking Toolkit. The toolkit will help member institutions participating in the study assess the effectiveness of their fundraising operations and demonstrate the value of investing in advancement.

The Art of Working Strategically
CURRENTS Article From 2012 to 2016, Reggie Bustinza and Joe Volin were tasked with tracking engagement for the nearly 37,000 alumni at Lewis University in Illinois. They got big results, and their system continues to live on after their time at the institution. Here they share their secrets for taking alumni metrics to the next level.

Are You Managing?
CURRENTS Article Promoting superstar talent to management positions sounds logical. Yet a master fundraiser, visionary communicator, or alumni relations genius won’t necessarily possess the skills to lead and inspire a team. A bad manager can fuel turnover, cause low staff morale, decreased engagement—and prevent qualified people from joining your organization. If you’ve ever seen the movie The Devil Wears Prada and thought, “Nah, the devil wears pride gear,” you’ll want to learn how managers—and the people who hire them—can improve.

Talking Shop: The Upside of Chaos
CURRENTS Article Joan Garry, principal of Joan Garry Consulting, believes the best nonprofits are like twin-engine jets. In advancement, the board chair and institution president are co-pilots. The staff and lead volunteer engines need to be strong, effective, and efficient. But, of course, there will always be turbulence. "If you haven't had a crisis at an institution, it's not because you're good—it's because you're lucky," she warns. The author of Joan Garry's Guide to Nonprofit Leadership, Garry shares advice on dealing with disorder.

CURRENTS Article Advice on removing a donor name from a building; and why a deck of cards helps one development pro stay focused on making the impossible possible.

Outlook: Observations from the Other Side
CURRENTS Article The job market is tough, but not for the reasons you may think. For several months in 2016, I looked for a senior-level job in development. During my 20-plus years working in nonprofit and higher education fundraising, I've developed several skills, including the ability to scout and hire great talent. Being on the other side of the table was an eye-opener. After perusing hundreds of openings, I thoughtfully submitted more than 30 job applications to Ivy League schools, huge state university foundations, and everything in between. Throughout the process of working with recruiters and HR personnel, I found variable levels of professionalism, including wince-worthy displays of incompetence in how nonprofits (especially ones in higher ed) hire. Here are some highlights and recommendations for improving your own process.

CURRENTS Article Advice on handling an advancement colleague's inappropriate relationship with a donor; Colorado State's lessons on making a recipe video; and how to avoid errors in your database's list of deceased alumni.

Outlook: Don't Discount Diverse Donors
CURRENTS Article If you assess the philanthropic landscape today, you'd be challenged to find Latinos in major staff roles, on nonprofit boards, or as major donors. As a Latino and development officer for 32 years, I've observed a range of reasons nonprofits overlook Latino communities. The main one: Because our communities have struggled with poverty and have indeed been recipients of charity, the assumption that we cannot give prevails. This is simply not true, and most people outside of Latino communities don't realize our propensity and capacity to give.

CURRENTS Article Advice on how to respond to inappropriate comments from donors; and tricks to digitally unplug.

Family Matters
CURRENTS Article For busy advancement officers, the line between their professional and personal lives blurs easily and often. Alumni relations staff frequently work evenings and weekends; development officers can travel several times a month to visit donors; social media directors monitor, respond, and post content 24/7. In a recent work-life balance survey, 68 percent of advancement professionals reported working 45 hours or more per week, and 30 percent said that work often interferes with their personal lives. These unpredictable schedules can take a toll on families. So how can you align your personal and professional relationships in a healthy way? Here's how to stay married to your partner and not wedded to your job.

Listen Up
CURRENTS Article CFO means business with New Year’s resolution to consume audio books

Talking Shop: We’re All Ducks
CURRENTS Article Vu Le is the brains and comedic voice behind the Nonprofit with Balls blog. As an executive director of a nonprofit, Le often writes from the perspective of a grantee, producing no-nonsense articles such as “9 annoying nonprofit trends that need to die.” His Seattle-based organization, Rainier Valley Corps, trains people of color for nonprofit leadership positions, so he has lots to say about improving diversity.

Relationship Status
CURRENTS Article Turnover can be costly. When a donor’s key contact leaves—whether it’s the president or development officer—the donor’s relationship with the institution is disrupted. The result? Delayed or decreased giving. So how can you reduce the negative impact of presidential and gift officer turnover? By expanding the number of indi-viduals involved in donor-institution relationships and including people with greater tenure in those relationships.

CURRENTS Article Persuading faculty to work with media and coaching them on it; and what the stuff in your workspace says about you.

Outlook: Build a Better Bonus System
CURRENTS Article Whether at a CASE conference or other gathering of senior advancement executives, the topic of turnover always arises: How do we attract and keep talented staff? Could offering bonus pay help? Incentive compensation is not prevalent in advancement; some liken it to paying gift officers a commission. Another complaint: Such programs often only apply to fundraisers, excluding other staff who are pivotal to advancement. No part of a donor's gift should be paid to a fundraiser as commission. But a well-crafted incentive compensation program that includes all staff members can boost performance and lead to longer tenures—and stronger relationships with donors.

Copy and Share Everything
CURRENTS Article Get inspired with these Circle of Excellence winners: Red River College finds success with its "Our Grads Get Hired" advertising campaign; University College London's Develpment and Alumni Relations Office initiates a unique and effective onboarding program; and Colgate University's video The Journey Begins helps garner alumni gifts.

CURRENTS Article Advice for when a colleague acts too casual and friendly with donors; how to be preapred for last-minute end-of-the-year gifts; and thougths on preparing Native American high school students for college.

5 Ways to Nurture New Talent
CURRENTS Article Despite a growing need for fundraisers, recruiters are struggling to find talent. Degree programs in advancement remain rare (although notable ones include the U.K.'s University of Chichester's charity development degree and the Lilly Family School of Philanthropy at Indiana University), and the field is frequently misunderstood. "Advancement, especially development, is often viewed as a sales profession," says Zachary Smith, a senior partner and deputy managing director at the recruiting firm Witt/Kieffer. "Most people only see advancement professionals schmoozing donors at coffees, lunches, dinners, and events. They don't see the work that takes place in between." So how can institutions attract talented graduates to the field—and how can they keep them there? Read on for ways to grow and retain your team's newest advancement professionals.

CURRENTS Article Advice on editorial policies for sources reviewing stories; a website that generates inflated university titles; and acknowledgement of the struggles many students face in juggling studies and outside responsibilities.

Talking Shop: Raising Gifts, Sharing GIFs
CURRENTS Article Rory Green is a second-generation development officer—both of her parents were fundraisers—and the founder of Fundraiser Grrl, a cheeky crowdsourced blog about the rewarding, frustrating, and downright outlandish things fundraisers experience. Through the GIF-driven posts, fundraisers both celebrate and gripe about their professional lives. Face palms, snark, and funny tales abound.

Pin of Pride
CURRENTS Article How can you tell if a major gift officer secured a gift for an endowed professorship or chair? At the University of Florida, you just check his or her lapel. At special ceremonies near the end of the last campaign, the development chief and deans gave unique Gator pins to those who closed such gifts. The incentive program ran during the last two years of Florida's recent $1.5 billion campaign to help focus gift officers on securing endowed professorships and chairs.

Long, Aimless Meetings? Sabotage!
CURRENTS Article Too many committees? Wishy-washy decision-makers? Those little frustrations in your day-to-day office life aren't just annoyances—they could be sabotaging the work you do, according to the book Simple Sabotage: A Modern Field Manual for Detecting and Rooting Out Everyday Behaviors that Undermine Your Workplace.

Does Your Institution Have a Social Media Transition Plan?
CURRENTS Article An institution's communications strategy should include social media management, but too often the protocols, processes, and permissions essential for overseeing social channels aren't well documented or communicated, particularly in smaller shops. During a staff turnover, such a lack of forethought can harm an institution's brand and reputation, compromise data security, and, in extreme cases, attract unwanted attention and headlines. With proper planning and governance, you can provide a smooth changing of the social guard, whether during planned departures, re-assignments, extended leaves, or, yes, even dismissals.

Office Space: Grow Your Own Communications Talent
CURRENTS Article Duke ProComm, a professional development program for communicators at Duke University in North Carolina, trains communicators with varying levels of expertise and at different stages of their career. Many entry-level communicators arrive with a specific skill set, but in today's environment you need to know how to tell a story using text, images, audio, and video, and you must promote your work on a variety of platforms and channels. The ProComm program helps communicators enhance their skills, find mentors, and prepare for future communication opportunities.

Outlook: Producing High Performers
CURRENTS Article Using donors to train gift officers is just one way development shops should be rethinking talent management, including recruitment. Too often vice presidents are attracted to fundraisers who have secured a mega-gift, even if the gift was years in the making and cultivated by predecessors. VPs think top performers are a canned product that can be easily found and recruited at high salaries.They'd be better off building their own superstars by hiring passionate, driven fundraisers who understand the process and pace of fundraising.

The Apprentices
CURRENTS Article With the Student Philanthropy Officer pilot program in York University's annual giving office, students can graduate from phonathon calls to face-to-face asks of alumni.

Office Space: Keep on Keepin’ Up
CURRENTS Article Advancement veterans share their tips for remaining professionally agile.

Office Space: Employee Retention Starts on Day One
CURRENTS Article Keeping high-performing staff members is vital to an institution's success. A positive onboarding experience is a fundamental step toward reducing turnover, increasing employee engagement, and raising productivity.

Office Space: Cracking the High-Performer Code
CURRENTS Article The Fay School launched an effort to identify the competencies and values embodied by its highest performers—the people who exemplify and extend its brand of preparation, community, and communication in unique ways. The school sought to translate these skills and attitudes into the criteria it seeks in a job candidate to improve its hiring process and reframe its system for onboarding, evaluating, and rewarding employees.

Outlook: Fully Committed
CURRENTS Article Good major gift officers leave for various reasons: poor leadership, lack of support, no options for promotion. But research shows they are willing to stay in less-than-ideal conditions when they're connected to the institution and feel their voice is heard.

Office Space: The Upside of Turnover
CURRENTS Article Turnover presents an opportunity to shake things up, reinvent the conversation about the college's philanthropic mission, and redefine engagement options for your alumni and donors.

Office Space: Planning for Diversity
CURRENTS Article By thinking broadly about key dates, events, traditions, and themes, you can go beyond the diversity people see and incorporate what they don't see: diversity of geography, backgrounds, beliefs, experiences, abilities, accomplishments, opinions, ideas, interests, and thought. The content we produce should reflect the people who make our institutional communities what they are.

President’s Perspective: An Open Letter to My Successor
CURRENTS Article John Lippincott offers advice to the next president of CASE.

Office Space: Want to Retain Your Fundraisers? Give Them Unlimited Time Off.
CURRENTS Article Taking time off is essential for maintaining one's energy, sanity, and creativity, particularly in a profession where devleopment officers are expected to bring their A-game to an 8 p.m. meeting with a donor and manage other events that are part of a nontraditional work schedule.

The Case for Diversity
CURRENTS Article Fifty years later, historically marginalized members of society have better access to opportunities, but there's still a noticeable lack of diversity in many industries and professions—including advancement. This is an introductory piece to CASE's special issue on diversity in advancement.

Mission Possible
CURRENTS Article Only 9 percent of the North American educational advancement workforce is nonwhite, the 2013 CASE Compensation Survey found, compared with about 20 percent of full-time U.S. college faculty, according to 2011 data from the National Center for Education Statistics. This article explores ways that institutions can diversify their employment ranks.

Hire Learning
CURRENTS Article Every profession has personnel issues, and advancement is no different. The turnover rate for fundraisers is high. The field is 70 percent female, but women earn 20 percent less money than men, according to the Association for Fundraising Professionals. This article discusses how one advancement vice president has addressed pay inequity and created an environment that retains staff.

What’s the Idea?
CURRENTS Article Aimee Griffiths, director of alumnae relations for Ursuline Academy of Dallas, recently restructured her alumnae board and shares a short lesson.

Cents and Sensitivities
CURRENTS Article At New York’s Cornell University, gift officers receive a helping hand from an unexpected source: actors. The Cornell Interactive Theatre Ensemble offers an experiential learning program that includes self-assessments, group interactions, and role-playing to help fundraisers work through situations they’ll face while doing their jobs. This story provides a how-to plan for institutions interested in creating a similar program on their campuses.

Outlook: The Real March Madness
CURRENTS Article Will we ever reform intercollegiate sports? The Drake Group, a coalition of academics, former athletic administrators, and athletes working to minimize the corrosive influences of college sports on academic integrity, says that it may take an act of the U.S. Congress. Such federal legislation will draw a clear line between college and professional sports, create a structure that's more equitable to students, and refocus attention on institutional missions—educating students.

Talking Points: Presidents Under Pressure
CURRENTS Article In the past decade, scores of institutional executives have retired, resigned, or been removed from their posts. In the research for the book Presidencies Derailed: Why University Leaders Fail and How to Prevent It, authors Stephen J. Trachtenberg and Gerald B. Kauvar studied several failed administrations and discovered causes and cures for this higher education leadership crisis. Here we present two solutions for the parties most intimately involved in the process: governing boards and the presidents they hire.

Promoting Pride
CURRENTS Article With the Winter Olympics set to begin in Russia on February 7, scrutiny of the government’s anti-gay laws will be intense. CURRENTS looks at how educational institutions are addressing lesbian, gay, bisexual, and transgender issues on their campuses. LGBT alumni donors want to know that institutions are creating safe and inclusive environments for gay students. See how institutions are serving LGBT alumni and students.

What Does Your Institution Taste Like?
CURRENTS Article The co-author of Scaling Up Excellence: Getting to More Without Settling for Less explains how the for-profit world’s ideas about ingenuity apply to advancement professionals too. “People in advancement are in the imagination business,” he says. “Ask yourself, Where is your creativity?” Rao offers his tips for doing just that.

Ready to Roll
CURRENTS Article Institutional communications teams lost staff during the Great Recession, and now some of those units are beginning to hire again. What are the essential skills that these people should bring to your team? Read this article to find out.

Golden Opportunity
CURRENTS Article Millennials are decidedly social-, global-, and civic-minded, making them great candidates for development work.

Where the Jobs Are
Community College News Article,  CURRENTS Article Community colleges report higher increases in full-time alumni relations staff than other types of institutions.

Training Champions
CURRENTS Article Drawing on her experience leading both horses and fundraisers, a consultant writes about techniques she uses to improve team focus, develop better relationships with each other and donors, and grow total gift income.

Office Space: Social Connection
CURRENTS Article In this column, a young social media coordinator discusses the mistaken notion that age should be a factor when it comes to working in social media and offers advice to people working in the field and the people who manage them.

Stick the Landing
CURRENTS Article As it grows in stature and expectation, the vice president of development or advancement position entails more than fundraising. The vice president has to be an effective partner to the president, has to spend more time with trustees, and has to be skilled at governance issues and diplomacy. This story explores how the chief development officer position has evolved and what it takes to be a development vice president or assistant vice president these days.

Academic Aspirations
CURRENTS Article Why does a chief advancement officer need an advanced degree? Having a firm foundation in the academy enables the CAO to better understand and articulate the needs of the institution and earns credibility with the faculty, writes Linda Durant of Widener University.

Keeping Pace
CURRENTS Article This article looks at how the continuous change in technology and communications tools—particularly social media—are changing the way advancement communications offices operate.

Path to the Profession
CURRENTS Article Where does a development shop find good fundraisers? How do you hold on to them? Those questions and more are answered through an exploration of the latest talent management strategies.

President's Perspective: The CASE Culture
CURRENTS Article As CASE's longest-serving president, John Lippincott has had a chance to observe what makes CASE special. In this column, he shares his observations.

A Beautiful Friendship
CURRENTS Article Alumni relations and student affairs seems like the perfect partnership. Each has something the other wants. So why aren't the two offices working together more often?

Really Doing More with Less
CURRENTS Article DePaul University made the unpopular decision several years ago to limit major gift officers' portfolios to 70 prospective donors. The new system, which included changes designed to improve accountability, forced the development office to prioritize the prospect pool more effectively. The department has seen increases in both the volume of gifts and amount raised.

Ins and Outs
CURRENTS Article When managed effectively, a change in leadership can enhance rather than hurt an institution's fundraising efforts. A successful leadership transition requires, among other things, constant, honest communication with key donors.

Communication Runs Through It
CURRENTS Article In this article, Tom S. Landrum, the senior vice president for external affairs at The University of Georgia, traces his career path in advancement from his first job in public relations more than 35 years ago to his appointment to the top advancement job in 2008 and discusses how his background in communications has affected his views on how development, alumni relations, and communications work together.

Odds and Ends: Breaking Through
CURRENTS Article In this interview with Vernice "FlyGirl" Armour, a veteran of the U.S. Marine Corps and the U.S. military's first black female combat pilot, she discusses her experience with creating a culture of teamwork and mutual respect, the challenges of keeping people who work for large organizations engaged, and how higher education can help veterans as well as be helped by their experience.

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?

Acto de equilibrio
CURRENTS Article Este artículo analiza los esfuerzos que colegios, universidad y escuelas independientes han hecho para ayudar a sus empleados a lograr un equilibrio entre su vida y el trabajo, y de cómo los esfuerzos se han expandido de tal forma que han incluido áreas de salud y bienestar dentro de las instituciones. También se analizan las dificultades que siguen existiendo en la implementación de programas, incluyendo el cambio de mentalidad para darse cuenta de que no llevar un equilibrio entre la vida y el trabajo afecta a todos. El artículo incluye los resultados del “2011 CASE Compensation Survey regarding benefits offered at respondents' institutions.”

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?

Balancing Act
CURRENTS Article This article looks at the efforts that colleges, universities, and independent schools have made to help employees improve their work-life balance, how advancement employees see the issue in general as well as within their respective institutions, and how efforts have expanded to include areas such as health and wellness. It also examines what challenges remain in implementing programs, including changing the mindset to realize that work-life balance issues affect everyone. The article includes results from the 2011 CASE Compensation Survey regarding benefits offered at respondents' institutions.

Office Space: Backing the Brand
CURRENTS Article This article discusses the Communicator Certificate Program at Rutgers, The State University of New Jersey. Run by the institution's university relations department, the program is a series of professional development workshops designed for full-time employees who are involved in managing and communicating the Rutgers brand. The program is also open to any full-time or part-time staff member who wants to learn more about the university. A recent assessment of the program found that it is achieving its goals, making for more coordinated and effective campus communication.

Office Space: Investing in Your Own
CURRENTS Article This article looks at an internal professional development program in the Division of Development and Alumni Relations at Bucknell University. Such a program can not only help retain staff, but also help ensure they have the skills your institution values. In addition, these initiatives empower staff to contribute to one another's professional development, encourage collaboration, and acknowledge the skills and expertise within your office.

Office Space: Everyone On Board
CURRENTS Article Creating a process for new employees to feel connected to the school can be integral to their success.

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

Manager's Portfolio: Tapping Into Twentysomethings
CURRENTS Article Bridge the generation gap and give young talent the tools to grow

Happy Together
CURRENTS Article The recession has slowed the intense job hopping of recent years in fundraising. At this moment of pause, CURRENTS talks to four professionals at various stages of their careers to discover what factors contribute to job satisfaction.

Generation Vexed
CURRENTS Article For perhaps the first time in history, three distinct generations are sitting desk-to-desk in the workplace. In this story, advancement professionals discuss the characteristics of Baby Boomers, Generation X, and Millennials and various points of conflict in the multigenerational office.

Office Space: Artists of Advancement
CURRENTS Article When personalities in the office clash, it can affect productivity. Find out how creative employees operate so you can work together to advance your institution.

Odds and Ends: Through the Ages
CURRENTS Article A short discussion of generational differences in the workplace.

Manager's Portfolio: Everyday Leaders
CURRENTS Article The power of difference in organizations

Office Space: The Motivation Equation
CURRENTS Article Many advancement managers face the same dilemma: Employees enjoy the campus environment, but they may tire of the actual work they are doing. If they remain unhappy, they may move on. Using good listening skills, managers should focus on discovering what motivates their staff. Managers need to be flexible and willing to offer employees new career paths within the office to keep them feeling fulfilled and motivated.

Talking Points: Plans for Parity
CURRENTS Article The time is right for a more diverse community college leadership corps.

Outlook: No More Revolving Door
CURRENTS Article Advancement programs struggling to retain staff might consider the "people first" approach suggested by the author of this column.

Management in Training
CURRENTS Article Experts weigh in on how to solve some of the most vexing problems in advancement, including attracting and keeping star performers, motivating people, and training effective leaders.

Office Space: A-Maze-ing Grace
CURRENTS Article Although team-building activities might not be for everyone, they can cement relationships across advancement in new ways.

Untangling Diversity
CURRENTS Article Diversity is a complex issue, and the concept has different meanings, depending on your institution and advancement office. But one thing that everyone can agree on is that diversity is important, and reaching communities of color is imperative.

Advance Work: Facebook or Bust
CURRENTS Article A survey of 18- to 24-year-olds found that lack of access to Facebook or YouTube at work would cause some to quit.

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.

Finding a Good Fundraiser
CURRENTS Article Recruiting fundraising talent has become difficult as demand outpaces supply. Hiring people who will stay put for a period will help institutions foster more stable and effective development offices. And while there is no “how to” manual for hiring, knowing why fundraisers burn out, leave after only few years, or just don’t fit tells institutions a lot about how they can approach their next job search.

Talent Sprouts
CURRENTS Article Development offices across the world are in need of more suitable candidates. Students are a convenient resource just waiting to be tapped.

Stepping Out
CURRENTS Article In Australia as elsewhere, changes in funding patterns by government has spurred the rise of institutional advancement. This article explores the fundraising situation at Australian institutions of higher education.

A Growing Field
CURRENTS Article As demand increases for experienced advancement professionals, recruiters in the UK have looked to North America to fill the gap. Some have made a successful transition overseas; others have not.

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.

Beyond Money
CURRENTS Article With increased turnover in advancement, hiring managers can use a comprehensive benefits package to make up for what they may lack in salary offers. These benefits can be equally important in retaining quality employees.

How We Sliced the Pie
CURRENTS Article This introduction to findings from CASE's 2008 Advancement Compensation Survey gives details about how the survey was conducted. Data charts and discussion for each discipline, management levels, gender, geographic areas and more are linked in the navigation on the right side of the page.

Piece of Mind
CURRENTS Article The advancement team at Rollins College in Florida learned that collaboration was key to success. They overcame cross-departmental conflict, learned to work together, and realized what each member of the team contributed.

Branching Out
CURRENTS Article With a shortage in higher education fundraisers looming, institutions need to take action to recruit the right people. But how? Developing a talent management system is the solution.

Taking Root
CURRENTS Article Finding the right development employees for your institution is only half the story: Keeping them can be just as difficult. Many believe that retention is directly related to pay and bonuses, but recent research points to the important role that managers play in keeping retention high.

Campaign Fatigue Syndrome
CURRENTS Article As more campuses conduct capital campaigns more often and for more money, campuses face challenges in keeping not just donors but staff members from getting burned out. This article examines how continuous campaigns contribute to staff fatigue and burnout and explores how staffers often, after a successful campaign, leave for another institution (to run another campaign); how staffers gain momentum when they are always in campaign mode; how can campuses keep staffers happy and motivated.

Work in Progress: Lost in Translation
CURRENTS Article Like ethnic cultures, each gender culture has its own norms, customs, rituals--and ways of communicating. This article examines some common miscommunications that can cause misunderstandings and even havoc in the workplace. The author, an expert in gender communications at work, offers tips for avoiding these disconnects.

A League of Their Own
CURRENTS Article The 2006 Circle of Excellence award winners profiled in this article are hitting it out of the park. This article describes a few of the grand gold and gold medal award winners.

Manager's Portfolio: Managing Nexters
CURRENTS Article The newest entrants to an already multigenerational workplace are the Nexters, also known as the Millennials. These 20-somethings are thought to be technically savvy, positive team players. Not all members of this generation fit that profile. Managers, however, can leverage the attributes of these young workers through mentoring, training, and career development.

Advance Work: Campus Collectors' Items
CURRENTS Article To introduce its staff to the rest of the campus, the public affairs department at Allegheny College created baseball cards for its staff members.

The DNA of a Successful Major Gift Team
CURRENTS Article Teamwork is essential in a major gift office. Camaraderie and congenialty are important. But first you have to build the appropriate infrastructure—the culture, communications, expectations, feedback, technology, and learning. Then success becomes part of your genetic code.

Manager's Portfolio: Panning for Gold
CURRENTS Article Finding the best advancement talent is a little like searching for the gold nuggets among many pebbles. This article by recruitment consultants recommends treating your top candidates like donors—solicit them, cultivate them, even wine and dine them. And don't forget to sell your institution as well as the job.

Manager's Portfolio: The Trust Conversation
CURRENTS Article Trust contributes to more productive, happier workplaces and is created daily through an ongoing dialogue.

Manager's Portfolio: Become a Retention Expert
CURRENTS Article Higher compensation and better benefits are no longer the deciding factors in why people stay in their jobs. The retention firm TalentKeepers conducted thousands of employee exit surveys to find out what really makes people stick. It is their relationship with their manager. Ten retention leadership talents that managers can develop and apply in their day-to-day interactions with staff and other employees create a powerful retention culture to keep good people.

Manager's Portfolio: Leading by Questioning and Listening
CURRENTS Article Strategic questions can uncover need-to-know information for team motivation and performance

Do Unto Others
CURRENTS Article This article describes the DISC method of categorizing personality types according to: dominance, influence, steadiness, or compliance. Once you know yours and someone else’s personality type, the author argues, you can use the platinum rule in dealing with them: Treat others as they would like to be treated, rather than the Golden Rule (treat people as you would like to be treated).

AdvanceWork: You're Hired! Now What?
CURRENTS Article Making new hires feel welcome isn’t difficult; it just requires advance planning. Managers can do a few things before a new employee's first day in the office to make his or her start easier.

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.

Pay Attention
CURRENTS Article CASE’s 2005 Advancement Compensation Survey seeks to answer some fundamental questions: What do advancement practitioners earn? What do they do? What’s happening in the profession? In addition to producing thousands of data points about compensation and responsibilities, the survey also generated a few surprises: Advancement services appears to be on the rise (perhaps as the traditional three-legged stool model is becoming less relevant), institutional longevity is not particularly related to salary, men outearn women, and advancement officers of color remain a tiny fraction of the profession.

Split Second
CURRENTS Article What do communications and marketing professionals do and how much do they make? This article answers these questions by taking an in-depth look at the results of the 2005 Compensation Survey. It examines the areas in which most respondents spend their time, the nature and level of their management responsibility, and how other factors, including years in advancement and sex, relate to salary.

Strength in Numbers
CURRENTS Article CASE's latest compensation survey confirms that those who work predominantly in development tend to earn higher salaries than their colleagues in the other disciplines. Collectively, they also outnumber practitioners of the other disciplines. Among other things, the survey shows that the average annual salary for development managers is $75,000; for nonmanagers, it's $53,600. Years of advancement experience, level of management responsibility, age, education, and sex are the factors that seem to most correlate with development practitioners' salaries.

There's a Place for Us
CURRENTS Article Many advancement officers perform work that does not fit neatly in a single discipline. For these professionals--event planners, prospect researchers, and development communicators among them--collecting compensation data has been a challenge. This year's survey finds such cross-disciplinary workers are numerous, and their salaries vary somewhat depending upon in which discipline they place themselves.

About the Survey
CURRENTS Article This article describes how CASE designed, conducted, and managed the 2005 compensation survey and how CURRENTS reported on some of the survey results.

Working Capital
CURRENTS Article How are advancement practitioners faring? Where do they work and what do they do? Most important, what are they paid? The CASE 2005 Advancement Compensation Survey answers those questions and a host of others. The survey explored 14 factors and their relationship to salary. This article reports on four of those factors that have a strong to moderate statistical relationship to salary--years in advancement, level of management responsibility, age, and advancement discipline—and addresses two others—sex and education—that are less strongly related but important.

Who Are You?
CURRENTS Article This article describes the characteristics of a typical advancement officer, statistically speaking; identifies how traits of typical male and female advancement practitioners differ; and briefly lists some of the elements of the highest-paid and lowest-paid survey respondents.

Sex Ed
CURRENTS Article In the advancement profession, men outearn women by an average of $17,900, according to data that cuts across the survey sample. Researchers further analyzed salary data by sex and the top four factors that most strongly relate to salary using multiple regression to hold constant those factors. They discovered that the salary gap persists.

The More the Merrier
CURRENTS Article For the first time, the CASE Advancement Compensation Survey allowed all respondents to indicate whether they work in or manage more than one discipline. About a quarter of respondents and 30 percent of managers work in more than one. Those who work in or manage two disciplines don't necessarily earn more on average than those in one; however, those who manage three or four disciplines do earn more. Surprisingly, the traditional combination of alumni relations, communications, and development is not the top-earning combination of three disciplines.

Labor Organization
CURRENTS Article This short article describes the salary differences among managers who work at different levels of an institution: those who have some management responsibility but aren't head of a major department, those who are head of a major department but don't report to the CEO, those who head a major department and report to the CEO, and those who are head of an institutionally related foundation for alumni association and report to its board.

CURRENTS Article If salary is a way to measure value, then institution leaders seem to be valuing advancement services more than ever. These professionals' average salaries are nearly even with communications and marketing professionals', second only to development. And average salaries are higher for those new to advancement than those with more experience. Advancement services also seems to have a positive influence on salaries of those who work in more than one discipline.

Down Payment
CURRENTS Article The 2005 CASE compensation survey reveals that alumni relations professionals continue to be paid less than their colleagues in other advancement disciplines. Do alumni professionals earn less in general because they have difficulty proving bottom-line value to their campuses? Or are there other, more tangible explanations?

Manager's Portfolio: Raising the Bar
CURRENTS Article Many managers do the job that should be done by the manager below. This article defines the different roles of managers, directors, and vice presidents and provides a three-step process for diagnosing and correcting this common managerial misstep.

Career Path: Open Mouth, Insert Foot
CURRENTS Article Advancement work is hard enough without having to sidestep the landmines your CEO puts in your path through his or her inappropriate words or actions. As columnist Betty H. Meehan rightly (and wryly) observes, learning how to prevent such situations not only makes advancement professionals more successful, it also keeps them sane. This column suggests strategies for making such success possible.

Closing Remarks: Plan Overboard
CURRENTS Article The author describes executive teams in which some vice presidents not only withhold their support of the campus CEO and institutional planning privately but also have no compunction about doing so publicly. Such vice presidents won’t commit resources and expertise to institutional efforts and insist on revisiting agreed-upon plans about speed, direction, and destination. He asks why campus CEOs tolerate this behavior and suggests eight costs to the institution when it persists. Further, he suggests solutions for dealing with recalcitrant vice presidents.

Talking Points: Fair and Square
CURRENTS Article In August 2004, the U.S. Department of Labor updated the Fair Labor Standards Act, regulations for exempting white-collar employees from overtime pay. These new regulations change the criteria for determining which types of employees are exempt from overtime. The new regulations call into question the previously exempt status of many advancement positions.

Career Path: Up and In
CURRENTS Article Employees routinely think they are worth more than the salaries they earn, but they don’t necessarily deserve the raises to which they think they are entitled. This column explores the strategies one should employ when trying to negotiate a raise and suggests what to do if the answer is no.

Manager's Portfolio: An Inside Job
CURRENTS Article With development associates programs, managers can train entry-level personnel in advancement, offer instruction and insight about the world of work, and gain an edge in the competition for talent with other institutions. Comprehensive programs offer general training, expose associates to every area of advancement, and allow them to focus on one area of concentration. Associates also learn about balancing work and personal life. Programs should end with a comprehensive review of each associate’s performance to determine whether he or she receives permanent placement.

Career Path: Top Down
CURRENTS Article Is it possible for employees to make their bosses happy, advance their own careers, and still look forward to coming to work every day? Warwick--a former university relations officer at Loyola Marymount University, now senior counsel for Phillips & Associates--says it is, if you’re prepared to manage up. This column explains the ins and outs of managing your manager and discusses what to do if managing up isn’t an option.

AdvanceWork: Secrets and Lies
CURRENTS Article Advancement officers must set achievable, measurable goals for their employees. The alternative, according to a recent study published in the "Academy of Management Journal," is employees potentially behaving unethically in order to reach their targets.

AdvanceWork: Class Acts
CURRENTS Article Alumni employees should be rewarded for their loyalty to alma mater. This article highlights several recognition efforts that advancement officers have implemented to celebrate and thank their alumni employees. Campuses profiled include Norfolk State University, Thomas Edison State College, Kennesaw State University, Simpson College, and the University of North Carolina at Greensboro.

Manager's Portfolio: Foul-Weather Friends
CURRENTS Article How should campus leaders respond during layoffs, emergencies, ethical challenges, and other types of crises? Surprisingly, the skills and dispositions managers need to lead effectively during these times are similar to those that work well during good times. No matter the circumstance, managers must demonstrate caring, credibility, competency, fairness, and optimism. Successful leaders also nurture hope by reminding employees and constituents of past successes and future opportunities.

Manager's Portfolio: Hot-Button Issues
CURRENTS Article During a contentious election season, how can advancement managers maintain healthy relationships and encourage shared goals on campus? To avoid the potentially negative effects of political discussions in the workplace, managers and their staffs should understand the nature of colleges and universities, know their role as advancement professionals, avoid political arguments with co-workers and donors, and strive for civility. Because advancement professionals must form partnerships and foster support for department or campus goals, they must find ways to listen and understand others’ viewpoints.

Manager's Portfolio: Second to None
CURRENTS Article With so many pressures and demands on their time, chief development officers need No. 2 development officers who can shoulder important responsibilities, provide complementary skills, and work in partnership to achieve campus goals. Campus CDOs and search committees often have unrealistic expectations when looking to fill this vital position, however. To find the right person, CDOs should develop clear goals and tasks for the job, design a deliberate transition plan to help the new hire build respect and relationships quickly, analyze their own skills and strengths so they can identify complementary attributes in prospective candidates, and work with the new person to develop mutual understanding of each other’s talents and responsibilities.

AdvanceWork: We Didn't Start the Fire
CURRENTS Article A survey from Accountemps reveals that 71 percent of executives respond to unexpected crises at work at least a few times each week. Thirty-five percent say they address such issues every day. Instead of spending their days “putting out fires,” Accountemps suggests that managers should allow employees to handle some problems on their own, cushion project schedules for unexpected setbacks, and assess their department’s goals and proactively make changes.

Career Path: Time Is on Your Side
CURRENTS Article Can flexible scheduling work in an advancement office? The author, now a senior development officer for Denison University, has arranged for modified work schedules--full-time, part-time, and telecommuting--at two different institutions. She explains how she made the case each time and reflects on her experiences.

Manager's Portfolio: A Rare Find
CURRENTS Article Because of a greater demand for staff, managers often must hire mid-level advancement officers from outside academe and decide which skills and experiences best translate to advancement. For example, although many people assume that salespeople make good fund raisers, managers instead say they find the listening skills of clergy, teachers, and therapists more useful.

Manager's Portfolio: Try a Little Tenderness
CURRENTS Article Can a corporate management style work in a campus advancement office? Although a tough, no-nonsense approach might work in the for-profit world, today’s advancement managers might need to try something different, particularly when working with underperforming staff members. Instead of focusing solely on results and pointing out blunders and mistakes, look for ways to manage each employee as an individual, build on staff members’ strengths, and develop a more flexible style--while maintaining high expectations.

Manager's Portfolio: Willing Workers
CURRENTS Article With economists predicting a shortage of qualified workers in the next decade, advancement managers should not overlook the pool of workers with disabilities. The author corrects common myths about employing workers with disabilities and offers tips on recruiting such workers, making the office environment more accessible, and avoiding common faux pas.

Tension and Synergy
CURRENTS Article Advancement managers must set the tone to prevent stereotypes about and gripes among the advancement disciplines from interfering with the work. Regardless of advancement office size and structure, policies throughout advancement that encourage communication, professional growth, and inclusiveness will enhance the working relationship among the disciplines.

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.

Manager's Portfolio: Accentuate the Positive
CURRENTS Article University of Michigan Business School researchers introduce a new field of study, positive organizational scholarship, and share strategies for creating a positive work environment that leads to a more profitable, productive, and innovative organization.

Leaving Their Mark
CURRENTS Article The gender balance in the advancement profession has flopped from 61 percent men in 1982 to 65 percent women in 2002, according to CASE membership surveys. CURRENTS interviews six current and former advancement officers to explore what difference this demographic shift has made in the profession. Part of the issue focus on five forces shaping advancement.

Manager's Portfolio: My Own Worst Nightmare
CURRENTS Article A college foundation executive concludes that mentoring is a boss's most important responsibility after reflecting on her early work experiences and realizing she resembles a former supervisor who didn't give credence to staff members' ideas or value their enthusiasm.

Manager's Portfolio: You Can't Hurry Loyalty
CURRENTS Article Advancement managers are finding that high salaries are not enough to diminish staff turnover, especially among major gift officers. This Manager’s Portfolio column tells how Weber State University grows its own fund raisers, Widener University uses a strategy called the “power interview” to hire better, and Emory University employed a consultant and focus groups to improve job satisfaction. This column is of interest to managers of development, advancement services, alumni, and communications programs and chief advancement officers

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.

AdvanceWork: An Advancement Legacy
CURRENTS Article Iowa State University Foundation honored a retiring fund raiser with a fund to support a six-month fellowship for young professionals wanting to pursue a career in advancement. The story offers details of the Bob and Jean Watson Endowed Advancement Education program. This Advancework item is of interest to development officers.

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.

Manager's Portfolio: You Never Get a Second Chance
CURRENTS Article Though often underappreciated, a top-notch receptionist can be a valuable “director of first impressions.” This column explains why receptionists deserve respect and offers numerous recruitment and retention strategies. It is of interest to advancement staff managers who hire and supervise.

Manager's Portfolio: Managing Millennials
CURRENTS Article To motivate the student workers often called Millennials (born between 1978 and 1997), advancement managers need to understand their independent, individualistic ways. In particular, managers should consider the best ways to make assignments, give them perks, and help them understand workplace expectations.

Closing Remarks: A Stretch Goal
CURRENTS Article The level of diversity within advancement has changed little within the past decades. Because a diverse staff can bring new perspectives and increase outreach and effectiveness, those who hire and supervise staff should make a personal commitment to change. They will need to reach out to a wider array of candidates, and invest extra effort in training and career development.

Manager's Portfolio: Curing Problem Performers
CURRENTS Article When top-performing employees also have seriously flawed interpersonal skills, managers find themselves in a dilemma. The authors discusses ways to attempt reform of three problem employee types, the "bulldozer," the "pessimist," and the "rebel."

Manager's Portfolio : Just a Little Respect
CURRENTS Article Approaches to etiquette vary dramatically from one generation to the next, and tensions or faux pas are most likely to occur in the realms of telephone communications, forms of address, and clothing. Managers can help prevent clashes by understanding each generation's style, managing with flexibility, and promoting respect and consideration.

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.

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.

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.

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.

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.

Advancement's Paycheck
CURRENTS Article This article gives results from CASE's 2002 comprehensive salary survey. It features charts as well as sidebars on survey design and methodology, CASE membership demographics, gender differences in compensation, the underrepresentation of minorities in advancement, benefits and perks, and bonuses.

Drilling Down Into Advancement Services
CURRENTS Article The results of CASE’s 2002 salary survey show that advancement services has changed from a back-office operation to a primary player on many campuses. The field is still small: Only 7 percent of survey respondents say they work in advancement services. Further, salaries lag behind the rest of advancement, despite the essential nature of their work.

You're the Top
CURRENTS Article The results of CASE's 2002 comprehensive salary survey show that, although those who manage more than one discipline of advancement make up only 14 percent of the profession, they are much more likely to earn six-figure annual salaries than professionals in an other segment of advancement. Thirty-six percent of advancement managers earn more than $100,000.

A Dearth of Diversity
CURRENTS Article The CASE 2002 comprehensive salary survey shows that only 5.8 percent of full-time advancement officers identify themselves as racial or ethnic minorities—little change since 1996, when the figure was 5.6 percent. However, the data show increasing pay equity between minorities and whites, as well as equivalent representation at each supervisory level.

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.

Manager's Portfolio: Play Nice
CURRENTS Article Generational differences in the workplace create the potential for workplace conflict and confusion. Understanding the nuances of each generation's preferences can make giving and receiving feedback more pleasant and effective.

Manager's Portfolio: Knockout Punch
CURRENTS Article Don't give your institution a black eye by making a bad impression on job candidates. In advancement, you have a primary mission of enriching relationships with constituents. Here's how you can use that knowledge to prevent poor job-candidate relations and serve your mission.

Top Brass
CURRENTS Article In the advancement profession, women outnumber men two to one according to data from several recent CASE surveys. But does that ratio carry through to the top advancement positions on campus? What seems like a yes-or-no question actually requires a broader look at the professional and personal challenges women face as they forge ahead in their advancement careers.

AdvanceWork: Team Building
CURRENTS Article More than fun and games

Manager's Portfolio: Psych 101 for the Publications Manager
CURRENTS Article This Manager’s Portfolio column provides a brief overview of what such wise students of human behavior as Machiavelli and Freud can tell publications managers about peaceful coexistence with bosses, writers, designers, and IT professionals. Humorous—but serious—advice for anyone in a management position.

Tech Support: A Bountiful Harvest of Techies
CURRENTS Article Now is definitely the time for development offices to put extra emphasis on technology, and campuses are the perfect landing pad for tech professionals burned out from the long hours and instability of dot-coms. Many administrators say they are boosting the number of technology workers on staff—particularly in advancement officers—to upgrade computer systems and strengthen electronic communications with alumni and potential donors. Learn how to lure the best tech professionals to your campus.

Manager's Portfolio: Ready, Aim, Hire
CURRENTS Article This Manager’s Portfolio column, authored by a Baby Boomer and a Gen Xer, advises advancement professions to use targeted approaches to recruit the best and the brightest employees. The authors say that by offering an incentive for each generation, campuses can draw broader and better prospect pools. For example, Traditionalists and Baby Boomers find messages about the institution’s size and history very attractive. But Generation Xers and Millenials are more interested in hearing about innovation and flexibility and the institution.

Student Stand-Ins
CURRENTS Article Old Dominion University's alumni office divided a vacant staff position into four paid student positions — two graduate research assists and two undergraduate interns. The students' enthusiasm and productivity made up for the time spent training, and their presence added a valuable perspective to alumni operations. The program also boosted the office's visibility on campus and promoted advancement to students as a career choice.

Campaign Strategies: Find the Right Fit
CURRENTS Article Faced with a staff shortage as they approached a campaign launch, managers at Gettysburg College tried an unconventional hiring approach: Instead of seeking experienced fund raisers, they advertised locally for people in related fields who strongly believed in the value of a liberal arts education and who were seeking a career change or more meaningful work. The new fund raisers proved adept and enthusiastic despite their lack of fund-raising experience.

Manager's Portfolio: Coping with Problem Employees
CURRENTS Article The authors describe four common ways managers mis-handle difficult employees: (1) They avoid confronting the problem. (2) They overreact, becoming overly harsh or emotional. (3) They complain to other people instead of tackling the problem directly. (4) They lecture the employee rather than listening and responding to feedback.

Manager's Portfolio: This Won't Hurt a Bit
CURRENTS Article Performance reviews provide opportunities to improve communication, set goals, provide motivation, discover talents, and uncover problems. Managers can minimize the stress of reviews by recognizing and counteracting the main sources of anxiety: concern about confrontation, lack of appropriate format, improper timing, inadequate preparation, and cursory reviews. Employees can help by insisting on knowing the grounds for evaluation and asking for an appropriate setting.

AdvanceWork: Advancement Salaries Continue to Advance
CURRENTS Article A report by the College and University Professional Association for Human Resources found that salaries for high-level advancement officers grew 4.4 percent in 2000. By contrast, salaries for mid-level officers grew only 2.2 percent. This summary provides additional salary data from this survey, as well as findings from a salary survey by the Association of Professional Researchers for Advancement.

Manager's Portfolio: The Art of the Staff Retreat
CURRENTS Article If you want to make sure your staff retreat will be productive, it’s important to determine what you want to accomplish and set the agenda accordingly. This article offers ideas on choosing facilitators, setting the schedule, preparing participants, selecting a location, and managing costs.

Who's Afraid of Incentives
CURRENTS Article The use of incentives for fund raisers remains controversial, but some managers find incentives useful in attracting and keeping staff. Examples include higher starting salaries, signing bonuses, longevity bonuses, and noncash incentives such as sabbaticals or tuition reimbursement. More concern arises over performance pay that rewards employees for meeting goals. Commissions based directly on gift income are generally considered unethical. Whether incentives actually work remains uncertain.

Manager's Portfolio: Give 'Em What They're Worth
CURRENTS Article Development offices compete with the corporate world for experienced advancement professionals. To avoid losing talented staff when higher salaries are not an option, managers can offer nonfinancial incentives, such as flexible schedules, help with continuing education, sabbaticals, and perks (for instance, extra vacation time or club memberships). Managers can also ask staffers what types of incentives would keep them happy and fulfilled.

Manager's Portfolio: Managing Stress
CURRENTS Article Job stress can damage health and performance, leading to absenteeism and burnout. Managers must minimize their own stress and also strive to keep stress levels low for staff members. Managers can reduce office stress with such steps as improving communications, regularly reviewing workload and deadlines, allowing for variable work schedules, minimizing personality conflicts, supporting healthy habits, and encouraging use of vacation time.

Manager's Portfolio: You Are Not Your Job
CURRENTS Article Most managers squeeze people into an existing organizational chart rather than finding the structure that will best accommodate employee skills. By comparing staff members’ abilities with office needs, managers can better assemble the right mix of people and bring out employees’ untapped talents. The article lists five broad skill areas important to an efficient advancement team and describes how different advancement disciplines use these skills.

Manager's Portfolio: Diversity Now!
CURRENTS Article While advancement managers often pay lip service to the value of diversity, most have failed to achieve diverse advancement offices. They must recruit more widely and expand opportunities for minority candidates and new hires, so that the makeup of advancement staffs can begin to reflect the increasing diversity of their institutions’ alumni and donors.

Closing Remarks: But Can They Write a Press Release?
CURRENTS Article The author describes some of the more unusual resumes and cover letters she has received from students seeking internships at her public relations firm.

Manager's Portfolio: Mastering the Human Dimension
CURRENTS Article Communicating with different employee types during organizational change

Manager's Portfolio: Factory, Family, Jungle, or Temple?
CURRENTS Article You'll be a better manager if you understand your workplace culture

How Crucial Are Family Ties?
CURRENTS Article Three chief alumni relations officers -- from Colorado College, Ohio State University, and University of California, Los Angeles -- discuss whether it is vital to hire alumni to work in the alumni office.

Manager's Portfolio: Break Down the Barricades
CURRENTS Article Schmidt describes how he and his media and publication staff at Trinity Western University overcame long-standing campus tensions and distrust on the part of faculty and other staff members. His team: 1) set standards to improve the publications shop's performance on meeting deadlines and budgets; 2) focused on proving to reluctant professors and managers that the communications team had their best interests at heart; and 3) ensured they could justify decisions with proven principles.

Manager's Portfolio: Creating a Leader Culture
CURRENTS Article Beck describes a nonprofit management model suited to volunteer-powered groups such as alumni associations and foundation boards. She explains how organizations can create a collaborative culture based on four factors: participation, communication, direction, and recognition. Organizations can use the model in exercises to analyze the role of leadership and examine institutional culture.

Manager's Portfolio: Moving In from the Outside
CURRENTS Article A need for employees with marketing knowledge and market-based attitudes has encouraged many institutions to hire professionals with experience in the corporate sector. These recruits face several challenges, including 1) adjusting to the lateral decision-making and consensus building methods common in academe; 2) getting buy-in for a marketing approach, particularly from faculty; 3) securing a budget; and 4) longer hours for less pay.

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

Manager's Portfolio: Short-Handed or Long on Luck?
CURRENTS Article Extended employee absences can be an opportunity for—not a burden on—your office operations

Expand Your Hiring Horizons
CURRENTS Article Having trouble filling development vacancies? Changing how you search may be the answer

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

Cultivate Your "Keepers"
CURRENTS Article The care and feeding of top alumni staffers

Herding Cats
CURRENTS Article Nine incentives to keep your publications team purring

Manager's Portfolio: Weathering the Storm
CURRENTS Article Riding out the rough stages of team development will eventually lead to smooth sailing

Small Office: Serving as the Chief Encouragement Officer
CURRENTS Article Directors of small advancement offices can use motivational strategies to protect their staff from burnout. Here are five suggestions for becoming a skilled motivator: 1) Establish clear goals and objectives. 2) Lead by example. 3) Celebrate successes. 4) Empower the staff. 5) Be a cheerleader.

Manager's Portfolio: Out of Line Means Out of Time
CURRENTS Article Many managers are reluctant to confront a poor performer, but the problem becomes harder to solve the longer it goes unaddressed. A management consultant recommends this action program for getting difficult employees to shape up: 1) Confront the problem. 2) Establish open lines of communication. 3) Empower the employee to propose solutions. 4) Reinforce the message in a second meeting. 5) Craft an improvement plan. 6) Talk to human resources. 7) Resolve through probation and/or termination.

Manager's Portfolio: Please Don't Go
CURRENTS Article To reduce the loss of valuable workers, institutional managers should look to the corporate world for techniques to increase retention. This article presents nine steps to take when an important employee resigns, developed by T.J. Rodgers, CEO of Cypress Semiconductor Corp.: 1) React to a resignation immediately. 2) Keep the resignation secret. 3) Tell your supervisor and other involved senior managers right away. 4) Listen carefully to the employee's reasons for resigning. 5) Construct your arguments. 6) Present your alternative plan to the employee, and demonstrate your eagerness to work with him or her. 7) Solve the employee's root problems with the job, if possible. 8) If the employee decides to stay, have him or her tell the competitor immediately. 9) Prevent the next problem.


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