CASE Statements on Compensation for Fundraising Performance
In 1991, CASE's Commission on Educational Fundraising (now the Commission on Philanthropy) released a statement on commission-based compensation for fundraisers. That statement was reaffirmed in 2005. In 2010, the Commission approved an additional statement on supplemental compensation (often described as a bonus). This page presents in one place all of CASE's statements on compensation for fundraising.
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.
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.
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.
Pay Check: Results of the 2013 CASE Compensation Survey
Report This presentation summarizes the results of CASE's most recent compensation survey. The 2013 results provide a comprehensive view of compensation practices to help identify patterns across the profession. Salary data is broken down by criteria such as discipline/primary function, institution type, enrollment size, geographic area, supervisory level and tenure.
Results of the 2013 CASE Europe Salary Survey
Report Following CASE's major overhaul of the salary survey instrument and data collection system, CASE fielded a European version of the survey in 2012. Data presented in this July 2013 report provide the broadest possible look at the results of the 2012-2013 survey to help identify patterns across the profession. The tables show multiple factors that strongly influence salary, such as years of experience, management responsibility, discipline and highest degree earned.
Fundraising Fundamentals, Section 8.4
Article This section from Fundraising Fundamentals discusses salaries for fundraising staff.
Results of the 2012 CASE Compensation Survey: Community College Respondents
Report The 2012 Community College Compensation Report summarizes the results of CASE's most recent compensation survey just for community college respondents. The 42-page report contains data from 146 individuals employed at North American community colleges. The 2012 results provide a comprehensive view of compensation practices to help identify patterns across the profession. Community college salary data is broken down by criteria such as discipline/primary function, enrollment size, supervisory level and tenure.
Results of the 2012 CASE Compensation Survey: Institutionally Related Foundation Respondents
Report The IRF Compensation Report summarizes the results of CASE's most recent compensation survey just for institutionally related foundations (IRFs). The 42-page report contains data from 323 individuals employed at North American IRFs. The 2012 results provide a comprehensive view of compensation practices to help identify patterns across the profession. IRF salary data is broken down by criteria such as discipline/primary function, institution type, enrollment size, geographic area, supervisory level and tenure.
Advancement Research Tools Available at Your Fingertips
Article Benchmarking data and research about community college advancement programs are plentiful—if you know where to look.
What to Do When Asked for a Raise
Article It can be stressful for a manager when an employee asks for a raise. But responding to the compensation question doesn’t have to be a challenge, writes one management expert.
Nice Guys Don’t Have to Finish Last
Article A new study finds that "agreeable" workers are paid significantly lower salaries than "less agreeable" ones. And yet many managers say they don’t reward bad behavior. What gives?
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?
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.
CURRENTS Article Fundraising bonuses are one tactic used to attract and retain those who contribute to the institution's bottom line, but while they are less controversial than they once were, not everyone is a believer. What do different bonus programs look like and what are other ways to motivate top talent?
Advancement's Sticky Issues
CURRENTS Article Both the persistent inequality of pay between women and men and the almost total lack of people of color in the advancement profession represent moments of obligation that demand everyone's attention, particularly those in a hiring position. What steps can we take to effect change?
CASE Compensation Survey Shows Continued Gender Gap, Lack of Diversity
Article The salary gap between men and women in advancement persists, particularly at the highest management levels, according to the results of a compensation survey conducted by the Council for Advancement and Support of Education. The results also show a lack of growth in the diversity of the profession.
First Look: CASE Survey Shows Increase in Advancement Paychecks
Article Fundraisers at educational institutions in North America continue to earn higher salaries than professionals in communications, marketing and alumni relations although the gap is narrowing, according to a preliminary analysis of the most recent CASE compensation survey.
Advance Work: Rewarding Work
CURRENTS Article Kent State has had success with a bonus program for its fundraisers, in spite of the recession.
Closing Remarks: Mind the (Gender) Gap
CURRENTS Article This column looks at the persistent gender gap in salary and compensation within the advancement field and suggests what might be done to correct it.
What's It Worth
CURRENTS Article The results of the 2008 CASE Advancement Compensation Survey show, once again, that on average alumni relations professionals make less than their advancement counterparts. Leaders in the field discuss why this is so and suggest ways to address it.
The Money Mystery
CURRENTS Article Can't make sense of the salary survey? Figure out what the numbers mean and how your salary or your employees are affected.
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.
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.
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?
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Take the Money and Run?
CURRENTS Article CASE’s 2002 salary survey found that, while development still dominates the advancement profession, and that development professionals are second only to advancement managers in average salary, those statistics don’t translate into greater loyalty or more experience. Development officers rank last in average number of years in their current position and at their current institution.
Second to None
CURRENTS Article CASE’s 2002 salary survey showed that communications and marketing is the second largest discipline in advancement. It also showed that it’s the second most experienced of the disciplines, and that practitioners average longer tenures. However, they are less likely to earn top salaries—only 13 percent earn more than $80,000.
You've Got a Long Way to Go, Baby
CURRENTS Article Alumni relations remains the lowest paid advancement discipline. In the five salary surveys CASE has conducted since 1982, alumni relations has lagged behind development and most communications specialties in pay. This article is part of a multi-feature report on CASE's 2002 salary survey.
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.
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.
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.
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.
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.
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.
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: 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.
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.
Pay for Performance
CURRENTS Article Incentive plans are an ethical and effective way to reward staff fund-raising excellence
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