For several months, I’ve had the good fortune to write this column. My short stint as a columnist began in January 2025—a time when our industry was experiencing change, uncertainty, and no small amount of anxiety. From the outset, I hoped these pieces could serve as a small counterweight: a reminder of the importance of the people we work with (and for), and how CASE brings us together as both a convener and a resource.
This column has been light by design. As a political science major and amateur wonk, I could have weighed in on thornier topics—but others are far better positioned to cover those. Instead, my goal has been to offer a window into what remains constant in educational advancement: our people, donors, and stakeholders, and the collective commitment to improving lives through education.
This month, I leave you with three short examples that ground the work of CASE, remind me of our shared impact, and inspire my own work.
- In Connecticut, 12 community colleges recently merged into a statewide system. Their new foundation is little more than a legal entity—no staff, no budget, no gifts (yet). But its leaders’ passion and energy are undeniable. When we spoke, we discussed what any of us would do when starting from scratch: engage leadership, identify needs, map past gifts, and build a prospect list. It was a reminder of the courage and vision required at the inception of a foundation.
- I recently met the founders of a high school mental health club as they pitched their vision at a local farmers market. No website, no infrastructure (yet), just six teenagers, out on a Sunday morning, inspired enough to share their cause with strangers. Their example made me wonder: where are the stories on our own campuses that could compel our colleagues and donors to do their work with that same urgency?
- Finally, at the University of Haifa in Israel—where 47% of the 18,000 students are first-generation and many face financial challenges—advancement takes place in the complex context of global philanthropy. Its “friends” organization works independently, with little central infrastructure and limited connection to CASE resources (yet). In conversation, we explored how training, networks, and improved donor cultivation can open doors to more meaningful and sustainable giving.
Though these three examples might appear to have little in common, they share a passion, commitment, and a crystal-clear sense of mission. Even without infrastructure, these teams know what they want to achieve—and the critical role of advancement in that work. For the rest of us, as we crowd our calendars with meetings, evaluations, and plans, perhaps the question is: how do we strip back the nonessential to what matters most?
This will be my last BriefCASE column. I’ll be passing the baton to others at CASE as I begin a new professional chapter with another educational association. My employer may change, but my belief in the importance of educational advancement remains. This work has never been more critical. I remain deeply inspired by the quality and commitment of the people in this profession—and grateful to CASE for the many opportunities it has given me.