Enthusiastic partners can help you persuade faculty and staff of the value of philanthropic giving. Merrimack College was able to use giving ambassadors in a targeted campaign to increase their faculty participation rate from 20% to 59% in just one year. By recruiting the right leader to kick start the program, and by onboarding and supporting the right ambassadors, you can grow interest and convey authenticity to your institution’s ask. Join us online to learn how to create a similar movement on your campus that engages your faculty and staff in philanthropy and demonstrates the impact of their gifts. What You Will Get As part of your registration, you will receive a Campaign Ambassador Toolkit from Merrimack College that offers sample emails, meeting agendas, tracking tools, and campaign FAQs.
Designed for institutions who already have an established, full-time Case Manager, this webcast will present the considerations you need in order to refine and improve the focus and services of your current case management model. Our facilitator will help you answer the following questions: What’s the scope of our current case manager’s role, and how do we assess whether we need to refine or expand the scope or size of our current model? What are best practices and strategies for enhancing the role’s reach and impact? How can we increase the visibility of these resources for both students and faculty/staff on campus? Join us for this online training and learn how to apply new strategic direction to the role of Case Manager to better meet the needs of your students.
As a department chair, you’re stretched between teaching, research, meetings, and overflowing inboxes. Especially if you’re newer to the role, you may feel tempted to field this day-to-day without help – because faculty members commonly work on their own. Even if you’re ready to ask your academic staff for assistance, you haven’t been trained to manage them or discuss their performance. Join us online to learn how to build the capacity of your academic staff, which will help you manage your time and workload and focus on your most important leadership responsibilities. In the session, we’ll cover: How to define staff roles and responsibilities with clear purpose and intention How to set boundaries within your own role as chair How to reinforce performance expectations with affirmation and feedback
READ THE WHOLE SERIES:Developing a High-Performing and Productive Advising Department In this series, “Developing a High-Performing and Productive Advising Department,” I’ve discussed strategies for identifying, assessing, and meeting student, staff, and advisors’ needs. Now I will discuss strategies for positively impacting departmental, college, and university-wide systems and contributing to the effective implementation of change. Be a Voice in Decision Making Institutions vary as to how they deliver academic advising and where the function resides. Sometimes it is housed in student affairs, sometimes in academic affairs within colleges and departments, and other times there is a cross-over or shared responsibility between academic and student affairs. No matter where advising is situated, academic advising is just one small part of a larger unit. If advising is housed within student affairs, there is a challenge contributing to academic decision-making, as the role of the advising department is often thought to be limited to implementing and communicating academic decisions to students. Even when the academic advising unit is located within academic affairs, there is a risk of being considered a limited support service role and thus being excluded from decision-making and change implementation. Let’s examine the implementation of a new curriculum as an example. Typically, […]
The news is filled with accounts of extended pay freezes and tightened departmental budgets. More than ever, it is crucial to identify creative, meaningful, and low-cost ways to reward and retain high-performing faculty. Mary Coussons-Read, professor of psychology and acting chair of the department of physics at the University of Colorado Denver, reviews low-cost practices that can make a difference. Rethink Performance Rewards “Don’t get so caught up in the trees that you don’t see the forest,” Coussons-Read warns. “The forest is the need to help your faculty feel good about the work they do. There are many trees you can shake besides the salary adjustment tree.” While rewarding performance will rarely be free of cost, you can consider a variety of low-cost and one-time expenses that allow you to appreciate faculty. The difficulty of a salary increase is that it is a permanent addition to the ongoing budget. There are many options for rewarding performance for which that is not the case. Look for one-time expenses. Beyond salary increases, you can recognize faculty achievements and, at the same time, use those achievements to encourage a high-performing faculty culture by: Making the most of your faculty awards competition Inviting high-performing […]
Learn how to better focus your budgeting process to engage finance and academic leaders in the research, design, and implementation of a budget model. We will highlight phases of an academic leadership engagement plan for authentic collaboration. Following this webcast, you will be better prepared to: Structure your budget timeline to allow for collaboration Provide training and support for committee members and leadership Build guiding principles to ensure the budget meets your strategic priorities Use visual displays to build consensus and improve transparency Create a continuous improvement feedback cycle for ongoing monitoring This program is designed for financial and academic leaders who are considering a new or improved budget model within their department and/or institution.
With mental health issues and suicide rates on the rise on college campuses, most counseling centers don’t have the resources to meet the needs of their students. Join us online to learn how Georgia Tech and the University of Alabama are mitigating this by training and engaging ALL staff to recognize when students need intervention and support. Both universities have adopted the Zero Suicide model – a framework used within healthcare to prevent and eliminate suicide. As the first expert to translate and implement this model into higher ed, Dr. Ruperto Perez will describe the model and give you advice on how you can design and implement a Zero Suicide Initiative on your campus.
To meet the challenges facing higher education, we need to start finding leaders who don’t fit the charismatic stereotype. A recent program developed in the for-profit sector may provide a model for finding our colleagues who have enormous potential for leadership but who frequently remain invisible to us. Patrick Sanaghan explains. Several years ago, a corporate client with whom I had a long working relationship contacted me with an unusual request. He said, “I want you to find the leaders in my organization that we don’t know we have.” I was immediately drawn in by this counter-intuitive notion. This leader had built a robust and successful organization over twenty years and was smart enough to know that leadership didn’t reside only at the senior levels of his company. He had invested his money, time, and attention to developing distributed leadership throughout the organization, but he wanted to dig deeper. He told me, “I know we have really good leaders here, but they aren’t enough. We need more and better ones if we are going to stay competitive. I want you to help me find those leaders who are hidden from us.” Finding the “Stylistic Invisibles” I agreed to help with […]
A portfolio is the engine that drives a gift officer’s work and sets them up for future success. However, for new or seasoned professionals alike, opportunities to look at your portfolio with a different viewpoint can be highly beneficial as you seek to understand your portfolio data and prioritize donor relationships. Additionally, in the wake of the COVID-19 pandemic, institutions are facing a reset moment with their portfolios as they are able to travel again to meet donors in person. Join us for this webcast to learn how to identify key data points in your portfolio which you can then use to cultivate relationships with your donors and chart a path for success in your own portfolio management.
Faculty and development professionals must share a commitment to philanthropy in order for a grateful patient fundraising (GPFR) program to be successful. Building trust, respect, and rapport is best accomplished through a strategic process that involves educating and training medical faculty partners. When your medical faculty understands the “why,” the “how,” and the “what” of your GPFR program, it is often much easier to engage grateful patients and successfully close gifts. This training will discuss the essential elements of a training guide that development professionals should consider in their initial meetings with faculty as they begin a partnership in GPFR. Join us in this useful online training to deepen your capability as a gift officer in academic medicine and learn ways to successfully achieve buy-in from your medical faculty partners.
