Margie completed a master’s in social service at Bryn Mawr School of Social Work and Social Research in Pennsylvania. She is a South African qualified counseling psychologist. Margie’s career spans more than twenty years in the fields of education and counseling at the university and college level, both in Johannesburg and Toronto. A highlight of her career was being part of the end of apartheid and helping black students integrate into university life. Since 2006, Margie has coordinated the SMILE (Student Mentoring in Life and Education) program, a major contributor to student retention at Seneca and considered one of the leading postsecondary mentoring programs in Canada. Margie has been working on developing different models of mentoring to meet the needs of different program areas. Over the past year Margie has developed a first of its kind pre-arrival mentoring program for international students. Margie also teaches psychology and conducts workshops in emotional intelligence for student leaders.
You know it’s important to put your employer partners in front of your diverse students. But events that reach the most students, such as panels and info sessions, may not resonate with your students as they have in the past. Join us online to hear how UNC Charlotte has created a targeted approach to matching employers with diverse students – one focused on sustainability and quality, not quantity. You will learn how UNC Charlotte: Created and uses a survey to assess their employer partners’ needs, so they can match students with intention Retooled an existing program (Career Treks), which brings students to employers so the students can witness the work involved, and as a result, better meets the needs of its diverse students and employer partners while also managing its own resources effectively Built a referral system with the student diversity groups on campus to make finding diverse students on campus quicker and easier for employers
In the current environment, change is no longer an infrequent ‘initiative’ that needs managing—it is all around us, it is constant, and it is not going away. But this does not mean that leaders should give up their autonomy: In too many cases, we experience change as happening to us (reactive stance) instead of proactively shaping the change we want to see, and the pace at which we want it to occur. Join us online to learn how you can take a more proactive approach to change management. Through a combination of instruction, case studies, and group discussion, you’ll gain practical tools for convening others and accelerating progress on your change effort, even against the backdrop of meetings and committees that characterize decision-making in higher education. Specifically, you’ll learn how to: Assess your own influence and authority Identify and persuade your critics Discern when and where to spend relational capital Maintain focus on the bigger-picture goal
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One of the great gifts of working in higher education is that you get to work with leaders who are mission driven. Almost no leader I work with was motivated by climbing the ladder. They were motivated by their research, by working with students, by contributing to a purpose bigger than themselves. Over time, their desire to contribute and their skill have led them to opportunities to lead at higher levels. And in each of these roles, they bring with them their positive intentions, ready to make a difference. Unfortunately, positive intent doesn’t by itself equate to positive impact. In fact, there are times when leaders’ best intentions — paradoxically — lead to worse results. How can this be? Very simply their desire to make a positive impact and contribution leads them to spend their time in ways that on the surface make sense, but that in the end actually work against them. Here are the three most common behaviors I see that start from good intentions, but that end with a negative impact on the leader, their team and the task at hand: 1. Disproportionate Focus on Dissenters Perhaps the most common pitfall I see is the one […]
To get the most out of your limited professional development (PD) and training budget, consider these 10 tips: SELECTING THE EVENTS AT THE EVENT ON THE WAY HOME BACK ON CAMPUS We hope these tips will prove useful at your conferences this year! Learn more about how some institutions are leveraging professional development in our report, The State of Professional Development in Higher Education.” Read the full report here. Check out an AI Conference AI conferences are unique because they are informed by our research on professional development and are designed to facilitate the kind of planning and action discussed in this article. Play the video below to hear from our participants. See Upcoming Conferences
Appointed dean in April 2009, Chet previously served Georgetown University as Dean for Georgetown College and chair of the Department of Theology, then as interim dean, where he and his development team raised 172 million dollars. He is an expert on the U.S. Catholic Church, the history of Catholicism, the papacy, interfaith dialogue, and religious pluralism. Chet received the Excellence in Teaching Award from the Liberal Studies Program in 2005, and, as a member of the American Theological Society, he served on the Academic Relations Task Force of the American Academy of Religion. Chet previously chaired the Arts and Humanities Committee for the Heinz Awards and the national Teaching Award Committee for the Association of Graduate Liberal Studies. He is co-editor of the Columbia University series on Religion and Politics and past editorial board member of Confluence: Journal of Graduate Liberal Studies. Frequently consulted by the media about contemporary issues in religion, Chet has appeared on Face the Nation, Meet the Press, NewsHour, Good Morning America, Nightline, and National Public Radio, among other outlets. He is also a contributor to the Washington Post/Newsweek website On Faith.
Barbara oversees campus visits for prospective and admitted students and all on campus recruitment events for Rutgers University – New Brunswick. Their annual tour program hosts over 45,000 guests per year. Barbara plans all on campus yield events for admitted students including Rutgers’ signature Admitted Student Open House that last year saw over 18,000 people in attendance for the one day event. Barbara was honored to receive the Individual Achievement Award from the Collegiate Information & Visitor Services Association (CIVSA) for her work in establishing meaningful, long-term relationships with the local community that benefit visitors to campus. She has presented at several CIVSA conferences on visitor center operations and yield events. Barbara currently is the Chairman of the Board on the Middlesex County Regional Chamber of Commerce and a Trustee on the Central New Jersey Convention & Visitors Bureau Board. Barbara earned her bachelor’s degree from the University of South Carolina, her master’s degree from Rutgers University-New Brunswick, and maintains a Certified Meeting Professional Certification (CMP).
Meeting campaign goals in this economy remains a challenge, and recent news emphasizes how few institutions are exceeding campaign goals this year (a very different story than in 2007-08). Many institutions are just barely meeting their goals: Pace University recently celebrated the close of a seven-year capital campaign with a $100 million goal; the amount raised: $101.1 million Carleton College closed a $300 million campaign last month; the amount raised: $300.4 million The Cygnus Donor Survey (pdf link) released this summer also speaks to the continuing reticence of major donors. In this philanthropic climate, how can institutional development officers plan an effective campaign? We turned to Jim Langley, founder and president of Langley Innovations, and past vice president of advancement at Georgetown University, for his advice on campaign strategies during the recession. Fundraising by Objective While it is common to invite funding to meet dollar goals for particular categories of institutional needs (e.g., financial aid, endowing faculty, programmatic initiatives), Langley suggests that in this philanthropic climate, it is essential to fundraise by objective, not by category: An example of funding a category: setting a dollar amount to raise for financial aid An example of funding a strategic objective: identifying an enrollment target, the number […]
In This Issue Does Your Curriculum Serve International Students? Recruiting and Admitting International Students: Key Considerations The Transition In: Setting International Students Up for Academic Success The Transition Out: Moving International Students into the Donor Pipeline A Letter from Amit Mrig, President, Academic Impressions May 2012. According to the Open Doors report on international education, international student enrollment has increased every year for the past 60 years. With this trend expected to continue, and international students becoming an increasingly important constituent group, it’s critical for institutions to take a more holistic view at how they’re meeting these students’ needs now and in the future. Beyond recruitment efforts, institutions need to think broadly about integration into the campus community and the academic curriculum to ensure international students persist and succeed. They also need to plant seeds for future support and giving as these students graduate and potentially return to their home countries. A holistic strategy for approaching the international student market can serve both the students and your institution well. We’ve asked experts in the field to share advice and insights into recruitment, transition, campus life, the academic curriculum, and moving international students into the donor pipeline. We hope their advice will […]
