Giving every student an assessment and 50-minute counseling session is no longer sustainable given the high volume of students needing mental health services. You are likely looking for new ways of delivering quality care to meet your students’ needs and manage your resources. Join us online to learn how the Stepped Care 2.0 Model may be one possible solution for your counseling center. Dr. Peter Cornish, a leader in the model, will debunk common myths and provide an overview of the key components of the model, including how to: Preserve your existing care network Train your providers Monitor outcomes Message and market new services
In this role, Lindsay develops and drives strategy for direct faculty-to-alumni engagement by applying a volunteer management model to faculty. Working closely with development directors, engagement officers, and college leadership, Lindsay facilitates quality faculty-to-alumni connections through various virtual and in-person programs and events. These programs include live video webinars with faculty speakers, research presentations, a virtual book club, lifelong learning programs, and faculty-to-alumni meet-ups around the world. Prior to her transition into higher education, Lindsay was an event producer for eight years at a sponsorship marketing agency, working with a variety of Fortune 500 clients on creating and executing world-class hospitality events.
W. Kent Barnds offers seven strategies for involving faculty in student recruitment in ways that are meaningful and effective. Here’s how to do it right. Admissions teams often ask: “How do we effectively involve faculty members in student recruitment?” This question has even more urgency now, given enrollment pressures throughout higher education. It only makes sense to look to the faculty; they remain the most credible messengers on a college campus. A LOOK AT THE DATAIn fact, in Academic Impressions’ 2013 survey on enrollment declines, 47% of the 190 institutions participating in the survey missed their enrollment targets last year–many by a significant percentage. Years ago I heard Robin Mamlet, who at the time was the dean of admissions at Stanford University, remind a room full of admissions officers that “we work for the faculty.” I’ve been guided by this idea and recognize admissions officers are an extension of the faculty, rather than vice versa. Involving faculty in recruitment activities should be guided by this premise. Admittedly, I don’t always get things right. But, based on more than 20 years of experimenting and listening, I’d like to suggest: 7 Keys to Encouraging Meaningful Involvement 1. Provide guidance, not direction.I once […]
Knowing and communicating the financial health of your endowed funds will show your donors that their gift remains in good hands, which increases the potential for further giving. Now is the perfect time to review your endowed funds to ensure they remain: Legal: In compliance with rules and regulations Possible: To be rewarded according to fund criteria Practical: Able to be administered within reasonable limits Join us for a three-hour virtual training to develop a plan of action for your next endowed funds audit. You will learn a step-by-step process to help you confirm whether your endowed funds are meeting both institutional compliance and donor intent. You will also identify potential risks and communication strategies for donors whose funds have been misspent, unspent, or are underwater. You’ll walk away with clearly defined next steps that will help you move your endowed fund audit forward.
Dr. Sarah Edwards is a tenured professor in the Teacher Education Department and currently serves as an active participant in the administrative decision-making processes in the Academic Affairs Office at University of Nebraska Omaha. Her position is responsible for assisting the Senior Vice Chancellor in planning, directing, evaluating, and developing undergraduate academic programs; collaborating with other divisions of the University to analyze and develop recommendations in response to evolving issues; and providing leadership for developing and achieving strategic initiatives. Those primary responsibilities include leadership for meeting the goals and objectives of the University’s strategic plan for undergraduate education; implementation and administration of policies and regulations affecting students; and leadership and facilitation for the processes of curriculum development. In addition, this position is responsible for leadership and support for Academic Learning Communities, such as the Susan Thompson Buffett Scholars and the Army and AFROTC detachments, as well as coaching and guidance for the University Honors Program, National Honors, Scholarships and Awards, and oversight and planning of the Student Honors Convocation.
Continuing to support student mental health needs in the midst of the COVID-19 pandemic is critical. Stress and anxiety are high, and current circumstances are causing hardship for many. Student affairs leaders and counseling center directors are operating as best they can in this environment, while simultaneously navigating rapidly-evolving institutional responses and balancing their own well-being. Join us for this webcast recording where we facilitate a conversation with Kelly Wesener-Michael, Associate Vice President for Student Affairs & Dean of Students at Northern Illinois University, and Kristen Gray, Director of Counseling & Psychological Services at Hope College. In this open discussion space with our experts and your peers, we shared strategies, current approaches, and decision points related to the following items:
By Kayleigh MacPhersonExecutive Director, Scholarships and Student SupportUCLA Development Assuming leadership in a time of transition and tumult – parenting lessons that helped our team thrive during the pandemic. Returning to work from one’s first multi-month parental leave is challenging no matter the specific circumstances. Whether it is a crisis of identity, scheduling, responsibilities, time, or managing the onslaught of individual, familial, professional, and societal expectations, with parenting comes an additional literal and figurative load for nearly every aspect of our lives. Assuming a new leadership role in one’s profession can be similarly complex – like the adjustment to parenting, one becomes, at times, solely responsible for the actions of others. There may also be crises of identity, scheduling, responsibilities, time, and managing new expectations. After four months on parental leave, I returned to the office December 4, 2019, and things had changed. I had both a brand-new baby and a brand-new leadership role at my institution. I was thrilled to get back to work and hardly considered the impact my newfound parental feelings and experiences could have on my approach to leading a team. In times of uncertainty and transition, we are all tested, and history has shown us […]
Many institutions are not fully aware of the compliance expectations for their electronic and information technology (EIT) and often fail to meet accessibility requirements which can result in costly lawsuits and pesky OCR audits. EIT compliance is complex, yet manageable, and institutions have a duty to comply with the most recent OCR guidelines laid out in March 2014. To help your institution enhance compliance efforts within a reasonable timeframe, we interviewed an expert on disability compliance — L. Scott Lissner, ADA coordinator at The Ohio State University and past president of AHEAD, the Association on Higher Education and Disability. Why EIT Compliance Must Be a Priority This Year Lisa LaPoint: What are the common misperceptions about EIT compliance? Scott Lissner: There are four that are especially common. First, it is NOT just about classes.Discussions of EIT typically focus on web-based course delivery, etexts and virtual labs, but guidance and case law point to much more. A lot of other processes and documents must meet accessibility standards: As well as virtual tools of the workplace, such as: Developing standards will ensure access for students, faculty, staff, alumni, donors, and the general public who participate in your programs and activities. It is NOT […]
The donor’s legacy and philanthropic goals need to be carried on through their gift to your institution. Before a formal proposal is presented, or prior to a meeting that focuses on outlining the gift agreement, you need to connect the donor family’s values to your institutional goals. This process begins by aligning family engagement strategies into your institutional fundraising goals. Join us in this third installment of our Family Giving Series to potentially unlock millions of dollars in giving by building upon your approach to cultivation and stewardship with your most loyal and engaged families. By drilling into the core value of what a family holds dear, you will be able to continue deep philanthropic partnerships with donor families for generations to come.
ATSU’s approach to unifying its social strategy across departmental divides has yielded an 879% increase in organic reach on Facebook. by Anne Ackroyd, Public Relations Specialist, A.T. Still University Over the past year, while most public pages have seen a significant decrease in organic reach on Facebook, A.T. Still University (ATSU) has seen an 879% increase (comparing June 2017 to June 2016). One of the major factors in ATSU’s success has been an innovative, university-wide social media committee, developed to overcome departmental divides and build a more unified social media presence. In early 2017, ATSU’s marketing team determined that the quantity of university-affiliated social media pages was undermining the institution’s reach and engagement. This problem is not unique to ATSU, a small graduate health sciences school of about 3,000 students. A quick search on Facebook for your alma mater will likely reveal dozens of pages that bear some variation of the institution’s logo. The problem stems from the silo mentality that plagues higher education. Faculty, staff and students often identify strongly with their area of study, rather than with the institution as a whole. In addressing this issue, ATSU developed a replicable model for a social media committee tailored to the […]
