Launching a brand is not a departmental function. It is an institutional movement. How do communications professionals gain support and ownership for brand management from all university stakeholders, internally and externally? Consider new and different strategies designed to develop a strong brand that not only withstands institutional challenges, but also becomes stronger as the organization changes and grows. Through a combination of theory and practice, lessons learned from failed launches become the foundation for successful brands owned by the university, not just the marketing department.

Higher education communications needs a “mixed-method” approach to strategic communications and content planning that brings together the best of public relations strategies with the best marketing strategies. This approach allows communication teams to make informed decisions while communicating purposefully with its varied audiences. The goal for communications professionals should be to make data-supported (not just data-driven) decisions in order to deliver personalized, honest, and altruistic content to which audiences can personally relate and use to make their own informed decisions.

Chief executives at universities, independent schools, nonprofits, and other organizations are busy and face many demands on their time. While development is a key area where executives should focus, effectively using his/her time is critical in order to maximize impact. Setting parameters for who your chief executive should be spending time with-- and what they should be doing with that time--will maximize results.

You've got great stories to tell. Now you have to decide which outlets are best to get the most eyeballs on them. This session serves as a practical how-to guide for getting the most out of your great stories. During this workshop you'll be working toward creating a checklist that will simplify your team's ability to maximize sharing your good news.

Transitioning to a new president, provost, or dean poses unique challenges – yet change can be positive. With change comes opportunity to revisit institutional goals and priorities, to reinforce positive outcomes from outgoing leadership, and to refresh your institution’s mission and vision. How can we leverage leadership changes to further fundraising goals? How do we navigate the challenges that arise when the transition happens in the middle of a campaign? Explore strategies and best practices for maximizing leadership transitions to establish a sustainable future for our institutions.

How do you explain how things are done when onboarding a new team member? That’s your culture. Some of us are process-oriented, goal-oriented, or people-oriented, but we all need to work together to deliver exceptional service. This honest retrospective of how the UofG started making a substantial organization change--designed to drive us to sustainable $50M annually--covers key learnings from our own experience. Learn how you can be a change champion on your team, no matter your role.

This session is meant to help high fliers position thieir program and role as a top priority for your institution. Learn how to align effectively with the institutional strategic plan and how to understand and have the ability to think strategically. Find out how to earn a seat at the table with other key leaders in your advancement division and how to be accountable and attain your annual goals. Finally, discover how to achieve a highly-rated program with highly impactful results.

NYU implemented a strategic shift toward an interest-based approach to prospect assignment and development staff realignment. THE SHIFT allows fundraisers to engage with a greater number of prospects while better aligning donor’s interests with university’s priorities. THE SHIFT required approval from university and development leadership and the collaboration of colleagues in fundraising, prospect development, IT and gift administration teams. The case for making THE SHIFT is strong as many institutions consider how to implement policies and guidelines that are donor-centric and effective in reaching more prospects in impactful ways.

All leaders emphasize the importance of a “team,” but truly great leaders exemplify it. Explore the qualities of effective leadership by focusing on specific aspects of constructing a team, instilling a sense of character, and maximizing institutional performance.Discuss positioning individual team members for personal growth and career achievement. By providing strong guidance and leadership today, managers can drive fundraising success and help shape future leaders for tomorrow.

There is little argument that diverse communities are more enriching and equitable – and more diverse institutions provide a stronger educational experience. Hear from a small group of diverse professionals who have sought out and succeeded in these organizations and advancement leaders who have helped build a culture of inclusivity. This session provides an opportunity to reflect on your own experiences, share best practices, and learn valuable tactics that have successfully attracted and supported diverse candidates.