Salt Lake Community College renamed its business school to honor philanthropist Gail Miller.

There’s a long-held belief in fundraising that major donors, especially new major donors, do not give large unrestricted amounts of cash to organizations. But could there be a way to shift this paradigm in advancement about unrestricted giving? To help donors consider an unrestricted major gift, practitioners must frame the need for such support in a tangible way that gives the individual something to contemplate. That involves drafting a comprehensive case and making a strategic ask for an unrestricted gift. 

Incorporating role-playing into board training can help trustees and volunteers gain confidence and be able to anticipate roadblocks when fundraising for institutions. Here, Laura Grams, Director of Institutional Advancement at Berkeley Preparatory School, discussed how her school is applying the practice of role-playing to make for better advancement opportunities.

Sharing best practices for donor reports and creative fundraising appeals. 

Held May 17-21, 2021, Central European University's Philanthropy Week featured six virtual panels and debates, all exploring trends in philanthropy. 

The seeds of alumni support are sown even prior to enrolling in college.  Formative pre-college experiences play an important role in shaping pro-social habits, mindsets, and dispositions that predict later-life support for one’s alma mater.

Oct. 10, 2020 was etched in the minds of many UC Davis staff, alumni, and donors. That was the date the university had planned to publicly launch a US$2 billion campaign. When the pandemic hit, UC Davis’ team launched the campaign online. Here’s what they learned.

In 2020 the Foundation for the Los Angeles Community Colleges teamed up with the Los Angeles Valley College Family Resource Center and Imperfect Foods to deliver close to 5,000 boxes of food to students in need through the Food for Families program. 

The landscape of interim leaders is varied, but there are some commonalities across the position such as the increasing likelihood that interims will be expected to act as change agents for the institution.   

Many agree that collecting, storing, and analyzing qualitative data is vital to advancement’s growth and an important balance to departments’ continually growing quantitative data capabilities. But is there a method that’s scalable? How can advancement professionals work with data that is, by its definition, difficult to measure?