Nsika Dube, Stewardship Coordinator at UWC Atlantic was recently awarded a scholarship to attend the Spring Institute in Educational Fundraising (SIEF). Following her attendance at SIEF in April, we interviewed Nsika to hear more about her career experience, her role as Stewardship Coordinator and key learnings from the Institute.

Founding Editor Virginia Carter Smith set the foundation for Currents—a magazine chronicling trends in advancement that helps professionals work more effectively—that stands today.

Vidya Kagan, Director of Development Services at Menlo School, reflects on how CASE has supported her through many pivots and transitions during her 20+ year career in advancement. In Vidya’s CASE’s 50th Anniversary Share Your Story submission, she also highlights the value of networking and the importance of giving back.

Support the next generation of advancement leaders through CASE's Future Fund.

CASE has had eight presidents in 50 years. Each has added to the organization’s legacy in a unique way.

After three years as director of communications for a startup company, in late 2014 I traded a spacious open-plan office and perks such as yoga and unlimited vacation days for a newly created position at my alma mater.

A look back at Currents magazine provides a historical record of the profession’s evolution. Our cover stories through the years show not only advancement’s growth, progress, and sophistication, but the evergreen topics that continue to define this work.

Advancement leaders from three community colleges share how they reorganized, strategized, and adapted in 2020 to continue to support the missions of their institutions.

Let's face it: No one who works in communications and marketing wants to design flyers or write email copy every day. These professionals crave inventive yet impactful projects that will propel the school, college, or university they serve. But too often creative people devote their workdays to cranking out uninspired deliverables for Director So-and-So's upcoming event. When a marcomm team functions as a service-level agency, its members live in reaction mode. Its agenda is set by urgent requests from other units rather than the institution's strategic goals.

For many new VPs, the talents that helped them excel and get promoted aren't necessarily the ones they need to do well as a key strategic leader.