The CASE Insights™ Framework for Brand and Reputation Metrics in Education is a groundbreaking effort to create global benchmarks for institutional marketing and communications. Your feedback is essential in ensuring that this framework reflects the most relevant and impactful metrics for the education sector.

But as I delved into how those trends had influenced the college, I realized I had bitten off more than I could chew.

High turnover? You may be moving too hastily through the hiring process. Here's the case for hiring slow, especially at the vice president level. An advancement VP's departure offers a chance to completely rethink the position's focus and qualifications. The institution should consider where it wants to be in three to five years—and what skill set the VP must have to accomplish the goals needed to get there. Taking the time to find the right person for the organization will fuel the process of building a diverse workforce and foster consistency in staff supporting the new hire.

“There are so many juicy and amazing things we can tease out of data,” says analytics enthusiast and CASE volunteer Amanda Jarmon. She is an advocate for people with neurodivergence, calling her own experience with it her “superpower’ that enhances her ability to deeply analyze data for her clients. 

Major gift officers in university advancement voluntarily leave their positions for similar roles at other institutions at an alarmingly high rate—once every 18 months, on average. But workplace compassion can help retain fundraisers, according to research. Here’s how advancement leaders can create positive change to increase team members’ satisfaction and retain talented gift officers. 

22 UK higher education institutions studied alternative approaches to improving student retention and success between 2008 and 2011.

Healthy accountability is at the core of successful advancement enterprises, but establishing and nurturing a culture of positive accountability can be difficult. Leaders have to be willing to have difficult conversations and find a way to promote performance metrics that empowers employees, avoids micromanagement and leverages an institution’s strategic goals and mission. Team members need to feel like they can rely on their peers and have difficult, even vulnerable, conversations. And individuals must have a clear understanding of expectations and the confidence that all employees are being held to the same standard. 

Organizations can focus their efforts to equip managers to lead in an inclusive way that drives sustained impact, change, and results in changing times.  

CASE Survey Reveals Impressive AU$915.5 Million in Philanthropic Support, Showcasing Strong Momentum in Australian and New Zealand Universities

Here's how managers—and the people who hire them—can improve. Leaders share what to do, what not to do, and how to know the difference.