CASE Director of Volunteer Stewardship, Sean Schindl interviews accomplished CASE volunteers Ann-Marie Thornton, Emilie Henry, and Simon Fairbanks, who share their experiences and lessons learnt, as well as why they choose to be passionate CASE advocates. 

Amid shifts like the growing importance of authentic donor connection and the race for artificial

intelligence, fundraisers are gearing up to adjust their strategies to reach goals.

As we move further into 2024, the landscape of donor engagement continues to evolve.

The release of ChatGPT in November 2022 spurred renewed discussions on the use of artificial intelligence (AI) in the workplace and academia. This resource collection from the CASE Library introduces the basics of AI, takes a look at some of the latest trends and ethical questions, and provides information on how AI is being leveraged by educational institutions and nonprofit organizations. 

This collection includes examples of succession planning guides, toolkits and other materials to help plan and prepare for employee transitions.

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. 

Spurred by the pandemic, millions of people have quit or changed jobs in 2020 and 2021. How has the “Great Resignation” impacted higher education? It’s led many advancement professionals to consider work-life balance, workplace flexibility, pay, and stability. Now, institutions are realizing the pre-pandemic status quo needs a serious overhaul if they are going to stem the tide of people leaving the sector.

Disability inclusion at work is about more than hiring people with disabilities. An inclusive workplace offers employees with disabilities an equal opportunity to succeed, to learn, to be compensated fairly, and to advance.

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

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?