Downloads & Free Reading Options - Results

This case study focused on a small liberal arts college (Lake Erie College, Ohio) over one year during which four milestone events appeared to be pivotal in increasing the willingness of the school to use institutional research for decision-making in areas of program modification and development. At the beginning of the year, the college was faced with enrollment declines in the Master's in Business Administration (MBA) program and the undergraduate business programs. These were followed by the four milestones: (1) development of a marketing research plan to determine possible cooperative arrangements with local employers; (2) a survey of MBA and undergraduate students concerning what they liked and disliked about the college; (3) focused interviews with 20 companies and the resulting report which presented action recommendations; and (4) a concurrent development of a proposal for an accelerated degree completion program for part-time adults. Analysis supports the value of institutional research to institutional decision making. Specific lessons from the case study are drawn including the value of a team-based approach to institutional research, the value of institutional research to institutional advancement efforts, and the value of faculty engagement in market research. (DB)

In response to protests for racial justice, several organizations and institutions made public declarations denouncing anti-Black racism. One prominent sector emphasizing their commitment to addressing anti-Black racism is healthcare, more specifically nursing. To address anti-Black racism, many Canadian organizations and institutions announced initiatives to recruit, retain, and support the advancement of Black nurses. Our team is interested in charting these initiatives to inform future policy and program decisions related to the recruitment, retention, and advancement of Black nurses. The objective of this rapid review is to identify and chart evidence of organizational and institutional initiatives related to the recruitment, retention, and advancement of Black nurses in Canada. This review is focused on the organizational or institutional initiatives that support or facilitate aspects of recruitment, retention, or advancement of Black nurses in the workforce in Canada. A comprehensive search, developed in collaboration with a library scientist, will be used to locate peer-reviewed and grey literature from select databases and repositories. Databases will be searched from time of inception and language will be restricted to English and French sources. Title and abstract screening as well as full-text review will each be completed by two independent reviewers. Sources will be included if they meet the inclusion criteria for the population, concept, and context. Data will be extracted by two reviewers using an extraction tool. Data will be reviewed and consolidated before being presented narratively and visually.

In response to protests for racial justice, several organizations and institutions made public declarations denouncing anti-Black racism. One prominent sector emphasizing their commitment to addressing anti-Black racism is healthcare, more specifically nursing. To address anti-Black racism, many Canadian organizations and institutions announced initiatives to recruit, retain, and support the advancement of Black nurses. Our team is interested in charting these initiatives to inform future policy and program decisions related to the recruitment, retention, and advancement of Black nurses. The objective of this rapid review is to identify and chart evidence of organizational and institutional initiatives related to the recruitment, retention, and advancement of Black nurses in Canada. This review is focused on the organizational or institutional initiatives that support or facilitate aspects of recruitment, retention, or advancement of Black nurses in the workforce in Canada. A comprehensive search, developed in collaboration with a library scientist, will be used to locate peer-reviewed and grey literature from select databases and repositories. Databases will be searched from time of inception and language will be restricted to English and French sources. Title and abstract screening as well as full-text review will each be completed by two independent reviewers. Sources will be included if they meet the inclusion criteria for the population, concept, and context. Data will be extracted by two reviewers using an extraction tool. Data will be reviewed and consolidated before being presented narratively and visually.

In response to protests for racial justice, several organizations and institutions made public declarations denouncing anti-Black racism. One prominent sector emphasizing their commitment to addressing anti-Black racism is healthcare, more specifically nursing. To address anti-Black racism, many Canadian organizations and institutions announced initiatives to recruit, retain, and support the advancement of Black nurses. Our team is interested in charting these initiatives to inform future policy and program decisions related to the recruitment, retention, and advancement of Black nurses. The objective of this rapid review is to identify and chart evidence of organizational and institutional initiatives related to the recruitment, retention, and advancement of Black nurses in Canada. This review is focused on the organizational or institutional initiatives that support or facilitate aspects of recruitment, retention, or advancement of Black nurses in the workforce in Canada. A comprehensive search, developed in collaboration with a library scientist, will be used to locate peer-reviewed and grey literature from select databases and repositories. Databases will be searched from time of inception and language will be restricted to English and French sources. Title and abstract screening as well as full-text review will each be completed by two independent reviewers. Sources will be included if they meet the inclusion criteria for the population, concept, and context. Data will be extracted by two reviewers using an extraction tool. Data will be reviewed and consolidated before being presented narratively and visually.

In response to protests for racial justice, several organizations and institutions made public declarations denouncing anti-Black racism. One prominent sector emphasizing their commitment to addressing anti-Black racism is healthcare, more specifically nursing. To address anti-Black racism, many Canadian organizations and institutions announced initiatives to recruit, retain, and support the advancement of Black nurses. Our team is interested in charting these initiatives to inform future policy and program decisions related to the recruitment, retention, and advancement of Black nurses. The objective of this rapid review is to identify and chart evidence of organizational and institutional initiatives related to the recruitment, retention, and advancement of Black nurses in Canada. This review is focused on the organizational or institutional initiatives that support or facilitate aspects of recruitment, retention, or advancement of Black nurses in the workforce in Canada. A comprehensive search, developed in collaboration with a library scientist, will be used to locate peer-reviewed and grey literature from select databases and repositories. Databases will be searched from time of inception and language will be restricted to English and French sources. Title and abstract screening as well as full-text review will each be completed by two independent reviewers. Sources will be included if they meet the inclusion criteria for the population, concept, and context. Data will be extracted by two reviewers using an extraction tool. Data will be reviewed and consolidated before being presented narratively and visually.

In response to protests for racial justice, several organizations and institutions made public declarations denouncing anti-Black racism. One prominent sector emphasizing their commitment to addressing anti-Black racism is healthcare, more specifically nursing. To address anti-Black racism, many Canadian organizations and institutions announced initiatives to recruit, retain, and support the advancement of Black nurses. Our team is interested in charting these initiatives to inform future policy and program decisions related to the recruitment, retention, and advancement of Black nurses. The objective of this rapid review is to identify and chart evidence of organizational and institutional initiatives related to the recruitment, retention, and advancement of Black nurses in Canada. This review is focused on the organizational or institutional initiatives that support or facilitate aspects of recruitment, retention, or advancement of Black nurses in the workforce in Canada. A comprehensive search, developed in collaboration with a library scientist, will be used to locate peer-reviewed and grey literature from select databases and repositories. Databases will be searched from time of inception and language will be restricted to English and French sources. Title and abstract screening as well as full-text review will each be completed by two independent reviewers. Sources will be included if they meet the inclusion criteria for the population, concept, and context. Data will be extracted by two reviewers using an extraction tool. Data will be reviewed and consolidated before being presented narratively and visually.

This week we feature Kara Willis, Director of Development/Institutional Advancement at the University of Rio Grande. Kara talks about the importance of philanthropy and why people give back to the university.

This week we feature Kara Willis, Director of Development/Institutional Advancement at the University of Rio Grande. Kara talks about the importance of philanthropy and why people give back to the university.

News release announcing Director of Advancement and Associate Vice-Rector, Institutional Relations Christopher Hyde to leave his position.

News release announcing Director of Advancement and Associate Vice-Rector, Institutional Relations Christopher Hyde to leave his position.

The role of the college/university president in institutional advancement was examined in a national study. There were interviews with nine presidents and surveys done by 27 chief executive officers. Five areas of investigation are: demographic characteristics of institutional advancement programs; how presidents perceive their role in institutional advancement; what institutional advancement programs presidents identify as successful/unsuccessful; what activities they are willingly involved in; and how they rate personal characteristics in the institutional advancement of professional staff. Findings include: presidents all agree their role in public relations and institutional advancement must be high for the institution to be successful with constituencies; they feel their role in fund raising is very high; up to 96% of them are very willing to meet with governors, state executive branch members, and congressional representatives; and 85% desire a high degree of involvement in the overall advancement program. Fifteen recommendations include: chair the planning committee and involve advancement staff members; abstain from personal involvement in time intensive projects; and hire and retain the best professionals in the field. A copy of the president's questionnaire; a copy of the background questionnaire; and a judgment/stratified random sample by category with location and enrollment are appended. Contains approximately 97 references. (SM)

The role of the college/university president in institutional advancement was examined in a national study. There were interviews with nine presidents and surveys done by 27 chief executive officers. Five areas of investigation are: demographic characteristics of institutional advancement programs; how presidents perceive their role in institutional advancement; what institutional advancement programs presidents identify as successful/unsuccessful; what activities they are willingly involved in; and how they rate personal characteristics in the institutional advancement of professional staff. Findings include: presidents all agree their role in public relations and institutional advancement must be high for the institution to be successful with constituencies; they feel their role in fund raising is very high; up to 96% of them are very willing to meet with governors, state executive branch members, and congressional representatives; and 85% desire a high degree of involvement in the overall advancement program. Fifteen recommendations include: chair the planning committee and involve advancement staff members; abstain from personal involvement in time intensive projects; and hire and retain the best professionals in the field. A copy of the president's questionnaire; a copy of the background questionnaire; and a judgment/stratified random sample by category with location and enrollment are appended. Contains approximately 97 references. (SM)

Since December 2009, The Center for the Study of Art, Architecture, History & Nature (C-SAAHN) has sponsored the Tuesday 'IMAGINE' Noon-Hour Lecture/Discussion Series at the Downtown Buffalo & Erie County Central Public Library. This is the 197th C-SAAHN 'IMAGINE' Lecture. http://www.buffaloah.com/h/center/lib/15lec.html In 2015, the two primary IMAGINE Series lecture themes are: - "IMAGINE Lifelong Learning and Buffalo Niagara as a Bi-National Cultural & Nature Center: The Arts + STEM = STEAM" - "IMAGINE a Healthy, Wealthy, & Sustainable Community: The Art of Investing Locally" Weekly focus: 1st Tuesday - The Arts 2nd Tuesday - Architecture/Design 3rd Tuesday - History/Future 4th Tuesday - Nature/Science The 3rd Tuesday speaker on this C-SAAHN AUDIO is Richanne C. Mankey, PhD, VP Institutional Advancement, Daemen College. For an AUDIO introduction to this 'IMAGINE' Series: http://archive.org/details/January82013-DowntownLibraryC-saahnimagineNoon-hourLectureBy C-SAAHN (http://www.buffaloah.com/h/center/index.html) was established in 2009 as a unique digital enterprise and network designed to help link volunteers and lifelong learning communities as part of the "Buffalo-Chautauqua Idea: Exploring American Legacy." This recording is part of the C-SAAHN "IMAGINE" AUDIO Series. Also see: ImagineLifelongLearning.com ---by Dennis Galucki, C-SAAHN, Founder

American graduate schools command a strong aspiration among international students. However, there is a wide disparity in institutions' experience attracting and enrolling internationals students. Two out of every three international graduate students were enrolled in public institutions--an indication of international students' consideration of cost and affordability of studying abroad. Fifty-seven percent of all international students were enrolled in 108 Research Universities (very high research activities) by Carnegie Classification. This is a likely influence of institutional rankings and perception of prestige by many international students. International students consider rankings as a proxy of higher recognition by employers and hence a direct association with career advancement opportunities. Many students expect to receive more support identifying career opportunities. They assume that their high investment in education and the institutional reputation should entitle them to an experiential opportunity. This article focuses on 12 strategies to start building a capacity for international graduate student success.

This technical report, produced in partnership by the Council for Advancement and Support of Education (CASE) and SPSS Inc., explores the promise of data mining alumni records at educational institutions. Working with individual alumni records from The Johns Hopkins Zanvyl Krieger School of Arts and Sciences, a predictive regression model is developed based on commonly-collected variables and a ten-step model-building and testing process. The resulting model's wider applicability is tested successfully on datasets from nine other educational institutions in the United States, Canada, and Europe. Analysis reveals four distinct patterns of giving by alumni. Fundraisers will benefit from this work by using the model to generate predictive scores identifying prospects in their own alumni databases, likely to make a major gift as well as appreciating their own institutions' pattern of giving when making strategic fundraising decisions. A table detailing the aggregated study results is appended. [This report was produced jointly with SPSS Inc.]

The historical role of institutional advancement and the specific activities and trends currently affecting it are reviewed, and four strategies for advancement programs are suggested. Institutional advancement includes alumni relations, fund-raising, public relations, internal and external communications, and government relations, and its dominant concern is financial support of higher education and the institution. Changes in the perception of advancement have occurred over the last decade, and it has emerged as an essential and professional segment of university administration. Additionally, there has been increased cooperation within and among institutions with regard to advancement functions. Diverse trends are cited that have resulted in heightened interest in the management of advancement and new emphasis on the process and outcomes of advancement. Strategies for advancement programs are as follows: effective management of an institution's assets; focusing on the prestige of the institution; educational marketing; and flexible management, an eclectic approach incorporating a concept of dynamic advancement and the selected application of management principles. Centrally managed, a strategy for advancement confronts four challenges: designing quality public relations programs; restructuring activities to involve the institution's many publics; redesigning fund-raising campaigns to be cost effective and to achieve optimum results within the constraints of competition, inflation, and tax laws; and coordinating objectives, program, resources, and contacts. A bibliography is appended. (SW)

The criteria used for the Malcolm Baldrige National Quality Award can provide community colleges with a strategic tool for college planning, management, assessment, and accreditation. The Criteria focus on two measurable objectives for institutional effectiveness: the delivery of educational value to current and future students through instruction and support services that contribute to students' overall development and the improvement of overall college effectiveness, use of resources, and capabilities for sustainable performance. In addition, the Criteria are non-prescriptive, encouraging colleges to develop creative approaches; are comprehensive, representing a unifying framework emphasizing interdependence; emphasize the alignment of efforts throughout the college; and encourage planned change and continual improvement. Baldrige-based schools demonstrate excellence in leadership, information and analysis, strategic and operational planning, human resource development and management, educational and business process management, college performance results, and student focus and student stakeholder satisfaction. The following steps are suggested for initiating a Baldrige-based approach to institutional advancement: (1) organize an orientation for the college President's Cabinet or senior management team; (2) form and train an institutional Baldrige team; (3) establish linkages between institutional strategic planning and Baldrige-based initiatives; (4) identify the needs of current and future students and stakeholders; (5) assess current institutional strengths and weaknesses; and (6) review findings with the President's Cabinet and the senior management team. (TGI)

Over the past 2 decades, personal appeals, annual campaigns, internal-giving programs, phone drives, mailings, and planned giving have been successfully employed by a number of community colleges. Voluntary support has made a significant difference in the funding of programs, buildings, equipment, and scholarships that would not otherwise be sustained. Though some community colleges have done well with fundraising from private sources, as a whole, however, community colleges report less than 2% of their annual revenue from philanthropic sources. Shifting the focus of energies and resources from fundraising to tax levies or partnerships can often produce significantly greater results than those attainable through traditional approaches. The partnerships of Chattanooga State Technical Community College (CSTCC) with city and county governments and with the local area Private Industry Council, for example, led to the renovation of two 15,000 square-foot facilities now dedicated to college use at virtually no cost to CSTCC. CSTCC's partnership with Hunter Art Museum and a widely acclaimed Chattanooga community theater increased the college's prestige and widened the scope of its art and theater programs. Strategic alliances with local business and industry can result in a level of community involvement neither sector could provide on their own. This is not to argue that community colleges should not continue to solicit private support, but that partnerships can provide the same or even more significant ends. (KP)

Over the past 2 decades, personal appeals, annual campaigns, internal-giving programs, phone drives, mailings, and planned giving have been successfully employed by a number of community colleges. Voluntary support has made a significant difference in the funding of programs, buildings, equipment, and scholarships that would not otherwise be sustained. Though some community colleges have done well with fundraising from private sources, as a whole, however, community colleges report less than 2% of their annual revenue from philanthropic sources. Shifting the focus of energies and resources from fundraising to tax levies or partnerships can often produce significantly greater results than those attainable through traditional approaches. The partnerships of Chattanooga State Technical Community College (CSTCC) with city and county governments and with the local area Private Industry Council, for example, led to the renovation of two 15,000 square-foot facilities now dedicated to college use at virtually no cost to CSTCC. CSTCC's partnership with Hunter Art Museum and a widely acclaimed Chattanooga community theater increased the college's prestige and widened the scope of its art and theater programs. Strategic alliances with local business and industry can result in a level of community involvement neither sector could provide on their own. This is not to argue that community colleges should not continue to solicit private support, but that partnerships can provide the same or even more significant ends. (KP)

The industrial nations of the world are in the turbulent times of a structural shift from an industrial society to a technical society based on the exchange of ideas, information, and knowledge. Such a transition calls for postsecondary education to understand the values and expectations of the individuals and the character of the institutions and organizations that comprise the society. During the 1970's, a new approach for planning and managing educational institutions and systems began to evolve based upon: (1) a comprehensive assessment of the external environment of the institution's service area; (2) a critical audit of an institution's internal environment; (3) the development of visions and alternative scenarios based on the environmental assessments; (4) the selection of strategic options and tactical alternatives; and (5) the specification and management of strategy. Using this approach, a coherent and comprehensive plan can be developed for the institution as a whole and all major units. Within this plan, the resource development office can become an effective broker to private and public support; and can assist in the development of the critical mass of intellectual capital necessary to help institutions become community renewal mechanisms in a technical society based on information. (AYC)

The issue of increasing the effectiveness of alumni development and fund raising programs to ensure quality in academic programs and campus life for the coming decade was examined. The study's primary purposes were to: (1) describe the development of a comprehensive decision support system for alumni and fund raising activities at one independent university--the University of Hartford, Connecticut; (2) examine specific research and management applications of that system; and (3) feature examples of effective analyses and reports it can generate. Discussions focused on early collaboration between institutional researchers and advancement professionals which facilitated the study and led to construction of a multipurpose alumni survey. Preliminary results indicated that administrators desiring to strengthen fund raising programs should concentrate on the following areas: improve community and donor relationships; gain the confidence of the institution and the participation of its president; build commitment among staff to improve outcomes; interact with people (including staff); and participate in other cultivation/solicitation activities. Contains 18 references. (GLR)

The issue of increasing the effectiveness of alumni development and fund raising programs to ensure quality in academic programs and campus life for the coming decade was examined. The study's primary purposes were to: (1) describe the development of a comprehensive decision support system for alumni and fund raising activities at one independent university--the University of Hartford, Connecticut; (2) examine specific research and management applications of that system; and (3) feature examples of effective analyses and reports it can generate. Discussions focused on early collaboration between institutional researchers and advancement professionals which facilitated the study and led to construction of a multipurpose alumni survey. Preliminary results indicated that administrators desiring to strengthen fund raising programs should concentrate on the following areas: improve community and donor relationships; gain the confidence of the institution and the participation of its president; build commitment among staff to improve outcomes; interact with people (including staff); and participate in other cultivation/solicitation activities. Contains 18 references. (GLR)

This collection contains archived versions of the University of Wyoming's Vice-President for Institutional Advancement website and publications.