Two models of administering college and university alumni chapters--using volunteers or paid staff--are compared, based on comments from alumni directors who have addressed the issues. A flexible club structure, which integrates a fully structured, chartered-chapter model with two versions of predominantly staff-driven models, is proposed as…

College and university fund raisers are encouraged to test various strategies for direct-mail solicitation by comparing variations of five factors that influence direct mail response: copy; timing; package; offer; and list. Suggestions include forming a hypothesis, testing one variable at a time, choosing test and control groups carefully,…

Four basic models of the organization of college and university communications offices are described: advancement, news bureau model, agency, and marketing models. Pros and cons of each are discussed, and the structure of this function at the Virginia Polytechnic Institute and State University (Virginia Tech) is presented as an ideal…

Both centralized and decentralized college or university development programs have advantages, depending on the nature and needs of the institution. Changing program structure may have consequences that reach far beyond fund-raising details. A survey of 10 institutions revealed some common characteristics and many hybrid forms of organization.…

College and university fund-raising programs that combine some characteristics of centralization and some of decentralization can be very successful and also pose unique administrative challenges, as illustrated in the experiences of a number of diverse institutions. Collaboration and clear communication are keys to effective administration. (MSE)

Colleges and universities should critically review their publications periodically to save money and also as a way to present a more cohesive institutional identity. Ten recommendations are made for conducting a productive publications audit; they include choosing an evaluation method, selecting participants, making the experience pleasant, and…

A survey of CASE and three other associations of higher education administrators showed a high turnover rate (17.3%) in advancement offices. Turnover rates for functional area, type of institution, size of unit, and voluntary and involuntary terminations are shown. (MLW)

Between 1981 and 1985, advancement officers' salaries stayed slightly ahead of inflation but didn't increase as much as other white-collar workers' salaries. A 1985 CASE survey of institutional advancement professionals' salaries investigated factors that influence salary, and gender was found to be a significant influence. (MLW)

Five college and university fund-raising professionals discuss ways in which uncoordinated solicitations of gifts from the same prospective donor(s) by different schools or departments can be avoided by planning, coordination, and communication. Advantages and disadvantages of centralized and decentralized administrative approaches are considered.…

The author of a survey of 254 college public relations officers (HE 531 785) describes briefly the underlying definitions, design, and results of the study, and makes comparisons between this and an earlier study of college presidents. Discussion of methodology focuses on respondent characteristics and consistency of definition. (MSE)

Describes the way in which Wilfrid Laurier University (Ontario), an institution that had worked hard to improve its programs and reputation, addressed a disappointing ranking in a national news magazine. In cooperation with other educators, administrators, and institutional researchers, the university undertook a successful project to have the…

A 1985 CASE survey that covers job responsibilities, reporting relationships, salaries, and characteristics of schools, colleges, and universities that employ institutional advancement professionals is described. The results were compared with the results of a 1982 survey. (MLW)