A study that refutes myths about the "right" characteristics of fund raisers is discussed. Characteristics under study included: educational factors, social factors, general factors, and administrative factors. (MLW)

The effectiveness of a development officer is directly proportional to the fund-raising abilities of the president and the chairman of the board of trustees. A modest program that fits the corporate culture of the institution will be better than a program that is too ambitious for the people involved. (MLW)

Every planned giving administrator's ultimate responsibility is to serve the institution of higher education and not the donor. Planned giving administrators should instruct donors to consult a financial adviser because they cannot fill that role. (MLW)

Seven public relations consultants weigh the pros and cons of seeking national media coverage. Some advantages include reaching a broad audience and coverage that boosts morale and commands respect. What is done with national coverage is more important than the amount. (MLW)

By 1979 the University of San Diego needed more resources that only major capital campaigns could generate, and a new advancement officer was hired. The productive relationship between the president and the vice president of university relations is described. (MLW)

University public relations (PR) officers discuss how they have built strong relationships with their campus chief executive officers (CEOs). Successful PR officials need to find out what the CEO wants, be honest, build credibility, be accessible, prove their loyalty, keep the CEO informed, gain breadth and depth of understanding, present…

An overview of the management basics every alumni director needs is presented, including: staffing, planning, managing money, budgets, and facilities management. (MLW)

Thirty colloquium participants, representing campus practitioners and external constituencies, examined the institutional advancement profession at a CASE conference and offered recommendations for its future course. Proposals for ethics, research and scholarship, and professional development are presented. (Author/MLW)

Isolation of the college public affairs office from the institution's decision-making process is commonplace, either unintentionally or by design. Specific recommendations offered by creative public relations professionals can help officers avoid isolation from four important groups: the college president, campus, community, and staff. (MSE)

Planned giving officers represent their institution of higher education, and the best way to represent the institution is to focus on the best intentions of the donor. Failing to consider the donor's needs and wants could lead to loss of institutional credibility, reputation, and financial stability. (MLW)

Directors of small public relations shops were queried on how they have cut out unproductve work. Some time-wasters include: long committee meetings, telephones, outside services, things that require big effort for little reward, interruptions, junk mail, typewriters, etc. (MLW)

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)

Six ways for development officers to handle overload are identified: distinguish between urgency and importance; selectively ignore time demands; focus on where to make the greatest contribution; delegate tasks; tend interpersonal relationships; and make progress on critical long-term objectives. (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)

Federal cutbacks have created new demand for fund-raisers everywhere. Educational fund-raisers are thinking about "pay for performance"--incentive-based pay plans that can help them retain, reward, and motivate talented fund raisers within the tight pay scales common at colleges and universities. (MLW)