As educational funding models have changed, and expectations for philanthropic support have become staples of institutional strategy, so too has our need for clear guidance evolved.

Anniversary celebrations can dazzle at any budget. Scaling ideas to work at any institution, with any size staff, is a dance between dreaming big and drilling down to what’s doable. 

A college president hits the road for an RV trip, a day in the life of Creighton University's therapy dog, inside Princeton University's #TellUsTigers storytelling project, and more.

When I say advancement, I am speaking in the broadest sense about all of the disciplines that strive to advance higher education to transform lives and society.

"The ways people are trying to give, the ways they want to be communicated with, have all changed dramatically."

What does it mean to have a research mind? Or to approach things with a research mindset?

CASE President and CEO Sue Cunningham explains CASE's new volunteer leadership structure, our biggest transition in our 44-year history.

There's magic in gathering institutional and volunteer leaders for a deliberate, focused, and productive discussion about the current situation and future direction of the institution. Here's a how-to guide for convening an effective board retreat.

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.

As advancement leaders step into 2019 and prepare to meet campaign goals, deliver projects, motivate their teams, and stay healthy and excited in their roles, Currents asked them to reflect on what they wanted to change or improve on as managers.