Halpin welcomes Project Manager Katie Welsh
Apr 04, 2019
Halpin is pleased to announce the appointment of Katie Welsh as Project Manager.
news & articles
Development budget essentials to weather the storms ahead
Apr 03, 2019
Looking ahead to a tough year in HE and, probably, a tough year for fundraising, here is my budget checklist for Directors of Development.
Mind the Gap – marketing’s role in managing student expectations
Apr 02, 2019
We can’t remove all of the challenges that students will face whilst at university. But the evidence suggests that there’s a significant expectation gap between what they imagine their student life to be, and the reality of life on campus. So what we can do to better prepare our young people for their experience as a student?
Case Study - Royal Central School of Speech and Drama, Equality and Diversity Review
Mar 27, 2019
Case Study - Royal Central School of Speech and Drama, Equality and Diversity Review
Why fundraise for Arts & Culture?
Mar 21, 2019
In these straightened times, why should we fundraise for the Arts at all? Aren’t there more important priorities when people are living off food banks and suffering from poor mental health, to name just two examples? We must never forget the things that make us human. There are enough donations to go around, and there is enough funding from government should they choose to deliver it to the hard-pressed Arts and Culture sector.
Halpin announces Consulting Fellow Bob Rabone
Mar 20, 2019
Halpin Partnership, a management consultancy specialising in higher education, is pleased to welcome Bob Rabone to its growing team of Consulting Fellows.
Why can we ‘plan and do’ but not review?
Mar 20, 2019
It intrigues me that most organisations have formal systematic processes in place for planning and building budgets, but fewer have similarly systematic processes which enable them to review their plans, assess the impact of their work and re-shape budgets accordingly.
25 years in international Higher Education. What’s changed?
Mar 19, 2019
This article highlights three key changes – one at individual/operational unit level, one at organisational level and one at national/international level – and speculate briefly on what the future looks like. Observations are based mainly on the UK context, but some elements may resonate in other parts of the world.
