Campaign counting: smoke and mirrors?
Campaign counting - no one institution counts in the same way, because no two institutions are exactly the same. A campaign should be about what you value, what behaviour you are trying to encourage, what areas you want to expand, what areas you want to encourage to work together. Whilst it is sometimes a surprise to people outside of fundraising teams that not all of the money in Campaign is philanthropic income, all of those thirteen ways of counting were absolutely credible, based on the above factors. So what are the things you need to consider?
Are fundraising researchers our next sector leaders?
Halpin Fellow Jason Briggs asks why more prospect researchers are not stealing the leadership limelight. Prospect Research is now one of the fastest growing professions in fundraising. It grew from traditional desk based research, such as profiling potential donors and their gift potential, to prospect management, the process of monitoring a fundraising pipeline, and now sophisticated data analytics and due diligence.
Announcement: Halpin declares climate emergency
Management consultancy firm Halpin Partnership has declared a climate emergency and set out its response plan.
Asking on the first meeting: good practice, or scandalously impolite?
If you ask well, politely, with enthusiasm and genuine belief, and in an area they have indicated they are interested in, there should be no way that you can cause offence. You will have set up the meeting in the first place (I hope) by saying that you would like to talk about them, update them on your institution, and talk about their support. If so, not to ask will seem very odd to them. And if you haven’t set up the meeting that way, why are you trying to hide the fact that you would like them to support your organisation financially?
Better to be kind, than to be right?
In working with Senior Leadership teams and individuals, we will often discuss how they can get the outcome they really want, if they are willing to give up the need to be seen to be right, and to “win”. I have sat in countless meetings where all parties could have walked away with exactly what they wanted, but their need to be publicly seen to be correct got in the way. I have often seen that the need to be “right” holds you back as a leader – you can’t bring people with you if you are only focused on yourself.
University governance: Some interesting questions from America
In a recent Wonkhe article, Peter Eckel of the University of Pennsylvania raises some interesting questions from American experience. He argues that, “like boards in England, American boards too often have been focused on oversight. It’s the essential stewardship role of governance. Yet, such a narrow focus that reviews reports, signs off on proposals, ensures compliance and ticks boxes is a lost opportunity. Too many boards in America… are mired in mediocrity driven by such a focus.”
A developmental and provocative approach to HE and the arts: an analysis
The Guildhall School of Music & Drama, housed at the Barbican in London, is an extraordinary cauldron of invention. Tony Woodcock discusses.
How Will I Know (if my Development Director is doing a good job)?
For some reason, the words of the Whitney Houston track, “How Will I Know?” came to mind as I pondered the question, “How will I know if our new Director of Development is doing a good job?” The leader also asked, *“What will the Director of Development need from me?”*. They were acutely aware that success didn’t rest alone with the new Director of Development; the leader had a crucial role to play.
Questions governors should be exploring – a digest.
Many university governing bodies and their committees will be meeting over the coming weeks for the final governance meetings of the 2018/19 academic year. The Augar review and Brexit will be key features of these meetings. For lay governors digesting the sheer volume of information available, understanding the implications for their particular institution and knowing what questions to ask will be key.
Augar’s implications for international student recruitment
The instinctive reaction for many universities when there is a threat to domestic fee income (whether triggered by a reduction in price, a demographic dip or some other factor) is to look to international student recruitment to ‘plug the gap’. There are no caps on numbers and no caps on fees to worry about. But it’s important for leaders to take a step back and ask some searching questions rather than launch into a ‘knee-jerk’ international student recruitment drive.
A balanced approach to portfolio reviews
We aren’t the only ones to notice the Augar Review’s attempt to redraw the lines over institutional autonomy. There is now an expectation that universities will no longer have complete freedom over their own portfolios, but instead be expected to focus on courses that create valuable outcomes. Given that much of the sector’s income is funded one way or another by taxpayers, this is probably inevitable.
Augar inadvertently reveals HE’s failure in marketing on access and participation
We are spending more than £1,000,000,000 pa on highly local campaigns run by individual universities, often with a focus on teenagers and with Access Agreements that are to be polite, thin on the ground when it comes to KPIs and real achievements.