Volume 10 (2025-26)

This paper presents the creation and impact of the Young Alumni Reunion Annual Fund Scholarship Program at Washington and Lee University (W&L), a nationally ranked, private liberal arts institution located in Virginia. Developed in 2023 as part of the university’s Leading Lives of Consequence campaign, the initiative addresses a strategic challenge: how to meaningfully engage young alumni — particularly at the 5th and 10th reunion milestones — in leadership-level annual giving. Recognising that younger donors are motivated by authentic connection, visible impact and accessible entry points, the programme tied multi-year reunion giving to student scholarships, creating named, class-based awards for each cohort. Through cross-campus collaboration, peer-led outreach and digital-first marketing strategies, the pilot exceeded expectations. The Classes of 2014 and 2019 raised over US$230,000 in scholarship support, funding seven four-year awards for incoming students. The programme also increased participation, strengthened stewardship and deepened alumni–student connections. As the first known model of its kind in higher education, this paper offers a replicable approach for institutions seeking to align young alumni engagement with mission-driven fundraising and long-term donor pipeline growth. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  young alumni giving; reunion giving; campus partnerships; pipeline development; stewardship strategy; young alumni; annual fund scholarships

This paper presents a case study of the transformation of fundraiser metrics and goalsetting at the University of North Carolina at Chapel Hill. Building on performance data and qualitative insights, a cross-departmental team led the effort to better align performance standards with strategic priorities and meaningful philanthropic outcomes, while also preserving a collaborative culture. Core to this effort was a culture shift towards accountability and clarity in role definition. The new strategic direction developed by the working group focused on three main elements — increasing pipeline qualifications, increasing major gift proposals and building a three-year horizon. First year results showed promising trends in major gift activity and proposal outcomes. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  fundraiser metrics; performance standards; scorecard; goalsetting; shared credit; qualifications; major gift proposals; major gift closes; new commitments raised; visits

Philanthropy plays a crucial role in advancing higher education’s mission. Yet, as universities seek to engage with external partners, due diligence and risk management is crucial to safeguarding institutional reputation, integrity and compliance. While risk is inherent in the work of advancement and the cultivation of relationships with individuals and organisations external to your university, it does not have to go unmanaged. This paper explores how to establish the criteria for an effective due diligence framework, the process for assessing a risk profile and understanding its impact, and provides guidelines for deployment in an effective and efficient manner. Whether a university is at the beginning of its due diligence journey or already employing a sophisticated approach, this paper will provide guidance and recommendations for crafting an institution-specific approach to staying abreast of the changing risk landscape for external partners as well as the evolving priorities and perceptions of vulnerabilities by internal teams. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  due diligence; risk management; risk analysis; risk assessment; informed decision; institutional reputation

The University of Virginia (UVA) transformed its gift-processing operation from a fragmented, manual and error-prone function into a high-performing hybrid model that now serves as a benchmark for efficiency, accuracy and donor trust. In 2015, a consultant report recommended outsourcing and automating UVA’s gift-processing function. Following several years of experimentation with a vendor-style service, managed and executed by the Alumni Association, rising costs and high error rates revealed the need for a more disciplined, donor-centred approach. In 2020, UVA advanced through a staged transition — reintegrating gift processing into External Relations, establishing a hybrid model that involved partnering with an external lockbox service — a secure, third‐party facility that receives, scans and deposits mailed cheques — to accelerate processing and reduce manual handling. The university also invested strategically in automation and staff development, a combination of technological and human-centred improvements that worked in tandem to dramatically enhance accuracy, speed and overall performance. Average cycle time fell from two weeks to under three business days, monthly errors dropped from more than 200 to fewer than 10, and operational costs declined by more than US$1 million per year. This transformation — achieved amid a global pandemic — demonstrates how targeted innovation and process discipline can elevate advancement services from a back-office necessity to a strategic creator of donor confidence. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  gift processing; lockbox; automation; hybrid workforce; donor trust; key performance indicators; operational efficiency

Over the past five years, Brown University’s Division of Advancement has intentionally strengthened fundraising for initiatives that aim to create a more diverse and inclusive academic community that extends a warm welcome and gives a sense of belonging to all. This aligns with the university’s mission and values to foster an inclusive and engaged community dedicated to advancing knowledge and free inquiry for the betterment of society, and in which all members can participate fully. The BrownTogether campaign, which concluded in December 2024, was successful at strengthening philanthropic giving to help fulfil this commitment. The campaign surpassed its initial US$3bn fundraising goal more than a year ahead of schedule and raised a remarkable $4.44bn. The campaign’s success was partly due to the substantial contributions made by alumni of colour. Driven by intentional, strategic efforts to engage all alumni — particularly by strengthening connections with alumni of colour — the Division of Advancement pursued two goals: Firstly, to establish inclusive objectives that raise awareness among all alumni about the importance of diversity and inclusion, fostering meaningful opportunities for alumni of colour to engage with the institution through shared interests and relevant issues. Second, to advance a culture rooted in collaboration, open-mindedness and the integration of diverse perspectives. This culture emphasised empowering individuals to take initiative and fostering a sense of ownership and belonging, aligning with the shared equity leadership model framework. This paper analyses the key engagement strategies that strengthened relationships with alumni of colour. In particular, the paper examines Black philanthropic traditions and historical barriers to giving, and explains how intentional engagement events can increase volunteerism and philanthropy among alumni of colour. While the division works with alumni of all identities and backgrounds, the Division of Advancement’s strong partnership with the Inman Page Black Alumni Council is highlighted as an example of a successful collaboration. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  diversity and inclusion; diverse alumni; alumni engagement; predominantly white institutions; historically Black colleges and universities

This paper explores how artificial intelligence (AI), especially tools such as ChatGPT, can support the work of donor relations in development without replacing the human element that makes such work meaningful. Through firsthand examples, this paper describes how AI was initially adopted out of necessity and gradually became part of everyday tasks such as drafting acknowledgment letters, planning project timelines and analysing data. Each of the paper’s sections analyses how AI can help save time, strengthen development communications and create space for more intentional relationship-building with donors and colleagues. The paper also reflects on the ethical considerations that come with these tools, including privacy, transparency and the importance of maintaining a consistent and authentic voice. Rather than presenting AI as a solution to every challenge, the piece frames it as a practical support system for teams aiming to work more efficiently while remaining grounded in values such as gratitude and care. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  artificial intelligence; stewardship; communication; accessibility; development; ethics

This paper chronicles a leadership journey moving from corporate marketing to higher education, highlighting the transformation of marketing operations from short-term, tactical service providers to strategic growth drivers. Drawing from experiences at the University of Manitoba and the Southern Alberta Institute of Technology (SAIT), it examines how effective marketing leadership in academia requires recognising unique operational environments characterised by complex governance, varied departmental configurations and inconsistent operational maturity. The core message illustrates how marketing teams must prioritise strategic initiatives that directly drive institutional goals before addressing less impactful, tactical requests. This approach requires balancing short-term demands against long-term brand building, actively managing stakeholder relationships and developing the organisational courage to say ‘no’ to misaligned work. At SAIT, this philosophy translated into a five-year strategic marketing plan using McKinsey’s 3 Horizons framework, shifting resources from account-based marketing services (50 per cent) towards brand development (from 10 per cent to 50 per cent). Implementation required extensive communication with leadership, quarterly updates to stakeholders and coaching team members. Results include reversing a decade-long enrolment decline, preparing for the first major brand evolution since 2016 and incorporating the voice of students into marketing decisions. This paper demonstrates how marketing can move from a production-oriented cost centre to a growth-driving strategic partner when teams protect their ‘big rocks’ and focus on long-term effectiveness rather than short-term stakeholder satisfaction. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  strategic transformation; marketing leadership; brand management; marketing strategy implementation; organisational change

In a highly saturated and competitive higher education marketplace, creating marketing content that achieves ‘cut-through’ has become essential in order to connect with prospective undergraduate students. This paper draws from industry trends and institutional practice to provide senior academic leaders and strategic marketers practical insights and a ‘how-to’ approach for developing authentic, effective and differentiated communication strategies. By examining global brand behaviour, sector exemplars and some of the tactics deployed by the University of Salford, the paper articulates a strategic framework for universities seeking to elevate engagement and resonance with Gen Z and emerging Gen Alpha cohorts. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  cut-through; content; social media strategy; brand; campaign

This paper analyses how higher education institutions leverage social media channels to connect with all members of their communities from current students to alumni to staff to prospective families and more. It describes how, with so many platforms and changes occurring regularly to how they operate, it can be difficult to find success within the sites. The algorithms hold a key to how content is ranked and where it is placed in users’ feeds. The paper postulates how having a set of approaches to apply to all social media strategy creation and implementation, as well as understanding the ins and outs of the platforms that can lead to the biggest impact, can pave the way for a powerful content and communications strategy. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  social media; content strategy; digital strategy; algorithms; communications; engagement

In the lead-up to its first comprehensive Campaign, Deakin University’s Advancement portfolio embarked on an ambitious programme of breaking down silos between the university’s Advancement portfolio and its research portfolio. This occurred against a backdrop of historical disconnection between teams, particularly in the wake of pandemic-related staff reductions and the move to offsite work for most support staff. It meant there was an opportunity for processes and relationships between teams to be created, almost from scratch. While both teams have a common purpose — to secure more funds to support university research — it is a major challenge to develop effective collaboration between two very different back-of-house management teams, who use different systems, answer to different benchmarking and reporting standards and have very different key performance indicators. This paper explores the strategies Deakin Advancement employed to smooth and align processes and principles with counterparts in the Research portfolio, at the opportune time created by the Streamline Programme, a research management framework restructure. The strategies employed focused on Advancement’s key strengths in relationship building and outside-the-box thinking. Leadership buy-in from both teams was an essential component, enabling staff to devote time and intellectual energy to the programme. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  major gift fundraising; innovation; organisational effectiveness; operational excellence; collaboration; partnership; systems change; breaking down silos

A total solar eclipse covered much of the USA in 2024. Ahead of the eclipse, the University of Arkansas at Little Rock began preparing to host an event for the campus and community to watch this phenomenon. During the planning process, Marketing and Communications (MarComm) recognised the potential to use the eclipse to secure national media placement for the university. By employing five key strategies of taking a unique approach, preparing media experts, using the website early, incorporating video and dreaming big, the MarComm team garnered more than 320 media mentions and 3.5 billion media impressions and secured multiple national placements. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  eclipse; media pitching; video strategy; MarComm; media experts

As higher education institutions grapple with declining application rates and the looming enrolment cliff, strategic marketing has become more critical than ever. In 2019, Bucknell University faced these challenges but successfully reversed the trend, achieving record application numbers. This case study examines the key strategies that drove this transformation over five years, including data-driven decision making, targeted messaging and digital engagement tactics. By analysing Bucknell’s approach and its measurable outcomes, this paper provides actionable insights that other institutions can adapt to strengthen their admissions marketing efforts and drive sustainable enrolment growth. In total, marketing-driven efforts from 2019 to 2024 brought over 1.3 million new visitors to Bucknell’s website and generated more than 190 million brand impressions — a scale of digital reach that underscores the transformation. Through a multichannel, audience-first approach, the university achieved a 15 per cent increase in applications over five years — a key marker of the strategy’s success. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  enrolment marketing; admissions strategy; digital marketing; application rates; enrolment cliff; data-driven decision making; targeted messaging; digital engagement tactics

This paper examines the strategic development of sustainable alumni networks in East Asia, emphasising the pivotal role of alumni leadership in fostering engagement and advancing institutional priorities. The research focuses on the progressive functioning of alumni associations and sustainable approaches through structured leadership development pathways. Through case studies of the University of Glasgow’s initiatives, this paper highlights actionable insights and best practices that align with regional dynamics and alumni motivations, including passion for their alma mater, recognition and career development. These findings provide a framework for enhancing international alumni relations and leveraging alumni networks to strengthen institutional reputation in an evolving global context. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  international alumni; alumni relations; East Asia; leadership development; sustainable alumni networks

This paper explores the development and implementation of a comprehensive social media content calendar. A cohesive, organised and collaborative calendar will save social media managers time and energy while ensuring a well-balanced content mix, increasing collaboration and supporting institutional goals and communication efforts. This paper will guide readers through the benefits of using a calendar, examine the various features and elements of a calendar and discuss practical steps to begin using a calendar as part of their institution’s social media content workflow. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  social media; content planning; content management; content calendar; communications

Advancement Marketing & Communications (Advancement MarComm) is often undervalued in higher education institutions, despite playing an increasingly critical role in donor engagement, institutional reputation and long-term philanthropic success. With financial pressures increasing across the sector, institutions must transition Advancement MarComm from a reactive service function to a proactive driver of engagement and revenue generation. This paper explores the misalignment between Advancement MarComm and institutional fundraising strategy, outlines the challenges that prevent institutions from leveraging these functions effectively and provides a structured roadmap for repositioning Advancement MarComm as a strategic function. Using data-backed insights, real and illustrative case studies and an implementation framework, this paper demonstrates how institutions can maximise the impact of Advancement MarComm to build stronger donor relationships and ensure long-term financial sustainability. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  advancement marketing and communications; Advancement MarComm; donor engagement; philanthropy; fundraising strategy; marketing integration; campaign planning

Within higher education, several institutions are seeking to expand their footprint, both to new cities within their home country as well as to locations abroad. This paper will explore a case study of how the McDonough School of Business, Georgetown University, introduced its top-ranked Executive MBA programme, which typically recruits working professionals able to commute to Washington, DC, and to the Dubai, UAE, market. This effort required alignment with the school and university’s global strategy, in-depth market research and brand alignment to the professional environment in the Middle East, North Africa, South Asia (MENASA) region and support from key individuals and organisations in the region. The result was the successful launch of the programme and the expansion of the business school to a new market. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  launching a brand; launching a global brand; launching a new degree; higher-ed branding; new campus marketing; international campus marketing; global marketing; branding strategy; marketing across cultures; integrated marketing; international recruitment

In the wake of its record-breaking US$1.1bn Boldly Buffalo campaign, the University at Buffalo (UB) sought new strategies to sustain donor engagement and strengthen its philanthropic pipeline. This paper explores the university’s implementation of a digital gift officer (DGO) programme using cadencebased fundraising software to reach mid-level donors often overlooked by traditional outreach models. Leveraging artificial intelligence (AI)-powered tools like Salesloft, UB’s DGOs conducted over 14,000 personalised interactions in a single year — resulting in a 400 per cent increase in donor meetings and nearly US$700,000 in contributions. Through personalised video messages, multichannel cadences and data-informed stewardship, the programme successfully reactivated lapsed donors, uncovered significant bequest intentions and created more fluid collaboration between DGOs and major gift officers (MGOs). UB’s approach offers a scalable, cost-effective model for institutions aiming to enhance donor relationships, increase giving and build a robust pipeline of future major donors. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  digital gift officer (DGO); annual giving; donor stewardship; fundraising strategy; higher education advancement; philanthropic pipeline; artificial intelligence (AI) in fundraising; personalised outreach; leadership giving; cadence-based fundraising; alumni engagement; donor engagement; fundraising technology

In 2019, Manchester Metropolitan University (Manchester Met) undertook an expansion and upweighting of development and alumni relations (DAR) as a function, establishing a five-year strategic goal in the latter area, of recruiting 2,000 alumni volunteers, impacting 10,000 students each year. These goals were reached in year four of the strategy. This paper summarises key reflections and learnings of the past four years of business activity, distilled in five points. This paper begins with setting the scene for strategic change and growth, then proceeding to the five core points of reflection and concluding with some thoughts on the next strategic cycle. Evergreen business truths such as the importance of collaboration are reflected on, specifically in the context of a large post-92 UK university, as well as distinctive illustrations of new opportunities sought and seized during this business period. The core intention of these reflections is to articulate practical insights and examples for alumni relations professionals seeking a step change in alumni volunteering activity. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  alumni relations; volunteering; best practice; advancement

This paper explores the evolving strategies behind fundraising and marketing campaigns in the context of higher education and non-profit organisations. It offers an in-depth look at how personalised approaches, relationship marketing and data-driven strategies contribute to long-term donor engagement and sustainable financial growth. The author’s experience ranges from working with an international cosmetic brand to leading annual giving campaigns at the University of Montreal (UdeM), where they achieved record-breaking results in donor mobilisation and revenue generation. The goal of this paper is to provide readers with practical advice on how to create and manage successful fundraising campaigns across multiple channels, focusing on the importance of segmentation, personalisation and strategic planning. It also addresses the challenges and opportunities of engaging donors in the digital age, with a focus on the role of social media engagement and return on investment (ROI) tracking. Readers will gain a better understanding of how to structure annual giving programmes, optimise donor retention and use data to refine campaign strategies. In addition, this paper offers an overview of how to lead teams, set objectives and drive organisational growth through effective philanthropy and fundraising initiatives. By the end, readers will have the tools and knowledge to apply multichannel strategies successfully and achieve measurable results in their own campaigns. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  fundraising strategies; multichannel campaigns; donor engagement; relationship marketing; annual giving programmes; return on investment tracking

The University of California (UC) Davis Graduate School of Management (GSM) launched eos, a lifelong learning platform designed to meet alumni needs for continuous career support and professional development. Departing from traditional alumni engagement models, eos provides curated and original content to keep alumni abreast of research and events that are impacting the business world, networking opportunities and career-relevant resources, fostering deeper alumni loyalty and engagement. This paper examines the strategic rationale, development, implementation and early results of eos, offering insights and best practices for institutions seeking to enhance alumni engagement through lifelong learning. It highlights the value of adaptive strategies, user-centred design and leveraging analytics to address alumni engagement in an ever-changing landscape. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  lifelong learning; alumni engagement; professional development; community building; career support; innovative marketing

Duquesne University’s Division of Marketing and Communication (DMC) has focused on building brand equity through disciplined research and data-driven adjustments. Brand equity in higher education encompasses perceived quality, loyalty, trust, and experiences associated with a university. Key indicators include awareness, reputation, loyalty and value perception. In 2020, Duquesne collaborated with Yes& | Lipman Hearne on a comprehensive brand equity study, gathering over 4,300 inputs to inform the brand messaging platform. The research identified key attributes valued by prospective students and their families. In 2024, Duquesne reinvested in testing its brand equity, categorizing the research as a capital expense to ensure future resources. Results showed increased net promoter scores and stronger agreement that key brand attributes accurately described Duquesne. Engaging internal and external stakeholders is crucial for fostering a cohesive brand identity, with specialized messaging for different groups. The DMC team carefully planned presentations for various campus constituents, focusing on relevant findings. Engaging alumni involves fostering pride and connection to the university’s achievements. For media and lawmakers, the university focuses on expert interviews and research that engage community issues. Duquesne tailors brand messaging to meet the needs of targeted audiences, to strengthen brand equity and to advance strategic goals. Lessons learned include the importance of contextual communication, capitalizing research expenses, engaging internal stakeholders, strategic messaging, and periodic testing to maintain relevance and effectiveness. This comprehensive approach has helped Duquesne maintain and improve strong brand equity, ensuring effective communication and engagement with all its stakeholders. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  brand equity; strategic messaging; net promoter score; research-driven

At the University of Waterloo (UW), the Annual Giving programmes aim to scale fundraising efforts while providing a personalised experience for donors. By analysing collected data, institutions can gain insights into donors’ interests, enhancing engagement and philanthropic contributions. Limited resources, however, often hinder the effective implementation of mass personalisation. This paper explores the challenges and opportunities faced by the UW in improving response rates for bulk appeals, such as Giving Tuesday, Renewal and Short Lapsed campaigns. The traditional ‘Last Gift’ segmentation method, while straightforward, is cumbersome and relies heavily on manual data preparation. To address these issues, we developed a prototype donor affinity model (DAM) that leverages donor data to predict and align fundraising efforts with donor interests. This model aims to enhance the effectiveness of our annual giving programmes by moving beyond last-gift analysis to a more comprehensive understanding of donor behaviour. This paper focuses on improving response rates for bulk appeals, starting with Giving Tuesday, using a donor affinity approach. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  annual giving; advancement services; predictive modelling; segmentation; giving trends; retention strategies; participation rate

This paper examines an integrated marketing and communications model at Florida State University (FSU), USA, to help connect new students through a collaborative approach to promote campus offerings. FSU’s Undergraduate Student Experience Strategy (USES) Committee is comprised of various campus partners across the university whose main goal is connecting students to the services and resources that they offer. The model includes connecting with students through multiple points of contact, including artificial intelligence-infused personalised e-mail journeys, social media video clips featuring diverse student groups as well as various weekly promotions spanning the campus experience and offering resources. Through this unified, cross-divisional approach, campus partners collaborate to invigorate student engagement by regularly communicating information to help students succeed. Results presented indicate increased engagement and event participation, supporting a holistic view on student development and learning. Fostering a sense of belonging and increasing awareness of university offerings supports improving student success and retention rates and potential for continued connectedness after graduation. This paper offers several suggestions on how to create a multichannel, unified student success campaign that can be implemented across campuses and institutions of all sizes and compositions. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  student success; integrated marketing and communications; cross collaboration; student communications; engagement; retention; artificial intelligence personalisation

The governance model of the Simon Fraser University’s Alumni Association (SFUAA) remained largely unchanged since its establishment in 1969. Until 15th February, 2023, when members of the SFUAA voted to approve the voluntary dissolution of the legally separate society that provided the structure of the Alumni Association. This decision initiated a legal process to dissolve the SFUAA as a registered society under the British Columbia Societies Act. Consequently, the SFUAA and its Board of Directors transitioned from a legally separate organisation into an unincorporated association consisting of all Simon Fraser University (SFU) Alumni, represented by a self-appointed Alumni Council. This decision was made following extensive consultation and collaboration between the SFUAA Board of Directors and the University administration. This paper presents a documented case study examining the challenges encountered by the SFUAA as a legally separate entity, as well as the transformative implications of its change to an unincorporated association represented by an appointed council. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  alumni association; governance; alumni council; engagement; University Act; society; board

Student engagement is crucial to building the next generation of donors at Carnegie Mellon University (CMU). With the return to campus in the post-pandemic period when student donor numbers decreased, there was an opportunity to rethink student engagement at CMU, testing new strategies to drive the creation of new traditions. Acknowledging the opportunities that the collaborative CMU environment provides, teams from across the institution worked together to research donor behaviour and assumptions and implement a student strategy. CMU’s annual day of giving, Giving CMU Day, pivoted to become the main opportunity for undergraduate and graduate students to both make a gift to CMU and fundraise on behalf of the university organisations and causes important to them, thus strengthening the culture of giving on campus and educating the next generation of donors about the importance of philanthropy throughout the rest of the academic year. This how-to guide outlines the resources, successes and pitfalls of executing this ambitious institution-wide change. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  data-driven approach; engagement; student philanthropy; giving day; annual giving; alumni relations; technology trends

Over May–June 2023, a two-person communications team from McMaster’s Faculty of Humanities embarked on an ambitious content project: travel to Italy to document two archaeological digs and one potential institutional partnership affiliated with the Faculty’s Department of Greek and Roman Studies, producing content that supports a wide range of institutional priorities and needs. This paper will illustrate the rationale used to achieve project support from Faculty and institutional stakeholders and how the resulting content was used to support strategic priorities at many different levels within the institution. It will explore the planning and logistics involved with international content work, how collaboration between faculty and central communications personnel contributed to the success of the project, and offer some key lessons learned as the content was created and deployed. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  strategic communications; content strategy; international engagement; experiential learning; student experience; knowledge mobilisation; research communications; student recruitment

In July 2019, the University of Iowa initiated its most ambitious fundraising campaign, aiming to raise at least US$3bn, significantly surpassing previous goals. This campaign, led by The University of Iowa Center for Advancement (UICA), uniquely integrates both philanthropic and engagement goals, redefining comprehensive campaign culture for public R1 research universities. This paper chronicles the development of this dual-goal framework, emphasising the importance of engagement alongside financial contributions. It details building a case for engagement, defining engagement through a common language and operationalising these goals within a decentralised structure. The campaign, ‘Together Hawkeyes’, seeks to engage 300,000 unique constituents and achieve three million points of engagement alongside the US$3bn financial target. Early results show noteworthy progress, with the campaign achieving 60 per cent of its monetary goal and 95 per cent of its engagement target. The paper concludes by highlighting the broader impact of this innovative approach on the future of university fundraising and provides a series of actionable next steps for institutions interested in adopting engagement goals in their next campaign. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  campaign planning; engagement goals; fundraising; metrics; engagement

In higher education, the challenges of decentralised social media management often lead to fragmented messaging, redundant efforts and missed opportunities for engagement. Higher education marketers and communicators face unique difficulties due to the sheer volume of social media accounts active at any given time. Navigating increasingly complex digital landscapes, universities recognise the necessity of cross-department collaboration and strategic account consolidation as crucial strategies for success. This paper analyses the benefits and challenges of these approaches, offering actionable strategies and best practises for the advanced needs of education marketers. Institutions can achieve consistent branding, efficient resource allocation and more impactful audience engagement through collaboration and strategic alignment. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  social media management; marketing and communications; social media tools; collaboration; central communications; social media marketing

Follow the Money is a seminal study led by three graduate students who recently completed the Master of Philanthropy and Nonprofit Leadership (MPNL) at Carleton University, Ottawa, Canada. The study examines charitable gift acceptance policies and practises, with a focus on universities, and if and how existing policies account for the nuanced considerations related to: ethics; equity, diversity and inclusion (EDI); and reconciliation, decolonisation and Indigenisation when working with donors or potential donors. In completing this research, they identified and collated a number of practical considerations for fundraising and advancement professionals to consider when creating or revising their gift acceptance policies, including ideas around how to build fundraising cultures and practises that centre ethics, EDI, reconciliation, decolonisation and Indigenisation. This represents the top recommendations that are relevant for any charitable organisation to consider, whether in higher education or, otherwise, in developing or revising their gift acceptance policies and practices. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  policy research; gift acceptance; philanthropy; fundraising; naming recognition; donor engagement

In 2021, the Advancement team at Royal Roads University (RRU) launched an annual giving direct mail appeal called Vision in Bloom, fundraising for projects within the century-old Hatley Park gardens that will help tackle food insecurity, act on reconciliation, establish community spaces and create biodiversity. This paper will provide insights from their learnings and recommendations to help fundraisers look beyond the bottom line and identify additional markers of success through the importance of crossdepartmental collaboration, donor engagement and iterative fundraising approaches, all of which have contributed to the appeal’s success in raising funds and deepening community engagement. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords:  fundraising; collaboration; advancement; marketing; direct mail; annual giving; higher education