CASE District III represents an extremely diverse body of educational institutions, including colleges, universities and independent schools. These institutions are private, public and historically black. They are characterized by differences in enrollment, financial resources, alumni bases and more.

CASE District III is well-positioned to provide its members with the programs and services they need to advance education and promote the advancement profession. This strategic plan represents CASE District III’s goals for the next three to five years and is intended to complement the district’s strategic initiatives.

The CASE District III leadership will regularly assess this plan and make changes as needed.

 

GOALS AND STRATEGIES

CASE District III has identified the following goals and strategies to support the mission of the district:

Goal: Strengthen Member Services

Our members, the heart of CASE District III, can engage in relevant professional discussions, share best practices and enhance their understanding of the advancement profession. While CASE District III is pleased with the strong systems in place for member services, we have an opportunity and an obligation to be at the leading edge of professional development in the future.

Strategy: Provide a broader array of programming for CASE District III members

Historically, programming has been aimed at entry- and middle-level professionals. While this is a continuing need, we also must engage senior-level professionals. We must continue to use the annual conference survey to evaluate which services and programming remain relevant to our constituents’ needs and interests. Special attention must be paid to emerging technologies and new markets.

Suggested programming for CASE District III includes:

New professionals: Continue to offer training to professionals who are new to the field of advancement and to CASE. Provide training opportunities in all advancement disciplines: alumni relations, communications and marketing, philanthropy, and research and advancement services. In addition, CASE District III commits to improving the welcome provided to new members and to offering ongoing mentoring to new professionals.

Middle-level professionals: Expand training opportunities and resources for midcareer professionals in alumni relations, communications and marketing, philanthropy and advancement services.

Senior-level professionals: Continue to engage CASE District III’s senior-level administrators and those professionals who have been in the profession more than 10 years. Include emerging leaders as well as established leaders.

Mentoring: CASE District III’s mentoring program has been successful at matching entry-level professionals with middle-level professionals. We will expand this program to benefit all constituents at any level of their career. It is important to retain and develop middle-level professionals who may advance to senior positions. Increased mentoring will provide opportunities to engage more middle-level and senior professionals with CASE District III and CASE. The use of technology will allow ongoing mentoring outside of the district conference.

Goal: Further the profession

The goal of the advancement profession is to enhance education and thus enrich the lives of the students who benefit from that education, as well as their local communities and the larger global community. CASE District III is committed to continuing the positive impact of the advancement profession.

Strategy: Provide leadership development opportunities 

CASE District III can do more to assist in the development of its members’ leadership potential. Through the mentoring process outlined in the previous goal, CASE District III can continue to direct efforts toward entry-level professionals while growing the mentoring program for middle-level and senior professionals.

Strategy: Continue to enhance the development opportunities for minorities in advancement 

Historically, the advancement profession has not been diverse. However, CASE District III is and will continue to be a pioneer in this effort. As a board, we will continue to be a strong proponent of the Clarence J. Jupiter Fellowship in Institutional Advancement and will continue to support and enhance our Opportunity and Inclusion Program and minority scholarships for the annual conference. The board also will continue to be diverse in leadership and volunteer opportunities.

Strategy: Continue to increase involvement with ASAP 

ASAP is a unique CASE program run by students, for students, with the help of district advisors. CASE District III must continue to strengthen their relationship with the district’s ASAP members by:

– Sending the chair or other designated executive council member to the annual ASAP conference.

– Designating board members to seek involvement with ASAP organizations and advisors.

– Communicating with and involving the ASAP chair of District III on the CASE District III board of directors to encourage attendance and reporting.

By forging a stronger partnership between ASAP and the members of CASE District III, we will continue to raise the credibility of the advancement profession.

Strategy: Expand membership of District III 

We will continue to aggressively market and promote CASE membership within our district.

To increase awareness of CASE District III, we will create a district website that will portray the district as more than the annual conference, show our commitment to yearlong programming and feature services available to our membership.

Goal: Lead change in advancement practice

The advancement profession has evolved swiftly during the past decade, largely due to the increased use of advancement technology and a more data-driven approach to the field. CASE District III will aid its membership by providing access to CASE’s research and data for use with institutions.

Strategy: Increase communications within the District 

We will communicate effectively and consistently using the district’s website and other methods as they emerge. CASE District III members will be responsible for sharing best practices and innovations at their institutions through the district’s annual conference.

Strategy: Become more research and data driven 

CASE District III will continue to evaluate district conferences in order to improve and enhance the programming of future conferences. We will strive to fully understand the professional development needs and interests of advancement professionals in CASE District III and offer programs and services accordingly.

STRATEGIC IMPERATIVES

District Awards Program

An important part of our annual district conference is the recognition and celebration of our membership’s accomplishments through print, multimedia, marketing and communications, events and program development. We are proud to honor district institutions with the Chief Executive Leadership Award, the Volunteer of the Year Award, the CASE District III Award for Distinguished Service to the District and the CASE District III Outstanding Professional Development Award.

Corporate Partners

CASE District III will continue to establish new relationships and enhance current relationships with our educational partners that share their expertise and commit their resources within the district.

Financial Stability

Understanding and acknowledging that CASE District III is a chartered not-for-profit, the board of directors shall continue to prioritize fiscal stability.

Relationship with CASE 

District III shall continue to have a healthy, ongoing, open dialogue with CASE headquarters.