Strategic Plan

CASE District III represents an extremely diverse body of educational institutions characterized by differences in geography, financial strengths, alumni bases and more. Other diverse traits within District III include academic institutions with impressive endowments and institutional resources and those with less impressive endowments and resources. The district is made up of private, public and historically black institutions, higher education and professional institutions, independent schools and community colleges; and there are schools with established advancement programs and those with emerging advancement programs.

The composition of CASE District III in many ways mirrors the diversity of the global economy. The district is growing, enjoying the revitalization of local economies and is embracing the development of the larger "knowledge economy" of the 21st century.

Committed to its mission, CASE District III is well-positioned to provide its members with the programs and services needed 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 strategic initiatives of CASE.

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


CASE District III has identified the following goals and strategies that support the mission of the district.


Strengthen member services

At the heart of CASE District III are its members. Much can be gained today from this community of advancement practitioners: Our members can engage in relevant professional discussions, share best practices and improve both their institutions and their own knowledge of the advancement profession. While CASE District III is pleased with the strong systems it has built for member services, we recognize that the future presents us with the opportunity and obligation to be at the leading edge of professional development.


Provide a broader array of programming for CASE District III members

Historically, programming has been aimed at entry and mid-level professionals. While this is a continuing need, we also must engage senior-level professionals. We must continue to evaluate through the annual conference survey those services and programming that are relevant to our constituents' needs and interests. Special attention must be paid to emerging technologies and emerging markets.

Suggested programming for CASE District III includes:

New professionals: Continue to offer training to new professionals to the field of advancement, new to higher education and independent school advancement, and those new to CASE. Provide training opportunities in all advancement disciplines—alumni relations, communications and marketing, philanthropy, research and advancement services. In addition, CASE District III commits to providing a better welcoming process to new members and ongoing mentoring to new professionals.

Mid-level professionals: Expand training opportunities and resources for mid-career 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. It will be important to include emerging leaders at institutions as well as established leaders.

Mentoring: CASE District III's mentoring program has been successful matching entry-level professionals with mid-level professionals and will be expanded to benefit all constituents at any level of their career. It is equally important to retain and develop mid-level professionals who may be advancing to senior positions. This level of mentoring will provide opportunities to engage more mid-level and senior professionals with CASE District III and CASE. There are also many ways to use technology to link professionals in our district providing ongoing mentoring outside the district conference.


Further the profession

The advancement profession supports a very noble cause: to enhance education and thus enrich the lives of the students who benefit from that education as well as the communities in which they live and the larger global community. CASE District III is committed to doing all it can to advance the profession and continue its positive impact.


Provide leadership development opportunities 

More can be done to assist in the development of leadership potential of CASE District III members. 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 mid-level and senior professionals.

Continue to enhance the development opportunities for minorities in advancement 

Historically, the advancement profession has not been particularly 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 will also continue to be diverse in leadership and volunteer opportunities.

Continue to strengthen and seek more involvement with ASAP 

ASAP is a unique CASE program run by students, for students, with the help of district advisors. CASE District III needs to continue to strengthen the 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 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 with ASAP and exposing it to the highly skilled members of CASE District III, we will continue to raise the credibility of the advancement profession.

Expand membership of CASE District III 

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

One key method to grow awareness of CASE District III would be to create a website for district business. Such a website would portray the district as more than the annual conference, showing our commitment to year-long programming and services for our membership.


Lead change in advancement practice

The advancement profession has been evolving 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 be an agent for its membership providing access to CASE's research and data for use with institutions.


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.

Become more research and data driven 

CASE District III will continue to evaluate district conferences and use this information for assessment and improvement purposes to enhance the programming for 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

Recognition is an important part of our annual district conference designed to highlight and celebrate our membership's accomplishments through print, multi-media, marketing and communications, events and program development. We also 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 III Outstanding Professional Development Award.

Educational Partners

CASE District III will continue to establish new relationships and enhance current relationships with our educational partners. These educational partners help advance our profession by sharing their knowledge and expertise and committing 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 place fiscal stability as a top priority.

Relationship with CASE: CASE District III shall continue to have a healthy, ongoing open dialogue with CASE headquarters in order to keep the district as good as it can be for our institutions.