The concept of actively leading constituents, internal and external, is second nature to many university administrators in most areas, except one: fundraising. For many university presidents and academic deans, it's a part of the job that is not well defined or well understood. They know there is an expectation that private funds will flow into…

Every university and nonprofit in the country is interested in raising more money. Many universities spend millions of dollars to hire experienced staff, build databases, and pay for prospect travel. The question becomes, What is the return on investment? With significant and sometimes drastic budget cuts, university programs are increasingly…

At many institutions, the vice president of institutional advancement oversees the functions of development, alumni relations, and marketing and communications. University leaders expect these functions to be integrated and to work hand-in-hand to advance the institution's mission, particularly in the area of private donations. The reality is that…

There is an uneasy relationship between fundraising for academic programs and intercollegiate athletics. This has little to do with individuals and almost everything to do with circumstances in higher education in the United States that have come into play in recent decades. This chapter identifies issues presidents will confront as they seek…

"Donors don't give to causes; they give to people with causes." This often-cited saying rings true and emphasizes that the donor is influenced largely by the personality, professionalism, and character of the asker. The interpersonal skills of development officers and key volunteers are critical to development of relationships with donors, a fact…

This chapter offers thoughts on some key elements of a high-performing development environment. The author describes how good development officers love to be part of something big, something that transforms a place and its people, and that thinking big is a powerful concept for development officers. He reminds development officers to be clear…

"It can be said, and has been said by many, that the internationalization of education is inevitable, as the advancement of knowledge and understanding is a global enterprise that has no borders." Various motivations drive international ventures, such as expanding access to higher education, generating profits, increasing visibility and…

This chapter highlights how shifts in policy within Ireland toward increased global rankings and quality of educational programs and a heightened interest in research have been operationalized on the ground. The Higher Education Authority initiated a Programme for Research in Third-Level Institutions (PRTLI) to provide seed money for research…

Loyalist College is one of twenty-four provincially funded Colleges of Applied Arts and Technology in Ontario. Located in Belleville, Loyalist enjoys one of the smaller student populations in the college system with a full-time student enrollment of approximately three thousand students, compared with the five metro Toronto colleges whose…

Institutions of higher education in China and the United States are increasingly seeking international partners to deliver degree programs to the Chinese populace. This article illustrates how shared and divergent partner motivations and outcome expectations in a Chinese cross-border higher education program have created synergy and challenged the…

In the race to be internationally present, colleges and universities seek increasing ways to partner across boundaries. Sometimes, arrangements are loose configurations including ways in which individual student or faculty study-abroad activities have traditionally been initiated; sometimes, they are more integrally connected to core institutional…

Even though faculty are obviously vital to the work of internationalizing academia, "surprisingly little work has been published that addresses the roles, responsibilities, and problems faced by faculty on an operational level" (Dewey and Duff 2009, p. 491). This chapter examines the motivations, supports, and barriers faculty are facing as they…

Small, liberal arts colleges can be unlikely partners for international partnerships. With limited numbers of faculty members, a focus on teaching rather than research, educational facilities as opposed to research facilities, and undergraduate populations, they often are looked at skeptically by potential partners in countries with no liberal…

This chapter explores student learning in an international setting and the importance that students place on the international setting when they are considering where to study abroad. It examines how the social distance of foreign sites from America has been reduced in recent years due to globalization, politics, the Internet, internationalization…

This chapter describes strategies that college leaders and faculty can use to develop international collaborations, questions that partners should consider prior to engaging in collaboration, and ways to avoid problems further into the process. It synthesizes the themes within the volume, focusing on the role of motivating factors and assumptions…