Twenty-five years of supporting advancement: TD Insurance Meloche Monnex Fellowships

Written by: Janet Sailian

A historic partnership

Across a quarter of a century, the profession of educational advancement—as well as 62 new professionals and the educational institutions where they immersed for a year—have benefited greatly from the TD Insurance Meloche Monnex Fellowships in Advancement. Created in 1998, funded by Meloche Monnex and TD Bank Financial Group and administered by CCAE, these Fellowships have popularized and strengthened a unique profession that undergirds support for Canadian education.

Like ripples on a pond, TD Insurance Meloche Monnex Fellowships in Advancement have extended outward to touch institutions Canada-wide, reflecting and enhancing the scope and sophistication of educational advancement. The Fellowships provide exceptional opportunities each year for two emerging professionals to gain practical experience in at least two major areas of advancement, including advancement services, alumni relations, development and marketing / communications.

“The TD Insurance Meloche Monnex Fellowship program is extremely valuable,” says Tom Meadus, Director of Advancement at New Brunswick Community College and mentor to 2020 – 21 Fellowship recipient, Miruna Timotin.

Tom Meadus

“Although rewarding and full of potential, advancement careers remain a hidden professional segment where specific effort is required to build awareness and attract new talent. The TDIMM Fellowship program continues to serve this purpose of bringing new people to the field.”

In a precursor program operating from 1991 to 1998, the McConnell Foundation provided five advancement Fellowships per year, valued at $25,000 each, supporting 35 Fellowships over seven years. The need and the benefits were evident for both budding professionals and the universities, colleges, schools and institutes where they learned about and contributed to advancing education.

For the following decade, from 1998 to 2008, TD Insurance Meloche Monnex stepped up to fund three Fellowships per year, valued at $25,000 each. Starting in 2009, TDIMM increased the value to $37,500 per Fellowship, awarded to two individuals per year.

Each TDIMM Fellowship recipient presents their accomplishments, new connections and lessons learned at the end of their Fellowship year at the CCAE National Conference. The glow of professional satisfaction and personal gratitude to their mentors demonstrates the career-building, life-changing value of these extraordinary Fellowships.

CCAE is deeply grateful to TD Insurance Meloche Monnex for its ongoing partnership, and for supporting these Fellowships that mark advancement as a profession of caring and capacity building.

Your career path starts here

As an undergraduate at the University of Saskatchewan in 1998, Julian Demkiw didn’t consider the advancement of education as a potential career path. He had studied engineering, and took up the offer to apply for a TDIMM Fellowship to broaden his skills.

“[Advancement] was not on my radar at all; I didn’t even know you could work at a university if you weren’t a professor,” Julian recalls. “The TD Fellowship opened my eyes to the idea of working in the higher-education sector as a career, and I’ve never looked back.”

As one of the first three TDIMM Fellowship recipients, Julian says:

Julian Demkiw“The focus of my work was ‘Young Alumni’ and I was tasked with trying to keep those most recent grads engaged. It fit well, as I was in that very position myself. The most interesting piece was the opportunity to travel to other institutions to see how they worked. I was exposed to higher ed across Canada and got a real feel for how different institutions were set up.”

The most significant lessons? “The importance of relationship building really has stuck with me. I also learned the importance of getting out of your ‘own skin’, whether that be your office, role, or university.”

Julian has worked for his entire career to date at the University of Saskatchewan, where he served during the first Fellowship year of 1999 – 2000. He points out that in 2023, “recipients are being given this Fellowship who weren’t even born yet when I did mine!”

He started out as Alumni and Development Officer, became Alumni Relations Coordinator and then Development Officer, and for ten years served as Chief of Staff to three successive presidents of USask. He then crafted a new role as Senior Strategist.

“Most recently, I’ve been appointed as University Secretary and Chief Governance Officer. In this role I am responsible for our three governing bodies, institutional policies, and ceremonial and protocols of the institution.” Julian is also in the final stages of pursuing a Ph.D in Educational Administration with a focus on university governance.

The TDIMM Fellowships often create a continuing career focus on philanthropy and community engagement—whether at an educational institution, in the arts, in communities or in health care.

25 years strong, and still growing

Athena Kreiner, who received a TDIMM Fellowship at the University of New Brunswick during the Fellowship’s 1999 – 2000 inaugural year, has enjoyed an ever-upward career trajectory in advancing education, health sciences and community. In September 2022 she accepted a new position as Chief Executive Officer of the Thunder Bay Community Foundation.

“I don’t think I would professionally be where I am today if I hadn’t received the TDI Meloche Monnex Fellowship in 1999. As a recent university graduate with a Kinesiology degree, I had no knowledge of or interest in the nonprofit / advancement sector. Because of my involvement with the Alumni Office while I was a student, I was chosen to apply for the Fellowship.”

Athena’s Fellowship year was intense and exciting, occurring during millennial celebrations at UNB that saw a record 3,000 alumni return to campus. As the Small Group Reunion Coordinator, she worked with individual alumni groups to organize and mesh events over the four days of Homecoming 2000. “In total, there were 106 small group reunions! I coordinated all of them,” she recalls with pride.

Post-Fellowship, Athena worked in alumni relations at UNB for three years and, when her family moved to Thunder Bay, Ontario, in alumni relations at Lakehead University for four years. Her career at the Thunder Bay Regional Health Sciences Foundation, starting in 2007, saw her move into fundraising and culminated in ten years as Director of Annual Giving.

Athena says,

“Accountability and transparency are very important in today’s advancement sector…  Being able to communicate and show donors how their generous gifts are benefiting and enriching the lives of people in our community is of utmost importance.”

She credits her mentors, Bob Skillen and Ruth Henry-Dickinson, with setting her on the course to a successful advancement career during her TDIMM Fellowship. “They were instrumental in providing me with the best experience for my first real adult job, and showed me what a healthy work environment looks like. They demonstrated the importance of building and maintaining relationships, being professional and having knowledge and confidence in what you do.”

Advancing medical education

Jenna Kirker parlayed a 2019 – 20 TDIMM Fellowship at Lakehead University into her current role as Advancement Coordinator for the Northern Ontario School of Medicine University, Canada’s newest and only independent medical university.

“The TDIMM Fellowship helped solidify my passion for work within the advancement sector … Working in the student caller program allowed me to experience first-hand what kind of work went into advancement and the impacts it had on an organization’s success. From donor relations to communications, event planning and alumni relations, I built a valuable skill set that has helped me in my professional career.”

Her Fellowship year included many high points and also the impacts of a notorious virus. “From hosting events in Ottawa and Vancouver, to planning a virtual homecoming and the curveballs of COVID-19, my experience was as diverse as it was fun.”

Lessons that stick with Jenna include: “Learning that sometimes the best laid plans can result in either an amazing success or total disaster was one of my biggest takeaways. Flexibility, adaptability and always having an emergency kit on hand are things I will always keep in my arsenal.”

Jenna credits her mentor, Mark Tillbury (Director, Annual Fund and Alumni Engagement, University Advancement at Lakehead University), with “professionalism, dedication and hard work” that ignited her zeal for advancement. “Having a voice and contributing to success as a team is something I will always carry with me.”

Diversifying advancement

Anne-Marie Aguilar has held several key roles at the University of Alberta since her 2017 – 18 TDIMM Fellowship there, starting as Stewardship Coordinator with the Office of Advancement.

“I organized and successfully launched the U of A’s ThankView stewardship program and managed the program for two years … In 2020, I completed a secondment as Communications Coordinator with the University of Alberta’s Faculty of Rehab Medicine. Then, I transitioned to the role of Partner, Communications and Marketing for the Faculty of Engineering.”

Annie AguilarDuring her TDIMM Fellowship, Anne-Marie focused on developing an engagement plan for GOLD (Grads of the Last Decade) alumni. Says her Fellowship mentor, Lynn Hruczkowski—Senior Consultant, Alumni and Development at the University of Alberta: “Her work with colleagues in Alumni Relations, Annual Giving, Strategic Communications and Marketing, Information Services and Student Financial Support was instrumental in building greater awareness across the campus of the impact of donor relations programs,” says Lynn.

After her Fellowship, Anne-Marie completed a Master of Arts in Communications and Technology at U of A. “My research focused on equity, diversity, inclusivity and decolonization (EDID) in nonprofit / advancement communications. The TDIMM Fellowship inspired my Master’s research.”

She also credits the Fellowship program for giving her “the confidence to reshape the university’s stewardship practices. ThankView is now used to send 1:1 messages to donors and is also used to distribute endowment fund reports.”

Of her mentor, Anne-Marie says: “Lynn encouraged me to challenge myself and taught me so much about the importance of building and maintaining relationships in the nonprofit / advancement sector. I will always be so grateful for her leadership, mentorship and support.”

Lynn was already familiar with her new Fellowship recipient’s proactive attitude and skills.

“Anne-Marie was working on a contract position as a Stewardship Coordinator. She continuously displayed an eagerness to learn about advancement, communications and donor relations. Her infectious personality and talent for interpersonal and written communication helped to enhance our Donor Relations programs.”

Lynn HruczkowskiThe support of the TDIMM Fellowship was irreplaceable, Lynn notes. “The Fellowships are instrumental in developing new Advancement professionals. From our perspective, were it not for the support from TD, we would not have had the financial resources to retain an outstanding young professional.”

 

The value of partnerships

Miruna Timotin“The experience I got while working as a TDIMM Fellowship recipient at New Brunswick Community College [in 2020 – 21] has prepared me for what I currently do,” reflects Miruna Timotin, who is now the Partnerships and Communications Coordinator in the Faculty of Engineering at University of New Brunswick. “It has given me the knowledge and confidence to work in the field and continue to build up my skills.”

Her Fellowship year was busy and productive, as her mentor at NBCC, Tom Meadus, outlines. “She researched and developed an alumni engagement model that provided for quantifiable scoring and mapping, including action plans and strategic segmentation of our alumni. She researched and proposed a model for student giving at NBCC and worked to promote the plan to students. Finally, she facilitated the research, proposals, acquisition and implementation of a new donor content relationship management system for NBCC in advance of a major campaign.”

Miruna’s key take-away from her Fellowship:

“It takes a village to develop and complete a project, and it is very important to have good research done and a supportive team.” She remarks about the broad value of the TDIMM Fellowship program: “Having more professionally prepared workers is very advantageous. Through these Fellowships, CCAE and TD guarantee the creation of many new generations of skilled professionals.”

Finding a Fellowship candidate who is a student or alumnus / alumna was a key goal for NBCC, says Tom Meadus. He advises: “Set tangible goals for the recipient with specific projects that you can monitor and manage. This will not only ensure that they get the most benefit, but also provides well-defined marketable experience and increases their potential of remaining in the field.”

Adds Lynn Hruczkowski at University of Alberta: “Look for someone who is a self-starter. Our recipient was a new grad with lots of energy and enthusiasm, as well as a keen interest in making a difference. She particularly excelled in the areas of report design and writing, and connecting with student scholarship recipients.”

Building and sustaining the advancement profession

Bringing new faces and new ideas to advancement while training future professionals are key benefits of TDIMM Fellowships, say past mentors and recipients. It’s a winning formula that has given 62 alumni of Canadian institutions a jump-start on rewarding careers. TDIMM Fellowships have publicized, demonstrated and enhanced the value of advancement Canada-wide.

“TD has created a network of recipients over the years, each one creating their own network to bring others into the field,” says 1999 – 2000 TDIMM Fellowship recipient, Julian Demkiw. “This program creates a lasting impact within the organization and within the individuals who take part.”

Says 2019 – 20 TDIMM Fellowship recipient Jenna Kirker: “When the opportunity of a Fellowship came, I was excited to learn more about different areas of philanthropy and advancement. Allowing up and coming advancement professionals the opportunity to work in an area they feel passionate about, while giving them access to the resources from CCAE, is a fantastic way to encourage growth in the field.”

Adds 2017 Fellowship recipient Anne-Marie Aguilar: “As North American post-secondary institutions become more and more reliant on the nonprofit / advancement sector, it is increasingly important that young professionals are given the opportunity to gain experience and confidence early into their careers.”

As one of the first TDIMM Fellowship recipients, Athena Kreiner says:

“I would like to thank TD Meloche Monnex for their vision and implementation of this program and for their continued support of this Fellowship over the last 25 years! They have made a significant financial commitment, demonstrated social responsibility and shown leadership in promoting the advancement sector throughout Canada. Their impact is priceless.”

From the mentor’s viewpoint, Lynn Hruczkowski states: “I am aware of many TDIMM Fellowship recipients who, over the years, have continued to work– and excel—in the Advancement profession. This cadre of recipients has been a boon to our profession.”

CCAE President and Chief Executive Officer, Mark Hazlett, thanks TD Insurance Meloche Monnex  for the enriching impacts on advancement from a quarter-century of support for the TDIMM Fellowships.

“TD has made an investment in the present and future of advancement that continues to strengthen our growing, diversifying profession. And the strength of advancement builds the strength of education all across Canada. On behalf of all CCAE members, we sincerely thank our valued National Partner, TD Insurance, for supporting these Fellowships across 25 years.”

Related resources:
TDIMM Fellowship Recipient Archives

Talent Management in Advancement

Mark Seymour and Tania John Pihl, University of Toronto

The Advancement Talent Management Team at the University of Toronto supports the professional success of advancement staff across the University through onboarding and orientation to our culture and values, professional development to build key skills and competencies, and supporting career aspirations in advancement.

This session provides an overview of the Talent Management programs at the University of Toronto, current trends in Talent Management, and provide attendees with scalable strategies to support current and future organizational objectives by leveraging talent.

The Importance of Educational Institutions during the Pandemic and their Enduring Nature and Leadership

A Campfire Conversation with the Right Honourable David Johnston and Derek Cassoff

At the 2020 CCAE Annual General Meeting on June 4, 2020, the Right Honourable David Johnston, C.C., Governor General of Canada, 2010-2017, & Chair of the Rideau Hall Foundation alongside Derek Cassoff, CCAE Chair of the Board, & Managing Director Communications, McGill University, held an important conversation on the “Importance of Educational Institutions during the Pandemic and their Enduring Nature and Leadership”.

 

Advancement talent recruitment, engagement and recognition: Best practices from three leading universities

March 2020
Featuring: McGill University, The University of British Columbia & The University of Toronto

Written by: Janet Sailian

CCAE recently interviewed three Directors in the growing field of advancement talent management to learn about their strategies, innovations and best practices. While smaller shops are also innovating to attract, retain and applaud advancement staff, the larger, multi-Faculty institutions – by virtue of their staff depth and resources – lead the way.

In this era of intense competition for the best talent, take note and adapt these ideas to your advancement human resources operations.

For sharing their time, insights and strategies, CCAE thanks:
Irene Hensel, Director, Human Resources, Development and Alumni Engagement, The University of British Columbia
Tania John Pihl, Associate Director, Advancement Talent Management, University of Toronto
Melina Tondino, Director of Human Resources and Talent Management, McGill University


What are your current best practices in talent recruitment and on-boarding?

Tania John Pihl

  1. All new Advancement staff get a welcoming e-mail from the Advancement Talent Management team that reviews what our team does and how we can support them. We link them to important on-boarding information on our Advancement College SharePoint site.
  2. Our Advancement Buddy program for new hires matches a seasoned advancement staff member with a new advancement hire to support acclimation over their first three months.
  3. “The U of T Advancement College”, our in-house professional development program for all advancement staff, has the tagline: “Work with the best, learn from the best.” Sessions offered from September – June include front-line fundraising, alumni relations, communications and marketing, and personal professional development.

Irene Hensel

  1. The Development and Alumni Engagement Office has developed a “People Plan” focused on recruitment, coaching and organizational development. UBC leverages technology to encourage external prospects to engage with us via platforms such as LinkedIn.
  2. Talent management objectives rank high among our strategic plan priorities. UBC is currently defining our values and guiding principles and linking expected behaviours to these values in a competency-based model.
  3. All postings and job applications in our centralized / decentralized structure flow through the central Development and Alumni Engagement office. We ensure all candidates have a positive experience and familiarize them with our structure as well as with other opportunities at UBC.
  4. We promote branding and articulation of UBC as a great workplace and culture with a mission focused on our impact on society through research and outreach.

Melina Tondino

  1. We have embedded our core organizational values in all talent management efforts, and changed our recruitment and performance-management practices to align with these values: ownership, agility, integrity and collaboration.
  2. McGill is the only Canadian institution to be part of a U.S.-based consortium that uses the Gallup Q12 Employee Engagement Survey. We have run this survey annually for the past two years to pinpoint areas where we need to increase engagement. It has been very helpful.
  3. One assessment tool we find useful is Clifton’s Strengths, also known as Strengths Finder. It identifies both individual and team-based strengths and links them to an over-arching strengths-building strategy.
What innovations have you developed in employee engagement and recognition?

Tania John Pihl

  1. We offer professional development based on key roles (Major Gift Officers, Leadership Annual Giving Officers, etc.) with job-specific training. New this year, a Leadership Stream for managers in Advancement supports development of leadership potential at all stages of their careers.
  2. The peer-nominated Advancement Bravo Awards recognize the contributions of advancement staff who have gone above and beyond their current responsibilities to provide extraordinary support to advancement colleagues. Recipients receive a certificate and letter from our Vice President, a $50 gift card, and acknowledgement in the advancement community.
  3. We offer two different U of T Advancement Leadership Awards:
    1. Advancement Rising Leader Award – Presented to an individual at an earlier stage of their career who has shown great leadership potential.
    2. Advancement Distinguished Leader Award – Presented to an established advancement professional who has continuously demonstrated exemplary leadership. A proven role model, this individual’s expertise and leadership motivates teams to achieve outstanding results.

Irene Hensel

  1. Our leadership development program helps prepare advancement staff for their first management role and for future leadership opportunities.
  2. As the workforce changes, we are creating new positions, planning for growth and investing in staff development. We are building a fundraising training program in-house, from scratch, using a blended learning approach.
  3. Our goal is to get people ready for change faster; to accelerate learning and preparedness.

Melina Tondino

  1. Our recognition programs are values-based. Immediate recognition – within one week of an achievement or event – is very important. We are exploring apps-based platforms for peer recognition.
  2. McGill’s Healthy Workplace Initiative focuses on sustainability, mental health and physical wellbeing.
  3. There are only so many Director of Development positions available. We are moving to open up more options for senior individual leaders; not only team leaders. Entry-level professional positions can introduce new staff to the many aspects of advancement and give them a sense of where to focus.
What challenges do you face generationally and what strategies and tactics do you use to develop new talent?

Tania John Pihl

  1. The Advancement Talent Management team sponsors for two students in the CASE Advancement Internship Program and one university graduate for the CASE Fundraising Residency Program. These programs allow us to have three young, interested students (or recent grads) join our team for either eight weeks or one year. It’s a wonderful way to introduce young talent to advancement.
  2. New this year, we reach out to all students who work in Advancement (student callers, student ambassadors, student engagement officers, work-study students, etc.) to invite them to a career session on advancement. We aim to open them up to the possibility of working in advancement after graduation.

Irene Hensel

  1. Retaining staff is a challenge for all who work in fundraising, whether in educational advancement, health care or the arts. Couple that with the fact that advancement is still not a well-known career path.
  2. Younger generations in particular want to see values infused in their jobs. They want to learn new skills and grow. We have invested heavily in organizational development to foster this.

Melina Tondino

  1. We have found that what motivates people to stay (or, presumably, to leave) generally is their immediate manager. That relationship is crucial to satisfaction, engagement and performance. So management training is key.
  2. We are exploring more flexible working arrangements in a pilot project. This is definitely a priority for younger generations.
  3. Millennials want their managers to act as coaches in both their current job and their career. People want opportunities to move up the ladder and also to mentor others and take on new, challenging projects.
  4. Advancement as a career needs to become an academic field of study, to fit into university parameters. Clearly defined career pathways are essential to entice more young professionals into advancement.

Building a career in advancement: Advice from the pros

March 2021

Written by: Janet Sailian

Educational advancement in North America has been represented by comprehensive professional associations since 1974 in the U.S. (CASE, Council for Advancement and Support of Education) and 1993 in Canada (CCAE, Canadian Council for the Advancement of Education). Yet to the world outside academic institutions, advancement is largely an invisible career.

In 1985, James L. Fisher, President Emeritus of CASE (1978-86), stated his dream for the advancement profession: It would become “so good and honorable and important that kids will want to grow up to be advancement professionals.” *

Are we there yet? Programs such as CCAE’s prestigious TD Insurance Fellowships in Advancement have widened awareness of advancement as a promising career path since 1998, and the field benefits from growing professionalism and specialization.

Interviews with four seasoned advancement leaders early in 2021 revealed that as a youth, not one had aspired to – or even knew about – the job of working to advance education through alumni relations, communications and marketing, development or the other advancement specialties (including advancement services and government relations).

How, then, have these leaders built thriving advancement careers extending over a quarter-century or more? What advice and perspectives can they share to those in early or middle stages of their careers? Keep reading to glean their valuable insights.

CCAE deeply thanks the following for their time and thoughtfulness in response to our questions (edited and condensed):

Natalie Cook-Zywicki, Executive Director of Alumni Assoc. & Associate Vice President, Alumni Relations, University of British Columbia
Previously worked at McMaster University and Brock University

Tracy MacLeod, CFRE, Chief Advancement Officer, Laurentian University, & CCAE Board Member
Previously worked at Queen’s University in Annual Giving; and Nipissing University, in Alumni Relations and Development

Jeff Todd, Former President of CCAE. President and CEO, UNM Foundation (University of New Mexico)
Previously, Associate Vice President, Alumni / Executive Director, alumniUBC, University of British Columbia; and Director, Alumni Relations / Executive Director, Alumni Association, Oregon State University

Susan Wright, Director, Stewardship, McMaster University

What do you wish you had known about advancement at the start of your career? What would you have done differently?
Natalie: I moved through my career with no one to pave it for me, without a clear sense of what I was working towards. Every time I took a new job, new responsibilities, I had to define and create steps. I wish I had linked up with others early on instead of “recreating the wheel”.

Tracy: I wish I had known what an incredibly fulfilling role a career in Advancement would provide. As most people do, I fell into advancement. I was fortunate to find a job on the Laurentian campus calling alumni and asking for their investments. I gained exposure to all of the services and supports available to our students; services that I did not necessarily access as a student.

Jeff: At the start, I didn’t know about the richness of opportunities that exist within advancement, or the privilege and great satisfaction of working to meaningfully engage stakeholders and grow support for higher education. Also, the wonderful relationships with donors, alumni, faculty, staff and students that develop and evolve in such meaningful ways.

Susan: I wouldn’t change anything! I came into the advancement world in 1995 and was so green. My first job at McMaster was as the Coordinator of Alumni Branches – I had no idea what an alumni branch was! I think back to those early days with such fondness.

Who are the key allies or partners for new and mid-career advancement staff?
Natalie: I think CCAE has been instrumental in building the Canadian advancement community and a uniquely Canadian network of colleagues. I hope young people coming into profession now understand that it is a real and respected profession. We take for granted so many professional services we have now.

Tracy: It is so important to have a colleague/confidant outside of your organization who you can call on when you need to brainstorm or bounce ideas off someone who will challenge you to think differently. The networks and connections I have made through CCAE have been invaluable to the progression in my career.

Jeff: Six categories of key partners come to mind: advancement leaders and managers within your school or university; peers and colleagues with whom you work; volunteer leaders with skills, experience, and perspective you lack; academic leaders at your institution; advancement thought leaders outside of your own school or university; and consultants and others who provide outside expertise and services to our teams.

Susan: I had great mentors right from the start and learned from the very best. I don’t think I realized that this would be my lifelong career. I feel so fortunate to work with amazing professionals across this country, and around the world.

At McMaster, all our new advancement staff are partnered with a “University Advancement buddy” – someone to show them where to get lunch, bounce off all the questions they might be afraid to ask, etc.

I attended my first CCAE conference right after I started my first job in 1995. It was the “Newcomers” conference, and I met colleagues who are still great mentors to me today. These are critical relationships and have helped me so many times in my career.

How can staff best ensure they continue to grow and develop?
Natalie: There is a new comfort with virtual engagement in the post-pandemic era and this era of budget constraints. We have many great opportunities online and virtually, but nothing replaces the all-encompassing experience of in-person Summits or National Conferences.

Tracy: I took advantage of every opportunity that was presented to me, learning everything I could about educational advancement. Being in the right place at the right time, and proving to people how hard I could work, helped me advance in my career.

Jeff: Staff should engage in active networking and participate in professional development programs, both as a participant and a speaker / panelist. Be receptive to constructive criticism, and in particular, participate in a 360-degree review.

Susan: It’s critical to develop excellent relationships with colleagues at our institutions who support our work – finance, athletics, Office of the President, hospitality, etc. It takes a village to do our work, so the stronger our relationships, the better.

Learn about all areas of advancement. If your role is in Comms – attend alumni events. If your role is in Development – find out what’s involved in writing a press release or a story for the website. It will serve you well and allow you to be a collaborative partner in advancement. Volunteer at your institution – learn about its history, its evolution.

I also encourage everyone to volunteer with CCAE, AFP or other such groups.

What is the relative value of staying at one institution / in one area of advancement for many years or an entire career, versus working in different settings and roles?
Natalie: Being an employee at three different universities in different fields has made me better at my job. I have a much more intimate understanding of the varied areas in advancement. I understand the culture, challenges and techniques of fundraising, which has enriched my work in alumni relations.

Tracy: I worked at three different universities, while growing my career in advancement. This exposed me to different cities, different university cultures and different people. When I was finally able to return to my alma mater almost 17 years ago, I felt I was coming back with a much broader view of the world and of advancement.

Jeff: I always tried to bring a healthy respect and enthusiasm for the culture and tradition of the institution, geographic location, people and processes while – at the same time – keeping firmly in mind the reason I had joined the team in the first place; which often was because of my perspective, experience and leadership. Best practice is best practice.

Susan: The value in a long-term career at one institution lies in the longevity of relationships, both internal and external, and overall knowledge of the institution.

* “The Artisans of Advancement”, by Donna Shoemaker, CASE Currents, July / August 2003 [emphasis added]

A Global Education Conversation – Education in China and Canada’s Role

Featuring: Mr. Dominic Barton Canada’s Ambassador to the People’s Republic of China & Paul McCullough, Vice-President, Advancement & Alumni Relations, British Columbia Institute of Technology

At the 2021 CCAE Annual General Meeting on June 3, 2021, Mr. Dominic Barton, Canada’s Ambassador to the People’s Republic of China, alongside Paul McCullough, Vice-President, Advancement & Alumni Relations, British Columbia Institute of Technology, held an important conversation on “Education in China and Canada’s Role”.