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Presentation

Resources to Help YouWith Your CareerWith Your Career

Session Goals

• How should I manage my professional development?

• How do I find what I need to know?• How do I find what I need to know?• Where do I find what I need?• How do I know when I find the information

that it is right?• What are some budget strategies for helping

with professional development and training?with professional development and training?

Session Rules

• Ask Questions AnytimeAsk Questions Anytime(More interesting for everyone.)

L f E h Oth• Learn from Each Other(We all have success stories to tell.)

• Network after the Session(Build our collective knowledge.)

• Fellowship, Friendship, Fun

Who are you, who who …

Chief Information OfficerVGH & UBC Hospital Foundation

b i d li @ ti d [email protected]://www.facebook.com/brian.dowling

http://twitter.com/brianwdowling

Who are you, who who …

Decisions, Decisions

• What do you want to be when you grow up?y y g p

“Systems engineering is an interdisciplinary field of engineering that focuses on how complex engineering projects should be designed and managed. Issues such as logistics, the coordination of different teams, and automatic control of machinery become more difficult when dealing with large,

l j t S t i i d l ith kcomplex projects. Systems engineering deals with work-processes and tools to handle such projects, and it overlaps with both technical and human-centered disciplines such as control engineering and project management ” Wikipediacontrol engineering and project management. Wikipedia.

• Sounds like ….


• What do you want to be when you grow up?What do you want to be when you grow up?

Are you a systems person currently working in the field of philanthropy or are you a person with fundraising skillsphilanthropy or are you a person with fundraising skills and technology is one of your portfolio skills?


• How do you decide what to focus on?

• Interests?• Organizational priorities?• Results of your performance review?• Chance for promotion?• Ad-hoc reactive needs?• Based on a career plan?• Where you think the future lies?• Where you eventually want to live?• Emotional needs?• Increase your compensation?• Path of least resistance?• What you need to teach others?


• How do you decide what to focus on?How do you decide what to focus on?

• Soft Skills• Hard Skills• How Do You Learn Best

Wh t kill d i b d• What skills do you acquire basedon the possibility of multiple careerchanges?

• Is certification important?• Reconciling work goals with personal.

Professional Development Defined

Professional development and training is a perk Budget comes fromProfessional development and training is a perk. Budget comes from an overall pool and seems to be randomly assigned.

Professional development is a planned activity related to specific skills we need to acquire as an organization and part of our ongoing budget.

Professional development is a planned activity related to specific skills we need to acquire as an organization and part of our ongoingskills we need to acquire as an organization and part of our ongoing budget. We have an ongoing skills inventory, knowledge transfer plan, skills acquisition strategy and all of this is integrated into our individual performance and development plans.

Class Exercise

• Professional development is just like managing any otherProfessional development is just like managing any other project, you need to set specific targets so that you can achieve your objectives.U i SWOT A l i (St th W k• Using a SWOT Analysis, (Strengths, Weaknesses, Opportunities, Threats), Develop 3 Professional Development Goals. (15 Minutes)p ( )

A World of Resources

• Lifelong Learning is Critical to Career Successg g• There are a Bazillion Resources, Webinars, Groups,

Listservs, Web Sites …

• Focus on What Makes the Most SenseP i i i Wh Y S d Y Ti• Prioritize Where You Spend Your Time

• Make the Best Use of Your Budget• Leverage What You Learn by ApplyingLeverage What You Learn by Applying• Share Your Knowledge With Others• Lobby Your Supervisors and Managers• Find Peers With Similar Interests

Budget

Budget – Getting Your Share

• Present the clearest and most comprehensive picture possible when req esting a professional de elopment opport nitrequesting a professional development opportunity.

• Make sure you understand the budgeting process in your organization. If professional development comes from soft money, find out how to access th lthe pool.

• A list of benefits for the institution and for yourself. How the activity enhances your own skill set and how it fits in with your overall

f i l d l t lprofessional development plan.

• A plan for how you will transfer the knowledge learned to other employees.

• How you feel you will participate and represent your institution at the conference. Best if you volunteer to speak, moderate a session, chair a panel, lead a round table or similar activities.

• If appropriate, what will be the risks of not attending?

Budget – Getting Your Share

• A careful compilation of all the costs for attending the conference. Hint: Use the ord in estment instead of cost or e pense hen req esting aUse the word investment instead of cost or expense when requesting a budget.

• Lobby often for additional funds for staff that report to you. An increase in th i kill k ff ti i j b Al dtheir skills makes you more effective in your own job. Also a very good motivational tool for lower and mid-level staff.

• Get comparative information on what peer institutions provide for their t ffstaff.

• Whenever you're requesting an investment, it's a good strategy to have an alternative in case your proposal is not accepted.

• If it's a delicate ask, present like you would present a proposal. Covering memo, attached conference agenda with the most useful sessions highlighted and an attached budget. Gives your manager time to think b t it d t ti id k it h d tabout it, and extra supporting evidence makes it harder to say no.

Search Engines

• First step to finding what you need.First step to finding what you need.• Learn how to use Advanced Search.• You may not need to go any further.

Umbrella Organizations

• They often have significant public resources.They often have significant public resources.

http://www.case.org


• Benefits of BelongingBenefits of Belonging

• Professional Networking• National Conferences• Regional and Other Conferences• Newsletters and Updates• Listservs/Forums/Etc.

Communities of Practice• Communities of Practice• Surveys

• Others?


• Focus on Advancement/Development Services Related Topics

• CASE (www.case.org)Council for Advancement and Support of Education

• APRA (www.aprahome.org)Association of Professional Researchers for Advancement

• AASP (www.advserv.org)Association of Advancement Services Professionals

• ADRP (www.adrp.net)Association of Donor Relations Professionals

• Others?


http://www.supportingadvancement.com/philanthropy/philanthropy.htm

Vendors

• Vendors can be some of your best friends.Vendors can be some of your best friends.

• Conferences• Software User Groups (Be a Volunteer)• Vendor Specific Listservs• Outward Facing Content on Vendor Web Sites• Client References for Best Practices

Sometimes We Forget to Ask Vendors for Materials• Sometimes We Forget to Ask Vendors for Materials• Usually have Strong Knowledge of the Marketplace

• Others?

Vendor Product Help

• Pressing F1 for help can go a long ways.Pressing F1 for help can go a long ways.• Most help functionality in software links directly to web

sites with comprehensive resources.

http://tv.adobe.com

Mentoring

• How does this fit into resources for your career?How does this fit into resources for your career?

• Not many formal avenues in this profession.• One strategy – become a mentor in your area of

expertise.S k d i d t th th t f• Seek peer advice and strengthen these types of relationships over time.

• Others thoughts?

Communities of Practice

• Networking With Other Expertsg p

• ConferencesS ifi Li t B ll ti B d W b Sit• Specific Listservs, Bulletin Boards, Web Sites

• Members Can be Very Enthusiastic and Very Knowledgeableg

• Obscure Topics Often Covered – Deep Knowledge• Many have No Membership Fee

E t C t Y O• Easy to Create Your Own(Ning, WikiSpaces, LinkedIn, etc. etc.)

• Others?


http://caseasiapacific.ning.com/


http://cuwebd.ning.com/

Finding Communities of Practice


Advancing Advancement


http://www.meetup.org

Got Listservs?

http://www.supportingadvancement.com/potpourri/favorite_listservs/favorite_listservs.htm

Listserv Yings and Yangs

• Immediate Answers to Questions• Lots of Email Traffic

• Highly Relevant Discussions• Highly Irrelevant Discussions• Highly Irrelevant Discussions

• Pulse of Industry/Issues• No Responses to a Questionp

• Experts Quickly Surface• Pundits Quickly Surface

• Participants Follow Listserv Etiquette• Participants Don’t Follow Listserv Etiquette

• Some Have Long Standing Archives• Archives May be Hard to Search

Listserv Etiquette

Properties of Interest

Sorted in Alpha Order

Properties of Interest

• Some of the Obvious …Some of the Obvious …

• Blackbaud, Convio, Sage, SunGard & Other Vendors• CASE• IRS and Other Revenue Agencies

Oth S ft V d B i Obj t• Other Software Vendors – Business Objects• Peer Organization Web Sites

• Others?

Academic Impressions

http://www.academicimpressions.com/

Alumni Futures

http://www.alumnifutures.com/

Blackbaud User Society

http://www.blackbus.org/

Bob Johnson Consulting

http://www.bobjohnsonconsulting.com/

Chronicle of Philanthropy

http://philanthropy.com/

Data Warehouse Institute

http://www.tdwi.org/

David Lamb’s Prospect Research

http://www.lambresearch.com/

Fundsvcs.Org

http://www.fundsvcs.org

HEP Development Services

http://www.hepdata.com/

Inside Facebook

http://www.insidefacebook.com/

Inside Higher Ed

http://www.insidehighered.com/

Mal Warwick Associates

http://www.malwarwick.com/

Marketing VOX

http://www.marketingvox.com/

Microsoft

http://www.microsoft.com

Mind Tools

http://www.mindtools.com/

Pew Internet and American Life

http://www.pewinternet.org/

StumbleUpon

http://www.stumbleupon.com/

SupportingAdvancement.Com

http://www.supportingadvancement.com/

TechRepublic

http://techrepublic.com.com/

ThinData

http://www.thindata.com/

Wild Apricot

http://www.wildapricot.com/blogs/newsblog/default.aspx

Time Management

• Newsletters – EffectiveNewsletters Effective• Email Updates• RSS Feeds• Re-evaluate Constantly• Set Aside Time Every Day to Learn• Pick a Daily Learning Objective• Think About What You Want Your Next Step to Be

• Other ideas?

Last – Not LeastLow Cost AlternativesLow Cost Alternatives

Low Cost Alternatives

• Free seminars put on by industry associations. Can be economical d t ll d b l b hi fand costs are usually covered by an annual membership fee or a

meeting cost.

• Bring in speakers that are peers in similar local organizations. Many g p p g ywill do this at no cost other than out of pocket expenses.

Do the same yourself. Improves your skills, promotes your institution and can even lead to future consulting opportunities. Good for g ppimproving your negotiation and organizing skills.

• Create your own industry, user or experts groups. APRA does this very well with their local chapter organizations which are all volunteervery well with their local chapter organizations which are all volunteer managed.

• Bring in speakers from vendors. For example, have a security firm do a security seminar These are valuable marketing opportunities fora security seminar. These are valuable marketing opportunities for companies and many will do this at for none or a minimal charge.


• Look for less expensive opportunities such as webinars or other p pptechnologically enabled forums.

• Be a conference volunteer. Can usually get you admitted for a y g yreduced cost. Good opportunities for networking.

• Write for publications and web sites. Good professional development and helps you think more concisely about your own organization and how to make improvements.

• Join or participate in an industry experts group or panels.

• Share your expertise on a listserv and other electronic forums to network with your peers.


• Start your own newsletter, web site or blog related to your area of ti G d f t ki d l d b ildexpertise. Good for networking and also a good resume builder.

• Host a major conference at your own institution. Good events management experience. Also allows you and your staff to attend at a g p y yminimal cost. Raises the profile of your institution and your programs.

• When attending a conference, arrange for visits with peer institutions. Since you're already there, this can be done at minimal cost. GoodSince you re already there, this can be done at minimal cost. Good activity to do the day before returning home or in the afternoon after the conference ends.

• Share the registration fee with someone else if a number of the• Share the registration fee with someone else if a number of the sessions are not applicable.

• Visit peer institutions. Some institutions have accommodation through a fac lt cl b or on camp s hotel at significantl red ced ratesa faculty club or on campus hotel at significantly reduced rates.


• Host or lead a roundtable or panel discussion.p

• Get similar groups together at your institution to discuss common issues. i.e. A group of technical staff on campus that g p phave job responsibilities for mass emailing.

• During staff retreats, incorporate an element of professional gdevelopment into the agenda. i.e. A guest speaker.

• Dovetail with your job. If you're a fundraiser, schedule a few prospect calls around your conference.

• If you have multiple staff attending a conference, think about scheduling a group alumni dinner or a similar activity.


• For technical training, see if your vendor offers continuous training certificates here o can take a n mber of co rses for less than hat itcertificates where you can take a number of courses for less than what it would cost for individual ones.

• Look at the costs/benefits of paying for certification for your staff. Good if it th t th ill t ft b i tifi d Y d t idit appears that they will stay after becoming certified. You need to provide a career path as they gain skills. Good motivational tool.

• Training opportunities provided by your central campus. Institutions often ff id i t f i h t i i ti iti f l t d t itioffer a wide variety of in-house training activities, free lectures and tuition

benefits.

• Seek experts on campus to come in and do a talk to on specific program i S f th b i h l t k b t i t tareas. i.e. Someone form the business school to speak about investment

vehicles to your planned giving staff.

• For systems training, try and dovetail with any training the central IT staff i t ki Th b di t il bl t l th tis taking. There may be a discount available as part a larger group that you can take advantage of.


• Product demonstrations by vendors. Although sales focused, can help t id l bl i i ht d i f ti d t dto provide valuable insight and information on new products and strategies. i.e. Evaluating a software package may give you some new ideas for reports.

• Participation on institutional committees can be useful but be wary of the time they consume.

• Seek opportunities outside your program area. If you're in the annualSeek opportunities outside your program area. If you re in the annual fund, and one of your responsibilities is running reports, take a database course.

• When purchasing software negotiate at the onset for free training• When purchasing software, negotiate at the onset for free training credits, or free attendance at a user group meeting for a number of staff. Also, if you become experts quickly and don't use your training credits, negotiate with the vendor to convert these to free user group attendance You have the most leverage with your vendor during theattendance. You have the most leverage with your vendor during the sales negotiation process.


• The United Way has a loan rep program that allows you to y p p g ygain valuable organizational, volunteer management and volunteer training skills.

• Volunteer to work at your donor events. Helps you learn the names of people you see in reports, and who some of the movers and shakers in the institution arethe movers and shakers in the institution are.

• Some organizations offer scholarships to allow individuals to go to a conference if their organization does not haveto go to a conference if their organization does not have an adequate budget to send them.

• Others? (See if we can get the list up to at least 50!!!!!!!!!!!)

Questions?

http://www.supportingadvancement.combrian.dowling@supportingadvancement.com

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