In her role, she assists with setting the strategic vision of Annual Giving Programs, carries a portfolio of leadership level prospects and oversees a team of three leadership annual gift officers. She is a graduate of the College of Charleston with a B. Tucker began her career at Emory University in their central annual fund office working with all nine schools and units.
Tucker then moved into consulting with CDM formerly Corporate DevelopMint , where she worked with national and international nonprofits on every facet of nonprofit development available.
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Over the years, Tucker has become a specialist in facilitating campaign management, development assessments, strategic planning, board restructuring, foundation implementation, executive and leadership coaching, campaign planning, and organizational culture and change management. During this time, Tucker created a foundation, built a board, and launched a campaign.
He spent over six years working in fundraising for global non-profits before transitioning to higher education in via Ruffalo Noel Levitz. Also, while working at UHS he spread-headed the first independent advancement department for the Downtown campus.
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He has managed the full spectrum of development, operations, and advancement services activities, but enjoys direct marketing and data management the most. Bob Burdenski Bob Burdenski is an internationally-recognized annual and regular giving programs consultant for schools, colleges, and universities. Since , Bob has served as the moderator of FundList , the largest fundraising e-mail discussion listserv in the world, with nearly 4, development professional subscribers.
Peggy advances philanthropic relationships with individuals who seek to leave a legacy at the College through their estates. Peggy began her career in non-profit development with the Delta Gamma Fraternity and Foundation before transitioning to higher education fundraising at MUSC.
Kate received her B. Kate served on the Educational Advisory Subcommittee for U. She holds a B. In her role at UNC Asheville, she provides strategic leadership and management of a comprehensive, integrated annual giving program for the University. Prior to joining UNC Asheville, she most recently served as the Assistant Director of Development for the College of Liberal Arts at Colorado State University, where she leveraged her communications and public relations experience to develop annual giving materials and programming for the College, crafted development communications, and wrote proposals.
Her deep appreciation for the Liberal Arts was born out of a childhood spent writing stories for her grandfather, performing in musical groups and in local theatre productions, and from many hours spent in the library where she fell in love with reading.
As a professional fundraiser with ten years of fundraising experience, she found her love for annual giving as a student caller at Brigham Young University. Jaclyn obtained her M. As the Phonathon Director, she coordinates all hiring, training, scheduling and daily operations of the Student Phonathon Program.
Her experience as a previous caller gives her a unique perspective into the call center environment she strives to maintain. McKenzie understands the value of a student-led call center and continues to meet the needs of her students while exceeding fiscal year goals.
She is a higher education fundraising professional with more than a decade of progressive experience in annual giving and constituent relations.
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A graduate of UofSC, Amanda has lived in Columbia, South Carolina since and started her career in nonprofit management before returning to her alma mater in on the Annual Giving team. Lauren has 10 years of experience as an annual giving professional and currently oversees the day-to-day operations of the annual giving program. James Kopp James Kopp currently serves as vice president for nonprofit programs at the Cathedral Corporation. In this capacity, he has developed innovative and award-winning annual programs for numerous public and private institutions of higher education.
Vincent DePaul. It has developed a broad and evolving legislative and policy framework that supports various elements of diversity and inclusion, including:. Although there are signs of progress and growing momentum among senior leaders and employees to support diversity and inclusion across the public service, there remain chronic and systemic challenges that inhibit greater headway.
For example:. Many factors contribute to a healthy and productive workforce. These initiatives include:. Education and awareness involve allocating resources to develop and evolve an enterprise-wide approach to strengthen diversity and inclusion. The diversity and inclusion lens involves considering diversity and inclusion when making any decisions.
Among the key actions in this area, the Task Force recommends that the government integrate analysis of all decisions, policies, programs and people management strategies to assess their impact on diversity and inclusion. The Task Force has developed and proposes a practical tool to help employees and managers across the public service undertake such analysis. Ours is a land of Indigenous Peoples, settlers, and newcomers, and our diversity has always been at the core of our success.
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We express ourselves in French, English, and hundreds of other languages, we practice many faiths, we experience life through different cultures, and yet we are one country. Today, as has been the case for centuries, we are strong not in spite of our differences, but because of them.
Furthermore, strengthening diversity and inclusion has received increased attention as a worldwide practice and is viewed by leading, progressive organizations as critical to their success. Research shows that diversity and inclusion can spur innovation and lead to better results. Footnote Footnote 25 Diversity confers its largest benefit within the service sector, Footnote 26 Footnote 27 where most of the public service performs its work.
Canada is internationally recognized for its initiatives toward diversity and its commitment to it. Canada was also the first country in the world to adopt an official policy on multiculturalism when Parliament passed the Canadian Multiculturalism Act in This act is among other legislation and policies that reinforce Canadian support of diversity and inclusion, including:.
New thinking, innovative approaches, and keeping up with the evolving expectations of our citizens are fundamental…above all, diversity and inclusion can lead to better decision-making and better results for Canadians. The federal public service has made efforts toward equity, diversity and inclusion over time.
The Prime Minister and the Clerk of the Privy Council have strongly reaffirmed diversity and inclusion as priorities for the Government of Canada. There is equal representation of the employer and of bargaining agents on each committee. In its Progress Update, the Task Force noted that its actions and recommendations would be informed by:. In finalizing its proposed action plan, which is comprised of the 44 recommendations in this report, the Task Force also identified a number of key considerations it believes are critical to long-term success.
It starts with agreeing on the fundamentals. Each and every employee has the right to be treated fairly, and there are some groups in the workplace who are disadvantaged based on physical or other barriers. Often, systems are designed and evolve to address the needs of the majority employees, who are often in more influential positions compared with marginalized groups.
Furthermore, treating individual employees equally is in fact not fair, because those who are disadvantaged cannot always access and benefit from the same support systems as other employees. Treating employees in a way that is truly equitable gives them equal access by removing barriers and levelling the playing field. Doing so, however, may not remove the root causes of systemic barriers, which results in inequity and inequality.
The ultimate goal, then, should be to identify and remove systemic barriers, such as policies and practices that reinforce unconscious bias, stereotyping and other behaviours, while ensuring that interim measures are implemented to support employees. In addition, employees affected by such barriers have a key role in identifying and resolving them. The environment must be ripe for change to happen. Real culture change can happen only when management and employees:. The public service must tap into the collective skills of every employee in order for culture change to take hold and flourish.
In successful organizations, diversity and inclusion are not optional. The case for diversity and inclusion extends beyond treating employees fairly and equitably. Quick fixes to achieve representation numbers often result in the accumulation of equity-seeking employees Footnote 32 in lower-level positions, with low morale and limited ability to make positive contributions, further strengthening misconceptions and stereotyping. Every concern is legitimate and must be part of the conversation. The way individual employees perceive the workplace can be quite different depending on their vantage point, just as managers may perceive working conditions differently from employees who work for them.
Footnote 35 Employees who are not considered marginalized may also have concerns and must be part of the conversation.