| MATHEMATICS (TURKISH, PHD) | |||||
| PhD | TR-NQF-HE: Level 8 | QF-EHEA: Third Cycle | EQF-LLL: Level 8 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| HEA5113 | Corporate Development in Higher Education | Fall | 3 | 0 | 3 | 8 |
| The course opens with the approval of the Department at the beginning of each semester |
| Language of instruction: | Tr |
| Type of course: | Departmental Elective |
| Course Level: | |
| Mode of Delivery: | Face to face |
| Course Coordinator : | Assoc. Prof. SİNEM VATANARTIRAN |
| Course Objectives: | Advancement structures and departments within private and public institutions including alumni relations, communications, government relations. Focus on leadership and management of institutional advancement divisions. Key issues such as annual giving, campaigns, corporate/foundation relations are introduced. |
|
The students who have succeeded in this course; I. Students will understand the role of institutional advancement in shaping and implementing comprehensive campus strategy. II. Students will understand and explain the relations among three central components of a robust advancement operation (fundraising, alumni relations, and communications). III. Students will examine institutional advancement "in action," highlighting how resource development activities should complement and reinforce larger campus strategic priorities and objectives. IV. Students will analyze what ethical considerations should guide the professional practice of institutional advancement administrators. |
| Key Shareholders in Higher Education Building a Campus Strategy Components of a robust advancement operation Fundraising Activities and Models Alumni Relations Communications with Shareholders Resource Development Activities Larger Campus Strategic Priorities and Objectives Ethical Considerations |
| Week | Subject | Related Preparation | |
| 1) | Yüksek Öğretimin Anahtar Paydaşları | ||
| 2) | Building a Campus Strategy | ||
| 3) | Building a Campus Strategy | ||
| 4) | Components of a robust advancement operation | ||
| 5) | Fundraising Activities and Models | ||
| 6) | Fundraising Activities and Models | ||
| 7) | Alumni Relations | ||
| 8) | Alumni Relations | ||
| 9) | Communications with Shareholders | ||
| 10) | Case Study | ||
| 11) | Resource Development Activities | ||
| 12) | Larger Campus Strategic Priorities and Objectives | ||
| 13) | Larger Campus Strategic Priorities and Objectives | ||
| 14) | Ethical Considerations | ||
| 15) | Final Exam | ||
| 16) | Final Exam | ||
| Course Notes: | Westley, A. R. (1986). Handbook of Institutional Advancement. A Modern Guide to College and University Relations, Fund Raising, Alumni Relations, Government Relations, Publications, and Executive Management for Continued Advancement. Jossey-Bass Publishers: San Francisco Croteau, J. D. & Zachary A. Smith. (2012). Making the Case for Leadership: Profiles of Chief Advancement Officers in Higher Education. Rowman and Littlefield Publications: Plymouth. |
| References: | Vakalar, Case Studies |
| Semester Requirements | Number of Activities | Level of Contribution |
| Attendance | 16 | % 10 |
| Laboratory | % 0 | |
| Application | % 0 | |
| Field Work | % 0 | |
| Special Course Internship (Work Placement) | % 0 | |
| Quizzes | % 0 | |
| Homework Assignments | % 0 | |
| Presentation | % 0 | |
| Project | 1 | % 20 |
| Seminar | % 0 | |
| Midterms | 1 | % 30 |
| Preliminary Jury | % 0 | |
| Final | 1 | % 40 |
| Paper Submission | % 0 | |
| Jury | % 0 | |
| Bütünleme | % 0 | |
| Total | % 100 | |
| PERCENTAGE OF SEMESTER WORK | % 40 | |
| PERCENTAGE OF FINAL WORK | % 60 | |
| Total | % 100 | |
| Activities | Number of Activities | Duration (Hours) | Workload |
| Course Hours | 16 | 3 | 48 |
| Laboratory | 0 | 0 | 0 |
| Application | 0 | 0 | 0 |
| Special Course Internship (Work Placement) | 0 | 0 | 0 |
| Field Work | 3 | 6 | 18 |
| Study Hours Out of Class | 14 | 4 | 56 |
| Presentations / Seminar | 2 | 4 | 8 |
| Project | 1 | 6 | 6 |
| Homework Assignments | 4 | 10 | 40 |
| Quizzes | 0 | 0 | 0 |
| Preliminary Jury | 0 | ||
| Midterms | 1 | 8 | 8 |
| Paper Submission | 0 | ||
| Jury | 0 | ||
| Final | 1 | 10 | 10 |
| Total Workload | 194 | ||
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution |