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In 2018, when Dr. Tim Renick took on the role of senior vice president for student success at Georgia State University (GSU), the university’s demographics were rapidly changing. In 2012, he says he realized he could use modern technology to amplify the support structures and staff they did have in place.
They include those currently in our alumni databases, friends of the college/university who annually comprise the president’s Christmas card list, or perhaps they are associates of Board members. An effective advancement operation realizes the value of the donor cycle and strategically defines success with a donor-centered philosophy.
I stepped out of a tenure-track role and into an administrative position, where I could create programs to help students be successful.” As successful programming became established, the programs were replicated for women and other underrepresented minorities. The four-year graduation rate for students who entered in 2012 was 52.8%.
But successful adoption of new technologies requires more than just the technology itself—it also requires the necessary leadership to set a clear vision for analytics and data in the organization, and sufficiently qualified staff to execute upon this vision. Sufficient executive authority and strategic leadership is integral to success.
The executive order requires federal law enforcement agencies to review and revise policies on use of force and create a database to help track officer misconduct. It can be done, as Sharpton proved in 2012, when he and others called into question the New York Police Department’s stop-and-frisk policies.
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