Office of Advancement
Office of Advancement

ALTogether Now

Vol. 46 – May 4, 2020

Advancement Leadership Team
Advancement Leadership Team: Steve Hornsby, Leigh Kalin, Scott Anderson, Karen Bertrand, Deanna Bennett, and Tom Hewitt

Deanna Bennett

Happy Fiscal New Year!

By Deanna Bennett, Executive Director, Office of the Vice-Principal

As we kick off the new fiscal year and our new strategic plan, Forward Together, we wanted to share with you the Strategic Plan Development Executive Summary from The Offord Group.

The Offord Group was retained for the development of a five-year strategic plan for Advancement that aligned our mission with the university’s strategic priorities. The following highlights key achievements from their work:

- Determine key goals and priorities that aligned with the university’s strategic priorities and with Advancement’s mission and vision

- Engage key stakeholders in the strategic planning process to ensure consensus and support for the plan

- Compare Advancement’s plans and performance with sector best practice and results at peer institutions that are in our database

- Assess the values, attitudes towards philanthropy, and reputation of Queen’s among the broader donor community

- Develop a comprehensive implementation plan that operationalizes resources, estimated costs and next steps to promote momentum and success.

The various components of their work were consolidated into Advancement’s comprehensive five-year strategic plan, which underscores the importance of philanthropy in moving the university’s agenda forward.

You can access the full report, along with the entire package of their work, which has been previously circulated. Find the documents on the I: Drive (ADV Common\2021-2025 Strategic Plan).

Setting Objectives for 2020-21

The start of the fiscal year always signals new beginnings. In the months and weeks leading up to the start of a new year there is often a burst of activity and this year was no exception. You throw in COVID-19 and it’s been a whirlwind! None the less, here we are. What are your new fiscal year resolutions objectives?

By the time May is over each one of us will have written our 2020-21 individual objectives. We all know that good goal-setting practices require S.M.A.R.T. goals – goals that are Specific, Measurable, Attainable, Realistic, and Time-Based. But that doesn’t make it any easier to write them. Sometimes determining the objective can be as challenging as meeting them. Here are a few things to keep in mind:

Advancements goals are outcome statements that define what we are trying to accomplish. Consider them like a big umbrella. Underneath this umbrella are the spokes that link department objectives, which are specific actions that support the completion of the goals. From these spokes are each of our individual objectives which are very precise, time based, measurable tactics that support our department and Advancement as a whole.

Don’t confuse objective setting with your core responsibilities. Core responsibilities are the tasks that are required to complete the job and are specific to each position. They are the actions that you are going to take on a regular basis, objectives are the outcomes that are time-based and include a beginning and an end.

Don’t confuse activity with outcomes. It’s the activity that produces outcomes. Work backward if you are confused about the difference. Ask yourself, “What is the desired outcome of my activities?” and look there for your objective statement. Then ask yourself, “How will someone know this objective has been achieved?”

Objectives can be linked to:

  • Activities that align with organizational or departmental strategies
  • New or improved systems and processes
  • Major projects and initiatives
  • Personal or professional development

In terms of process, Advancement unit and department objectives will be finalized on May 8. Your manager will be able to help you understand the connection between your work and the broader goals and objectives. This will help you draft objectives so that, together, you will discuss and identify the core responsibilities, objectives, and behavioural competencies that are most critical to success in your role and department.

For additional resources go to Queen’s University Human Resources Performance Dialogue Process Page.

icon of a brain with arrows from it DiSC Styles and Working from Home

The DiSC concept of “stretch,” of flexing into behaviors and mindsets not typically associated with our personality types, is important right now. We might have to expend more energy, take more care, and assume the best of each other. Every personality has the ability to be productive from home, but what works for one person might not work as well for another.

If you find that the challenges listed below resonate with you (even if not listed under your own style), discuss ways of addressing them. Resources for this are in the full article.


D: You’re results-oriented and driven, so you’ll get done what you need to get done.

i: You are naturally positive and enthusiastic and can use that energy to rally your team and maintain a feeling of camaraderie.

S: It might be easier for you to contribute your ideas and share your knowledge when given the extra time communicating online can provide.

C: You don’t require a lot of face time or feedback to know you’re doing a good job.


D: You might move ahead on something too quickly, or ahead of the rest of the team.

i: Working alone can be stressful for you and you’ll be easily distracted.

S: Others in your home, including children and pets, might want to demand your time during work hours and you’ll have to say “no” or shut them out of your room.

C: Your quick-and-dirty or to-the-point communication may make others feel alienated from you.

Read more strengths and challenges for each style, as well as resources for working and communicating more effectively while working remotely.

icon of 3 people around a heartCharity Chosen for Advancement Enhancement Day

Your Advancement Enhancement Day Committee is hard at work and planning some great activities for everyone to partake in virtually. As the weeks go on, we will be sharing more details with you about how we plan to deliver an informative and fun experience.

We wanted to provide you with an update about the chosen charity that Advancement will support. You voted, and Lionhearts Inc. was chosen. Here is some information about the charity:

Every night for the foreseeable future Lionhearts Inc. will be setting up a mobile command centre in McBurney Park to provide everyone who stops by with some great take-home meal options, warm clothing, personal toiletries, fresh socks/towels, and a point of entry (listening ear) to access other required emergency services.

If you have any questions about Advancement Enhancement Day 2020, please reach out to one of us.

With thanks from your planning committee: Kate Bearse, Deanna Bennett, Gage Benyon, Jess Boland, Pavel Civin, Kym Cook, Judy Griffiths, Erica McIlquham, Michelle Pruefer, Emily Rees, Carla Ferreira Rodrigues, Ben Seewald, Peggy Shanks, Katelyn Siu, and Michelle White

Engaging Alumni for University Council

The Office of the Secretariat and Legal Counsel supports and assists University Council, one of the three governing bodies of the university, which is composed of alumni.

The Taskforce on Council in the 21st Century was developed to consider a reorientation of the work of Council so that it can be more valuable, to both university administrators and councillors.

As a result of its recommendations, a new role of a University Council Engagement Officer has been created to fulfil the need for consistent, focused support to enhance the effectiveness of individual councillors in their roles and, by extension, the University Council as a whole.

Terri Flindall has the knowledge of Advancement and Alumni Relations and of the unique role of University Council in the governance of the university. She will lead this initiative through the early stages and building the base for ongoing success. Terri may reach out to you to discuss and explore opportunities for council. Or, please reach out to Terri if you can think of any opportunities to share. All information will be gathered to develop and execute an ongoing engagement strategy specifically for councillors.

Thanks in advance for your commitment to this dedicated alumni body.

Two Hires for the Digital Age

I am excited to announce two people with exceptional digital skills are joining the Communications, Marketing, Events, and Donor Relations unit to help us excel in the virtual world.

Madelaine Johnson joins our unit on a permanent basis as Digital Communications Officer. No stranger to the Office of Advancement, Madelaine has been performing this role on a contract basis since November and had previously spent two years in Alumni Relations. She has a BA from Queen’s in English and Math and a MSc. in Literature and Modernity from the University of Edinburgh. Madelaine brings both outstanding creative vision and an aptitude for analysis to this critical role. Madelaine will lead our efforts in support of the Events department to create dynamic virtual experiences for our stakeholders during this time of physical distancing and beyond. Fun fact about Madelaine: she is an accomplished pianist and has played professionally.

Callum Linden joins us as Multimedia Producer. In this role, Callum will help us develop professional online content, particularly video, to support and engage our alumni and donor communities. Callum, who just finished a Queen’s undergrad degree in political studies this spring, is a multi-disciplinary artist who has had several of his films appear at the Toronto International Film Festival, Shaftesbury Film Festival, and Cineplex. Callum is also no stranger to Advancement, having interned with the Faculty of Arts and Science advancement team in 2019. During his time at Queen’s he has been the Chief Marketing Officer for ASUS as well as the Head of Marketing for the Vogue Charity Fashion Show. See some of Callum’s work on his website.

Please join me in welcoming Madelaine and Callum to the team.

Scott Anderson

black and white photo of people outside in front of a banner that says CAMPUS BOOKSTOREFun Fact

The Campus Bookstore

The Campus Bookstore was originally established in 1909 as the "Technical Supplies Store" by two engineering students who wanted to provide inexpensive drafting supplies and textbooks for engineering students.

In 1929, the Engineering Society appointed its first professional manager; in 1963, the bookstore was incorporated as a non-profit corporation; in 1973, Technical Supplies changed its name officially to the Campus Bookstore.

The Bookstore is still owned and operated by students under the auspices of the Queen's University Engineering Society Services Incorporated (QUESSI), a not-for-profit corporation that endeavors to distribute required course material at the lowest possible price to students while operating a comprehensive university bookstore for the whole Queen's community.