David
Rowe
Vice
President for Advancement
October
31, 2002
3.9.1
Nomenclature
The
President’s cabinet discussed the standardization of references to
administrative, student and volunteer groups associated with the college. While the names council, committee, task
force etc. may be used as deemed appropriate by such groups, the cabinet has
decided to reserve the use of the term Board as an exclusive reference
to the Board of Trustees. In order to
avoid confusion that any body other than the Board of Trustees holds fiduciary
responsibility for the college, no other group may refer to its organization or
to any part of its organization as a Board.
Exception:
The cabinet noted that some long-standing extant organizations use the term Board
to describe themselves or part of their organizations with no intention of
implying that they have fiduciary responsibility for the administration of the
College or any part of it. These groups
may choose to change their names or naming conventions if they so desire but
the cabinet’s decision does not require them to do so.
Objective
3.9.1 is complete and should require no further reporting.
5.4 Expand
efforts to secure third party funding.
5.4.1
Foundation and Corporate Funding
This summer, the College inaugurated a program known as Partners in Progress. Local businesses were invited to support the college financially at the end of last fiscal year. The effort yielded 15 new corporate donors to the college. Many participating businesses are now displaying the Partners in Progress window sticker. Please thank the owners or managers when you see the stickers.
In November 2001, we
secured a $650,000 challenge grant from an anonymous foundation in Atlanta to
complete fundraising on our $6.4 million campus renovation project. This leaves
a balance to raise of $680,824.
We have secured $313,393
toward that balance with additional gifts from foundations and individuals. We
have $364,430 left to raise.
We currently have
$235,000 in proposals under development or being considered.
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The College contracted with the Center for Community Studies for one year for grant-writing support. The Center’s heavy workload sometimes prevented the director from attending to our requests in the way that she would have preferred. In addition, the grant-writing projects required more coordination than could be achieved through an outsourcing relationship.
As a result, we did not renew the contract for
fiscal year 2003. We assigned the
duties of grant writing to Director of Donor Relations Tammy Rogers who already
has responsibilities for donor stewardship and prospect research. While this
has provided greater internal coordination and has stepped-up the pace with
which we submit grant requests, it has divided her attention and
responsibilities further and is not the optimal long-term solution.
In order for objective 5.4.1 to achieve Goal 5.4 in
a significant way, we would need to consider adding a fulltime director of
corporate and foundation relations after adding the staff positions called for
in 5.4.4.
5.4.2
Current Operations Gifts
Gifts for current operations decreased in FY02 from FY01 by 24%, and by 27% from FY00 to FY01. These decreases are largely attributable to the completion of campaign pledges, the shifting economy and the decrease in value of our donors’ portfolios.
Also affecting this significantly was the decision by Callaway Foundation, Inc. to endow the operations of the Callaway Campus rather than supporting it annually with gifts for current operations. While generous and in the long-term best interest of the college, the decision represents a loss of approximately $630,000 in annual gift revenue for current operations.
Alumni participation rate increased from 13% in FY01 to 18% in FY02
Participation among undergraduate degree holders increased from 16% in FY01 to 20% in FY02.
Alumni giving to the Loyalty Fund for Student Scholarships increased 12% from FY01 to FY02.
Classes with volunteer scholarship coordinators increased (FY01 to FY02) dollars given by 50% and participation rates by 95%.
The Faculty Fund for Student Research, the Cabinet Fund for Academic Scholarships and the Staff Fund for Financial Aid totaled $3,652, $4,260 and $4,384 respectively in FY02.
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The number of members of the President’s Society increased 29% from FY01 to FY02. Members of this group contribute at least $1,000 per year each. As a group, their gifts totaled $5.9 million in FY02.
Significant progress toward objective 5.4.2 is
almost entirely dependent on fulfillment of objective 5.4.4.
5.4.3 Campaign
We have contracted with Campaign Counsel Alexander
Haas Martin and Partners. They are currently conducting an audit of our
development operation to assess our fitness for launching a campaign. They will also conduct a campaign planning
study to help us maximize our efforts to initiate a campaign that will be a
success.
5.4.4 Staff
Changes and Priorities
Achievement of this objective is critical to realizing any appreciable increases in current operations support from gifts or for funding the new library with or with out a comprehensive campaign.
While the College is doing a better job of prioritizing fundraising objectives, we can at best presume to accomplish only the status quo with current budgeting and staffing arrangements. Currently development efforts return $1.00 to the college for every nickel spent toward that end.