Final
SUBCOMMITTEE ON DEVELOPMENT
AND ALUMNI RELATIONS
Members of the Subcommittee on Development
and Alumni Relations:
Mr.
Ms. Nikki C. Bondi, President of Alumni Association; ex officio member of board
of directors
Rev. Casimir R. Bukala, S.J., Professor of Philosophy and Chaplain of Alumni
Association
Mr. Albert DeGulis, member of board of directors
Dr. Valerie R. Flechtner, Associate Professor of Biology
Dr. James H. Martin, Professor of Marketing
Mr. Timothy G. O’Callahan, Director of Development
Criterion Two:
“The institution has effectively organized the human, financial, and
physical resources necessary to accomplish its purposes”
University Development
Introduction
John Carroll’s Development and Alumni Relations Division is responsible for advancement activities that include fundraising, alumni relations, public relations, and government and community relations. It has three advancement goals:
· Broaden and strengthen relationships with alumni/ae, the campus community, and other constituents through special events, networking activities, and publications;
· Broaden the base of donors and increase total giving through the annual fund, special gifts, major gifts, planned gifts, corporate and foundation gifts, and capital campaigns;
· Increase applications to undergraduate and graduate degree programs through collaborative activities with the Admission Office, Graduate School, and other units.
The division is led by Phylis M. Ferrara, Acting Vice President for Development and Alumni Relations. She succeeded Peter Anagnostos, who led the division successfully for four years. He left the university in October, 2003 for another position. Mr. Anagnostos had succeeded Paul Kantz, who retired in 1999. Ms. Ferrara served as director of the university’s capital campaign before her current appointment. A national search is underway to select the next vice president.
The division has 25 employees, compared to 21 a decade ago. Nine are still with the university, reflecting continuity in a field where constituent relationships are important.
Development results
Total
Giving
Total gift income during the decade ('93-'94 to '02-'03) exceeded $114 million. Sources included alumni/ae, corporations, foundations, the Jesuit community, and friends. Funds were used to finance new construction and renovation projects, provide annual support for the operating budget, and grow the endowment. A summary of gift income by sources is located on page 92 of the university’s Fact Book 2002-03.
The market value of the endowment grew from $50 million in 1993 to $122.4 million in 2003 (May 31 figures). The peak year of value ($139.8 million) occurred in 2001, before the steep decline in equity markets. A summary of endowment growth by year is located on page 93 of the university’s Fact Book 2002-03.
Capital
Campaigns
Two successful capital campaigns account for most gifts during the past decade. Our Values, Our Responsibility (1990 to 1995) raised $54.3 million. The goal was $40 million. Two construction projects were funded: (1) O’Malley Center for Communications and Language Arts, which houses three academic departments ($7-million, completed in 1994); (2) renovation and expansion (Breen Learning Center) of Grasselli Library, spearheaded by Jack’56 and Mary Jane ’91 (MA) Breen ($6.8-million, completed in 1995). The largest campaign gift, $10 million from the F.J. O’Neil Charitable Corporation, endowed scholarships and faculty development.
The second campaign, named Choosing the Greater Good, was launched in 1999. The goal is $125-million, of which $121.8 million has been committed in cash, pledges, and planned gifts (November, 2003). Campaign priorities were a science building, improved athletic facilities, and endowment for financial aid and academic programs. The campaign will conclude in the first quarter of 2004.
Science building: The Dolan Center for Science and Technology, which opened in September 2003, is a 265,000 square-foot teaching and research facility that has transformed science and mathematics education at John Carroll. Five departments are located there: biology, chemistry, physics, psychology, and mathematics and computer science. It also houses a center that serves K-12 science and mathematics teachers (Center for Mathematics and Science Education, Teaching, and Technology), and a John Carroll Collaborative with Industry, which will support technology-oriented entrepreneurial ventures. The goal of the science building campaign is $66.4 million. The largest gift, $20 million, is from the Dolan Family Foundation (Charles ’52 and Helen). Twelve benefactors have made individual gifts of $1-million or more. The Kresge Foundation announced a $950,000 challenge grant in September 2002 to help complete funding. The federal government has provided four grants totaling $2.7 million.
Athletic facilities: The largest project is a new stadium for football, soccer, track and field, and intramural and club sports. The stadium, named for legendary football coach Don Shula ’51, opened in September 2003. It is equipped with light towers that enable intramural teams and club sports to use the field during evening hours. A second project, the renovation of indoor athletic facilities, was completed in October 2002. The “Campaign for Athletics” will cost $10 million, of which $7-million is being raised via the capital campaign.
Faculty development and academic programs: The largest gift was from Jack’56 and Mary Jane ’91 (MA) Breen, who gave $3 million to support the work of the Institute for Catholic Studies.
Alumni/ae
Giving
Gifts from alumni/ae (restricted
and unrestricted) exceeded $53 million* over the decade
(92-93 to 01-02), a record amount. There
were substantial year-to-year fluctuations, which generally ranged between $2
million and $5 million. Two years were well
above the range:
$14 million in 96-97 and $9 million in 99-00.
Major gifts included: a $10-million “challenge grant” from John ’56 and
Mary Jo Boler that was successfully matched by other gifts; a
$3-million gift to establish the Muldoon Center for Entrepreneurship; and, a
$1-million gift to create the Kahl Chair in Entrepreneurship.
(*Notes:
[1] The $53-million figure represents gifts from individuals; it does not
include gifts from family or corporate foundations; which are accounted for
separately. [2] The major gifts noted
were made largely to the two capital campaigns and to designated gift funds
rather than to the annual fund.)
The
Annual Fund
The annual fund solicits unrestricted
gifts for scholarship aid to students and for other operating expenses. Historically, benefactors have included
alumni/ae, trustees, parents, friends, faculty, staff, administrators, and corporations. In recent years, gifts to the annual fund
have fallen short of the $2.5 million annual objective. Alumni/ae participation in the annual fund, as
measured by total gifts and participation rates, compares unfavorably with figures
at comparable Jesuit institutions. Alumni/ae
participation declined during the decade -- from a high of 28.5% in
’92-‘93, to a low of 14% in ’99-‘00, and back to 21.8% in ’01-‘02. Participation is highest among older classes and
declines inversely with class-age: 30% or more for most classes that are thirty-five
or more years out; 20%-26% range for class years '68-'83; and 8%-20% range for
class years '84-'02. Giving among
faculty, administrators, and staff is relatively low: 19.9% of full-time
employees contributed to the annual fund in '01-'02.
Factors contributing to underperformance included: (1) corporate donors have changed philanthropic policies in the last decade, shifting from unrestricted gifting to support for specific programs or projects; (2) the region has lost a number of corporate headquarters in the period, further diminishing business support; (3) there was frequent turnover in staffing of the annual fund, which led to inconsistent performance; (4) financial resources dedicated to the annual fund fluctuated as development priorities shifted: (5) the annual donor report was discontinued in the mid-90s, diminishing recognition of benefactors; and (6), recent graduates, with large loans to repay, are less able to donate. A plan to improve annual fund performance is described below.
Reunion
John Carroll's annual alumni reunion is well attended and has received national recognition for the quality of its programming. Its purpose is to enable alumni/ae to renew relationships with classmates and former faculty and to motivate larger gifts in reunion years. The university subsidizes the expenses of reunions to keep the cost to alumni/ae and families affordable.
Planned
giving
The Magis Society was founded in 1987 to encourage alumni and others to include John Carroll in estate plans through wills, living trusts, and other types of planned gifts. Commitments exceeded $6.5 million in the following twelve years. In 1999, a review of historic performance and an evaluation of opportunities revealed much greater potential. In response, a senior member of the development staff was assigned responsibility for planned giving on a full-time basis and received training and a marketing budget. Results have been impressive: Magis membership has grown to 235 (191 living and 44 deceased) whose aggregate commitments exceed $26 million.
Recommended action: The potential for gift revenue via planned giving is enormous, particularly via annuities. The university should invest more resources in personnel and promotion to identify and cultivate alumni/ae and other planned giving prospects who are retired or who are planning for retirement.
Advancement strategy
Development
Mr. Anagnostos revised the university’s advancement strategy when he became vice president in 1999. The previous strategy relied heavily on a generous but declining number of major benefactors -- mostly local alumni/ae, friends, corporations, and foundations. The revised strategy aimed at broadening the base of support, particularly outside Northeast Ohio, while maintaining support from traditional benefactors. It also focused on publicizing academic and service programs that would appeal to non-traditional benefactors. The campaign to raise funds for the Dolan Center has succeeded largely as a result of these two innovations.
In response to the decline in business support for operational expenses (unrestricted gifts), a new position was created to obtain foundation and corporation grants for programs and projects. Results include the previously noted challenge grant from the Kresge Foundation.
The shift of resources to cultivate more major-gift donors had the unintended effect of lessening attention to the annual fund. To address this problem, in 2001 staffing was restructured and a more rigorous plan was implemented to solicit alumni, university employees, and others. Also in 2001, the annual donor report was revived. The university developed a new campaign theme and logo, Committed to Carroll, in 2002 to spur broader participation in the annual fund. The theme, exemplified by alumni/ae and other constituents who are committed to the university’s mission, was unveiled in the 2002 annual report. The theme is used in a variety of publications.
Alumni/ae
relations
Relationships are the foundation of advancement. Historically, most alumni relations activities were focused on Northeast Ohio. Local graduates filled most positions on the Alumni Association's board. Alumni chapters in most other metropolitan areas stirred into action for visits by the president or seasonal events.
The advancement plan introduced in 1999 initiated regional assignments for development staff to expand opportunities for alumni participation in university life. The objectives were: (1) identify and cultivate new major-gift prospects; (2) involve more alumni in university activities. Progress toward the first objective has been significant, particularly in respect to capital campaign gifts. There has been less progress toward the second objective, principally due to a lack of resources, program specifics, and leadership within other regions.
The approach to the second
objective has been revised. The regional
focus has narrowed to "chapter cities" where graduates are
concentrated and where the admission office recruits. Cities in the prototype phase are Chicago,
Pittsburgh, and Cleveland. Others will
be added in the future. The plan for providing
alumni with structured opportunities for involvement includes the following options:
(1) the Alumni-in-Admissions Program (wherein alumni/ae assist with student
recruitment), which will be enhanced through jointly sponsored events in
chapter cities;
(2) the Alumni Network, aimed at expanding career mentoring and job networking
among graduates; (3) Young Alums, a
new program that facilitates communication and community service among recent
graduates; (4) Women's Network, also a new program that helps alumnae to
convene around issues of common interest; and, (5) institutional image building,
to provide greater visibility for John Carroll in targeted metropolitan areas (envisioned
but not yet funded).
The shift to a regional strategy affected the participation of the Alumni Association in advancement programs. The association’s board became inactive in the transition to the new advancement strategy for want of a defined mission. In 2002, the board was reactivated under new leadership. The new president and board have redefined the mission and structure of the association to serve alumni/ae more effectively and to contribute to advancement goals.
Recommended actions:
Institutional image and
recognition
The university has a positive image in Northeast Ohio due to the quality of its programs and graduates. Undergraduate programs are better known than graduate programs. Name recognition beyond the area is low. Even within the region, the university is not as well known as other institutions, which invest heavily in promotion. Institutional identity is a significant issue as the university seeks to expand its geographic market for undergraduate students, diversify its student body, and expand graduate school enrollment.
Unlike many local and regional competitors, the university has invested little in promotion beyond targeted communication to prospective students, the secondary schools they attend, alumni/ae, and other constituents. Printed and electronic publications, including the Web site, have been the principle channels of communication. Institutional advertising has been limited, although advertising expanded in fall 2003 to publicize the opening of the Dolan Center and Don Shula Stadium. Historically, institutional advertising has been sparse.
The public affairs department is responsible for some aspects of institutional promotion -- media relations, flagship publications such as John Carroll magazine and annual reports, development publications, some elements of Web site and e-communications, institutional advertising, government and community relations. Many units rely on the department for help in the design, editing, and printing of publications, but others produce publications independently. In the mid-90s, the university transformed its alumni/ae publication from a two-color tabloid to a four-color magazine. The new, expanded format of John Carroll magazine has been well received. A survey of readers was conducted in December 2002 and yielded a small but positive response.
Until fall 2001, department personnel numbered six, small in comparison to Jesuit and other peer institutions. Two positions were added as the university geared up for the public phase of the capital campaign – a full-time media relations director and a senior writer to support development publications. The plan is to retain both positions after the campaign ends.
Communication functions at John Carroll have been decentralized and not well uncoordinated historically. Some units have promotional plans, but there is no integrated marketing strategy based on strategic goals, measurable objectives, and complementary planning and action. Noted previously is the problem of uncoordinated design and content of publications. The university lacks design and graphics standards, so there is significant variation in the appearance of publications and advertisements. Marketing themes are diverse and uncoordinated. John Carroll lacks a “brand image.” (Note: in respect to “brand imaging,” it is noteworthy that John Carroll and the other 27 Jesuit colleges and universities in the country have decided to identify opportunities for collaborative marketing of Jesuit education.)
Concern about uncoordinated communication is growing, exemplified by the university’s web site. Absent an authority to guide development, individual units contract independently for software and management services. In addition to inefficiencies that uncoordinated purchases entail, they contribute to fragmentation in communications and institutional image.
Actions are underway to address these problems. In January 2003, the Academic Vice President formed an exploratory committee to assess the Web site to recommend policies, processes, and an organizational structure that would address identified problems. As a result of the committee’s work, the university has established a Web management committee to guide future development.
Two other committees were established in fall 2003 to improve communications and marketing. One is the University Council, a representative body of university constituents whose purpose is to facilitate regular discussion of topics and issues relevant to university life. Second is a Committee on Marketing, created to guide marketing communications that articulate John Carroll’s mission in strategic terms to constituents and other key audiences.
The Committee on Marketing was established by the president as one step in implementing the university’s strategic plan, which was prepared by the University Planning Group in collaboration with the university community. The sixth goal of the strategic plan states the need to enhance the university’s visibility and recognition.
Other aspects of campus life deserve examination as they relate to institutional image and reputation. One is the university’s participation in the Ohio Athletic Conference, which provides a competitive environment for student-athletes but which obtains little media attention, even within the Northeast Ohio market. Would John Carroll’s visibility and image benefit through competition with better known colleges and universities, particularly those whose academic attributes position them as competitors for the brightest high school students?
Second, in the past few years the university has expanded the number of superior lectures and lecture-series, symposia, and other programs open to the general public as well as the university community. With the exception of the Donahue Auditorium in the newly opened Dolan Center, conference rooms where these events are held are sub-standard, parking for visitors is limited, and campus directional signs are poor. The inadequacy of presentation facilities and related infrastructure detract from the experience that visitors should enjoy.
Third, investment in academic and athletic facilities during the past decade, coupled with the purchase of houses on nearby streets in the past two years, has engendered concern among residential neighbors and City officials about the university’s plan for growth. There is a need to improve town / gown communications. This matter is addressed in the report of the subcommittee on integrity in practices and relationships.
The university commissions
surveys to guide its planning, but most market research focuses on students’
attitudes and opinions about academic programs and student life. Little data exist on: (1) attitudes and
opinions of undergraduate and graduate students about why they came to John
Carroll; (2) why those who declined acceptance (and went elsewhere) made those
decisions;
(3) what graduates and benefactors think of the school and how this affects
their interest in supporting its mission: and, (4) what civic, business, and
public leaders think about the university’s role in and contributions to the
community.
Recommended actions:
Subcommittee on Development and Alumni Relations
Mr.
Ms. Nikki C. Bondi, President of Alumni Association; ex officio member of board of directors
Rev. Casimir R. Bukala, S.J., Professor of Philosophy and Chaplain of Alumni Association
Mr. Albert DeGulis, member of board of directors
Dr. Valerie R. Flechtner, Associate Professor of Biology
Dr. James H. Martin, Professor of Marketing
Mr. Timothy G. O’Callahan, Director of Development
Self-study/development/development report narrative final.doc
11/26/03