Capital Campaign Progress Report June 2015 1
01 C 02 03 04 05 06 Feasibility Study, Goal, Timeline and selecting priority projects. (Bentz Whaley Flessner, University Leadership). Communications Strategy (ologie/ucomm) Campaign Leadership. National, Regional and College Committees. Development Board Budget, Staffing, Training Wealth Screening, Fundraising Tools, Alumni Engagement/Events Appendix 2
01 Feasibility Study, Goal, Timeline and selecting Priority Projects. (Bentz Whaley Flessner and University Leadership) 3
Feasibility Study Report Completed November 28, 2014 Copyright 2015 Bentz Whaley Flessner This report is confidential and should not be copied or shared without permission from Central Michigan University and Bentz Whaley Flessner. 4 Bentz Whaley Flessner Copyright 2013 Bentz Whaley Flessner
Executive Summary Feasibility Study - Objectives and Process 5 Copyright 2014 Bentz Whaley Flessner Bentz Whaley Flessner
We recommend a $100 million campaign goal for CMU. A modest increase in time, budget, and focus will achieve a $100 million campaign goal. To move to the next level requires a massive shift for the university in four areas. $125 Million-plus Campaign 4. Significant Presidential time and focus. 3. Enhancing the development board s role. 2. Southeast Michigan presence and great national alumni strategies would be required on a sustained basis. 1. Major investment in advancement; CMU would need to build larger division with more senior staff. $100 Million Campaign 6 Bentz Whaley Flessner
Timing Campaign Phasing Goal: $50m Goal: $100m Campaign Phase 2015 2016 2017 2018 2019 2020 2021 2022 Campaign Preparation Nucleus/Leadership Gifts Public Phase Wrap Up and Celebration Public Announcement 7 Copyright 2014 Bentz Whaley Flessner Bentz Whaley Flessner
Campaign Preparation (2015) Feasibility Study with one on one interviews. Review by campus leadership. Campaign goal set, and projects identified. Establishing Comprehensive Capital Campaign structure and membership in process. Communication plans initiated. Wealth screening in process. Partnering with alumni to increase alumni outreach. Altered Development Board operations/structure to collaborate with Comprehensive Capital Campaign. 8 Bentz Whaley Flessner
Project Funding For the Capital Campaign Working with University Leadership over the past six months the fundraising projects selected will be the following*: Campus Engagement Student Success Teaching and Learning Grand total for all projects will be approx. $112.5 million *Please note this priority list has not been finalized. 9
Student Success Please see Appendix for project details 10
Teaching and Learning Please see Appendix for project details 11
Campus Engagement Please see Appendix for project details 12
02 Communications Strategy (ologie/ucomm) 13
*After an extensive search, ologie was selected by DER and UCOMM staff in the spring of 2015 to develop the campaign marketing brand, and coordinating communication materials for the upcoming Comprehensive Capital Campaign. Examples would be website, printed materials, videos. *ologie will consult with DER and University Communications in the production of campaign materials. *Goal is to have initial campaign communication materials ( leave-behind piece and campus video) completed by December 2015. *ologie will visit campus for the first developmental visit on July 13 th and 14 th. 14
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03 Campaign Leadership 16
Comprehensive Capital Campaign Volunteer Structure 17
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Development Board Engagement *Developed a Development Board specific website to encourage communication (December 2013). *Developed an online form for Development Board members to submit/identify potential prospects (February 2015). *Sent a survey to Development Board members to gauge thoughts on structure of Development Board committees (April 2015). *Development Board Committee on Committees has developed a proposed structural change for the Development Board (next slide). *New charge for the development board nominating committee to proactively seek new members. 20
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04 Budget, Staffing and Training 22
Budget Breakdown - Capital Campaign Projected Total Campaign Approx. Budget: $10,000,000 Projected Additional Fundraising Staff: $3,000,000 Projected IT Staff/Data acquisition/hygiene - $1,500,000 Projected Consultant Costs (BWF) -$1,300,000 Projected Additional Research Staff: $400,000 Projected Communications Costs (ologie) - $700,000 Projected Operating Expenses: $3,000,000 This budget is over the lifetime of the campaign (7 years) 23
*Development Officers (3) Staff Growth *Campaign Communications Coordinator / Writer (1) *Researcher (1) *Assistant Director of Annual Giving (1) *Assistant Director of IT (1) *Records/Data Entry (2) *Graduate Student IT (1) DER will launch a Talent Search Committee to recruit for these positions. 24
Development Officer Training *All sixteen development officers are going through a personality profile test and sales acumen training. *Development Officer survey has been completed. Training is scheduled at CMU on July 15 th, 16 th and 17 th. *Development Board Member Jeff Seeley and his company Carew International will provide the comprehensive training. 25
05 Wealth Screening, Fundraising Tools, Alumni Engagement/Events 26
Total Alumni Wealth Screen Past Giving Analyze Identify top 100-150 Prospects Implement giving strategies per prospect Wealth Screening Development officers work to secure gifts 27
Wealth Screening Details *DER research staff used DonorSearch, to conduct an electronic wealth screening on our current alumni/donor database. An electronic wealth screening searches public records for information on donors/prospects. Some typical pieces of information that can be found are real estate values, FEC contributions, charitable giving, SEC holdings/trades/acquisitions, and business information. *Research team is currently reviewing the results, starting with those identified as having the highest wealth capacity. As new potential prospects are identified, they will be added to the portfolios of the development officers. 28
Wealth Screening Details Identify Top Donors Prospect research is currently developing a Top 100 List of leadership prospects for the comprehensive capital campaign. Specific campaign ask strategies will be developed for each of these prospects. Research will meet with each development officer in order to review portfolios and help identify those prospects they plan to ask during the campaign. *This table only identifies capacity based on wealth and does not measure affinity or past giving to CMU. *Research targets those with wealth greater than $100,000 to identify potential major prospects (approx. 8,000). *The National Campaign Steering Committee, Regional Campaign Committee, College/Unit Committee, Board of Trustees and Development Board will contribute 25% of the Comprehensive Capital Campaign fundraising total ($25 million). 29
Alumni Engagement Overall Events 200 150 134 174 2014 2015 100 50 0 30% increase in overall events 30
Alumni Engagement Out-of-State Events 70 60 50 40 49 63 2014 2015 30 20 10 0 29% increase in out-of-state events 31
2015 Comprehensive Capital Campaign Accomplishments Feasibility Study with one on one interviews. Review by campus leadership. Campaign goal set, and projects identified. Establishing Comprehensive Capital Campaign structure and membership in process. Communication plans initiated. Wealth screening in process. Partnering with alumni to increase alumni outreach. Altered Development Board operations/structure to collaborate with Comprehensive Capital Campaign. 32
06 Appendix 33
Student Success - $44.5 million Scholarships - Student success at CMU starts with affordability. CMU s goal is to make college possible for a greater number of high-achieving students. Scholarships make it possible for more academically talented students to experience the transformative power of a CMU education and pursue their dreams. In 2013, Enrollment and Student Services reviewed and developed a proposal to re-engineer and increase institutional scholarships and financial aid. The need for a 20 percent increase in needbased financial aid each year for the next four years was identified, but limited institutional dollars in new university funds makes this unattainable. Internships Internships provide students with opportunities to develop teamwork skills, practice and balance individual responsibilities, experience jobs that match academic and personal interest, perfect industry-specific capabilities, and allow students to build professional network contacts and mentoring relationships. However, many internships are unpaid putting a financial burden on students who have to cover living expenses and transportation costs to travel to internship locations. College of Medicine - To ensure ultimate success, students must have a positive experience in communities throughout central and northern Michigan. Statistics prove that today s doctors settle in communities within a 90-mile radius of where they did their training residency program included. CMED s clerkship program will initially send students in twos or threes to communities where we have hospital affiliate agreements. They will travel and live in these respective towns from Petoskey to Caro to the Upper Peninsula. The reason these clerkships are vital to the success of CMED is that it s the first-impression the real-life experience of what they will encounter when they complete medical school and residency. These experiences must be cost-effective and enable both CMED and the participating community to put their collective best foot forward to entice the students to one day come back and start a practice. It s sort of a soft introduction and recruiting time for the community to convince students that their community needs and wants them. There are several needs here: Housing, travel costs, mentors and hosts. Student Athletics (North End Zone) - Capital improvements to the end zone facility of Kelly Shorts Stadium will benefit all student-athletes by improving outdated operational needs and the functionality of this facility (created in 1972). Included in this project is additional academic space, increased training room facilities, and meeting rooms, all student-centered. Plans call for the addition of academic support space, weight room and training room services that will be large enough to accommodate the needs of over 450-plus student-athletes from all 18 sports programs. The training room will be big enough to make room for state-of-the art training equipment that will better meet the needs of today s student-athletes. Additionally, bigger meeting rooms, additional office to accommodate the additional women s sports programs will enhance the operation and functionality of this facility. Library It has been nearly 15 years since Park Library reopened following a renovation and expansion project. However, library services and technology are becoming dated as CMU s academic and research needs and the dynamic advances in technology require on-going development and investment to ensure that the facility and library services continue to be adequate as the university progresses. CMU s capital planning process endorses a 10-year future improvement plan for Park Library. A series of phased renovations through 2025 would allow for developing Park Library as a Comprehensive Learning Commons and would allow the facility to remain a central academic point of learning and pride for multiple generations of future students and faculty. 34
Student Success (continued) - $44.5 million Professional Certification Program (CBA/ORSP) The creation of this center would achieve the following benefits: *Establish a Prometric Center on campus to enable students to sit for professional certifications. *Establish a destination certification related activities practice testing; pre-certification seminars and other ancillary services. *Raise awareness of the benefits of professional certification and enables the incorporation of certification preparation into our first professional degrees that would benefit from certification. *Serve as a possible sight for required background checks and fingerprinting for programs that have such requirements (e.g. education and health professions) Alumni Discover Program Designed to take current CMU students recruited through the Future Alumni Association student group to meet with alumni employers and businesses for advice and information on potential internships and job opportunities. The program utilizes CMU alumni as hosts to provide advice on career paths for students. Discover trips provide a unique experience for students: *1-2 day visit to major cities in Michigan and nationwide where high concentrations of CMU alumni live and work. *Students have the opportunity to tour a number of businesses and event venues during the trip. The experience is designed to show both the professional and community aspects of each city. *Cost varies for each trip depending upon the number of participating students, length of stay, destination location, lodging and meals. *Staff support includes but is not limited to site preparation and coordination, marketing and promotion of the trip, hosting an alumni networking event for students and alumni and traveling with the students as guides for the trip. Global Campus - Below are projects from Global Campus: * Scholarships - Veterans Purple Heart Educational Scholarship, Single Parent Educational Achievement Scholarship, Military Student Online Undergraduate Degree Program Award. *Services Funding for expanded tutoring services, counseling referral services and additional funding for a position in career service. *Equipment Funding for additional video conference equipment for Global Campus Centers. *Name Opportunities Veteran Resource Center. 35
Teaching and learning - $65.5 million Biosciences Building - Reflecting the shift in student interest to STEM fields, CMU continues to grow its biology programs, the fastest growing major at CMU with more than 900 majors and 7,500 students a year taking classes. Faculty and students research the sustainability and management of the world s largest supply of fresh water To support this growing demand and advanced technology and research, CMU is building a $95 million Biosciences Building, which will be ready for faculty and student use in January 2017. The facility will foster an important contribution to Michigan s economic goals by emphasizing cell and molecular biology, biotechnology and enhancing the existing strong programs in the biosciences at CMU including those in the Institute for Great Lakes Research. Faculty chair endowments Endowed faculty professorships and chairs are crucial for recruiting and retaining the highest-quality faculty. The greatest institutions have the best minds, the most-creative researchers and the most- engaged teachers. Establishment of endowed chairs supports CMU s vision of being an inclusive community of scholars, a national leader in higher education, inspiring excellence and innovation... and aligns with the university s five strategic priorities of student success, research and creative activity, quality faculty and staff, community partnerships, and infrastructure stewardship. The Center for Integrative Health Studies - About 15 percent of the current CMU freshman class cite health care careers as a primary area of interest. The demand coupled with the national reputation of CMU s programs in physical therapy, physician assistant, speech-language pathology and audiology exceeds the capacity of The Herbert H. and Grace A. Dow College of Health Professions. The Center for Integrative Health Studies is designed to address significant, unmet demand among prospective students, Michigan employers, and unmet demand among Michigan residents and families for access to health care professionals and services. College of Education and Human Services - Develop a birth through 5 years program by expanding the Child Development and Learning Lab (CDLL) to meet the needs of the children and families. We are missing a critical age, birth through three, much of the behavioral and intellectual development occurs in children when setting the stage for a successful life. Working with children and families in this age range deepens learning and development in profound ways. By expanding the CDLL to include children birth through 5 years it will provide more CMU students with a compelling learning experience and prepare them better as full-scale child-development specialists and educators thus increasing career opportunities. College of Business Administration Grawn Hall renovation - Growing the next generation of business leaders starts with the right environment one that fosters collaboration, promotes imaginative thinking, enables cooperative learning, leverages technology and quite simply creates an environment that helps students transition into positions of leadership in the organizations they are destined to lead. Today, the College of Business Administration is housed in Grawn Hall, the oldest building on campus built in 1915. The renovation would employ creative space utilization tools to create almost 7,000-square-feet of modern public space including a study lounge, Wi-Fi enabled project rooms, reading rooms and teamwork stations. This summer some modernization work began with the construction of a Financial Analysis Lab, featuring Bloomberg terminals, news monitors and business tickers, where students have daily access to real-world technologies and real time data offering them the tools and skills to compete in increasingly sophisticated business and financial markets. School of Neuroscience Establishment of the School of Neuroscience positions CMU s neuroscience program with an opportunity to become internationally renowned for translational neuroscience research particularly in the areas of developing and testing potential treatments for neurodegenerative diseases including Alzheimer s and Huntington s Disease. This highly respected program has attracted the attention of the Society of Neuroscience, naming it the Best Undergraduate Program of the Year in the country. 36
Teaching and learning - $65.5 million (continued) ORSP Vivarium Additional vivarium space would provide enhanced research and teaching capability, including enhancing the strength of the healthcare focus at CMU. The faculty in at least four colleges will benefit. Expected outcomes include increased research funding, more publications as well as richer opportunities for teaching. College of Communication and Fine Arts - Center for Media and Communication Innovation & Research: A center in the College of Communication and Fine Arts focusing on interdisciplinary curricula, training of students and faculty in new media technology, research of communication in new media environments, and innovation in gathering and delivering information. Under the guidance of a dedicated director, this center will provide collaborative opportunities between the five departments within CCFA (Art & Design, Broadcast & Cinematic Arts, Communication & Dramatic Arts, Journalism & the School of Music); opportunities for additional collaboration with other colleges and programs at the university are also possible (e.g. the College of Business as well as public broadcasting). Clark Historical Library Develop several targeted endowments to increase non-budget funds for priority collections/programs of this gem-like library. Examples might be: Hemingway in Michigan, CMU history, Michigan newspaper and manuscript digitization, children s books and illustrations, and speakers/outreach programming. 37
Campus Engagement - $2.5 million Career Transition Center To prepare both civilian and military students on career search readiness by staffing a full time professional HR/Career Counselor in a Global Campus in metro-detroit location. Diversity Efforts To enhance and strengthen inclusion at CMU. Volunteer Center- The Mary Ellen Brandell Volunteer Center would use additional funding to; develop relationships with community service entities, alternative break, compensate travel expenses for Service Ambassadors, Compensate tutors working with America Counts and Reads. 38