Application of Development "Best Practices" Model
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Application of Development "Best Practices" Model Presentation Transcript

  • 1. Summer Seminar 2012 Development 2012: Myths, Realities, and Best PracticesApplication of Development “Best Practices” Model
  • 2. National Statistics 1,205 Catholic high schools in the country. Average Catholic High School Enrollment: 2009-10: 607 (fairly steady in the decade) 2010-11: 535 (down 12%) Tuition and Costs:  Mean tuition: $8,800 Per Pupil Cost: $10,800 (27% incr. since ‘07) (24% incr. since ‘07) Mean “Gap”:  $2,000 per student (increase of 11% since ‘07)
  • 3. National StatisticsEnrollment/Size: <50: 3% 50-149: 21% 150-299: 40% 300-499: 21% 500-749: 10% 750+: 5%
  • 4. National Statistics 42% of schools were conducting capital campaigns. Average endow: $3.7 mil. – half reported < $1.3 mil. in endowment. Average % of students requiring financial aid = 40% and rising. Average tuition increase = 4%. 55% have President/Principal operating model. Average enrollment 535.
  • 5. Conclusions Enrollment trend is down  Demographics  Competition  Cost “Gap” is widening  Upward pressure on costs  Downward pressure on tuition Results? Increased pressure on recruiting/admissions Increased pressure on advancement
  • 6. TrendsScope, sophistication and expectation of development has increased dramatically.Less emphasis on ‘periodic capital campaigns’.More emphasis on perpetual funding initiative – fund the strategic plan.The need is to increase all annual funding form all components – AG, MG,PG.
  • 7. Advancement TrendsComprehensive funding initiatives – some schools aren’t calling it a ‘capital campaign’.Emerging from the institutional strategic plan.Emphasis on perpetual funding initiative – fund the strategic plan.Transition from ‘periodic capital campaign’ and periodic focus on major gifts to:‘Maximize philanthropic potential on a yearly basis’ from each fundamental source: AG, MG, PG.
  • 8. Where Investments Come From 84% of all financial donations (nation wide) come from individuals (5% from corps., 11% foundations). In a capital campaign/major gift initiative, 70% of the goal will come from the top 10-20 commitments (or top 8-10% of the giving pyramid). In education, alumni and parents are the primary prospects. Foundations are secondary prospects; corporations are seldom prospects.
  • 9. Fundraising & AdvancementFundraising: –Is ‘mass communication’ oriented. –Makes few distinctions, considers all constituents equally. –Same approach to all. –Is activity oriented – events, premiums (raffle tickets, bake sales, etc.) –Has a low marginal cost effectiveness rate. –Is an effective method of raising some money.Advancement: –Is personal and relationship oriented. –Distinguishes higher potential. –Is strategic in nature: mission-centered. –Requires a customized approach to all. –Is more results oriented. –Is the most cost effective method; will raise exponentially more money.
  • 10. Our Model Maximize R Philanthropic VE RE FO RO W Potential OR M TO Y DATO RELATIONSHIPS AND PARTICIPATION
  • 11. Catholic H.S. Advancement – ‘Best Practices’ Annual Fund:  supports the operating budget, funds the “gap”  focuses on current & past parents, alumni  national averages: 14% alumni support, 27% parent support  average amount raised $400,000 Major Gifts:  Supports institutional capital priorities (facilities, endowment, programs, technology)  Focuses on top of the pyramid prospects - those that have the wealth and the interest in making philanthropic investments in the school’s mission  <5% of the constituency base has major gift potential
  • 12. Catholic H.S Advancement – ‘Best Practices’ Planned Gifts:  legacy commitments – wills, insurance policies, etc.  usually earmarked for endowment  focus on the securing the future of the institution ‘Strategic’ Events:  typically two per year – one in the fall, one in the spring  traditionally include an auction and one other ‘major’ event  focus primarily on current parents, secondarily on alumni and past parents  usually earmarked for financial aid, current operations, or current special project
  • 13. Institutional Leadership“A herd of deer led by a lion will defeat a herd of lions led by a deer.”Must GET IT!!Shared vision of the future – Consensus and PRIORITY of FUNDING COMPONENTSCommitted President/PrincipalCommitted Director of DevelopmentReal Leadership/Board Commitment To AdvancementAllocation of Financial Resources – spend $ to make $Realistic ExpectationsTotal Commitment to the plan and to success – don’t give up!!
  • 14. Guiding Principle #1: Reality
  • 15. Guiding Principle #2 Step by StepA successful advancement initiative is the result of a series of steps taken one at a time, in the proper sequence, according to a plan and timeline.At any particular time, leaders should be concerned with only one step.If that step is not executed properly, the next will be more difficult. If that step is executed properly, the next will be easier and more effective.
  • 16. Guiding Principle #3 Implementation, Not Ideas, is the Key to Success Changes that are structural and transformational are the keys to ensuring high quality outcomes.  Substantial increases rather than incremental (‘fundraising’) and ‘muddling through’  Achieve key strategic objectives (‘advancement’) Implementation: After all the strategizing and meeting, someone has to go out and do it! That’s YOU!!
  • 17. Catholic H.S. Advancement – ‘Best Practices’ Purpose:  What is the singular objective of the Development operation? Focus:  Laser-like focus on the ‘right’ things! Implementation:  Execution, getting it done!! Don’t let this year go by without doing this!