This document provides statistics and trends regarding Catholic secondary education and fundraising. It notes that in 2012, total charitable giving in the US was $316 billion, with most coming from individuals. It then gives statistics on Catholic high schools, such as average enrollment and tuition increases. The document discusses trends in comprehensive fundraising initiatives and the importance of major gifts. It emphasizes that leadership requires having honorable character, selfless service, and focusing on being knowledgeable and taking action. Overall leadership is about setting direction, aligning people, and providing motivation.

2. Giving Statistics,
Leadership
and Trends in
Catholic Secondary Education
Terry Fairholm, President
July 31, 2013

3. National Giving Statistics
• In 2012, total giving was $316 bil.
• 3.5 % increase - 1.5% increase adjusted for inflation
• 2% of GDP
• $229 bil. or 73% from individuals – 1.9% incr.
adjusted for inflation.
• $45.7 bil. or 14% from foundations – 2.3% incr.
adjusted for inflation.
• $23.4 bil. or 7% from bequests
• $18 bil. or 6% from corps.

4. National Giving Statistics
• Foundations increased grants by 2.3%
• Bequests fell by 9% (after a 6%
increase in 2011)
• Contributions to colleges, universities
and private schools rose by 5%

5. Catholic School Statistics
• 1,200 Catholic high schools in the USA
• 554 average enrollment
• 56% have President/Principal model
• Cost of educating one student increased 5%
• Tuition increased 9.1%
• Financial aid increased 31%
• 72% of students seek financial aid

6. Catholic High School Statistics
• Schools are able to meet 57% of the need for
financial aid
• $4.6 mil. average endowment; ½ <$2.0 mil.
• 12% average alumni giving
• $686,548 total development-generated
revenue
• Average annual fund $396,000
• $1,665 average “gap”

7. Annual
Fund
API Philanthropic Giving Model
Annual Giving
(This School Year)
Major Gift Program
(Short-TermFuture,
3-5 yrs.)
Planned Giving
(Long-TermFuture,
5+years)
Auction
Events
Major Gifts
for Capital
Projects
Estate Gifts,
Insurance,
Trusts, etc.
EndowmentFacilities, e.g.

8. Fundraising vs Advancement
 Fundraising:
– Is ‘mass communication’ oriented.
– Makes few distinctions, considers all constituents equally.
– Same approach to all.
– Is activity oriented – events, premiums (raffle tickets, 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.
– Requires a customized approach to all.
– Is more results oriented.
– Is the most cost effective method; will raise exponentially more money.

9. Development Trends
Comprehensive funding initiatives – some schools
aren’t calling it a ‘capital campaign’.
Emerging from the institutional 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.
Re-thinking roll of Alumni Relations.

10. Development Trends
 We are still off the high water mark of $344 bil.
in giving in 2007
 One of just 4 years we have exceeded $300
bil. in giving
 Seems like more of a reflection of our mood
than the reality of giving
 Giving by taxpayers that itemize represented
81% of the total given in 2012

11. Development Trends
 Fewer than 20% of those earning under
$50,000 itemize
 Over 93% of those earning $200,000 or more
itemize
 From experience we know that the bulk of the
funds we raise come from a small % of our
constituents at the top of the pyramid
 The recover is here and it is being driven by the
wealthy

12. Development Trends
 The decision to give is the direct result of
fundraising best practices
 While it is always beneficial to explore new and
different ways of engaging prospects – we
must be aware
 the boom in philanthropy continues
to be in major gifts

13. Major Gift Trends
More complex questions from top prospects.
It’s taking longer to reach major gift financial goals.
More solicitation calls are required; a deeper
pyramid.
Prospects are pledging more conservatively.
Increased importance of annual and planned
giving.
Scope, sophistication and expectation of
development has increased dramatically.
No margin for error.

14. The basis of good leadership is:
• honorable character
•selfless service to your organization
Respected leaders concentrate on:
• what they are [be] (such as beliefs and character)
• what they know (such as job, tasks, and human nature)
• what they do (such as implementing, motivating, and providing
direction)
Be – Know - Do

15. “Management is doing things right;
leadership is doing the right
things.”
- Peter Drucker

16. Management vs Leadership
• Management involves planning and budgeting.
Leadership involves setting direction.
• Management involves organizing and staffing.
Leadership involves aligning people.
• Management provides control and solves problems.
Leadership provides motivation.

17. Management vs Leadership
• Management is about coping with complexity; it
brings order and predictability to a situation.
• But that’s no longer enough—to succeed,
Catholic high schools must be able to adapt to
change.
• Leadership is about learning how to
cope with rapid change.

18. Leadership in a
Catholic High Schoolp
“A herd of deer led by a lion will defeat a herd of lions
led by a deer.”
1. Ensure clarity and fulfillment of mission.
2. Provide top quality education.
3. Maximize enrollment.
4. Maximize philanthropy.
5. Ensure prudent financial management.

19. The Right Things –
Core Leadership Skills
1. Vision
2. Action
3. Result
s

20. Core Leadership Skills
Vision: Envision a new reality, new directions,
the preferred future.
Action: Desire isn’t the factor that holds leaders
back, it’s knowing how to execute.
Results: It’s a myth that hard work is enough to
achieve results. A special set of skills is
required to reach the end zone.

21. Vision
Vision requires:
Knowledge: An up to date understanding of the
broader issues facing your school.
Planning: Set goals and ‘get things done’.
Courage: Take the necessary risks.

22. Action
“Vision without action is hallucination”
-Thomas A. Edison
Action Requires:
Decision Making: Make sound decisions in a timely
manner.
Communication: Create an open environment where
thoughts are expresses freely.
Engage Significant Others: Moves the organization
toward seemingly unobtainable results.

23. Results
Results Require:
Risk Taking: Push the envelope, do things
differently.
Results Focus: Stay committed to the strategy.
Agility: Respond quickly to change and adversity.

24. Moving The Mountain…
Who Does What??
Board:
 Create policy
 Adapt the vision
 Allocate needed resources
 Authorize action
 Give! Get or Get Off!!
President/Principal:
 Create the vision
 Commit to Advancement
 LEAD the initiative by taking action – hiring, delegating, soliciting, etc.
V.P. for Advancement/Development Director:
 Commit to Advancement
 Set priorities; be disciplined about execution.
 Accept responsibility for implementation – GET IT DONE!