The document discusses best practices for advancement at Catholic high schools. It provides statistics on enrollment trends, costs, and fundraising. Effective advancement requires comprehensive funding initiatives focused on annual gifts, major gifts, planned gifts, and strategic events. It stresses the importance of institutional leadership and commitment to advancement. Success depends on implementing a step-by-step plan and focusing on execution over ideas.

1. Summer Seminar 2012
Development 2012: Myths, Realities, and
Best Practices
Application 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
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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!