D5

=Category D: Resource Management and Development= toc

D5 - Development

 * Has the school an effective development/fund raising program that is consonant with school philosophy? (1)
 * Fundraising efforts at Moreau Catholic High School are developed in direct response to the needs of our students, including the academic, social and spiritual learning outcomes outlined in the ESLRS. Specifically, the annual Moreau Fund campaign efforts to secure contributions from parents, alumni, alumni parents, faculty and staff, board of trustees and the community are used to close the gap between the income collected from tuition and fees and the costs to educate each student. Targeted appeals and/or events are created to support additional needs on campus. For example, Funding Hopes and Dreams Luncheon was created in 2009 to raise money for tuition assistance, a growing need at Moreau Catholic. The annual Crab Feed raises money in support of athletics. In 2010-11, the school launched a small campaign to raise funds to renovate Teves Theatre, which was identified as a critical need on campus. Additional examples are outlined below.
 * In order to meet the growing financial needs of the school, an increase in giving across constituent groups is needed in the coming years. Specific examples of strength and areas of growth in giving are outlined below.
 * Is there evidence of development planning? (2)
 * The Institutional Advancement department has a strong planning process, including goal-setting and evaluation. Prior to each school year an Operational Plan is developed which includes growth goals for each campaign and event. The Operational Plan directly supports the five bullet points for IA in the 2010-2015 Strategic Plan.

Suggested Areas to Analyze

 * short and long range development plans (3)
 * philosophy and organization of the school’s fund-raising activities (4)
 * commitment of resources to staffing and operating a development program with a full range of “gifting” opportunities (5)
 * collaboration between the board and the administration regarding the development program (6)
 * public relations and marketing program to attract donors and supporters (7)
 * integration of development activities into the life of the school (8)
 * integration of development resources into the school budget process (9)
 * fund raising activities that involve a spectrum of the school’s community connections (10)
 * additional evidence (11)

Guiding Questions
 * Areas of Strength || Evidence ||  || Areas of Growth || Evidence ||
 * ||  ||   || * Relationships with larger corporate donors - how could we increase participation? || * Increased focus on parent and alumni giving will increase matching giving to the school through corporate gifts.
 * KDW - While corporate giving is important, it is not a primary focus right now. Our bigger concerns are Current Parent and Alumni giving, particularly those with major gift potential ($1,000+). Request to remove this from the growth area (or, indicate that it has a low priority over the next 5 years) ||
 * * The Institutional Advancement Department has a strong working relationship with members of the Board of Trustees and the IA committee. || * The IA Director attends all Board of Trustees meetings and the annual retreat.
 * The IA Director works closely with the IA Committee Chair, Mr. Dave Capurro '77 and is the lead staff liaison for this group. The IA committee is charged with direct oversight of fundraising activities. The committee meets six times per year to review the operational plan, discuss the goals for the year, review and evaluate policy and evaluate the effectiveness of our campaigns and events.
 * KDW can provide copies of IA committee minutes if needed. ||  ||   ||   ||
 * * The Institutional Advancement department has a strong planning process, including goal-setting and evaluation. || * Provided under the Virtual Evidence Link, are copies of several planning documents including the annual IA Operational Plan which is developed prior to the start of each school year. This plan includes specific growth goals for each campaign and event.
 * Also attached is a timeline which outlines the upcoming Capital Campaign activities, including the timing for the feasibility study, board review and approval, case development and identification of volunteer leadership, followed by the silent phase of the campaign and the public launch.
 * The 2010-2015 Strategic Plan includes 5 year goals for Institutional Advancement. These goals provide the direction and focus for the department. A review is conducted annually and a report is written to outline our progress on the goals. ||  ||   ||   ||
 * ||  ||   || * Alumni giving (significantly) lower than most schools || * Percentages reported by Delaney-Wiggins show that these are much lower than most other schools. Given report shows this by percentage.
 * Although advancement in this area has been increasing (committees have been created since last WASC to focus on this) there are still sub-committees that have no representation. Specifically "alumni annual giving"
 * According to NAIS, participation by Alumni in the annual fund at Independent Schools averages 13.1%. In 2009-10, only 2% of alumni made a give to the school. NAIS reports that the average gift amount from Alumni annually is $328. KDW will ADD AVERAGE GIFT SIZE
 * An area of growth for Moreau is to work to minimize the gap between our Alumni statistics and national average. ||
 * ||  ||   || * Parent giving lower than most schools || * Percentages reported by Delaney-Wiggins show that these are much lower than most other schools. Given report shows this by percentage.
 * Although advancement in this area has been increasing (committees have been created since last WASC to focus on this) there are still sub-committees that have no representation. Specifically "alumni annual giving"


 * According to NAIS, participation by Current Parents in the annual fund at Independent Schools averages 62.9%. In 2009-10, 45% of parents made a gift to the school. NAIS reports that the average gift amount from current parents annually is $1,119. In 2009-10, Moreau parents gave an average of $340
 * An area of growth for Moreau is to work to minimize the gap between our Alumni statistics and national average. ||
 * * Moreau has strong annual support from Faculty and Staff of the Moreau Fund and Scholarships || * For several years(TLEE - # ofYears?), 100% of faculty and staff have supported the annual fund.
 * According NAIS, the average participation by f/s in independent schools is 73.6% with an average give amount of $189/year.
 * In 2010-11, we added The Hour Club, encouraging faculty and staff to contribute the equivalent of one hour of their salary per month. In year one, XX team members joined the Hour Club and an additional XX team members increased their gift. The average gift amount is $XXX. ||  ||   ||   ||
 * * The Board of Trustees support the development efforts of the school with both their time and resources. || * For XX years, 100% of the Board of Trustees support the Moreau Fund annually. On average, Board members give $XXX.
 * According to NAIS, 94.4% of Board members give annually, with an average gift amount of $5,238. ||  ||   ||   ||


 * * The annual Student Fundraiser supports a specific project or need on campus. || * Large increase of growth between the 2009/2010-2010-2011 school year.
 * 1) IA department focusing on student centered fund raising programs ||   ||   ||   ||
 * ||  ||   || * Development/Fund raising in the school life || * IA department should strive to advocate more for their programs in the school. This could be done by utilizing more teachers and students to be involved in the programs. Donors should be welcomed into the school during the school day so that they are able to see the programs we offer in action. ||
 * ||  ||   || * Development and focus on a major gift/donor program || * IA has identified a small group of repeat donors. Projects such as Hopes and Dreams fell short of reaching a $30,000 matching donation goal. ||
 * * Strategic reports and marketing documents || * High quality documents with high level of information explained well ||  ||   ||   ||

Virtual Evidence Link
2. What are the differences between development and fund raising? As per Kristin there is No difference 3. Development office takes into consideration student needs when planning school fundraisers. 4. 91% of operating expenses come from tuition. 5% comes from fund raising. 5. Moreau Fund -consists of many different parts and is largest in amount raised. a. Parent appeal b. Alumni appeal c. Faculty and staff appeal d. Board appeal 6. Outlined the different fundraisers we have at MCHS 7. Restricted gifts 8. Discussion about income generating events vs. fundraising events 9. Institutional Development Dept. changes 10. Methods to attract new donors (Public relations and marketing program to attract donors and supporters) 11. It is difficult to secure larger corporate gifts because most public companies do not fund religious organizations. Currently funds raised from corporations are matching funds 12. Do we have short and long range development plans - Kristin said yes and she will provide the evidence She told us that every year they create a one year operational plan - She will provide the evidence She told us that the strategic plan includes five-year goals for advancement - She will provide the evidence She told us that there is a long range timeline for the upcoming capital campaign (development plan ?) is a general long range plan - She will provide the evidence
 * //__ NOVEMBER 30, 2010---DISCUSSION NOTES __//**
 * 1. We reviewed the proposed ESLR revisions, everyone agreed -** We then ratified the ESLRs.
 * 1. We reviewed the proposed ESLR revisions, everyone agreed -** We then ratified the ESLRs.
 * a. Funding Hopes and Dreams - benefits tuition assistance
 * b. Crab Feed - booster fund for facilities
 * c. Golf Tournament-
 * d. Student fundraiser -
 * e. Band play-a-thon
 * f.
 * g.
 * a. Annual report
 * b. Vector
 * c. Web site - giving section

Moreau fund raising changes since last WASC information will be provided by Kristin Future Planning documents will be provided by Kristin


 * //__ JANUARY 4, 2011 - DISCUSSION NOTES __//**

1. Re-revised ESLR's were reviewed and discussed. The group agreed that "21st Century" should be removed from the Information category. 2. Group analyzed the short term and long term strategic goals set forth by the Dept. of Institutional advancement a. Delaney-Wiggins reported on the detailed reports provided in the reports. Walked through the entire document to show that ongoing research has been conducted to determine these results.This one year operational plan is a living document that is reviewed each summer to help develop a stronger 5 year development plan. b. Delaney-Wiggins discussed the "Wealth Engine" database programs used to provide the school with information about how to the research potential donors to the school. This web based program has been used twice in the school history to identify new donors and qualify the gift capacity of existing donors. c. Delaney-Wiggins drew attention to the specific time line set forth by the Dept. of Institutional Advancement to be able to produce the needed funds to begin large development projects. Questions were raised on how research was conducted to determine the cost of the campaign needs. 3. "commitment of resources to staffing and operating a development program with a full range of “gifting” opportunities" a. Additional staffing may be needed to focus on annual giving efforts and the capital campaign. Two staff positions have been cut over the past 2 years which has possibly limited the resources available for these projects. 4. "collaboration between the board and the administration regarding the development program" a. Discussion of Board of Directors structure/Leadership team meetings b. General consensus is that the relationship between Board members and Dept. of Institutional advancement is particularly strong at Moreau. Staff and Administration have easy access to the board and their resources. 5. "integration of development resources into the school budget process" a. Transparency in the school community is needed to show how the process is controlled- (February 4th- difference between income and fund-raising and how this money is distributed) 6. integration of development activities into the life of the school a. Student fundraiser has been a great success in the last few years. Participation has gone up and students are more enthusiastic about the programs that are being developed.


 * //__ FEBRUARY, 2011 - DISCUSSION NOTES __//**

All discussion has been entered into the chart above. Clarification was made to previous entries and increased information will be provided for the following meetings.

1. The group completed the proposed questions and will now focus the philosophy of fund raising as set by the institution's Faculty/Staff handbook. - Barton/KDW scanned and loaded the School Philosophy to the Virtual Evidence link to show the School Philosophy and School Philosophy in relation to fund raising. - The group agrees that the verbiage used throughout the document is apologetic instead of proactive concerning raising funds. -Sub section 7.5 should specifically be reviewed to reflect the change in philosophy of the current President, Board, and Department of Institutional advancement. - Group agrees that the entire fund raising philosophy in the Personnel Handbook should be evaluated and reviewed for possible update

**//__ Opportunities for Growth __//**
1. Relationships with larger corporate donors - how could we increase participation? 2. Alumni and current parent giving lower than it should be.

My Suggestions of areas to talk about over the year: (Move into the right area as we discuss or answer) *Can we define fundraising/Development? *Everyone needs to read over the school philosophy. *So we can answer the following question in more detail. *Has the school an effective development/fundraising program that is consonant with school philosophy? *what about the Philosophy and organization of the school's fund raising activities *commitment of resources to staffing and operating a development program with a full range of "gifting" opportunity *what is the collaboration between the board and the administration regarding the development program? *do we have integration of development activities into the life of the school? *do we have integration of development resources into the school budget process? *what are the fundraising activities that involve a spectrum of the school's community connections?

//__ Note Taking Rotation : __//

Nov. 30 -- Michael Steeb Jan. 4 -Scott Barton Feb. 4 -Scott Barton March 25 - April 11 ---

11/30/2010 - Connie Stanton, Jorge Acencio, Bill Katen, Logan Irons (Till 3:20), Ted Newton, Scott Barton, Michael Steeb, Kristin Delaney-Wiggins 01/04/2011 -Connie Stanton, Jorge Acencio, Bill Katen, Logan Irons, Ted Newton, Scott Barton, Michael Steeb, Kristin Delaney-Wiggins (not present- Mark Lander and Dick Smith) 02/04/2011 -Connie Stanton, Jorge Acencio, Bill Katen, Logan Irons, Scott Barton, Kristin Delaney-Wiggins (Not present- Mark Lander and Dick Smith) 03/25/2011 - Connie Stanton, Logan Irons, Michael Steeb, Kristin Delaney-Wiggins (Not present- Mark Lander, Dick Smith, Bill Katen,Ted Newton, Scott Barton, Jorge Acencio) 04/11/2011 - 05/16/2011 - Everyone with a laptop was able to log into the wiki. Bill Katen will do later. Except Jorge Acencio
 * //__ Members Present: __//**

A. All members need to participate B. All Members need to share some ideas C. All members will be on task D. All members will complete work tasks on time E. All members will show respect for the diversity of opinions
 * //__ Group Norms (Behaviors that must take place in order for the group to have a productive discussion) __//**

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