office development alumni affairs program...

2013‐2014 Office of Development and Alumni Affairs Program Review

A Comprehensive Development Program


Principal Gifts

Leadership Annual Giving

Major Gifts

Annual Giving

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Planned Gifts

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A look back…


June 30, 2007


At the end of FY07 Foundation Net Assets were at $6.9 million and money raised for that year was $1.13 million

10.5 FTE Staff Members

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Principal GiftsPrincipal Gifts

Planned GiftsPlanned Gifts

Annual GivingAnnual Giving

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And now…


June 30, 2013


At the end of FY13 Foundation Net Assets were at $24.9 million and money raised for that year was $2 million

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Some highlights from this past year…


7 new endowed scholarships


2 new programmatic and facility funds and 1 planned gift

12 new annual and multi‐year scholarships

FY13 Scholarships and Endowments

Doubled the number of targeted alumni engagement events


The Foundation distributed $1.1 million for scholarships, academic and facilities support, and other types of program support



In FY13, more than $400,000 of this amount went to scholarships. The Foundation awarded more than $500,000 for scholarships for FY14

Each year the records improve both in quantity and quality, through data append projects and independent research


Ramped up annual giving solicitations; anticipate 21 direct response pieces sent in FY14 compared to 2 in FY13

Social Media StatisticsFacebook‐ 2,655 Fans (25% increase compared to FY13)Twitter‐ 501 Followers (65% increase compared to FY13)LinkedIn‐ 2,624 Connections (16% increase compared to FY13)

Office of Development and Alumni AffairsHighlights and Accomplishments


Development College Foundation Assets Reach Record $27.1 million as of Dec. 31, 2013. For FY13, the Foundation distributed $1.1 million for scholarships, academic and facilities support, and other types of program

support. More than $400,000 of this amount went to scholarships. The Foundation awarded more than $500,000 for scholarships for FY14.

For FY13, 7 new endowed scholarships, 2 new programmatic and facility endowments, 1 planned gift and 12 new annual and multi‐year scholarships.

July 1, 2007 through June 30, 2014 Total Campaign Giving as of June 30, 2013, $22,660,000, goal $20,000,000 “You Make the Difference, the Campaign for Stockton College,” is a comprehensive fundraising campaign that continues through June 30 of this year.

Foundation Board Strategic Plan committee restructure and new focus on: Principal Gifts, Planned Giving Program and Expansion of Geographical Reach.

Secured Sandra Day O’Connor as the inaugural speaker of The Pappas Visiting Scholar Series, with an anticipated attendance of 3,000.

Conducted a feasibility study and began campaign planning for the College’s first Hammonton fundraising campaign. The Hammonton Fundraising and Awareness Campaign will launch in May 2014 in an effort to secure $100,000 to establish the first Hammonton Scholarship Endowment.

More than 70 faculty, staff, students and friends of Stockton volunteered to work concessions and marshal the fourth hole during the annual tournament. Hosted more than 250 guests in Stockton’s Executive Suite during the ShopRite LPGA Classic atStockton Seaview Hotel and Golf Club.

Alumni Affairs Professional Achievement Awards: Increased level of collaboration with Deans and faculty has led to a highly select group of

alumni nominations for the annual award. Significant increase in targeted alumni programming. The number of alumni events has doubled over last year and strategic

programming and integrated advancement has resulted in more meaningful follow up. The number of targeted alumni engagement events has doubled over last year.

Office of Development and Alumni AffairsHighlights and Accomplishments


Annual Giving Completed FY13 with 232 members of the RSS. 35 more than FY12. Currently in FY14‐ 112 RSS members. 31 members are brand new donors at the leadership level. More than 80 people attended the annual Richard Stockton Society Reception. Major Gifts‐ LAG secured two major gifts: Steele Scholarship at $25K and Barker Scholarship at $52K. Hired an Annual Giving Coordinator. Example of integrated advancement‐ Professional Achievement Awards, Dean identified alumni, AR hosted event, LAG followed

up and received leadership gifts Increase engagement on all social media platforms. At least 3 posts per day. Social Media Statistics: Facebook‐ 2,655 Fans (25% increase compared to FY13) Twitter‐ 501 Followers (65% increase compared to FY13) LinkedIn‐ 2,624 Connections (16% increase compared to FY13) Ramped up annual giving solicitations. 16 direct response pieces sent currently in FY14 compared to 2 in FY13. An additional 5

scheduled before the end of the fiscal year. Projected Annual Giving touches for FY14 is 31,533.

Advancement Services Addition of programmer. Scholarship Recognition Dinner is now a signature event. More than 250 donors, student recipients, Deans, and key College

community faculty and staff attended the Scholarship Recognition Dinner this year. Increase in Strategic Special Events. Increased our reporting capabilities while empowering other staff to run reports. Increased focus on Scholarship Selection Committee process improvement and automation. Increase in Stewardship activities. Each year the records improve both in quantity and quality, through data append projects and independent research would

work.

Office of Development and Alumni AffairsSWOT


Strengths Enhanced gift processing and expertise provides credibility for us as a department Increased knowledge and use of Banner Additional cross‐training has resulted in a more clearly defined scope of work and increased

level of expertise among staff members Improved data integrity and progress in all areas of capturing data and finding errors Events have expanded and become more integrated: Scholarship Recognition Dinner, The

Pappas Visiting Scholar Series, Gala, Golf, LPGA, Professional Achievement Awards, various donor recognition events

Improved Scholarship Selection process Increased overall reporting capabilities Outreach to internal and external constituents has increased in both size and scope including

social media, Annual Giving direct response pieces, the Foundation Board, numerous Alumni Events, etc…

Creatively making use of limited resources Youth of integrated comprehensive advancement model allows for flexibility,

experimentation and adaptation to ever‐changing circumstances

Opportunities New Stockton locations and partnerships create new opportunities for outreach,

engagement and fundraising Expand our outreach to students, young alumni, disengaged alumni and community donors Continue to grow integrated approach to engagement Increased identification & cultivation of alumni leading to higher levels of engagement &

giving Estate planning opportunities as maturing alumni population reach retirement age. Increased pride among alumni Momentum of first successful comprehensive campaign Enhanced awareness throughout the campus of our office’s mission has resulted in a

strengthened reputation of collaboration, credibility and quality of work Increased growth and branding of the Richard Stockton Society and leadership annual giving

Weaknesses Need a more systematic approach to recognition of donors High volume and pace of work makes prioritizing projects difficult Very limited automated data upload capabilities create demand for manual data entry and

increased risk of data error Constituent segmentation constraints hamper ability for quick and efficient communication Reporting capabilities struggle to keep up with demand for information Space challenges: dedicated fundraising calling center, inadequate office space and alumni

receiving area Lack of expertise related to web design leads to inefficient use of website and time consuming

updates Lack of volunteer‐focused alumni programs i.e.: regional chapters, affinity clubs, a utilization

of alumni with partners such as Admissions and the Career Center

Threats Growth of College creates growing demands on staffing, resources and technical support Operational budget has not increased in relation to the additional staff, program expectations

and demands Demands on our partnerships across campus have increased their requests for assistance,

challenging our department’s ability to focus on our own work. Lack of a culture of philanthropy among our current students and alumni Increased community competition for event‐based fundraising Increased student debt and cost of education hinders alumni and parent giving programs Perception that Stockton is well funded, especially in lieu of new buildings


Office of Development and Alumni Affairs

FY13 Dashboard Goals Summary

Goal 1: Increase Philanthropic Support

Grow the Annual Giving by 5%.

Increase overall Alumni giving participation by 1%.

Add at least 50 new members to the Richard Stockton Society.

Strengthen and expand the Richard Stockton Society as a tool for the cultivation, solicitation and stewardship of donors.

Add at least 5 new endowed scholarships.

Goal 2: Build constituent engagementHold at least 4 affinity‐based alumni events.

Hold two (2) lunches with a school or college dean and leadership prospects.

Begin forming a Richard Stockton Society volunteer steering committee made up of members of the RSS

Build a comprehensive Young Alumni Program

Hold at least 3 Foundation‐sponsored Community Gatherings.

Increase visibility and awareness of the Foundation in the region and among Alumni.



FY13 Dashboard Goals SummaryGoal 3: Strengthen Purposeful Cultivation

Increase our awareness and use of the Gala and Golf Tournament as opportunity to introduce people to Stockton and to strengthen existing donor relationships

Increase one‐on‐one contact with donors and potential donors.

Develop Strategic behavior for relationship‐building events that occur throughout the year ‐ LPGA, Air Show, etc.

Plan the RSS reception for Constitution Day

Grow the Scholarship Recognition event into a signature event

Goal 4: Create Effective Stewardship

Work to develop an office culture focused on effective stewardship of donors and potential donors..

Continue strengthening of donor data and our use of that data.Begin forming a Richard Stockton Society volunteer steering committee made up of members of the RSS

Goal 5: Grow the evolution and integration of Advancement

Create an office culture in which collaboration and integration are the norm

Extend our collaboration efforts to other parts of the college community ‐ faculty, staff, Foundation Board, volunteers, etc.



Operating Budget Comparison

FY12 Budget FY13 Budget FY14 BudgetFull/Part‐time Staff $990,384 $942,515 $1,129,097

Total Non‐salary $227,270 $227,270 $227,270

Requesting a $75,000 Increase to our Operating Budget


Professional Development; and Increased Staff Supplies and Support

What do we do now to position ourselves for success in the next campaign?

Increase Annual Giving Activity

Expand Alumni Engagement & Communications

Strengthen Donor Recognition

On‐going Data Upkeep

office development alumni affairs program...

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