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Campaign Readiness Assessment Prepared by N ETZEL A SSOCIATES, INC. December 7, 2007 Cal Poly...
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Transcript of Campaign Readiness Assessment Prepared by N ETZEL A SSOCIATES, INC. December 7, 2007 Cal Poly...
![Page 1: Campaign Readiness Assessment Prepared by N ETZEL A SSOCIATES, INC. December 7, 2007 Cal Poly Foundation Recreation, Parks and Tourism Administration Program.](https://reader035.fdocuments.in/reader035/viewer/2022081513/56649e9f5503460f94ba1b29/html5/thumbnails/1.jpg)
Campaign Readiness Assessment
Prepared byNETZEL ASSOCIATES, INC.
December 7, 2007
Cal Poly FoundationRecreation, Parks and Tourism Administration
Program
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Assessment ObjectivesAssessment ObjectivesAssessment ObjectivesAssessment Objectives
Evaluate institutional capacity Image of The REC Program Perceptions of effectiveness in fulfilling mission Strengths and weaknesses Volunteer leadership and staff capacity
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Assessment ObjectivesAssessment ObjectivesAssessment ObjectivesAssessment Objectives
Determine most likely fundraising goal Strength of case for support Potential major contributors Potential campaign leadership External factors
Recommend a plan of action
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Assessment ProcessAssessment ProcessAssessment ProcessAssessment Process Staff and counsel:
Reviewed case for support Compiled & prioritized list of prospective interviewees
Netzel Associates conducted 15 interviews: Advisory Council Cal Poly involvement (inc. alumni) Leaders from industry, or broader community
Industries represented: Hospitality, Marketing/Hospitality, Tourism, Events/Tourism, Events, Marketing Events, Parks/Rec/Community Service, Commercial Recreation, Sports Management, Foundation
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Institutional CapacityInstitutional CapacityInstitutional CapacityInstitutional Capacity
Positive reputation Effective in fulfilling mission Effective compared to similar organizations Far-reaching program Prepares students for work environment
Identity and mission Majority unfamiliar with mission or program Identity is developing Bolder mission statement Stronger promotion of tourism aspect
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Institutional CapacityInstitutional CapacityInstitutional CapacityInstitutional Capacity
Strengths Practical curriculum Range of hands-on learning experiences Involved & highly-supportive faculty Employment opportunities “Learn-by-doing” method Ready for work post-graduation
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Institutional CapacityInstitutional CapacityInstitutional CapacityInstitutional Capacity
Primary needs for REC Program to address Preparing students for real work environment Providing leadership & communications skills Providing in-depth knowledge of the service industry
Program considered “neutral” in meeting these needs
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Institutional CapacityInstitutional CapacityInstitutional CapacityInstitutional Capacity
Suggested areas for improvement Increase visibility Address tourism industry overall
Ex: Business & finance Expand range of experiences
Restaurants, hotels, airlines, wedding planning, florists, catering, gaming industry
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Institutional CapacityInstitutional CapacityInstitutional CapacityInstitutional Capacity
Advisory Council Effective in management Newness of group Moderately influential Low fundraising capacity
Dr. Bill Hendricks & faculty highly-regarded Involvement in fundraising campaign crucial
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Institutional CapacityInstitutional CapacityInstitutional CapacityInstitutional Capacity
Council Assessment
0% 20% 40% 60% 80% 100%
FundraisingCapacity
Influence
Governance Highly effective/effective Neutral
Highly influential/influential
Neutral
Neutral
Ineffective/highly ineffective
Highly effective/effective
Ineffective/highly ineffective
Ineffective/highly ineffective
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Case for SupportCase for SupportCase for SupportCase for Support
Largely agreed with campaign, but some concerns: Funding from private industry versus Council members Low level of importance to industry
Program insulated from supportersProgram’s value not demonstrated
Interviewees’ suggested factors for success: Grow reputation Market economic impact on businesses/organizations Broaden network & utilize university resources Clearly define plans & objectives
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Case for SupportCase for SupportCase for SupportCase for Support
Case does not appear to be adequately compelling or urgent to raise the $2M goal One new hire will not resonate with donors Only a short-term goal Realistic, but not visionary in scope
More strongly suggested strategies by interviewees: Create bolder, more compelling vision Build existing program internally Develop stronger volunteer leadership & faculty
fundraising capacity
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Fundraising GoalFundraising GoalFundraising GoalFundraising Goal
Sufficient major gift potential to support $2M goal not identified at this time
Strengthen identity, profile & fundraising capacity for larger, more visionary campaign in the future
Majority would endorse campaign & give a gift No gifts identified at $50,000 & above 8 gifts offered at specific levels:
4 @ $10,000+Four under $10,000
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Fundraising GoalFundraising GoalFundraising GoalFundraising Goal
Interviewees recommended 53 potential sources, a large portion being corporations: At $250,000+: 16 corporations, 4 foundations, 7
individuals At $100,000—$249,999: 7 corporations, 19
individuals At $50,000—$99,999: No sources suggested
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Volunteer SupportVolunteer SupportVolunteer SupportVolunteer Support
Sufficient leadership potential was identified All interviewees would consider providing leadership Involvement of additional high-powered individuals
from private sector will be crucial
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RecommendationsRecommendationsRecommendationsRecommendations
Do not launch an endowment campaign of $2 million at this time.
Over the next 18 months, build fundraising capacity of the Program through the following: Examine the mission & vision of The REC Program Elevate the program to department status Strongly consider changing the program’s name
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RecommendationsRecommendationsRecommendationsRecommendations
Strengthen the Advisory Council Increase Council by 8-10 members:
Individuals of high wealth capacityKey leaders of corporate & industry entities
Provide development coaching Increase the Council’s exposure to current
students & alumni
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RecommendationsRecommendationsRecommendationsRecommendations
Develop a public relations plan Update collateral materials with revised vision Communicate program’s impact on the industry Continue to profile alumni accomplishments Engage faculty, Council & university resources to
promote the program among industry leaders Create a Director’s Letter
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RecommendationsRecommendationsRecommendationsRecommendations
Develop a list of 25 qualified priority donor prospects Create a full-time professional position focused on
fundraising Authorize retaining professional development
counsel
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RecommendationsRecommendationsRecommendationsRecommendations
Follow up with interviewees Meet personally with selected interviewees Send letters of appreciation and a summary of
findings to all others Upon completing recommendations, reassess
readiness for a major fundraising effort Expanded endowment development program Coordinated with a University-wide comprehensive
campaign
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Special Thanks to:Special Thanks to:
The REC Program’s The REC Program’s Advisory Council, Advisory Council, Faculty and Staff!Faculty and Staff!
Special Thanks to:Special Thanks to:
The REC Program’s The REC Program’s Advisory Council, Advisory Council, Faculty and Staff!Faculty and Staff!