Capital Campaign Progress Report

June 20151

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01

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Feasibility Study, Goal, Timeline and selecting

priority projects.

(Bentz Whaley Flessner, University Leadership)

Campaign Leadership. National,

Regional and College Committees.

Development Board

Budget, Staffing, Training

Wealth Screening, Fundraising Tools,

Alumni Engagement/Events

Communications Strategy (ologie/UCOMM)

206Appendix

01Feasibility Study, Goal,

Timeline and selecting

Priority Projects.

(Bentz Whaley Flessner and

University Leadership)

3

Bentz Whaley Flessner © Copyright 2013 Bentz Whaley FlessnerBentz Whaley Flessner

Copyright © 2015 Bentz Whaley Flessner

Feasibility Study Report Completed November 28, 2014

This report is confidential and should not be copied or shared without

permission from Central Michigan University and Bentz Whaley Flessner.4

Bentz Whaley Flessner

© Copyright 2014 Bentz Whaley Flessner

Executive S

um

mary

Feasibility Study - Objectives and Process

5

Bentz Whaley Flessner

$125 Million-plus

Campaign

$100 Million

Campaign

1. Major investment in advancement; CMU would need to

build larger division with more senior staff.

2. Southeast Michigan presence and great national alumni

strategies would be required on a sustained basis.

3. Enhancing the development board’s role.

4. Significant Presidential time and focus.

A modest increase in time,

budget, and focus will achieve

a $100 million campaign goal.

To move to the next level

requires a massive shift for the

university in four areas.

We recommend a $100 million campaign goal for

CMU.

6

Bentz Whaley Flessner

© Copyright 2014 Bentz Whaley Flessner

Tim

ing

Campaign Phasing

Campaign Phase 2015 2016 2017 2018 2019 2020 2021 2022

Campaign Preparation

Nucleus/Leadership

Gifts

Public Phase

Wrap Up and

Celebration

Public

Announcement

Goal: $50m Goal: $100m

7

Bentz Whaley Flessner

Campaign Preparation (2015)

Feasibility Study with one on one interviews.

Review by campus leadership.

Campaign goal set, and projects identified.

Establishing Comprehensive Capital Campaign structure and

membership in process.

Communication plans initiated.

Wealth screening in process.

Partnering with alumni to increase alumni outreach.

Altered Development Board operations/structure to collaborate

with Comprehensive Capital Campaign. 8

Project Funding For the Capital Campaign

Teaching and Learning

Campus Engagement

Student Success

Working with University Leadership over the past six monthsthe fundraising projects selected will be the following*:

Grand total for all projects will be approx. $112.5 million*Please note this priority list has not been finalized. 9

Student Success

10Please see Appendix for project details

Teaching and Learning

11Please see Appendix for project details

Campus Engagement

12Please see Appendix for project details

02Communications

Strategy

(ologie/UCOMM)

13

*After an extensive search, ologie was selected by DER and UCOMM staff in the spring of 2015 to develop the campaign marketing brand, and coordinating communication materials for the upcoming Comprehensive Capital Campaign. Examples would be website, printed materials, videos.

*ologie will consult with DER and University Communications in the production of campaign materials.

*Goal is to have initial campaign communication materials (“leave-behind” piece and campus video) completed by December 2015.

*ologie will visit campus for the first developmental visit on July 13th and 14th. 14

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03 Campaign Leadership

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Comprehensive Capital Campaign Volunteer Structure

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18

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Development Board Engagement *Developed a Development Board specific website to encourage communication(December 2013).

*Developed an online form for Development Board members to submit/identify potential prospects (February 2015).

*Sent a survey to Development Board members to gauge thoughts on structure ofDevelopment Board committees (April 2015).

*Development Board Committee on Committees has developed a proposed structural change for the Development Board (next slide).

*New charge for the development board nominating committee to proactively seek new members.

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21

04Budget, Staffing

and Training

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Projected

Communications Costs

(ologie) - $700,000

Projected Operating

Expenses:

$3,000,000

Projected Consultant Costs

(BWF) -$1,300,000

Projected IT Staff/Data

acquisition/hygiene -

$1,500,000

Projected Total Campaign

Approx. Budget: $10,000,000

Projected Additional

Fundraising Staff:

$3,000,000

Projected Additional

Research Staff:

$400,000

This budget is over the lifetime of the campaign (7 years)

Budget Breakdown - Capital Campaign

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Staff Growth*Development Officers (3)

*Campaign Communications Coordinator / Writer (1)

*Researcher (1)

*Assistant Director of Annual Giving (1)

*Assistant Director of IT (1)

*Records/Data Entry (2)

*Graduate Student IT (1)

DER will launch a Talent Search Committee to recruitfor these positions. 24

Development Officer Training

*All sixteen development officers are going through a personality profile test and sales acumen training.

*Development Officer survey has been completed. Training is scheduled at CMU on July 15th, 16th and 17th.

*Development Board Member Jeff Seeley and his company Carew International will providethe comprehensive training.

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05 Wealth Screening, Fundraising Tools,

Alumni Engagement/Events

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Wealth Screening

Tota

l Alu

mn

i

Wea

lth

Scr

een

Pas

t G

ivin

g

An

alyz

e

Imp

lem

ent

givi

ng

stra

tegi

es

per

pro

spec

t

Iden

tify

to

p

10

0-1

50

P

rosp

ects

Development officers work to secure gifts

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Wealth Screening Details*DER research staff used DonorSearch, to conduct an electronic wealth screening on our current alumni/donor database. An electronic wealth screening searches public records for information on donors/prospects. Some typical pieces of information that can be found are real estate values, FEC contributions, charitable giving, SEC holdings/trades/acquisitions, and business information.

*Research team is currently reviewing the results, starting with those identified as having the highest wealth capacity. As new potential prospects are identified, they will be added to the portfolios of the development officers.

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Wealth Screening Details – Identify Top DonorsProspect research is currently developing a “Top 100” List of leadership prospects for the comprehensive capital campaign. Specific campaign ask strategies will be developed for each of these prospects. Research will meet with each development officer in order to review portfolios and help identify those prospects they plan to ask during the campaign.

*This table only identifies capacity based on wealth and does not measure affinity or past giving to CMU.

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*Research targets those with wealth greater than$100,000 to identify potential major prospects (approx. 8,000).

*The National Campaign Steering Committee, Regional Campaign Committee, College/Unit Committee, Board of Trustees and Development Board will contribute 25% of the Comprehensive Capital Campaign fundraising total ($25 million).

0

50

100

150

200

134

1742014

2015

30% increase in overall events

Alumni Engagement – Overall Events

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0

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20

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40

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60

70

49

63

2014

2015

29% increase in out-of-state events

Alumni Engagement – Out-of-State Events

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2015 Comprehensive Capital Campaign Accomplishments

Feasibility Study with one on one interviews.

Review by campus leadership.

Campaign goal set, and projects identified.

Establishing Comprehensive Capital Campaign structure and membership in process.

Communication plans initiated.

Wealth screening in process.

Partnering with alumni to increase alumni outreach.

Altered Development Board operations/structure to collaborate with Comprehensive Capital Campaign. 32

06 Appendix

33

34

Student Success - $44.5 million

Scholarships - Student success at CMU starts with affordability. CMU’s goal is to make college possible for a greater number of high-achieving students. Scholarships

make it possible for more academically talented students to experience the transformative power of a CMU education and pursue their dreams. In 2013, Enrollment and

Student Services reviewed and developed a proposal to re-engineer and increase institutional scholarships and financial aid. The need for a 20 percent increase in need-

based financial aid each year for the next four years was identified, but limited institutional dollars in new university funds makes this unattainable.

Internships – Internships provide students with opportunities to develop teamwork skills, practice and balance individual responsibilities, experience jobs that match

academic and personal interest, perfect industry-specific capabilities, and allow students to build professional network contacts and mentoring relationships. However,

many internships are unpaid putting a financial burden on students who have to cover living expenses and transportation costs to travel to internship locations.

College of Medicine - To ensure ultimate success, students must have a positive experience in communities throughout central and northern Michigan. Statistics prove

that today’s doctors settle in communities within a 90-mile radius of where they did their training – residency program included. CMED’s clerkship program will initially

send students in twos or threes to communities where we have hospital affiliate agreements. They will travel and live in these respective towns – from Petoskey to Caro to

the Upper Peninsula. The reason these clerkships are vital to the success of CMED is that it’s the first-impression…the real-life experience of what they will encounter

when they complete medical school and residency. These experiences must be cost-effective and enable both CMED and the participating community to put their collective

best foot forward to entice the students to one day come back and start a practice. It’s sort of a soft introduction and “recruiting” time for the community to convince

students that their community needs and wants them. There are several needs here: Housing, travel costs, mentors and hosts.

Student Athletics (North End Zone) - Capital improvements to the end zone facility of Kelly Shorts Stadium will benefit all student-athletes by improving outdated

operational needs and the functionality of this facility (created in 1972). Included in this project is additional academic space, increased training room facilities, and meeting

rooms, all student-centered. Plans call for the addition of academic support space, weight room and training room services that will be large enough to accommodate the

needs of over 450-plus student-athletes from all 18 sports programs. The training room will be big enough to make room for state-of-the art training equipment that will

better meet the needs of today’s student-athletes. Additionally, bigger meeting rooms, additional office to accommodate the additional women’s sports programs will

enhance the operation and functionality of this facility.

Library – It has been nearly 15 years since Park Library reopened following a renovation and expansion project. However, library services and technology are becoming

dated as CMU’s academic and research needs and the dynamic advances in technology require on-going development and investment to ensure that the facility and library

services continue to be adequate as the university progresses. CMU’s capital planning process endorses a 10-year future improvement plan for Park Library. A series of

phased renovations through 2025 would allow for developing Park Library as a Comprehensive Learning Commons and would allow the facility to remain a central

academic point of learning and pride for multiple generations of future students and faculty.

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Student Success (continued) - $44.5 million

Professional Certification Program (CBA/ORSP) – The creation of this center would achieve the following benefits:

*Establish a Prometric Center on campus to enable students to sit for professional certifications.

*Establish a destination certification related activities – practice testing; pre-certification seminars and other ancillary services.

*Raise awareness of the benefits of professional certification and enables the incorporation of certification preparation into our first professional

degrees that would benefit from certification.

*Serve as a possible sight for required background checks and fingerprinting for programs that have such requirements (e.g. education and health professions)

Alumni Discover Program – Designed to take current CMU students recruited through the Future Alumni Association student group to meet with alumni employers and

businesses for advice and information on potential internships and job opportunities. The program utilizes CMU alumni as hosts to provide advice on career paths for

students. “Discover” trips provide a unique experience for students:

*1-2 day visit to major cities in Michigan and nationwide where high concentrations of CMU alumni live and work.

*Students have the opportunity to tour a number of businesses and event venues during the trip. The experience is designed to show both the professional and

community aspects of each city.

*Cost varies for each trip depending upon the number of participating students, length of stay, destination location, lodging and meals.

*Staff support includes but is not limited to site preparation and coordination, marketing and promotion of the trip, hosting an alumni networking event for

students and alumni and traveling with the students as guides for the trip.

Global Campus - Below are projects from Global Campus:

* Scholarships - Veterans Purple Heart Educational Scholarship, Single Parent Educational Achievement Scholarship, Military Student Online

Undergraduate Degree Program Award.

*Services – Funding for expanded tutoring services, counseling referral services and additional funding for a position in career service.

*Equipment – Funding for additional video conference equipment for Global Campus Centers.

*Name Opportunities – Veteran Resource Center.

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Teaching and learning - $65.5 million

Biosciences Building - Reflecting the shift in student interest to STEM fields, CMU continues to grow its biology programs, the fastest growing major at CMU with

more than 900 majors and 7,500 students a year taking classes. Faculty and students research the sustainability and management of the world’s largest supply of

fresh water To support this growing demand and advanced technology and research, CMU is building a $95 million Biosciences Building, which will be ready for

faculty and student use in January 2017. The facility will foster an important contribution to Michigan’s economic goals by emphasizing cell and molecular biology,

biotechnology and enhancing the existing strong programs in the biosciences at CMU including those in the Institute for Great Lakes Research.

Faculty chair endowments – Endowed faculty professorships and chairs are crucial for recruiting and retaining the highest-quality faculty. The greatest institutions

have the best minds, the most-creative researchers and the most- engaged teachers. Establishment of endowed chairs supports CMU’s vision of being “an inclusive

community of scholars, a national leader in higher education, inspiring excellence and innovation...” and aligns with the university’s five strategic priorities of

student success, research and creative activity, quality faculty and staff, community partnerships, and infrastructure stewardship.

The Center for Integrative Health Studies - About 15 percent of the current CMU freshman class cite health care careers as a primary area of interest. The

demand coupled with the national reputation of CMU’s programs in physical therapy, physician assistant, speech-language pathology and audiology exceeds the

capacity of The Herbert H. and Grace A. Dow College of Health Professions. The Center for Integrative Health Studies is designed to address significant, unmet

demand among prospective students, Michigan employers, and unmet demand among Michigan residents and families for access to health care professionals and

services.

College of Education and Human Services - Develop a birth through 5 years program by expanding the Child Development and Learning Lab (CDLL) tomeet the needs of the children and families. We are missing a critical age, birth through three, much of the behavioral and intellectual development occursin children when setting the stage for a successful life. Working with children and families in this age range deepens learning and development in profoundways. By expanding the CDLL to include children birth through 5 years it will provide more CMU students with a compelling learning experience andprepare them better as full-scale child-development specialists and educators thus increasing career opportunities.

College of Business Administration – Grawn Hall renovation - Growing the next generation of business leaders starts with the right environment – one that

fosters collaboration, promotes imaginative thinking, enables cooperative learning, leverages technology and quite simply creates an environment that helps students

transition into positions of leadership in the organizations they are destined to lead. Today, the College of Business Administration is housed in Grawn Hall, the

oldest building on campus built in 1915. The renovation would employ creative space utilization tools to create almost 7,000-square-feet of modern public space

including a study lounge, Wi-Fi enabled project rooms, reading rooms and teamwork stations. This summer some modernization work began with the construction of

a Financial Analysis Lab, featuring Bloomberg terminals, news monitors and business tickers, where students have daily access to real-world technologies and real

time data offering them the tools and skills to compete in increasingly sophisticated business and financial markets.

School of Neuroscience – Establishment of the School of Neuroscience positions CMU’s neuroscience program with an opportunity to become internationally

renowned for translational neuroscience research particularly in the areas of developing and testing potential treatments for neurodegenerative diseases including

Alzheimer’s and Huntington’s Disease. This highly respected program has attracted the attention of the Society of Neuroscience, naming it the Best Undergraduate

Program of the Year in the country.

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Teaching and learning - $65.5 million (continued)

ORSP Vivarium – Additional vivarium space would provide enhanced research and teaching capability, including enhancing the strength of the healthcare focus at

CMU. The faculty in at least four colleges will benefit. Expected outcomes include increased research funding, more publications as well as richer opportunities for

teaching.

College of Communication and Fine Arts - Center for Media and Communication Innovation & Research: A center in the College of Communication and Fine

Arts focusing on interdisciplinary curricula, training of students and faculty in new media technology, research of communication in new media environments, and

innovation in gathering and delivering information. Under the guidance of a dedicated director, this center will provide collaborative opportunities between the five

departments within CCFA (Art & Design, Broadcast & Cinematic Arts, Communication & Dramatic Arts, Journalism & the School of Music); opportunities for

additional collaboration with other colleges and programs at the university are also possible (e.g. the College of Business as well as public broadcasting).

Clark Historical Library – Develop several targeted endowments to increase non-budget funds for priority collections/programs of this gem-like library. Examples

might be: Hemingway in Michigan, CMU history, Michigan newspaper and manuscript digitization, children’s books and illustrations, and speakers/outreach

programming.

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Campus Engagement - $2.5 million

Career Transition Center – To prepare both civilian and military students on career search readiness by staffing a full time professional HR/Career Counselor in a

Global Campus in metro-Detroit location.

Diversity Efforts – To enhance and strengthen inclusion at CMU.

Volunteer Center- The Mary Ellen Brandell Volunteer Center would use additional funding to; develop relationships with community service entities, alternative

break, compensate travel expenses for Service Ambassadors, Compensate tutors working with America Counts and Reads.