campaign readiness assessment prepared by n etzel a ssociates, inc. december 7, 2007 cal poly...

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

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!