Charting the Future CNM Foundation 2010‐2015 Strategic Plan October 28, 2010 I. Executive Summary We began this journey in early 2010, with the simple question, “What These goals ensure the continued ability of both the Foundation and the should the CNM Foundation be doing in the coming years?” Foundation Board to carry out our mission while prioritizing the initiatives that the mission will live through. This question led to a full strategic planning process to create a roadmap for the Foundation by determining direction, emphases, and objectives for the This document summarizes our journey and strategy. It begins with an next five years. Through this process, we reaffirmed our commitment to the overview of the planning process, followed by summaries of the five strategic planning Task Groups. The next page is a work plan showing a Foundation’s mission (see inset) and to CNM’s strategic vision for Changing global view of our activities and goals from 2010‐2015. Following the work Lives, Building Community. plan is a chart showing the Board committee and Task Foundation Mission We surveyed Board members and brought forward Group structure and what happened to that structure the voices and wisdom of past leaders. We charted now that the strategic planning process is complete. The CNM Foundation pursues a mission to our priorities and designated working groups at our The final page details our plans to enhance the provide the extra financial assistance retreat. To make sound decisions, we interviewed format of Quarterly Board Meetings. necessary for the citizens of Central New Board members, initiated research projects, and Mexico Community College’s service area to Finally, I would like to extend a thank you to each listened to Foundation and CNM staff about obtain the quality educational opportunities Board Member for your enthusiasm and engagement challenges and opportunities. We set near‐term they deserve. The Foundation is committed to in this process. This truly is our plan; it has been action plans and long‐term goals, and brought this the principle that no student should be denied informed and formed by Board members and Task all together in a cohesive vision for the future of the the opportunity for an education due to a lack Foundation and the work of the staff and Board. Groups with input from those we serve and those of financial resources. who carry out our initiatives. This resulting plan charts the course for the It has been an inspiring few months as we have taken a wish‐list of Foundation’s efforts from 2010 to 2015 based on five strategic fundraising “shoulds,” broadened our vision with new “what if’s,” and honed in on a goals: focused set of “will do’s.” • Develop a Compelling Story and Organization for Increasing the Endowment • Assure Adequate Organizational Resources to Meet All Foundation Onward! Goals • Fully fund Rust Opportunity Scholarship JJ Parsons • Establish a Success Scholarship in Every Cluster Board President
• Develop a Scholarship Program that Funds ‘Foreseeable Needs’ Page 2 of 7 II. Strategic Planning Process The development of this Strategic Plan was a collaborative process with involvement from current and past Board members and Foundation leaders, multiple opportunities for input, and resulting goal setting and work planning led by Board Task Groups. The diagram below summarizes the steps of this process. We started with a Background and Environmental Scan to review the Foundation history and CNM strategy and current major initiatives. Additionally, the Scan served as an avenue to explore current climate, trends, and changes in the community, higher education, and giving. Background results led to the History Journey, where we invited current, incoming, and all past Foundation presidents, the current Executive Committee, and CNM President Dr. Katharine Winograd to speak about the background and future of the Foundation and CNM. This meeting informed the creation of a “Wall of Wonder” document recording the journey of CNM and the CNM Foundation. We then provided and collected input via a Board Survey, which invited thoughts on the Foundation’s strategic focus, priority activities, and other factors related to our work in the next five years. The preceding steps set the stage for board discussions at the Strategic Planning Retreat in spring of 2010. At the retreat, we determined priorities for the Foundation’s work and formed Task Groups of Board members to align with the strategic aims (see section III for goals and Task Group summaries). The Task Groups researched issues and created goals, objectives, and action plans to form the basis for the Strategic Plan Formation, which underwent finalization during the July 2010 Board meeting. As the culmination of this important planning phase and recognition of the participation and hard work by Board members and others, we held a Celebration in October to close out the strategic planning process. Board Retreat Attendees Carl Alongi Steven Anaya Tom Briones Craig Buchanan Ross Busby Phillip Bustos Loral Butler Roger Cook Diane Harrison Ogawa John Lewinger Natasha Martell Sherman McCorkle Lisa McCulloch Janice Micali Peter Parnegg JJ Parsons Beth Pitonzo Don Power Carol Radosevich Sharla Reinhart Nancy Salem Kathy Ulibarri Joseph Varro Glenn Wertheim Susan Wilson Kathie Winograd History Journey Participants Doug Bosomworth Loral Butler Terri Cole Dale Dekker Cleta Downey Diane Harrison Ogawa Sherman McCorkle Ted Martinez Jan Micali Carol Radosevich Jennifer Thomas Joe Varro Glenn Wertheim Kathie Winograd Executive Committee Strategic Planning Meeting Participants Tom Briones Ross Busby Roger Cook Diane Harrison Ogawa John Lewinger Lisa McCulloch Jan Micali Peter Parnegg JJ Parsons Joseph Varro Glenn Wertheim
Kathie Winograd
Page 3 of 7 III. Committee Plans The goal, objectives, and financial aims for the five Task Groups are provided below (updated October 2010). •
Endowment Task Group • 2015 Goal: Grow the overall endowment from $2,500,000. The actual dollar goal will be driven off the specific funding requirement needed to achieve (i.e. funding requirements of $300,000 would require an endowment of $6,000,000). • Members: Ross Busby (Chair), Carl Alongi, Sherman McCorkle, Michael Ragsdale, Don Power, Advisor: Anna Sanchez • Objective: Continued focus on the growth of the endowment for annual availability to those in need and ensure its longevity and the sustainability of Foundation assets. • Financial Goals: 1) FY 11‐12 ‐ Increase the endowment by $250,000; 2) FY 12‐13 – Increase the endowment by $500,000; 3) FY 13‐14 ‐ Increase the endowment by $500,000. Adequate Organizational Resources Task Group • 2015 Goal: Assure adequate organizational resources to meet all CNM Foundation Goals. • Members: Roger Cook (Chair), JJ Parsons, Jan Micali, Susan Wilson, Nancy Salem, Advisor: Lisa McCulloch • Objective: The team examined the five‐year financial goals in relation to staffing capabilities and capacity, grant‐writing approach, and office space needs. The committee presented a findings report at the Fall 2011 board meeting ending their duties. Rust Fund Task Group • 2015 Goal: Fully fund the Rust Opportunity Scholarship in order to continue the disbursement of non‐traditional scholarship funding to remove barriers of unforeseen obstacles and retain students. • Members: Loral Butler (Chair), Peter Parnegg, John Lewinger, Carol Radosevich, Sharla Reinhart, Adrian Chavez, Kirk Meyer Advisor: Anna Sanchez •
Objective: Fully fund the Rust Opportunity Scholarship in order to continue the disbursement of non‐traditional scholarship funding to remove barriers of unforeseen obstacles and retain students. Financial Goals: 1) FY 10‐11 – Raise $100,000 to be disbursed immediately to students; 2) FY 11‐12 – Raise $100,000 for immediate disbursement and $125,000 as first half of $250,000 match for Rust endowment; 3) FY 12‐13 – Raise $100,000 for immediate disbursement, and the second half of the Rust endowment match of $125,000. Success Scholarship Task Group • 2015 Goal: Fund five new Success Scholarships in five ‘program clusters’ at CNM. • Members: Tom Briones (chair), Diane Harrison Ogawa, Claire Dudley, Beth Pitonzo, Luisa Casso, Jan Micali Advisor: Lisa McCulloch • Objectives: 1) Increase CNM student graduation rates; 2) Help students transition from school to work by removing barriers of this transition • Financial Goals: 1) FY 10‐11 ‐ Raise $100,000; 2) FY 11‐12 ‐ Raise an additional $100,000; 3) FY 14‐15 ‐ Raise a total of $500,000 over 5 years. Foreseen Needs Task Group • 2015 Goal: Establish a new scholarship that incentivizes retention and graduation for CNM students. With the help of CNM’s Marketing & Communications Department, this scholarship was branded ‘The Milestone Fund.’ • Members: Natasha Martell (chair), Joe Varro, Craig Buchanan, Steve Anaya, Natasha Mata, Alexis Kerschner Advisor: Lisa McCulloch • Objectives: 1) Increase student retention rates to encourage academic persistence; and 2) Introduce a ‘performance based scholarship’ in alignment with the debut of CNM Connect next fall. • Financial Goals: 1) Fall 2010 – Fall 2011: Branding of the fund/funding commitments/fund structured; 2) Fall 2011 ‐ $100,000 seed funding will debut (scholarship announced) as part of CNM Connect; 3) Fall 2012 – Local match of $100,000 committed; endowment established.
Page 4 of 7 IV. Five Year Work Plan Key Colors
: Research
: Planning
: Implementation
2010
Q2 Q3 Q4
Activity Area and Tasks
Adequate Resources
Benchmark other community colleges
Recommendation of Board members for each committee
Develop staff resources recommendations
Implement staffing changes
Success Scholarship
Identify internal CNM committee to assist staff
Determine program clusters to pursue (5 in 2010)
Develop grant profile
Research non-grant targets
Create development plan
Marketing material development/redevelopment
Raise cluster funds (2 in 2011, 3 in 2012)
Foreseen Needs
Research on foreseen needs and student characteristics
Determine/revisit nature of student assistance
Develop grant profile
Develop fundraising plan
Raise funds for scholarships
Endowment
Bring endowment contribution level up to $125,000
Request donor permission to draw 5%
Develop an Endowment Comprehensive Plan
Create/refresh marketing branding and materials
Raise endowment principal funds
Rust
Review files, talk to staff to understand needs/process
Determine whether to continue with Rust name
Create expansion plan for the Rust Fund
Host reception for high level donors
Appeal sent to existing (E) and 1,000 new (N) donors
Coordinate and communicate with potential donors
Raise funds for unforeseen needs scholarship
Symbols €: Funder target identification ›: Goal Measurement ¡: Milestone
2012
2013
2014
2015
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
Q4
8/15
7/29
¡
¡
€
€
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¡
€
€
€
€
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$100,000
$100,000
›€
›
€
€
$100,000
›
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€
9/30
¡ 9/30
9/30
€
$100,000
›
€
$500,000
›
€
€
€
€
€
€
€
$250,000
›
€
$500,000
›
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N ›
E €
$225,000
€
N ›
E €
$225,000
€
$250,000
›
€
7/31
¡ 9/30
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€
›
€
$100,000
€
: Fundraising
2011
Q1 Q2 Q3
N
E
€
N
E
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Page 5 of 7 V. Board Committee Structure Prior Structures/Purpose Strategic Plan Task Groups Staff Support New Structure/Roles Executive Committee Responsible to act during the interim between meetings of the Board of Directors Adequate Organizational Resources Determined future committee structure, initiated research for benchmarking Implement recommended staffing and resource changes, oversee grant writing (Lisa McCulloch)
Executive Committee In addition to formal role, the Executive Committee oversees remaining strategic planning Nominating Committee Identifies prospective board members based on criteria set by Board, prepares slates of Board members and officers for presentation to the Board Finance & Investment Committee Supervises management of the Foundation’s annual budget; develops and makes recommendations as to the long range financial objectives of the Foundation Foreseen Needs
Initiated research on CNM needs and model college programs Development Committee Plans and oversees the Foundation and Foundation Board’s fundraising initiatives, campaigns, and goal; strategizes on how best to cultivate potential donors Rust Fund
Evaluated and created expansion plan for the Rust Fund Strategic Planning Committee Launched Strategic Planning process, set 5 goals for Foundation role, launched Task Groups Endowment Task Group
Created strategy to draw 5% even in lean years and set goals and steps for endowment expansion Economic Development/Legislation Committee
Advances the agenda of the CNM program and garner funding resources for CNM programs and initiatives; works to leverage public and political support for CNM programs Alumni Committee Provides input and helps plan benchmarks for alumni engagement; evaluates current programs and systems and makes recommendations on ways to cultivate alumni to be an active support group for the College Success Scholarships
Set goals for new cluster funds
Help identify and cultivate prospects, coordinate marketing materials, assist with plan development (Lisa McCulloch)
Work with members to determine scholarships, coordinate funder research and grant inquiries (Lisa McCulloch)
Coordinate fundraising efforts, rebrand and create new marketing materials as needed (Anna Sanchez) Send 5% draw request letters to donors, coordinate branding and marketing materials (Anna Sanchez) Support ongoing strategic planning tracking, reporting (Lisa McCulloch)
Manage alumni identification, outreach, events, and fundraising (Anna Sanchez) Nominating Committee Finance & Investment Committee In addition to formal role, the Finance and Investment Committee carries out changes to endowment disbursements from the Endowment Task Group Development Committee Task forces rolled‐up into the Development Committee with a champion from each serving on the Executive Committee. For those with ongoing activities, the champions will lead these efforts. The development committee also absorbed remaining duties of the Economic Development/Legislation and Alumni Committees. Page 6 of 7 VI. Board Meeting Format During conversations with Board members about their experiences of service with the CNM Foundation, we learned of two things that members would like more of: 1. Better knowledge of the work of CNM. 2. Additional opportunities to learn how the Board’s work affects students and college staff. Providing this understanding is an important ingredient to ensure that Board members are rightfully proud and enthusiastic about our service. To address this as part of our cultural change we will be adapting the already planned meetings to weave in three features: 3. Quarterly Board meetings will now rotate locations. CNM has six established campuses (Main Campus, Montoya Campus, South Valley Campus, Westside Campus, Workforce Training Center and Rio Rancho.) Additionally, renovation is underway to open the Alameda Business Center. In addition to experiencing the campus, we plan to have the campus director or faculty member on‐hand to greet Board members and provide a description of the facility and its students. 4. We will kick‐off meetings with a student success agenda piece. These will be opportunities for students and/or staff to talk to members about how Foundation support has made a difference in their lives. 5. The four meetings will have themes and content based on the role the Foundation plays in the path of student success from admissions to graduation. The themes are Getting In, Getting Through (2 meetings), and Getting Out. Beyond the benefits to the Board and Board Members, additional benefits of the meeting format changes are to signal and communicate our care and interest to CNM staff, faculty, and students. Page 7 of 7