FEASIBILITY STUDY FINAL REPORT Report Summary. prepared for

Transcription

1 FEASIBILITY STUDY FINAL REPORT Report Summary prepared for April 2014

2 TABLE OF CONTENTS I. INTRODUCTION...1 II. KEY FACTORS...1 III. METHODOLOGY...1 IV. CONCLUSIONS...1 A. COMMENDATIONS... 1 B. OBSERVATIONS... 3 C. CONCERNS... 4 D. RECOMMENDATIONS... 4 E. CONSULTANTS FINAL COMMENTS... 5 FORD & ASSOCIATES i Comprehensive Development Counsel

3 I. INTRODUCTION At the invitation of the Board of Trustees of Episcopal School of Jacksonville, FORD & ASSOCIATES conducted a Feasibility Study to test the likelihood of successfully conducting a $15 million capital campaign for construction/renovation. This is a Report Summary of the Final Report, which was submitted to the Board on February 26, II. KEY FACTORS The Feasibility Study focused on a number of key factors, which included the following: A. Measuring reaction to the stated campaign objectives and the degree to which they are important to Episcopal s constituents. B. Seeking an indication of financial support that Episcopal can expect from those who were interviewed and extrapolating accordingly. III. METHODOLOGY With the assistance of Missy Ketchum and Charley Zimmer, a list of potential inperson interview candidates was prepared. The list consisted of trustees, alumni, parents, grandparents, parents of alumni, faculty/staff, and friends of the School. These individuals were selected on the basis of their past, current, and potential involvement with Episcopal. In addition to the in-person interviews, a list was developed of those who would receive a direct mail questionnaire, which would enable the study to analyze a broader segment of Episcopal s constituency. The overall response rate was eleven percent (11%). Results of the in person and direct mail responses were merged and assessed. We prepared pertinent commendations, concerns, observations, and recommendations on the basis of the results and compared with other independent schools. IV. CONCLUSIONS A. COMMENDATIONS 1. There is a very strong commitment to and association with the School. 89% of inperson and 67% of direct mail participants said they have been associated with the School for five years or longer % of in-person participants and 97% of direct mail respondents stated that their overall attitude towards the School is good to excellent. 3. Many positive terms were used to describe the School; those most often mentioned are listed in alphabetical order below: a. Academic(s) b. Caring c. Challenging FORD & ASSOCIATES 1 Comprehensive Development Counsel

4 d. Community e. Excellence f. Family/family oriented g. Nurturing environment h. Spiritual/spiritual development 4. 98% of in-person and 96% of direct mail participants rated the school s reputation in Jacksonville as a four (4) or a five (5). 5. Episcopal has many strengths, most notably among them being the following listed in alphabetical order below: a. Academics/curriculum b. Athletics/athletic participation c. College prep d. Faith-based/culture (religious overlay)/spiritual component/values/character development e. Fine arts programs f. Inclusiveness/caring/nurturing g. Support staff/teachers/administration/ faculty 6. 95% of in-person participants and 91% of direct mail respondents characterized Episcopal s overall advancement programs as either good or excellent % of in-person respondents and 33% of direct mail respondents rated their level of involvement with the advancement program as a four (4) or a five (5) % of in-person respondents and 80% of direct mail respondents rated the Head of School s importance to Major Gift cultivation and solicitation as important or very important total trustees (52% of the total Board) assessed the Board s giving potential as a good or excellent. 10. The giving potential of Episcopal s overall constituency was rated either good or excellent by 71% of in-person participants and 90% of direct mail participants % of in-person respondents and 92% of direct mail respondents feel that $15 million is a reasonable number as a campaign goal % of in-person and 99% of direct mail participants thought that a lead gift at the $2 million level would be available for Episcopal s capital campaign. A strong list of potential donors was given % of in-person and 70% of direct mail participants said that supporting the campaign for Episcopal would be either a high or medium philanthropic priority % of in person trustee respondents said that supporting the campaign for Episcopal would be a high philanthropic priority % of in-person participants and 94% of the direct mail respondents said that they would or possibly would be willing to support the campaign if asked by the right person at the right time. FORD & ASSOCIATES 2 Comprehensive Development Counsel

5 16. 85% of trustee in person respondents said that they would be willing to support the campaign with a gift of pledge. No one responded with don t know % of in-person and 96% of direct mail participants said that they would or possibly would be willing to support the annual fund in addition to the capital campaign % of in-person and 38% of direct mail participants said that they would or possibly would be willing to volunteer in some capacity for the campaign % of in-person and 97% of direct mail participants said that the philanthropic climate at Episcopal is either staying the same or improving individuals were cited as being memorable enough to alums that a named endowed scholarship or faculty chair in their name or honor might be appropriate. B. OBSERVATIONS 1. 76% of in-person respondents and 70% of direct mail respondents stated that their children attended another independent school. A relatively long list of 54 independent schools reflects the study responses. 2. A number of areas at the School in need of improvement were mentioned, including (listed in alphabetical order): a. Academics (too rigorous or not rigorous enough)/curriculum is not cutting edge b. Athletic facilities/facilities/classrooms are dated c. Athletic program/athletics funding/football team d. Better teachers/faculty members e. Cost/tuition/scholarships f. National reputation/need better marketing/website g. Not sending enough kids to really great colleges/college counseling 3. 59% of in-person participants and 37% of direct mail participants suggested other institutional needs and goals that are not contained in the case statement. These include (listed in alphabetical order): a. Academics b. Basketball courts/more gym space c. Better budgeting and finance staff d. Boarding division e. Coaching f. Dance studio and space g. Endowment: faculty improvements/scholarships h. Learning center i. Library improvements j. Move the Middle School to the Knight Campus k. Non-athletic objectives l. Parking on the Munnerlyn Campus m. Property under the Hart Bridge n. Remodel existing buildings/classrooms/bathrooms/locker rooms FORD & ASSOCIATES 3 Comprehensive Development Counsel

6 o. Security p. Technology q. Visual arts 4. 30% of in-person and 12% of direct mail participants said that they have relationships with family, corporate, or charitable foundations that might be likely to support the School. 10 foundations and were mentioned. Only 2 trustees responded yes to this question. C. CONCERNS 1. 62% of in-person participants and 31% of direct mail participants said they could think of factors that might keep Episcopal from conducting a successful capital campaign. The factors most often cited were (listed in alphabetical order): a. Athletic focus/lack of academic or endowment focus b. Donor reluctance/lack of giving power c. Economy d. Headmaster/leadership situation e. Lack of need/too ambitious f. Multiple Episcopal/diocese/other campaigns g. Tuition price/value 2. 41% of in-person and 73% of direct mail participants evaluated the current philanthropic climate at Episcopal as either good or excellent. D. RECOMMENDATIONS 1. Based on the results of the study, we recommend that the School move forward with a capital campaign. 2. In order to preserve its integrity, the Annual Fund should be conducted separately from the campaign. 3. We strongly suggest that the campaign include an endowment component and consideration of a small but meaningful academic component. 4. Due to the School's upcoming 50th Anniversary, we recommend that campaign marketing include this connection, and that the timing of the campaign include a celebratory ribbon cutting and/or announcement of a transformational gift, perhaps to endowment % of in-person respondents and 72% of direct mail respondents felt that the Head of School should be heavily involved in the process of cultivating and participating in the solicitation of prospective campaign donors on a case-by-case basis. Therefore, we recommend that Charley Zimmer be deployed as campaign spokesman as often as possible. He should be used on a case-by-case basis in prospect management. 6. Accordingly, we recommend that expectations of the Head of School by the Board, faculty, and parents must be adjusted during the campaign. FORD & ASSOCIATES 4 Comprehensive Development Counsel

7 7. A series of Campus Planning Updates should be offered to all current parents, alumni and friends where the Board Chair, Head of School and selected others can make brief presentations and answer questions. 8. Planned Gifts should be proactively sought for the campaign. In that regard, campaign volunteers will be trained to recognize and respond to prospects that can make Planned Gifts. E. CONSULTANTS FINAL COMMENTS Episcopal offers a distinctive combination of faith-based, nurturing, and strong college preparatory academic leadership in the Jacksonville area. There is much about the School, its people, and programs that has been and continues to be distinctive, including a very strong sense of institutional support following a devastating event. The School has established and maintains a solid and favorable reputation among its constituency. Furthermore, the School s 50 th Anniversary offers a celebratory opportunity to strengthen the timing and marketing of a capital campaign. Overall confidence in the administrative team is strong, in great measure due to the leadership of and loyalty to the Head of School. Our analysis indicates that although certainly no guarantee, there is significant potential for a successful capital campaign. Therefore, once Episcopal s objectives have been clarified, and consideration given to the inclusion of endowment, we have every reason to believe that the suggested goal can be met with proper guidance from staff, donors, and volunteers. It has been a pleasure working with Episcopal s staff and volunteers. We look forward to a continued association with the School. FORD & ASSOCIATES FORD & ASSOCIATES 5 Comprehensive Development Counsel