University Enters Quite Phase of New Capital Campaign
Irene Burgo

The University has entered the quiet phase of a new Capital Campaign as of January 1, announced John M. Elizandro, vice president of Institutional Advancement.

Extensive pre-planning goes into a capital campaign event, even before it officially begins. In making the transition to Villanova’s next major fund raiser, the University has engaged in intensive pre-planning. Preparations began in 1999 with an Internal Planning Committee which included the Rev. Edmund J. Dobbin, O.S.A., University president, John M. Elizandro, Dr. John R. Johannes, vice president for Academic Affairs, the Rev. William A. McGuire, senior vice president for Financial Affairs, and Robert M. Birmingham, chairman of the Board of Trustees. In a series of yearlong meetings, the group discussed general topics related to the next capital campaign. They looked at Villanova’s accomplishments during the last decade to gauge if the University was in a strong position to enter a new campaign.

A comprehensive capital campaign is a vehicle for channeling support for the University’s most crucial and pressing needs. In December 1999, the University board of trustees appointed a Chairman’s Task Force for Resource Planning to define the most important issues worthy of external support. Its members included Robert M. Birmingham, president of the board of trustees, as well as alumni and friends of the University. The Task Force reviewed the strategic issues faced by the University and explored ways to fully integrate external support for the University’s key programs and priorities. They also retained the consulting firm of Grenzebach Glier & Associates Inc. (GGA) to assess the University’s state of internal readiness for launching a new comprehensive campaign. During the past year, the firm conducted a Major Gifts Feasibility Study. Based on those results, the Task Force, in December 2000, passed a resolution proposing that the University was in a favorable position to embark on another Capital Campaign to raise $200 million over five years. The Task Force agreed that the campaign should be focused primarily on the University’s endowment and the growth of it. "The $200 million is a working goal, but as time progresses and the campaign momentum builds, then a final target figure will be selected, once the Campaign is publicly announced," explained Elizandro.

In its assessment, the Task Force used the University Strategic Plan as a foundation for identifying objectives and priorities that broadly reflect the direction for advancing Villanova’s goals in the future. It determined that new and expanded levels of external philanthropic support were necessary to advance Villanova. External support refers to funding provided not only by private contribution, but also by agencies outside the traditional revenue streams of the University, such as government and foundation grants. Overall, the feasibility study disclosed positive results. It identified an availability of sources for major gifts and a strong climate for support.

Acting upon recommendations from GGA, the Task Force considered six important factors as potential indicators of whether expanded levels of external support existed. The information was gleaned from surveys of alumni, parents and friends. The six fundamental points that needed to be addressed in conducting a successful capital campaign included: maintaining a positive image of the institution, strong and stable internal leadership, a well-defined case for support, ample funds to meet the institution’s campaign goals, capable volunteer leadership, and a favorable economic climate, in relation to competing campaigns and fund-raising initiatives.

The interviews and surveys also identified partners for external support and other funding sources that would achieve some of the University priorities. According to Elizandro, the opinions of alumni, parents and friends surveyed over the past several years reflected that there was indeed a high rate of satisfaction with the University. Alumni especially enjoyed a positive image and articulated a strong affection for their alma mater, as well as a willingness to pledge generous support. "We found that there was indeed an availability of support from alumni, parents and friends, and also from other sources we would want to consider, such as our government partners, both in Harrisburg and Washington," said Elizandro.

The criteria assessed in the feasibility study further examined issues such as: the number of applications for admission, the role of the President, and the case for support. At present, Villanova enjoys a more favorable position among peer institutions in competing for students than it did 10 years ago, according to Elizandro. In the past decade, the numbers of applications have grown from 8,000 in 1990 to 10,000 in 2000.

The image of University leadership was shown to be consistently strong. Under Father Dobbin’s leadership, Villanova’s image has been positively defined. "We have found a consistently high response rate to Father Dobbin’s leadership," Elizandro said.

The campaign feasibility planning study examined the case for support. "We had developed from the University Strategic Plan, a series of priorities that we would place as funding opportunities for alumni and friends," said Elizandro. "What we found was an overwhelming sense of support for the endowment. These needs emerged from strategic planning as being most important in terms of trying to reach our objectives through external support. We tested the premise through interviews with top prospects to the next campaign. The results of the feasibility study recommended very highly that the University continue focusing on endowment vs. building facilities. Endowing areas in the University would yield funding for a multitude of enterprises--for faculty support, for student scholarships, for program initiatives, in areas ranging across the curriculum from campus ministry to athletics."

"We were trying to balance the various revenue sources," noted Elizandro. "That’s why we chose the name for the Task Force for Resource Planning very carefully. We not only looked at the next capital campaign, but rather, we looked at the broad spectrum of financial resources, and how to allocate those resources in order to reach University priorities. Once we were able to make those strategic decisions about the University’s funding base, we were then able to direct our attention specifically toward the external support."

As the University enters the quiet phase in anticipation of another capital campaign, the Development Office will begin implementing strategies for the new campaign. The quiet phase is a time for planning and preparation before the implementation of a campaign. "The quiet phase implies that you are moving into a Capital Campaign and doing the all the kinds of things that are necessary to be successful once the campaign is publicly announced," explained Elizandro. "Those necessary activities include building volunteer structures, recruiting volunteers, soliciting lead gifts–the things you engage in during the quiet phase, once the campaign becomes public [knowledge]."

The Task Force also found that there was a strong need for volunteer leadership, required to serve in various capacities. A significant number of people who had served key volunteer roles in the last campaign voiced a willingness to serve in similar or other, expanded capacities in the next campaign. Volunteers assist in many ways, helping to provide guidance and counsel to campaign strategies, for example. Or, volunteers may actually accompany the president or others in conducting solicitation visits, serve on major gifts committees in regions around the country, and serve on the Campaign Steering Committee to people involved in annual fund initiatives. "Our formal campaign structures and final needs statement will evolve as we begin recruiting volunteers," stated Elizandro, "because our volunteers will help define more specifically the kinds of things that we will be raising money for."

Finally, timing, which is a critical factor in launching a new campaign, was carefully considered. An asset base of support already exists for the next campaign. "We have already received a series of commitments totaling $18 million, including one $5 million commitment, from individuals who are ready to be counted as part of the next Capital Campaign," noted Elizandro. Potential donors further have committed at the $100,000 to $250,000. In reviewing the University’s readiness to embark upon another campaign, the planning committee looked at the record for payment fulfillment rates from the previous campaign. More than 93 percent of funds committed to the last campaign, which concluded in December of 1997, have been received. Therefore, the total cash flow and most of those commitments at various levels, for the most part, have been fulfilled.

"In planning for the next Capital Campaign, we’re in a better position because we have the experience of having gone through a major campaign," said Elizandro. "That experience certainly equips us to move into this Capital Campaign "

During the quiet phase, an Executive Committee, recruited by the Chairman of the Board of Trustees and University president and comprised of alumni and friends, will be established. Its primary responsibility will be to manage the campaign, and campaign-related strategies and initiatives for the duration of the event. As the campaign progresses, a final target figure will be selected at the time when the active phase of the campaign is publicly announced.

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 SIDEBAR:

Chairman’s Task Force for Resource Planning Assisted in Campaign Planning

The Villanova University board of trustees authorized the appointment of the Chairman’s Task Force for Resource Planning to define the emerging role of external support as an integral part of the University’s financial structure.

Robert M. Birmingham ‘66, chairman of the Villanova board of trustees and national chairman of the previous major fund-raiser, The Villanova Campaign, named the members listed below to the Chairman’s Task Force for Resource Planning. In consultation with the Rev. Edmund J. Dobbin, O.S.A., University President, the Task Force explored ways to integrate external support as an increasingly important avenue for funding the University’s key programs and priorities.

James R. Birle ‘58

Chairman

Resolute Partners L.L.C.

Birle is a member of the Villanova University board of trustees. He also served on the Corporate and Foundation Gifts Committee of The Villanova Campaign. He received his bachelor’s degree in mechanical engineering from the College of Engineering in 1958.

Gerald S.J. Cassidy, Esq. ‘63

Founder, Chairman and Chief Executive Officer,

The Cassidy Companies Inc.

Cassidy is a member of the Villanova University board of trustees. He also was a member of The Villanova Campaign Steering Committee. He graduated with a bachelor’s degree in sociology from the College of Arts and Sciences in 1963.

James C. Curvey ‘57

Vice Chairman,

Fidelity Investments

Curvey received his bachelor’s degree in economics from the College of Commerce and Finance in 1957.

James D. Danella ‘71

President and Chief Executive Officer,

The Danella Companies

Danella was a member of the Villanova Campaign Steering Committee and a member of the Leadership Gifts Committee of The Villanova Campaign. He graduated from the College of Commerce and Finance in 1971 with a bachelor’s degree in business administration.

William B. Finneran ‘63

Managing Director,

First Union Securities

Finneran is a member of the Villanova University board of trustees. In addition, he was a member of the Campaign Steering Committee and was co-chair of the Leadership Gifts Committee of The Villanova Campaign. Finneran earned a bachelor’s degree in economics from the College of Commerce and Finance in 1963.

Charles A. Heimbold Jr., Esq. ‘54

Chairman and Chief Executive Officer,

Bristol-Myers Squibb Company

Heimbold was a member of The Villanova Campaign Steering Committee and co-chair of the Corporate and Foundation Gifts Committee of The Villanova Campaign. He received his bachelor’s degree in English from the College of Arts and Sciences in 1954.

Arthur J. Kania, Esq. ‘56

Director,

Kania, Lindner, Lasak & Feeney

Kania is a life member of the Villanova University Law School board of consultors. He formerly served as a member of the Villanova University board of trustees. In addition, he was a former chair of the Villanova University Development Council.

John A. Murphy, Esq. ‘51

Retired Vice Chairman,

Philip Morris Companies Inc.

Murphy has served on the Villanova University Steering Committee and as a member of the Leadership Gifts Committee of The Villanova Campaign. He received a bachelor’s degree in economics from the College of Commerce and Finance in 1960.

Terence M. O’Toole ‘80

Managing Director,

Goldman Sachs & Company

O’Toole is currently a member of the College of Commerce and Finance Advisory Council. He also served as a member of the Manhattan Region Major Gifts Committee of The Villanova Campaign. He graduated in 1980 from the College of Commerce and Finance with a bachelor’s degree in economics.

Emily C. Riley

Executive Vice President,

Connelly Foundation

Riley is a member of the Villanova University board of trustees. She also served as a member of The Villanova Campaign Steering Committee and co-chair of the Corporate and Foundation Gifts Committee of The Villanova Campaign.