Cal Maritime Academy Foundation - Strategic Plan 2017

CAL MARITIME ACADEMY FOUNDATION

Strategic Plan 2017

200 MARITIME ACADEMY DRIVE, VALLEJO, CA 94590 | (707) 654-1000 | WWW.CSUM.EDU/CALIFORNIA-MARITIME-ACADEMY-FOUNDATION

Contents Message from the Chairman of the Board

3

Foundation Board of Directors (2016-17)

4

Mission, Vision, and Beliefs & Values

6

Imperatives, Objectives, & Outcomes

7

The Fundraising Imperative at Cal Maritime

9

2017 CMAF Committee Initiatives

10

Board of Directors Statement of Commitment

11

Message from the Chairman of the Board

The California Maritime Academy Foundation Board plays a

These goals will provide guidance to the strategic planning

vital role in the overall success of California State University

process as we seek to build upon the Foundation’s

Maritime. As the University launches its’ Strategic Plan, the

successes and find new opportunities for growth.

University Foundation Board has created a strategic plan of its own to outline its priorities in support of that mission.

California State University Maritime Academy has a tremendous impact on the maritime industry well beyond

As we move forward the Academy Foundation will focus its

the borders of our state. As the only U.S. maritime

activities on the following areas:

academy west of Texas, it carries a great responsibility in

• Increase year over year the charitable gift revenue stream to meet Cal Maritime’s long-term growth plans.

• Develop a robust high potential donor base in terms of financial donations and vessel donations.

• Create ongoing linkage between the strategic plans of

supplying professionals who are integral to international trade and transportation not only in the Pacific, but all around the globe. The Foundation will augment and support to the best of its abilities these actives.

On behalf of the Board of Directors, I invite you to take part in this exciting next phase in Cal Maritime’s history.

both the Academy and the Foundation.

• Develop a communications plan that promotes a coordinated look for both organizations and supports the activities of both organizations.

• Create organizational excellence in all areas of the

MR. THOMAS C. EDWARDS CMAF Board Chairman

Academy Foundation.

3

Board of Directors Statement of Commitment The Board of Directors of the California Maritime Academy Foundation are committed to delivering on the promises made in its Mission and Vision statements, and the signatures below signify their pledge to actively shoulder the work necessary to achieve the Foundation’s goals.

THOMAS C. EDWARDS

DAVID A. FRANKEL

STEPHEN J. KRETA

TODD ROBERTS

ROBERT S. ARP

KEN GLIDEWELL

FRANZ LOZANO

MICHAEL P. RODGERS

DAMON BREWER ’08

DOUGLAS E. HOLM

CAPTAIN JAMES M. MORGAN ’76

PAUL E. STEVENS

MICHAEL L. CARTHEW

PJ JACQUELIN ’01

SUSAN B. OPP

CYNTHIA TREVISAN

DAVID KETENJIAN CHAMYAN

FRANCES L. KEELER

JACK ORME ’70

RICHARD P. WEST

THOMAS A. CROPPER

4

ANTHONY ZOLLER

Foundation Board Members 2017-18

Ken Glidewell

Thomas C. Edwards

Investor/Advisor Glidewell, Ltd

Chairman California Maritime Academy Foundation

David Ketenjian Chamyan Corps Commander California State University Maritime Academy

Robert S. Arp

Douglas E. Holm

Vice President of University Advancement & Executive Director CMAF California State University Maritime Academy

Senior Vice President Lockton Insurance Brokers

Thomas A. Cropper

President California State University Maritime Academy

PJ Jacquelin ’01

Technical Manager Ocean Marine Risk Engineering Hartford Insurance Company

Damon Brewer ’08

President California Maritime Academy Alumni Association

David A. Frankel

Captain (Retired) Berkeley Police Department

Michael L. Carthew

President (Retired) Chevron Shipping Company LLC

Frances L. Keeler Senior Counsel Clyde & Co US LLP

5

Foundation Board Members 2017-18

CONTINUED

Paul E. Stevens

Stephen J. Kreta

Senior Vice President and Managing Director Saltchuk

Vice President of Student Affairs California State University Maritime Academy

Jack Orme ’70

Director, Launch Program (Retired) Northrop Grumman

Franz Lozano

Cynthia Trevisan

Vice President of Administration and Finance California State University Maritime Academy

Chair, Science and Math California State University Maritime Academy

Todd Roberts

President Marine Group Boat Works

Richard P. West

Captain James M. Morgan ’76

Executive Vice Chancellor and CFO (Retired) California State University

Director of Port Construction and Maintenance (Retired) Port of Los Angeles

Michael P. Rodgers

Managing Director Wells Fargo Asset Management

Susan B. Opp

Provost and Vice President of Academic Affairs California State University Maritime Academy 6

Anthony Zoller

President Associated Students California State University Maritime Academy

Mission Statement The California Maritime Academy Foundation will encourage and facilitate the growth of contributions and charitable gifts to advance California State University Maritime Academy and its promise to provide each student with an exceptional university education that combines intellectual learning, applied technology, leadership development, and global awareness, as articulated in the Academy’s Strategic Plan. The end state will culminate in Cal Maritime being the nation’s premier maritime university.

Vision Statement By 2021, the California Maritime Academy Foundation will have in an endowment fund of $21M and its stewardship that assist Cal Maritime in the furtherance of its 2016 - 2021 Strategic Plan and long range 2029 Vision.

Beliefs & Values The California Maritime Academy Foundation will be guided by Cal Maritime’s core beliefs and values to prioritize and drive all philanthropic activity.

CAL MARITIME BELIEFS

CAL MARITIME VALUES

EXPERIENTIAL LEARNING

DEDICATION

ETHICS DEVELOPMENT, BOTH PERSONAL AND PROFESSIONAL

HONOR

SMALL RESIDENTIAL CAMPUS ENVIRONMENT

INTEGRITY RESPECT

STUDENT-CENTERED LEARNING

RESPONSIBILITY

PROFESSIONAL ORIENTATION

TRUST

HAVING A NICHE TO FOCUS ON IN HIGHER EDUCATION CAMPUS CIVILITY AND COLLEGIALITY DIVERSE LIVING/LEARNING COMMUNITY LEADERSHIP 7

Imperatives, Objectives, and Outcomes By leveraging the collective and individual station, influence, and reputation of every member of the Board of Directors from within the maritime industry and beyond, and utilizing a comprehensive campaign as a tool to establish fundraising priorities, the Foundation will seek to create ongoing linkage between the strategic plans of both the Cal Maritime and the Foundation to achieve the following imperatives: IMPERATIVE A. Increase the charitable gift revenue stream to meet Cal Maritime’s current and long-term growth plans.

IMPERATIVE B. Develop a high potential donor base.

OBJECTIVES

OBJECTIVES

• Robust coordinated CMAF efforts in concert with

• Increase the Board’s role in the effective stewardship

University Advancement for achieving success in

of the donor base through demonstrated trust,

the following areas:

coordinated fundraising efforts, and timely story-

Fundraising

telling about the use of our donor funds.

Donor cultivation and recognition Receipt and stewardship of gifts, bequests, devises, endowments, trusts and similar funds Fund and endowment management Grant management Financial support for the activities of the Alumni Association and of private and public partnerships

• Enhance donor-related information contained in the database to more accurately assess current donor giving potential, as well as identify prospective donors.

• Expand the depth, breadth, and diversity of the Board to include members with expertise and influence in areas that open new connections with potential donors.

to advance Cal Maritime’s Mission • Strengthen and increase partnerships with public and private sectors.

OUTCOME A high-potential donor base that leads to increased private and corporate giving.

OUTCOME $21 million endowment by 2021 that supports Cal Maritime’s current and long-term growth plans.

8

IMPERATIVE C. Promote Cal Maritime’s brand to build

IMPERATIVE D. Optimize the Board’s membership,

and related industries.

to drive the development and implementation of

greater awareness of its impact on maritime, transportation,

committee structure, and governance practices

Committee Annual Operating Plans in support of the Foundation’s Strategic Plan.

OBJECTIVES • Align the Foundation’s message with Cal Maritime’s message, as articulated in the university-wide Communication Plan.

• Support the Alumni Association and its efforts to strengthen alumni engagement.

• Increase the Foundation’s participation in and support for various events, programs, and activities hosted by public and private industry partners.

• Increase Board-sponsored events and activities

OBJECTIVES • Develop annual Operating Plans for all Committees to include detailed activities, timeline for completion, measures of progress, and process for reporting progress.

• Improve Board member communications, reporting tools, and data management systems to support their decision-making efforts and advance the University’s strategic priorities.

designed to introduce Cal Maritime to potential stakeholders.

• Strengthen Board member relationships with CSU and government leaders.

OUTCOMES • Greater public and private awareness of Cal Maritime’s industry impact and positioning as the premier maritime university.

• Knowledgeable stakeholders may become potential donors.

OUTCOMES • Optimum actions are identified and completed that will increase revenue stream.

• Improved Committee performance and accountability.

• Improved dashboards and other reporting tools that lead to better, more informed decision-making.

• Awareness and integration of Cal Maritime activities and programs relevant to the Mission and Vision of the Foundation.

9

The Fundraising Imperative for Cal Maritime As the Foundation continues our work in support of Cal

California Maritime Academy Foundation and its Board of

Maritime, it is critical that we create an understanding of

Directors will need to seek new partnerships and mutually-

the fundraising imperative at the Academy.

beneficial relationships to ensure that Cal Maritime can

Cal Maritime has always filled an important role in the

continue to excel in fulfilling its educational mission.

maritime industry. As that industry has developed and

Anyone who recognizes the importance of this unique

changed, Cal Maritime’s importance has grown and the

institution to California and its impact on the global

institution has evolved to satisfy new needs. Cal Maritime

economy should feel welcome to join us as we undertake

has been recognized repeatedly in recent years for the

the important task of supporting the Foundation as we

most important of its achievements: academic excellence,

support the growth and evolution of our Maritime University

alumni success, and leadership development.

of the Future.

However, Cal Maritime’s second century is looming on the horizon, and with it will arrive demand for growth and enhancement in the areas of enrollment, academic and leadership programming, on-campus facilities, sustainability programs and technology, cadet scholarships, and faculty research and scholarship.

10

ROBERT ARP Executive Director, CMAF

CMAF Committee Initiatives 2017 EXECUTIVE COMMITTEE

MARINE DEVELOPMENT COMMITTEE

• Present Strategic Plan Mission and Vision to CMAF Board 11/16

• Reach out to non-traditional donors (pilot association, marine construction and passenger vessel organizations) for possible internal charters by 2/17

Develops and monitors the CMAF Strategic Plan

• Present Strategic Plan version 1.0 to CMAF Board 2/17 • Update Committee Charters subsequent to Strategic Plan Board approval 4/17

GOVERNANCE COMMITTEE

Oversees the performance and effectiveness of the Board

Manages the boat donation program

• Create $1.0M in charter value by 8/17 • Create a charter agreement template and protocol for committee decision making by 11/16

AUDIT COMMITTEE

Oversees financial reporting and controls of CMAF

• Evaluate CMAF Board members’ characteristics and update matrix by 11/16

• Review the year ending 6/30/16 external annual by 11/16

• Fill two to four new Board positions by 6/17

• Select new CSU-approved external auditor by 2/17 • Participate in CSU compliance audit every three years due 2017

FINANCE COMMITTEE

Oversees the endowment and the financial performance of CMAF

EXTERNAL RELATIONS COMMITTEE

• Maintain consistency of endowment and continue overall growth

Oversees CMAF’s stewardship & external outreach activities

• Work with UBS to identify and implement peer best practices by 4/17

• Appoint Committee Chairman

• Develop investment plan for unrestricted funds by 2/17

• Develop Annual Plan and Initiatives • Augment Committee Charter

At all board meetings, each Committee will report status on their goals for the fiscal year.

11

200 MARITIME ACADEMY DRIVE, VALLEJO, CA 94590 | (707) 654-1000 | WWW.CSUM.EDU/CALIFORNIA-MARITIME-ACADEMY-FOUNDATION