July 1, 2018 – June 30, 2019
CONTENTS ANNUAL REPORT 03 President’s Executive Council 04 Board of Trustees 05 Enrollment Management 09 Academic Affairs 13 Student Life 17 Business and Operations 23 Advancement
Rockford University’s Annual Report is published by the Advancement Office. Project Manager Rita Elliott Graphic Design and Production Paul Hecker
Eric W. Fulcomer Ph.D. Rockford University President
I
am pleased to offer this report of our 2018-2019 fiscal year. The information shared throughout this report illustrates the progress and breadth of accomplishments made through the dedicated work of our faculty and staff on behalf of our students. While this year, as is always the case, had its share of challenges, we made tremendous progress and have much to celebrate. These are both trying and rewarding times for any institution, large or small, public or private. We must be committed to embracing the realities of our environment, be innovative with our program offerings, and be receptive to the expectations of our students. Some examples of our investments in the future include partnering with the Rockford Park District to enhance the athletic facility availability for our student-athletes; making significant residence hall updates and renovations; revisioning our general education program; restructuring the Center for Learning Strategies to meet the needs of this current generation of students; launching a comprehensive student leadership program and a significant redesign of the student orientation program to increase student engagement; creating a retention committee; and, successfully completing a capital campaign. Not a bad year! Helping to guide our work as we continue to fulfill our mission of educating men and women for productive and fulfilling lives, careers, and participation in an increasingly
modern global society, is our new Strategic Plan. Work on the plan began during the 2017-18 academic year, and the Board of Trustees approved it at their May 2019 meeting. It has been an extensive process that included input from faculty, staff, and trustees and significant work by teams involving more than 30 people. The result is the creation of a next-generation strategic plan that responds to current best practices in higher education and addresses current challenges and aspirations unique to Rockford University. CREDO, a comprehensive consulting firm that works with private colleges and universities on strategic planning, helped guide the development of our plan. The Strategic Plan is structured around four thematic elements (Engage, Experience, Build and Grow) and has its roots in Liberal Arts learning. Through robust external relations that leverage the support of an engaged community of partners, we will build a thriving campus that puts students first by providing a distinct student experience in and out of the classroom. Though the plan was not approved until the end of the academic year, we worked to implement aspects of the plan throughout the year. Progress is already evident, as you will note in the following pages. With a strong leadership team in place who are committed to serving as active partners in our visioning and growth, we are proud to own and hold high our 172-year legacy of higher education as we chart the future of Rockford University.
2
PRESIDENT’S EXECUTIVE COUNCIL
Michael A. Perry, Ph.D. Interim Provost and Vice President for Academic Affairs Randy Worden, D. Min. Vice President for Student Life and Dean of Students Matthew D. Phillips ’04/’06 MBA Vice President for Enrollment Management (Through August 2018) David Hawsey Interim Vice President for Enrollment Management (September 2018)
3
Annual Report
Rockford University 2018–2019
Christina Anderson ’05 MBA, CPA, CIA Senior Vice President for Business & Chief Financial Officer (Through December 2018) Lisa Custardo, CPA, CGMA, MBA Vice President for Finance & Chief Financial Officer (February 2019) Gregory Cascione, Ph.D. Interim Vice President for Advancement
Rockford University Board Of Trustees 2018 - 2019 OFFICERS
Elizabeth Donovan Chair of the Board Vice President of Communication AutoAlert, LLC Grosse Pointe Park, Mich.
Barbara R. Tanaglia, ’73 Vice Chair of the Board Retired, Manager Information Center, Thermo Fisher Scientific Rockford, Ill.
Jeffry Potter, ’98 Treasurer of the Board CFO & Treasurer William Charles, LTD Rockford, Ill.
L. Thomas Heiser, ’84 Secretary of the Board President & CEO Ridgetop Group, Inc. Lawrenceville, Ga.
ACTIVE TRUSTEES
Greg Allen ’98 President & Vice Chairman MPEC Rockford, Ill. Charles Box Consultant Rockford, Ill. Rebecca Epperson Owner Chartwell Agency Rockford, Ill. Eric W. Fulcomer, Ph.D. President Rockford University Rockford, Ill. William Gahan, Ph.D. Faculty Trustee Chair, Dept. of English Associate Professor of English Rockford University Rockford, Ill. Dawn R. Hallsten, J.D., ’73 Attorney Rockford, Ill.
Elizabeth Hegel, J.D., ’81 Hegel Holdings, LLC. Rockton, Ill. Helen C. Hill, ’70 Owner Helen Hill Communication Rockford, Ill. Ganesh Iyer President & CEO Etnyre International Ltd. Oregon, Ill. Iain D. Johnston, J.D., ’87 US Magistrate Judge Northern Illinois District Rockford, Ill.
Bettyann Pappenfus ’81 Alumni Trustee Consultant/Senior Network Analyst Haigh, Todd & Associates St. Paul, Minn. Michael Schablaske ’87 Retired Rockford, Ill. Marci Taets, ’92 Accountant Rock County Human Services South Beloit, Ill.
Fred Young, ’65 President Forest City Gear Company Roscoe, Ill. Janet Zelenka, ’80 Senior Vice President and Chief Information Officer Deerfield, Ill. Tracy Wang Student Trustee
Patricia Tumilowicz, ’87 Rockford, Ill.
James Keeling, J.D., ’18H Attorney Hinshaw & Culbertson Rockford, Ill.
Frank E. Walter Executive Vice President Heartland Financial USA Rockford, Ill.
Joel J. Moore, ’00 Financial Advisor Merrill Lynch Global Wealth Management Chicago, Ill.
Jonathan S. Whitlock Private Investor & Director Rockford, Ill.
EMERITI TRUSTEES
James H. Clarke, Ph.D., ’67 Charles L. Colman, ’06 L.H.D. Georganne Eggers, ’49 Charles P.A. Frankenthal Kenelm A. Groff Charles J. Howard
Teresa J. Ingrassia, MBA ’86/’00 L.H.D.
Louise Sinclaire, ’57
R. Ray Wood, ’10 L.H.D.
Stanton K. Smith, Jr.
Dennis W. Johnson
Angelo Spoto
Kent A. Mallquist, ’97 L.H.D. Sunil Puri, ’82/’13 L.H.D. Dave Rydell ’63 Richard M. Schilling, Sr.
James S. Whitehead, J.D., ’04 L.H.D.
John B. Whitehead, ’83 L.H.D.
PRESIDENT EMERITI
Robert L. Head, Ph.D.
William A. Shields, Ph.D., ’01H
Honorary Designations L.H.D. – Doctor of Humane Letters LL.D. – Doctor of Laws H – Honorary Alumni
4
ENROLLMENT MANAGEMENT
Michael Quinn Interim Vice President for Enrollment Management
I
had the privilege of starting my tenure as Rockford University’s Interim Vice President for Enrollment Management on July 11, 2019, and the advantage of building on the momentum that my talented predecessor, David Hawsey, began to build during FY19. It has become evident in my short time here that Rockford University is the type of higher education institution that will thrive in this increasingly-challenging environment. The Enrollment Management division began to build momentum in three key areas. First, the division engaged Ruffalo Noel Levitz (RNL), a nationally-renowned enrollment management consultancy that facilitates meaningful and productive communication with prospective students. RNL will also help the University maximize the benefit it derives from its financial aid offers. Second, the University launched a cross-functional Retention Committee, comprising faculty and
staff, to develop initiatives designed to increase the percentage of students who persist from their freshman to sophomore year. Improved retention will help Rockford University financially and in stature as more Regents go into the world and begin successful careers. Finally, Rockford prioritized the development of innovative academic programs that directly address the needs of local adult students and companies. By listening to the needs of our constituents and their employers carefully, these new programs will enable Rockford University and its community to thrive for generations to come.
we are engaged in community service, enhancing the success of changing populations of students, or imagining new academic programs, Rockford University is an active partner in improving the region’s future.
In fact, community is the unifying theme of the initiatives we began in FY19. Rockford University is an institution that is unique in its ability to build community among prospective students, current students, alumni, school districts, two-year institutions, companies, and the entire Rockford region. Whether
There is plenty about which we should be excited, but what I enjoy the most is imagining the amazing new ideas this talented group of Rockford University educators— faculty, staff, and coaches—will develop next.
The focus on community creates opportunity, and there is no better example than the opportunity that Rockford University has provided for a broad range of students, including first-time first-year students, adults completing their Bachelor’s degree, students transferring from two-year institutions, and military personnel seeking to maximize their educational benefits.
6
ENROLLMENT MANAGEMENT
5-Year Enrollment Summary Full-Time Undergrad
Part-Time Undergrad
Graduate
FY 14 FY 15 FY 16
30%
FY 17
with bachelor’s degrees
of students graduating identify as 1211
FY 18 0
300
600
900
non-caucasian
1,200
Total International Students
5-Year International Student Growth
8
164
81
75
7
Annual Report
Rockford University 2018–2019
Global Affairs sponsored events like the International Food Festival and the Day of the Dead welcome several hundred guests from the campus and community each year.
ENROLLMENT MANAGEMENT
Fall 2018 Census Registration Summary
1,000 800
866
885
838 716 660
600 400
200
570 497
Top Five States Represented
526
276
300
Illinois Wisconsin Indiana Florida Arizona
0 MEd
8
ACADEMIC AFFAIRS
Michael A. Perry, Ph.D. Provost and Vice President for Academic Affairs
I
came to Rockford in 2008 as an Assistant Professor of English. Since that time, I have served as Chair of the English department, Dean of the College of Arts and Humanities, and was appointed Interim Provost and Vice President for Academic Affairs in August of 2018. It has been my distinct honor upon stepping into this role to work with colleagues from across the institution on myriad initiatives. Academic Affairs, in collaboration with faculty and staff, has made significant progress toward restructuring the Center for Learning Strategies (CLS), laid the groundwork to increase assessment efforts University-wide, recast our general education curriculum, and worked to invite more efficiency into registration and curricular endeavors.
Progress made in these critical areas has far-reaching effects. Our CLS is now positioned to not only serve a greater variety of student needs but also provides student workers with the opportunity to support the institution via the role of tutors and supplemental instructor positions. Assessment endeavors continue to evolve through revised reporting guidelines that support faculty efforts. Faculty, upon two years of dedicated research and work, passed a new general-education curriculum that will soon be implemented. Finally, revision to the registration process has opened up the advising window from two weeks to two months, enabling a more thorough and flexible advising process.
environment that champions consistency in three key areas: first, we are committed to being consistently innovative both within and outside of the classroom; second, we recognize the need to be consistently adaptable to a changing environment as we move forward in innovative ways; third, we realize that in order to be both innovative and adaptive, we must consistently look carefully at ourselves, assess our efforts, and be ready to respond accordingly. We currently exist in a challenging and constantly changing environment; because of the people we employ and the strategies we embrace, I am confident that Rockford University is poised to not only succeed, but also to be a leader in higher academia.
The office of Academic Affairs is committed to creating an
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ACADEMIC AFFAIRS Accreditations: The Higher Learning Commission North Central Association of Colleges and Schools 230 South LaSalle St., Suite 7-500 Chicago, IL, 60604-1413 Phone - 800-621-7440 https://www.hlcommission.org/ Accredited and Approved Programs Accreditation Commission for Education in Nursing, Inc. 3343 Peachtree Road NE, Suite 850 Atlanta, Georgia 30326 Phone - 404-975-5000 Fax - 404-975-5020 www.acenursing.org American Chemical Society 1155 Sixteenth St. NW Washington, DC 20036 Phone - 800-227-5558 www.acs.org
Illinois State Board of Education Professional Preparation and Recruitment 100 N. First St. Springfield, IL 62777 Phone - 217-782-4321 www.isbe.net International Assembly for Collegiate Business Education P.O. Box 3960 Olathe, KS 66063 Phone - 913-631-3009 www.iacbe.org
Library Holdings E-books
Electronic Subscription
FY 16
FY 17
319,228
Square feet of classroom space
FY 18
76
Classrooms/Labs
5
FY 19
Auditorium/Theaters 0
11
200,000
Annual Report
400,000
600,000
Rockford University 2018–2019
800,000
1,000,000
ACADEMIC AFFAIRS The National Survey of Student Engagement (NSSE) is an assessment tool utilized by the University to better understand two critical features of collegiate quality. The first is the amount of time and effort students are devoting to their studies or other educational activities. The second is how institutional resources, courses, and other learning opportunities support student learning and their overall academic experiences. The survey is administered in the spring semester to first-year students and to students in their senior year.
National Survey of Student Engagement (NSSE) 2018: First-Year Students
National Survey of Student Engagement (NSSE) 2018: Senior Students
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STUDENT LIFE
Randy Worden, D. Min. Vice President for Student Life and Dean of Students
I
t became clear to me in my first year at Rockford University that the work we do here changes lives forever. The relationships students have, the challenges they experience, and the learning they undertake, all work together to create an environment where students can discover and refine their best selves. Through a series of discussions and focus groups with students across campus, the Student Life team identified three key initiatives for 2018-2019: 1.) Students desire more opportunities to develop their leadership skills and want to contribute to their experience. 2.) Students living on campus were not satisfied with their dining experiences nor their living conditions. 3.) In order to build a stronger campus community, the institution needs to increase its ability to retain students. To address students’ desire to contribute and their desire to develop leadership skills, a Student Leadership Program (SLP) was created. The creation of the SLP allowed for the hiring of 50+ student leaders to fill a variety of roles around campus: Resident Assistants (RA’s), Student Government officers, Campus
Activities Board members (Cabbies), and Regent Experience Guides (Reggies: formerly known as Welcome Week Leaders). Several important changes will characterize the SLP. The number of Resident Assistants will be doubled in order to increase the time spent relating to students and building community within the residence halls. Reggies, who previously only worked during the Welcome Week prior to classes starting, will begin their work at Freshmen Orientation and maintain contact with their assigned students throughout the school year. These changes, along with others, will focus the work of student leaders on supporting students and building community. To address the on-campus living experience, Sodexo, RU’s maintenance and food service provider, was engaged in a series of conversations. As a result of these conversations, new menus were developed, dining options were expanded, a food service task force was created to monitor food quality, individualized work orders were developed to speed up repairs, and additional capital funds were directed towards necessary repairs. These efforts lead to a marked increase in positive responses from residents on the year-end Quality of Life Survey.
Through extensive nation-wide research, “High Impact Practices for Retention” have been identified. These practices are effective in helping students succeed academically and increase the affinity students feel for their school. RU has already committed to several of these practices, but additional practices are needed. Two new High Impact Practices will be put in place for the 2019-2020 school year. To increase continuity in relationships and provide students with someone they can turn to for support whenever needed, the Reggies will expand their work with freshmen to encompass the entire year. The second High Impact Practice to be added will be a Freshmen Retreat. This off-campus retreat takes place prior to classes starting. It will help freshmen to: 1.) Meet their classmates. 2.) Develop a strong class identity. 3.) Foster affinity for Rockford University. Each of the initiatives described above will improve the student experience. Being at RU should be one of the very best experiences students ever have. Student Life is committed to this ideal, and it shapes our work.
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STUDENT LIFE 2018 First Destination Survey Administered by the Career Development Office, the “First Destination Survey” for the class of 2018 includes August and December 2017 graduates, May 2018 graduates, and July 2018 graduates of the Adult Degree Completion program in Management Studies. A total of 97 graduates responded to the survey, resulting in a 30 percent response rate. Rockford University’s results are reporting against the annual first-destination survey conducted by the National Association of Colleges and Employers (NACE) 2018 survey of 361 colleges.
Employment Rates
86%
54%
87% responded that their current employment is related to their major at
14%
1%
Rockford University.
Unemployment Rate
Full-Time Employment Rate
Salary Comparison
$66,129 $51,034
$69,803
$47,476
90% of respondents found full time employment within six months of graduation.
15
Annual Report
Rockford University 2018–2019
STUDENT LIFE Residential Students 40%
35%
Through the Office of Student Life and student-driven clubs and organizations, more than 69 events were hosted.
30%
16
BUSINESS SYSTEMS AND OPERATIONS
Lisa Custardo, CPA, CGMA Vice President for Finance and CFO
C
oming to Rockford University provided me an exciting opportunity to join efforts with other like-minded people who want to accomplish extraordinary results in the field of higher education. I have spent the better part of my career working for and with organizations that hold educational stewardship, social responsibility, and community engagement in very high regard and I’m honored to be able to continue that work here in Rockford. FY19 was filled with a complex mixture of rising operational costs, national declining enrollment reports, and new members to the leadership team. As a university, the situation called for a conservative spending plan but did not halt our progressive movement in many areas across campus. Our primary focus remained centered around our students, faculty and staff, strategic spending and collaborative budgeting. We made smart decisions and crossed off the following significant accomplishments: 1. Refurnished 87 dorm rooms with new beds, dressers, desks, and chairs with plans to complete an additional 47 rooms in FY20.
2. Upgraded the Center for Learning Strategies with new furniture, new carpet, and fresh paint throughout the center. New testing stations and closedcircuit TV cameras for monitoring testing were also installed. 3. Added a new generator and HVAC system in our IT Center and began running automated Cloud Backups from our IT Center. 4. Replaced and upgraded fire alarm equipment in Clark Arts, Starr Science, and Kent. 5. Converted to a web-based payroll system that allows employees to access their basic payroll and human resource information online. As a result, the University increased efficiencies and reduced the amount of printing for payroll stubs. The University ended the fiscal year with an overall increase in net assets of $531,000, reflective of continued successful efforts to control expenses and create operational efficiencies across many of our departments and programs.
I am most pleased to report that our overall composite score published for the Department of Education (DOE) Financial Responsibility Standards is a healthy 2.3. This composite score is required by the DOE to help determine whether an institution is financially sound and administratively capable of providing a quality education to its students. Overall, this calculation measures financial health through a composite weighted score of three standardized ratios: capitalization ratio, net income ratio and primary reserve ratio. The blended combination score of 1.5 or greater demonstrates that a university is financially fit and responsible. With a composite score of 2.3, we are well above any reporting requirements and in a desirable score ranking zone. Through a disciplined budget approach that carefully balances excellence in teaching and the student experience with the University’s need to be competitive in a challenging economic environment, I am proud of the work that has been done to ensure Rockford University is well-positioned to operate with financial health well into the future.
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BUSINESS SYSTEMS AND OPERATIONS Endowment Trusts Endowment (Endowment & Interfund Rec.) 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000
2,590,040
Revenues
1,235,603 1.5% and 212,418
1
5%
4%
0%
Total Revenues
$26.2
20,799,866
79
%
(in Millions)
1,355,098
Expenses 1,729,413
2
6,883,224
7%
7%
Total Expenses (in Millions)
23%
9,799,545
19
Annual Report
5%
38%
$25.7
Rockford University 2018–2019
1,264,787
5,985,355
BUSINESS SYSTEMS AND OPERATIONS
Total Liabilities 15,000,000 12,000,000 9,000,000
Rockford University’s Total Liabilities for FY19:
$13.5 Million
6,000,000 3,000,000
Total Net Assets 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000
Rockford University’s Total Net Assets for FY19:
$38.4 Million
15,000,000 10,000,000 5,000,000
20
BUSINESS SYSTEMS AND OPERATIONS Statement of Financial Position As of June 30, 2019 and June 30, 2018
2019
2018
ASSETS Cash and cash equivalents
$6,249,606
$5,983,951
1,190,730
1,236,332
111,990
152,033
Governmental loan receivables
1,766,210
1,971,342
Student loans and other grants receivables
1,244,091
1,340,649
Inventories, prepaid expenses and other assets
683,954
343,580
Irrevocable trust receivable, net
608,921
538,982
8,440
140,399
8,976,775
8,667,248
Property, plant and equipment, net
17,822,070
18,323,674
Beneficial interest in trust held by others
13,219,055
11,941,125
$51,881,842
$50,639,315
Accounts payable
$609,281
$898,215
Accrued compensation and payroll taxes
1,159,763
1,116,018
259,507
152,018
1,513,814
1,560,278
4,330,334
3,276,112
229,409
218,484
Bonds payable
4,005,105
4,196,866
Government loans payable
1,415,306
1,392,702
$13,522,519
$12,810,693
2,758,411
3,230,713
35,600,912
34,597,909
$38,359,323
$37,828,622
$51,881,842
$50,639,315
Notes and accounts receivable, net Promises to contribute, net
Investments Endowment investments
TOTAL ASSETS
LIABILITIES
Other claims payable Other deferred income and liabilities Leases and other obligations Asset retirement obligation
TOTAL LIABILITIES NET ASSETS Unrestricted Temporarily restricted TOTAL NET ASSETS
TOTAL LIABILITIES AND NET ASSETS
21
Annual Report
Rockford University 2018–2019
BUSINESS SYSTEMS AND OPERATIONS Statement of Activities
For the Years Ending June 30, 2019 and 2018
2019 Without Donor Restrictions
2018
With Donor Restrictions
Total
Total
REVENUES AND OTHER SUPPORT Tuition and fee revenues
$20,799,866
$
-
$20,799,866
$21,303,700
Auxiliary enterprises
1,355,098
-
1,355,098
1,412,090
Gifts, grants, and bequests
1,316,746
1,273,294
2,590,040
3,196,098
-
661,445
661,445
728,734
Investment income (loss)
77,308
668
77,976
290
Change in investment market value
10,790
470,812
481,602
506,336
(170,717)
-
(170,717)
177,041
-
14,580
14,580
303,970
367,529
15,606
383,135
2,017,296
1,433,402
(1,433,402)
-
-
$25,190,022
$1,003,003
$26,193,025
$29,645,555
Instruction
6,883,224
-
6,883,224
7,220,788
Academic support
1,264,787
-
1,264,787
1,900,474
Student services
5,985,355
-
5,985,355
5,323,319
Institutional support
9,799,545
-
9,799,545
9,806,929
Auxiliary enterprises
1,729,413
-
1,729,413
1,713,333
25,662,324
-
25,662,324
25,964,843
Change in net assets
(472,302)
1,003,003
530,701
3,680,712
NET ASSETS, Beginning of Year
3,230,713
34,597,909
37,828,622
34,147,910
$2,758,411
$35,600,912
$38,359,323
$37,828,622
Endowment income
Change in value of derivative instruments Change in value of funds held in trust by others Miscellaneous Net assets released from restrictions Total Revenues and Other Support
EXPENSES
Total Expenses
NET ASSETS, END OF YEAR
22
ADVANCEMENT
Stephen Kull Vice President for Advancement
I
began my tenure at Rockford University on July 22, just after the start of FY20. I’d like to thank former VP Bern Sundstedt ’77 for welcoming me into this role after he made such a significant impact on the University. While I cannot take credit for the impressive results you see throughout this report, what I can do is highlight just a few of the accomplishments of the Advancement office, much of which is credited to the generosity of our donors. Donors ultimately create an environment where our students find motivation in the classroom, on the fields and in the labs. The office of advancement makes this possible through connections between life at Rockford University and life beyond. While officially now ended, the longterm positive outcomes of the Rock Solid & Ready Capital Campaign are far from over. The campaign successfully closed on June 30, 2019, with $18.4 million raised against an original $17.3 million goal. For Advancement professionals, it doesn’t get much better than this. Our reward is to see the impact of years of hard work. As a result of the Rock Solid & Ready Campaign, the University has been able to make substantial
improvements in academic areas, the overall student experience, and learning spaces. Highlights of the campaign include $1 million invested in modernizations to the Starr Science Building, including the purchase of new scientific equipment; naming of the Puri School of Business and the installation of the Bloomberg Business Lab trading floor; and the creation of the Student Opportunity Fund which allows for supportive funding for students to further engage in research experiences with faculty and in unique learning opportunities. Finally, the strengthening of the University's annual fund has allowed for extensive capital investments to take place throughout campus. More than $15 million has been invested over the past six years, resulting in noticeable improvements to our infrastructure and physical plant. Included in this is a nearly $3.5 million 3,800-square-foot addition to Seaver Physical Education Center. The new space, which is scheduled to begin construction in the fall of 2019, will include an enhanced weight and fitness space and will add more classroom space for the rapidly growing physical education and exercise science programs. Designed by local architecture firm Larson & Darby Group, this vital expansion
will be an essential venue for student learning and further support enrollment growth. Happening concurrently with efforts to raise funds to support specific campaign elements, several additional donors came forward to support students through the creation of endowed scholarships and bequest intentions. Additional gifts made to endowed scholarships during the life of the campaign amounted to more than $8.7 million, including planned gifts and bequest intentions valued at approximately $875,000. In all, during the period of the campaign, gifts and pledges to the University totaled more than $27.8 million. In all our efforts and historic growth, the goal is always student success, a goal your gifts are helping us achieve again this year. Our year ahead brings excitement and much momentum. Please visit the University when you can, or meet us out on the road in the upcoming year, and, of course, share your stories and memories with us. We look forward to building new relationships and enhancing those existing for the advancement of Rockford University. Thank you for all you have done and for all you continue to do.
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ADVANCEMENT
Donor Categories for FY19 Giving
Campaign Designations
3.5%
3%
17 %
Seaver/ Event
2
9%
6%
$18.4
4%
(in Millions)
17%
70 . 5 %
Student Opp. Expend
$2.7
(in Millions)
Total Raised
Student Opp. Endow
Total Donations
6%
Starr Science
44
%
Academic Enhan.
Charter Fund
States with the highest number of alumni, parents, and friends Wisconsin
934
Minnesota
208
WA 135 MT 17
OR 67
ID 26
NV 45
SD 71
VT 13
IA 155
CO 242
IN 171
KS 36
NM 59
OK 25
MO 128
314
WV 8
AL 36
ME 27
PA 78
NJ 60
VA 133
MD 79 DC 11
NC 155
TN 99 MS 18
Arizona
OH 150 KY 49
AR 30
NH 15
NY 170
MI 174
NE 40 UT 25
10,725
ND 8
WY 14
California
478
Illinois
GA 147
SC 71
LA 26
Texas
298 HI 22
25
Annual Report
AK 12
Rockford University 2018–2019
Florida
503
MA 106 RI 15 CT 58 DE 12
ADVANCEMENT
Online Giving Number of Gifts and Dollar Amount Given
FY19
FY15 FY16 FY17 FY18 FY19
$23,973 $35,693 $35,412 $52,140 $74,046
5 YEAR HIGH
26
OUR YEAR
IN PHOTOS
27
Welcome week leaders during fall kick-off
2018 Athletic Hall of Fame recipients
Terrance Pirtle ’02/’05 speaks at the 2018 Athletic Hall of Fame Ceremony
Fall Kick-off fun for students and families
Production of ‘Five Women Wearing the Same Dress’
"Geek Out" Gala 2019
Annual Report
Rockford University 2018–2019
Architect rendering of the Seaver Physical Education Center project
Graduates Joe Werkheiser and Tracy Wang
Nursing graduates take time for a group photo
Members of the first class in the Master of Education program
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Institutional Advancement 5050 E. State St. Rockford, IL 61108 815.394.5041 • rockford.edu