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Clients
Case Studies
Carolinas HealthCare System - Charlotte, North Carolina
In 2001, Carolinas HealthCare Foundation in Charlotte, North Carolina, fundraising arm of the Carolinas HealthCare System (the fourth largest public hospital system in the country), began thinking about a capital campaign.
Although the Foundation had been successful in attracting philanthropic support-it raises as much as $10 million annually-it had never undertaken a capital campaign since its founding in 1959.
Brakeley Briscoe Inc. came on board at that time to work with Michael L. Rose, the Foundation's president, and his management team to develop a campaign strategy that would maximize their potential. After more than a year of strategic planning, the focus of the campaign emerged. Carolinas HealthCare System would build the region's first children's hospital comprising 234 beds to complement the 861-bed flagship medical center of the System.
Brakeley Briscoe Inc.'s planning study showed strong support for the System's plans and a readiness by the community leadership to embrace the children's hospital concept. In addition, the study identified campaign leadership and key donor prospects. Bolstered by the BBI report's findings, the Foundation set a goal of $60 million in philanthropic support to complete the financing of the $85 million facility.
In mid-2004, the campaign, titled "Dare to Dream," began. The campaign chair, Howard C. "Smoky" Bissell, undertook to personally solicit all top donors. Brakeley Briscoe Inc. continued to serve as counsel after the planning study.
The campaign was launched with a $10 million gift from the Leon Levine Foundation of Charlotte. The new hospital will be named the "Levine Children's Hospital."
At the beginning of 2006, the campaign reached 95 percent of its goal and the campaign leadership is preparing for the final public phase of the effort later in the year. The campaign has achieved more than 20 seven-figure gifts to date.
We applaud our friends at Carolinas HealthCare Foundation and the community leadership of Charlotte for their extraordinary fundraising accomplishment, which will benefit the Carolinas for generations.
Stephen Wertheimer and George A. Brakeley III serve as the campaign's counseling team.
• • • •
The National Foundation for the Centers for Disease Control and Prevention in Atlanta, Georgia serves the Federal CDC's goal of attaining its vision of healthy people in a healthy world through prevention. The Foundation connects outside partners and resources with CDC scientists to build programs that substantially enhance CDC's impact. Thus, the Foundation's slogan, "More, faster." Only ten years old, the CDC Foundation has already raised more than $100 million in corporate and foundation grants and gifts from individuals in its short history.
Brakeley Briscoe, Inc. served the Foundation for a five year period through 2004. Our work included an internal management audit of the development program, ongoing counseling for the president and staff, and assistance in the executive search for a chief development officer. In 2004, BBI conducted a pre-campaign planning and feasibility study for a proposed Visitor and Education Center of CDC's main campus to complement a $1.5 billion expansion and renovation program; the federal government is still studying the project.
Adelia Thompson, former Vice President for Development, and Chloe Tonney, the current Vice President for Advancement, represented the client. George A. Brakeley III and Stephen Wertheimer served as counselors to the Foundation.
• • • •
Founded in 1874, St. Olaf College is the flagship liberal arts college of the Lutheran Church, located an hour south of The Twin Cities in a small, historic farming community which is also the home of Carleton College. St. Olaf's case is perhaps best summed up by a respondent in one of our studies for them who said, "St. Olaf's job is to provide the finest liberal arts education within the context of a community that believes in and practices the Gospel."
The College's choirs and music programs are renowned worldwide. Its mathematics and science programs produce large numbers of scientists and physicians. The College offers an outstanding international studies program. The campus is beautiful, functional and well maintained. Finally, the College has always enjoyed sound presidential leadership and management throughout its history.
BBI and its predecessors served St. Olaf more or less continuously from 1984 to 2003, beginning with a pre-campaign planning and feasibility study for the proposed "Vision - The Next Step for St. Olaf" campaign. BBI provided a senior executive as the half-time resident director for the first 18 months of the campaign. With a goal of $42 million, the campaign concluded five years later more than $31 million over goal and was characterized by two extraordinary circumstances. First, the then-president, Dr. Melvin George, was an exemplar of presidential leadership in fundraising ("When does he sleep," an observer asked?). Second, when the campaign was slowing down at about the $35 million mark, an anonymous donor offered a dollar-for-dollar challenge from that point on, with no stated maximum. Its impact on the campaign speaks for itself
Then followed an interim period during which we provided periodic consulting. In 1996, we were asked to conduct a second pre-campaign study, this one testing a goal of $125 million. Having endorsed that goal (helped just a bit by a known lead gift of $28 million), we provided monthly consulting services to the "Fram Fram - Forward St. Olaf" campaign for the next five years, along the way assisting in finding a new chief development officer for them. The campaign concluded in 2002, having raised in excess of $144 million.
Almost immediately we were asked to conduct a third study, this time for a $60 million, non-campaign project to build a new science center. Having endorsed that goal, we provided periodic counseling to the effort for about a year.
When we first went to work for St. Olaf, their development program was 100% staff-driven. By the end of our 19-year relationship, the culture had changed dramatically, to the point where an ongoing volunteer structure was in place as an integral component of the fundraising team. Dollars aside, we regard our role in assisting in that transformation to be one of our proudest achievements.
• • • •
Assumption College is a 2,100-student liberal arts college established by the Augustinians of the Assumption, an order of the Roman Catholic priests and brothers and located in Worcester , MA , a metropolitan area with a population of 170,000, and a city in which there are no fewer than twelve colleges and universities. While several of these institutions are national in reach, most are regional.
About 20% of Assumption's students are first-generation college-goers, mostly from modest socio-economic circumstances. A unique aspect of the College is the strong presence of Americans of French-Canadian descent. Over the years Assumption has produced only a modest number of professionals (doctors, lawyers, et al) and businesspersons.
When BBI first came on Board, Assumption's fundraising track record had been rather modest. The Annual Fund had never reached $1 million in any one year, with an alumni participation rate of 26 percent. Their last campaign had raised $15 million; and there had been very little meaningful volunteer involvement in either annual or capital fundraising.
Put another way, this was a college of modest distinction, a modest history, and modest expectations of itself. Our biggest challenge was to change that mind-set.
BBI was retained in late 1999 to conduct a study testing a goal of $40 million. While we did give them a "go" recommendation with regard to having a campaign, we could support only a $30 million goal, and even that figure presumed a "sure thing" government grant of $5 million for the proposed science center. BBI was subsequently retained to provide ongoing strategic counsel in the person of George A. Brakeley III.
As of February of 2006, The Centennial Campaign had raised in excess of $27 million, despite the fact that only $3.2 million had come from the Federal government. Along the way the College obtained the largest gift ever from a living individual (by a multiple of five); had completed its new $18 million science center (and met the terms of a very demanding Kresge Foundation challenge grant in the process); and had gotten its Annual Fund comfortably over $1 million a year. The campaign has proven to be a paradigm of the synergistic benefits of the "right" leadership team of President, Campaign Chairman and Chief Development Officer.
• • • •
The Marine Mammal Center
The Marine Mammal Center, in the Marin Headlands north of the Golden Gate Bridge, is dedicated to rescuing and treating and ill and injured seals, sea lions, elephant seals, and their kin; it researches their health and diseases; and it educates children and adults about the importance of marine mammals as sentinels of our ocean environment. The Center has treated more marine mammals than any other institution of its kind in the world.
When our services were retained the hospital and triage centers were rapidly aging. The deteriorating shipping containers, trailers and life support systems, cobbled together over 30 years had to be replaced.
BBI prepared a plan and now counsels the campaign to rebuild the facilities. We helped The Center focus on finding and researching their best prospects, expanding their cultivation efforts, strengthening their major gift program and volunteer participation in fundraising. The dollars raised for the campaign steadily increased, but so did the goal. Concrete and steel costs increased dramatically adding to earlier challenges of the dot com bubble burst.
The Center broke ground on the new hospital in November 2005, having raised $15 million of the $18 million goal. The Center has a strong plan in place to raise the remaining funds. We are pleased to be a partner in The Center's success. Marianne Briscoe and Juliana Ver Steeg comprise The Center's consulting team.
• • • •
St. Anthony Foundation is a much loved San Francisco institution and the city's largest privately funded provider of meals and other services to those in need. Beyond food, St. Anthony's provides shelter, medical care, recovery services, education, and training that help improve the quality of life of some of the city's most vulnerable men, women and children. More people need St. Anthony's services and the rapidly deteriorating facilities are standing in the way. St. Anthony Foundation must rebuild two facilities to help more people out of poverty and channel more resources toward long-term solutions to homelessness.
The challenge: for decades St. Anthony Foundation has never actually asked for money. Their reputation and the power of the Franciscan charisma led many to remember St. Anthony Foundation in their wills and at the year-end holidays. In this way the Lord has provided for their mission to the city's hungry and troubled. But St. Anthony's leaders concluded that fundraising for the facility is something they have to take into their own hands.
This is a big culture change for St. Anthony's and we are pleased to be assisting them in their growth in major gift fundraising. To begin this effort, we completed a campaign plan and are now providing fundraising counsel to the campaign. St. Anthony's now has active volunteer fundraisers and several seven figure gifts to start the campaign. Marianne Briscoe and Juliana Ver Steeg are St. Anthony Foundation's fundraising consulting team.
