CALIFORNIA MARITIME ACADEMY FOUNDATION
Strategic Plan 2019-23
Contents Message from the Chairman of the Board
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CMAF Committee Initiatives 2018-19
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Mission, Vision, and Beliefs & Values
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Foundation Board of Directors
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Imperatives, Objectives, & Outcomes
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The Fundraising Imperative at Cal Maritime
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Message from the Chairman of the Board The California Maritime Academy Foundation plays a vital
These goals provide guidance to our strategic planning
role in the overall success of California State University
process as we seek to build upon the Foundation’s
Maritime Academy. As the University executes its
successes and find new opportunities for growth.
Strategic Plan, the Foundation has launched its first ever comprehensive campaign in support of the University’s mission and vision.
California State University Maritime Academy has a tremendous impact on the maritime industry well beyond the borders of our state. As the only U.S. maritime
As we move forward, the Foundation will focus its activities
academy serving the Pacific, it carries a great responsibility
on the following areas:
in supplying professionals who are integral to international
• Increase the charitable gift revenue stream to meet Cal Maritime’s long-term growth plans as reflected in the Academy’s Strategic Plan and execute the institution’s first-ever comprehensive campaign. • Further develop a robust high potential donor base
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 join us in this exciting next phase in Cal Maritime’s history.
in terms of financial donations and vessel donations. • Create ongoing linkage between the strategic plans of both the Academy and the Foundation. • Develop a communications plan that supports the
MR. THOMAS C. EDWARDS CMAF Board Chair
activities of the University and the Foundation while strengthening the brands of both organizations. • Create organizational excellence in all areas of the Foundation, including the recruitment of a more diverse Board.
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Leading the Way
THE CAL MARITIME CENTENNIAL CAMPAIGN INVESTING IN STUDENT SUCCESS • Scholarships and Other Student Aid • Edwards Leadership Development Program • Simulation Programs • Endowed Professorships • Oceanographic Research • Student Research • Sustainable Energy BUILDING OUR FUTURE • Z-Drive Tug and Simulation • Two Workboats and Boathouse • Machine / Welding Shop Upgrade • Athletics facilities • Merchant Marine Museum • Performing Arts • Quality of Life Improvements MEETING TODAY’S NEEDS • Cal Maritime must be nimble and flexible • Faculty Innovation in Teaching • Mobile Technology and Furnishings for Small Group Interaction • Critical Classroom Upgrades • Deferred Maintenance Projects and Facilities Upgrades
Expanding on its traditional role as a nautical training school for seafarers, today’s California State University Maritime Academy is a complex higher education institution granting undergraduate and graduate degrees. With a special niche, Cal Maritime maintains its differentiation as it delivers new programming that focuses on the maritime nature of its mission. The University will sustain its reputation and relevance as an academy that prepares both licensed mariners and shore-side professionals. Cal Maritime is committed to meeting the needs and challenges of students preparing to take their place in the complex and rapidly evolving maritime industry. To achieve its vision and goals, Cal Maritime’s Strategic Plan focuses on well-defined initiatives, including a comprehensive campaign. The outcomes of the campaign will drive the University’s success and sustain its relevance to the industries it serves. The campaign will allow the University to accomplish significant progress towards becoming the Maritime University to the World — preeminent in research and discovery, teaching and learning, leadership and professional development, and social engagement. While achieving financial goals, the campaign will also: • Raise Cal Maritime’s public profile and academic reputation in the California Bay Area and beyond.
HOW THE COMMUNITY —AND YOU—CAN HELP
Our campaign priorities and key initiatives provide an array of opportunities for you to make a profound and lasting impact on the University, and on the lives of our current and future students. We welcome investments in the form of one-time gifts, pledges and gifts payable over a period of time, or planned gifts – all of which may be endowment funds or used to meet the needs of today. With your help, Cal Maritime will continue on its path to be recognized as the Maritime University to the World. www.csum.edu
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• Broaden alumni support and participation. • Involve more people from a variety of constituencies in the life of the University. • Strengthen the University’s ability to positively impact the area’s economic development. • Strengthen Cal Maritime for the long term and increase its ability to be proactive in the short term.
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.
Vision Statement The California Maritime Academy Foundation will strive to be a leading philanthrophic entity that inspires Cal Maritime’s students, faculty, staff, alumni, and the maritime community to generate contributions and charitable gifts that fulfill the mission, vision, beliefs, and values of Cal Maritime.
Beliefs & Values The California Maritime Academy Foundation is guided by the University’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
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Foundation Board Members
THOMAS C. EDWARDS
TESS BERNARDIS ’20
TIMOTHY COOMBS ’80
JOSEPH GOWLAND ’20
ROBERT S. ARP
MICHAEL L. CARTHEW
KIM ESTES
STAN HEBERT
WILLIAM N. “BILL” ANDREW ’78
CAMERON CLARK ’03
DAVID A. FRANKEL
DOUGLAS E. HOLM
JOHN BETZ ’76
THOMAS A. CROPPER
KEN GLIDEWELL
WYATT JUNTUNEN ’20
Chairman, California Maritime Academy Foundation
Vice President of University Advancement & Executive Director CMAF California State University Maritime Academy
Vice President, Operations (Retired) Chevron Shipping Co. LLC
President, California Maritime Academy Alumni Association
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Student Hall Director California State University Maritime Academy
President (Retired) Chevron Shipping Company LLC
Senior Vice President Hornblower Cruises & Events
President, California State University Maritime Academy
General Manager, Offshore & Marine Terminals, Chevron
The Estes Group
Captain (Retired) Berkeley Police Department
Investor/Advisor Glidewell, Ltd
Corps Commander California State University Maritime Academy
Vice President of Student Affairs, California State University Maritime Academy
Senior Vice President Lockton Insurance Brokers
President, Associated Students California State University Maritime Academy
FRANCES L. KEELER
ADAM MOILANEN ’85
CHRISTOPHER PETERSON ’86
BETH KIRKPATRICK ’99
SUSAN B. OPP
TODD ROBERTS ’95
FRANZ LOZANO
JACK ORME ’70
KAREN SMITH
Vice President, California Council for Environmental and Economic Balance
Assistant Vice President Crum & Forster
Corporate Vice President, HSQE ABS
Provost and Vice President of Academic Affairs, California State University Maritime Academy
Vice President of Administration and Finance Director, Launch Program (Retired) California State University Maritime Academy Northrop Grumman
SCOTT MERRITT ’83
Chief Operating Officer (Retired) Foss Maritime
SAM PECOTA
Captain, Training Ship Golden Bear and Director, Marine Programs at California State University Maritime Academy
Vice President, Operations Crowley Petroleum Services
President Marine Group Boat Works
Client Relations Director Wells Fargo Asset Management
CYNTHIA TREVISAN
Chair, Science and Math, California State University Maritime Academy
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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
• Promote robust CMAF efforts in concert with
• Enhance donor cultivation and recognition
University Advancement for achieving success in
through coordinated Foundation and University
the following areas:
Advancement outreach programs.
Fundraising Receipt and stewardship of gifts, bequests, devises, endowments, trusts and similar funds Private grant management Financial support for the activities of the Alumni Association and of private and public partnerships to advance Cal Maritime’s Mission • Strengthen and increase partnerships with public and private sectors. • Develop parent fund committee.
• Bolster donor-related information contained in the database to more accurately assess current donor giving potential, as well as identify prospective donors. • Increase the Board’s role in the effective stewardship of the donor base through demonstrated trust, coordinated fundraising efforts, and timely storytelling about the use of our donor funds. • 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.
OUTCOME A culture of philanthropy that will support Cal
OUTCOME
Maritime’s current and long-term growth plans for
A high-potential donor base that leads to a 25%
learning and developing high-potential graduates.
increase in individual, private, and corporate giving by 2021.
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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 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.
OBJECTIVES • Improve Board membership diversity, communications, reporting tools, and data management systems to support their decisionmaking efforts and advance the University’s strategic priorities. • Review annual operating plans for all committees to include detailed activities, timeline for completion, measures of progress, and process for reporting progress. • Each board member will attend three Cal Maritimesponsored events.
OUTCOMES • Improved performance and accountability through a synergistic diverse board membership. • Clear and accurate dash boards and other reporting tools to improve performance. • Review dashboards and other reporting tools monthly to improve performance. • Increase revenue stream by 50% by 2023.
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The Fundraising Imperative for Cal Maritime As the Foundation continues our work in support of
that focuses on three critical areas: investing in student
Cal Maritime, it is critical that we create an understanding
success, building our future, and meeting today’s needs.
of the fundraising imperative at the Academy.
California Maritime Academy Foundation and its Board of
Cal Maritime has always filled an important role in the
Directors seek new partnerships and mutually-beneficial
maritime industry. As that industry has developed and
relationships to ensure that Cal Maritime can continue to
changed, Cal Maritime’s importance has grown and the
excel in fulfilling its educational mission.
institution has evolved to satisfy new needs. Cal Maritime has been recognized repeatedly in recent years for its achievements: academic excellence, alumni success, and leadership development.
Anyone who recognizes the importance of this unique institution to California and its impact on the global economy should feel welcome to join us as we undertake the important task of supporting the Foundation as we
Cal Maritime’s 90-year rich history and legacy transforms
support the growth and evolution of our Maritime University
the life path of its graduates with extraordinary levels of
of the Future.
success as senior leaders, entrepreneurs, and innovators across the private and public sectors. To continue to enhance the Academy’s future, and to stay abreast of dynamic global maritime demands, CMAF has embarked on an eight-year, $40 million Comprehensive Campaign
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ROBERT S. ARP Executive Director, CMAF
CMAF Committee Initiatives 2019-20 EXECUTIVE COMMITTEE
• Oversee Strategic Plan and Committee Annual Operating Plans (AOPs) to ensure relevancy to Mission and Vision. • Monitor all Committees’ Initiatives progress and Plan of Action & Milestones (POA&M) Action Items. • Develop Action Items for incomplete areas and assign responsibility for correction. • Be a sounding board for proposed initiatives or Board effectiveness. • Manage Ad Hoc assignments as directed by the Board. GOVERNANCE COMMITTEE
• Gather Feedback on 2018 Director self evaluation,
FINANCE COMMITTEE
• Provide ongoing oversight of endowment and its financial performance and report to the board quarterly. • Identify and implement peer best practices. • Make necessary changes to endowment investment plan in support of current and long term growth plans. • Continue to advise and monitor the financial performance of the Marine Development Program. • Approve the CMAF Budget for 2019/20 fiscal year. • Monitor the financial performance of the Foundation. • Approve the draft budget for fiscal 2020/21. MARINE DEVELOPMENT COMMITTEE
• Receive 8 Donated Vessels (2 per quarter)
and implement a continuous improvement process.
• Place 8 Vessels on Charter (2 per quarter)
• Implement Process for New Director’s Intro, and gath-
• Reach out to Yacht Brokers (3 per quarter)
er feedback for continuous improvement process.
• Reach out to Commercial Donors
• Implement Process for Director’s Exit, and gather feedback for continuous improvement process. • Identify, Interview, and Recommend “4” New Director’s. • Compile and Review Director 2018 & 2019 self evaluation results, look for trends. Recommend actions to Board, as appropriate.
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At all board meetings, each Committee will report status on their goals for the fiscal year.
AUDIT COMMITTEE
• Conduct an annual fiscal year end external audit and review findings with the Executive Committee. • To ensure that audit findings and recommendations are implemented. • Ensure CSU compliance requirements are in place. EXTERNAL RELATIONS COMMITTEE
• Update Committee Charter for Alignment and Congruence with Foundation Strategic Plan. [Imperative D] • Identify and Support Specific University Advancement Outreach Activities. [Imperatives A & B] • Review and Update Annual Operating Plan [Imperative D] • Assist Board, as a whole, with identifying and attending 4 High Value Industry Conferences or events, with the purpose of identifying prospective donors and entity partners. [Imperative C]
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Thank you ! t r o p p u s r for you
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200 MARITIME ACADEMY DRIVE, VALLEJO, CA 94590 | (707) 654-1000 | WWW.CSUM.EDU/CALIFORNIA-MARITIME-ACADEMY-FOUNDATION