Whitworth President's Report 2012-13
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Goal 8: Exercise diligent stewardship in growing Whitworth's financial and capital resources


Mission

President's Message
Whitworth 2021 Vision

 


OBJECTIVE
Engage and expand Whitworth's constituency base while fostering relationships and a culture of philanthropy that significantly increase giving to the university. Whitworth seeks to meet these objectives by achieving a 25 percent alumni giving rate, growing the endowment to $180 million, and establishing an annual strategic investment fund of at least $600,000.


KPI 8.1.2a-c: Increase Whitworth Fund giving by 5 percent per year (from $1.2 million in 2011 to $2 million in 2021), expand trustee giving to $1 million annually to The Whitworth Fund, and achieve a 25 percent alumni giving rate.

$1,288,000
Increase Whitworth Fund giving by 5 percent per year.
Goal: $2 million by 2021 (milestones in gold)
Baseline: 1,200,000
Current Performance & Goal (as of FY2013)

 


 

18.7%
Increase alumni participation/giving rate.
Goal: %25
Peer institutions currently at: 16.0%
Current Performance & Goal (as of FY2013)

 



KPI 8.1.3a-c: Grow Whitworth's endowment from approximately $90 million in 2011 to at least $180 million in 2021 – through new additions to the corpus averaging $5 million per year ($50 million total) and annual investment returns averaging at least 4.5 percent above the Consumer Price Index (a projected total of $40 million).

$107.9 million
Grow Whitworth's endowment.
Goal: $180 million (total endowment)
Baseline: $99 million (total endowment)
Current/Past Performance & Goal (as of FY2013)

 



KPI 8.1.5: Raise at least $150 million over 10 years for the annual fund, capital projects and endowment to support the Whitworth 2021 vision and strategic plan.

Thank you to the 4,484 individuals and households who contributed more than $8.6 million to Whitworth between July 1, 2012, and June 30, 2013, one of our strongest fund-raising years in recent history! These gifts supported university operations and student scholarships.

 

OBJECTIVE
Initiate ongoing review and reallocation of existing resources to align with strategic priorities.


KPI 8.3.1: Through strategic reallocations and reductions of existing budgets, establish an annual Strategic Investment Fund of at least $600,000 by the 2013 fiscal year.

In October 2012, the Whitworth University Council issued a call for proposals to support the implementation of the strategic initiatives from Whitworth 2021. The resulting Strategic Initiative Fund received 29 requests for new initiatives, of which President Beck A. Taylor approved 19. Funding to support the initiatives came to just over $100,000.

These initiatives include the following:

  • International Website Initiative | $5,820
    Enhance the experiences of international prospects and applicants through online technology, including language translation.

  • Three's a Charm Faculty-Student Interactions | $3,300
    Promote student success in using archival resources for student research through the development of a collaborative relationship between archivist, faculty and student.

  • Weyerhaeuser Younger Scholars Program | $6,000
    Develop mentoring relationships between faculty and upper-division students for the purpose of pursuing research, dissemination of research at conferences, and discernment about the pursuit of graduate school.

  • Green Dot Training | $5,660
    Training program that prepares organizations/communities to implement a strategy of violence prevention that reduces power-based personal violence (including sexual violence, domestic violence, stalking, child abuse, elder abuse and bullying).

  • Final Feast | $1,500
    Final Feast is a celebratory dinner for graduating Whitworth students that welcomes them into the family of Whitworth alumni (Whitworthians for Life). This is a collaborative effort between the senior class coordinator and the Whitworth Office of Alumni & Parent Relations and Annual Giving; it is designed to affirm the characteristics of vocational discernment and to articulate the importance of alumni annual giving.

  • West Side Story: Developing Career Networks | $5,000
    Develop a four-year model that expands and improves upon 1) the senior capstone strategy, 2) recognition of the importance of employment/internship development (regional expansion and professional mentor identification), and 3) expanded faculty/departmental engagement in career-advising and career-opportunity discovery tasks.
OBJECTIVE
Develop and maintain facilities and grounds consistent with the campus master plan and the university's accessibility and sustainability goals.


KPI 8.5.1c: Pursue planning and construction of an intramurals/rec center.

As part of the Whitworth 2021 Vision and Strategic Plan, construction began on a new university recreation center in fall 2012. The new center opened in August 2013. Funded in part by a student-approved facilities fee, the center includes an elevated running track, climbing walls, a greatly expanded fitness center, three indoor basketball courts, and storage for outdoor recreation equipment. The 32,000-square-foot facility is open to students, faculty and staff.

"Students have been included in the design of the building from the beginning," says Vice President for Student Life Dick Mandeville. "Student input was decisive in identifying the components that are included in the new recreation center."

The U.S. Green Building Council will recognize the $8 million center as LEED (Leadership in Energy and Environmental Design) Silver Certified. The building is located on the northwest side of campus, near the Scotford Tennis Center.

OBJECTIVE
Manage Whitworth's facilities and operations in accordance with God's call to be faithful stewards of creation and with our responsibility to future generations.


KPI 8.6.1: Make consistent progress toward achieving the requirements of the American College & University Presidents' Climate Commitment.

In fall 2010, Whitworth President Beck A. Taylor reaffirmed the university's commitment to sustainability. Three of the major requirements of the American College & University Presidents' Climate Commitment are to initiate a comprehensive plan to achieve climate neutrality, to reduce greenhouse gases, and to document the university's progress in reaching those goals.

The completion of Whitworth's new solar panel array represents the largest solar installation in Eastern Washington and demonstrates the university's active support of the Presidents' Climate Commitment. The solar panels generate enough energy to power Stewart Hall.

Additionally, all future building projects on campus will meet LEED Silver Certification, which began with the completion of East Hall (LEED Silver) in 2009. The William P. and Bonnie V. Robinson Science Hall, which opened in 2011, is LEED Gold certified, and the new University Recreation Center is LEED Silver certified.

Whitworth remains committed to promoting an understanding and appreciation of sustainable practices and to increasing participation in a sustainable society. To see the many other ways in which Whitworth is working toward increased sustainability, visit www.whitworth.edu/sustainability.

OBJECTIVE
Enhance awareness and recognition of Whitworth's distinctive brand in existing markets and in selected Western U.S. markets outside Washington state.


Objective 8.7.2: Develop and execute two or more mutually enriching connections per year with 10 strategic Presbyterian congregations and groups in the Western United States (i.e. training and support, admissions programs, music tours, guest preaching, clergy and lay outreach, etc.).

Whitworth University has long partnered with diverse expressions of the Presbyterian church, from providing supportive programs for students, staff and faculty that have connections with a variety of Presbyterian denominations to hosting the annual Whitworth Institute of Ministry, which draws clergy and laity from a spectrum of Christ's global church. Continuing to establish partnerships across the Presbyterian tradition supports and affirms Whitworth's identity as a university that seeks broad fellowship and provides sanctuary for thoughtful people to come together and discuss potentially divisive issues.

Recent connections include the following:

  • Whitworth's inaugural Elder Leadership Institute kicked off in July with a cohort of 57 church leaders taking part in a five-day immersion experience on campus. ELI is a 15-month program that develops and supports spiritual leadership for the church by training pastors and elders. In 2014, ELI will offer two cohorts, each with up to 120 participants.

  • Five Whitworth students engaged in summer ministry internships with churches and ministries in the North Puget Sound Presbytery.

  • In September, Whitworth President Beck A. Taylor signed formal functional relationship agreements with the Presbytery of the Inland Northwest, the North Puget Sound Presbytery, and the Association of Presbyterian Colleges and Universities.

  • In March 2014, the Whitworth campus will be the host site for a conference, "Moderator's Conversation on Unity with Difference," focusing on race, gender and religious identities. The Rev. Dr. Neal Presa, moderator of the 220th General Assembly of the Presbyterian Church (U.S.A.), will lead this conference for invited attendees.

 

To review additional KPIs related to Goal 8, click here.

 



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