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Annual Report

///Annual Report
Annual Report2018-06-19T19:49:02+00:00



As we continued to implement the initiatives of the “Sustaining the Promise” strategic plan, generous donors from all corners of our community stepped forward to support the College’s mission and initiatives.

Collectively, this generosity resulted in $1.7 million raised in cash gifts, and an additional $7.1 million in multi-year pledges during Fiscal Year 2016-17.

While the year featured several large leadership gifts, the College remains equally thankful for and proud of the philanthropy expressed by the hundreds of alumni, friends, parents, foundations, and orporations who joined us in support of the Annual Fund, scholarships, and other special projects.

Gifts and Grants to the College


Increased Alumni Giving and Participation
Overall dollars increased by 32%; 45% of Alumni increased their giving; 300 Alumni who had lapsed giving re-engaged by making gifts; and over 100 Alumni made first time gifts.

Increased Past and New Parent Givers
Parent participation increased by 16%, and 30% of the Parents who gave were first-time givers.

Faculty and Staff Performance Outstanding
Total giving increased by 47%; average gifts increased from $390 to $564, and 54% increased their gifts over the previous year.

Here are some highlights of how these generous gifts are working to place the College on a sustainable path of excellence.

The College embarked upon a $5 million campaign to create the Center for Nursing Innovation. The Harold Alfond Foundation kicked off this campaign with a $1.5 million challenge gift and Dr. Jeanne Donlevy Arnold ’83 (Hon. ’17) of the Board of Trustees stepped forward with a $2 million leadership gift.

The Sciences program experienced significant changes with the renovation of several laboratories and the receipt of a $647,000 grant from the National Science Foundation for the Science Scholars Program that will bring 8 new STEM majors to the College.

The College completed and blessed the long-awaited first lighted collegiate turf field and track in southern Maine. The Putnam Family’s $200,000 Light-the-Way Challenge initiated a campaign for the lights, a fundraising campaign with broad participation that met and surpassed its goal, raising over $414,000.

Mission-Aligned Businesses
The plan for sustaining the future of Saint Joseph’s includes the strategy of developing clusters that combine new educational programming with enterprises that achieve net positive revenue.  We refer to these initiatives as our “mission-aligned businesses.” These initiatives have been carefully designed to draw upon the College’s greatest assets—our expansive lakeside campus and intellectual capital, while aligning with areas promising economic growth that supports Maine’s new economy. These new endeavors focus on three areas–sustainable agriculture, aging, and hospitality. Over time, revenue from these clusters will contribute to institutional overhead and, along with other growing revenues; help reduce the College’s dependence on tuition revenue from 92% to 85%.

For example, the College has launched The Stone Barn at Sebago Lake, an exciting new indoor and outdoor venue located on the College’s farm. The restoration of the barn and its development as an agritourism center offers a new place for building community. The Stone Barn has hosted large and small gatherings such as a reception of the 250 thought leaders who are “Shaping Maine,” our series of farm-to-fork dinners, weddings, family celebrations, and College events. College staff manage these events, provide employment opportunities for students, increase our profile in the community, support the local food economy, and deliver new revenue to the College.

The Institute for Local Food Systems Innovation expresses our shared Mercy mission to better our community while caring for Earth in sustainable ways. Our strategic plan identified local, sustainable food production and distribution as one of the areas where our skills as educators, as conveners, and as advocates for the environment, positioned us to address some of Maine’s most pressing economic and workforce preparation needs.

The Institute will encompass five enterprises–a food manufacturing incubator, a hydroponic farm, a traditional crop and livestock farm, an agri-tourism center, and a hub for delivering workforce development training in a number of key areas. We are excited to announce that federal and corporate partners have joined us in generously supporting this goal of greater sustainable food production and security in Maine.

The Economic Development Administration (EDA) has given the College a $1.9 million matching grant for the development of the Institute for Local Foods Systems Innovation.

Organic Nutrition, Inc. has donated $750,000 toward the match for the EDA grant to support the creation of its hydroponic farm.

Hannaford Charitable Foundation donated $500,000 toward the EDA grant match and to create the Hannaford Food Venture Center within the Institute for Local Food Systems Innovation (ILFSI).

The College’s strategic plan, “Sustaining the Promise,” is both a plan for the future and a promise that everything that we are doing today will sustain Saint Joseph’s for the future. In the next year we will take further steps to develop our Institute for Integrative Aging, a center for research, education, and community-centered care for older adults.

The value of MAB initiatives reaches far beyond finances, however. Our undergraduate students and community-based learners will have access to new experiential education opportunities on campus in these three clusters associated with economic growth in our region.