The Johns Hopkins Initiative ended June 30, after attracting $1.52 billion in commitments that nearly doubled the university's number of named scholarships and fellowships, endowed 130 professorships and two deanships and modernized Hopkins facilities for patient care, research, teaching and student life.

The campaign's original goal was $900 million for the university and Johns Hopkins Health System. That was increased to $1.2 billion in 1998. Johns Hopkins becomes the sixth institution to raise $1.5 billion or more in a single campaign.

More than 64 percent of the total pledged during the campaign came from sources outside Maryland. Nearly 75 percent of the total has already been paid to the university and the health system.

"More than 100,000 alumni, friends of Hopkins and organizations have joined in this campaign and made it a remarkable success, and we are very grateful," said William R. Brody, president of the university. "They have left Johns Hopkins in a far stronger position to do what it does best, to learn new things and apply that knowledge for the good of humanity."

The Johns Hopkins Initiative attracted the five largest gifts in Johns Hopkins history, and 17 of the largest 20. Before the campaign, the largest gift Hopkins had ever received was $17.7 million; during the campaign, it received three $20 million gifts, another of $50 million and one of $100 million.

"There is no question that a strong economy over the past decade made this success possible," said Michael R. Bloomberg, chair of the university's board of trustees and donor of the $100 million gift. "But that just made it possible. Two other factors made it happen: a university and health system that have done great things, and supporters determined that these institutions should accomplish even more."

The Johns Hopkins Initiative received $274.6 million before it was announced publicly in October 1994. Its original emphasis was on endowment and improved facilities. When the goal was increased in 1998, student financial aid and the university's libraries were added as priorities. By the time the Initiative concluded, donors had given $163 million for student aid, establishing more than 460 new scholarships and graduate fellowships. They had created 130 endowed professorships and, for the first time, endowed the dean's position in two university divisions, the School of Medicine and the Krieger School of Arts and Sciences.

The Milton S. Eisenhower Library at Homewood, using campaign gifts, has been extensively renovated and has created a Digital Knowledge Center to promote the use of new technologies in both research and teaching.

The many buildings constructed or renovated with campaign-generated support include the recently opened Harry and Jeannette Weinberg and Bunting-Blaustein cancer buildings at the Johns Hopkins Medical Institutions, the Anne M. Pinkard Building providing a permanent home for the School of Nursing, new research and teaching space at the School of Public Health and the Griswold Hall recital facility at the Peabody Institute. At Homewood, engineering facilities have been modernized; a student arts center is nearly complete; a student recreation center and a biomedical engineering building, Clark Hall, are under construction; and a new classroom building, Hodson Hall, is on the drawing boards.

The university's endowment--the pool of invested assets from which it draws earnings to pay operating costs--has more than tripled over the course of the campaign, thanks both to investment performance and contributions. The endowment's value as of June 30, the end of the university's fiscal year, is still being calculated but is expected to exceed $1.75 billion. That compares to $561 million at the beginning of the campaign's quiet phase and around $740 million at the time of the public launch.

Robert R. Lindgren, vice president for development and alumni relations, said that the end of the university- and health system-wide campaign does not end, or even slow down, efforts to attract support for the institutions, which continuously rely on philanthropic support.

"At all of our schools and hospitals, there are significant needs that either could not be addressed during the campaign or have emerged since it began," Lindgren said. "Modern patient care and research buildings are needed, for instance, at The Johns Hopkins Hospital and the School of Medicine.

"And the last decade has demonstrated the need for increased investment in information technology for both teaching and research," Lindgren said. "We will continue to focus on these important new priorities and on the continuing priority of endowment for student aid."