An Executive Summary of the Feasibility/Planning Study Report
St. Martin’s Anglican Church, Calgary, Alberta
In July and August, 2010, Waller & Associates Ltd conducted a feasibility/planning study to gauge the ability and inclination of the parish’s potential funding constituencies to raise new funds over and above current giving for a major capital campaign to raise a minimum of $ 2.6 million and a maximum of $3.7 million for a new church building at a total cost $5.4 million.
In the planning study it is important to test those things which impact on raising new funds most directly. These include:
Ö Reputation and image of St. Martin’s Anglican Church
Ö Degree of awareness, acceptance and degree of support for the building design plans
Ö Identification of the parish’s strengths and areas for improvement
Ö Level of support from potential givers for financial contributions
Ö Identification of the people who could give leadership
Ö Willingness of people to lead and volunteer as a campaign worker
Ö Timing of the campaign, impact of the economy and other related issues
Ö Ascertain the climate for raising new funds that exists within St. Martin’s
Ö Feasibility of reaching the financial goal
Ö Direction and advice
In this study process Waller & Associates conducted personal interviews with 34 people/couples. In selecting study participants, emphasis was placed on securing interviews with families and individuals whose judgement could be relied upon for an accurate appraisal of the support for the building plans and the giving climate in the parish. The interviewees were from a cross-section of the various constituencies the parish would look to for financial support such as seniors, individuals, families, parish leaders and new members. It is the opinion of Waller & Associates Ltd that the views expressed by the interviewees provide a suitable basis for the observations and recommendations contained in the study report.
Reputation of the Congregation and Support for the Building Plans
¨ 100% of the interviewees rated their personal perception of the parish as ‘very good’.
¨ People remarked that St. Martin’s is a profoundly gracious, inclusive, caring community of diverse, highly-respected, intellectually-oriented, spiritually mature leaders with a strong desire to be liberal, relevant and engaged in the promise and capacity to make a tremendous difference in the life of the church and in reaching out to serve their community.
¨ Interviewees were passionate in describing that the parish is at a crossroads and at a critical time in the church’s growth and future.
¨ Participants often shared their thankfulness for the tremendous sense of family and the way people work together with a healthy sense of unity.
¨ There’s an acknowledgement that the parish’s primary concern has been making the right decisions about the future especially in regards to the land and building. Since this process has been in motion for over ten years there is a genuine tiredness and growing frustration regarding any more processing or revisiting of decisions.
¨ The Vestry is perceived by many to be providing the finest leadership possible.
¨ Some of the parish’s leaders want to see the congregation move to a deeper level of relevancy and engagement in the neighbourhood community. There’s a strong view that the congregation needs to move beyond its comfort zone and reach out to serving the real needs of the community/people in the area. This could prove to be a moment requiring greater discernment, planning and risk-taking.
¨ The past ten years have created a parish that, at this time in its history, is uncertain of its future but determined to depend on God’s leading and trusting of each other and God’s purposes for them despite unimaginable challenges and discouragements.
¨ For the most part interviewees want to feel the congregation is standing on the threshold of a new beginning but are unclear about the vision and mission and ministry direction and building plan that is all central to their future. This is a critical and challenging time for congregational leaders to point the way forward in setting clear direction and maintaining unity.
¨ Interviewees recognize that there is excellent potential for growing the parish dramatically. There is a well-grounded mutual respect and trust that lies at the heart of congregational life and the decision making processes that are guiding its future.
¨ Interviewees spoke very highly of the quality of caring relationships and the high standard of preaching and pastoral care.
¨ St. Martin’s core strengths are identified as the open, welcoming people, sound teaching, open theology, creative leaders, youth leadership/participation, the staff, the high standard of music, caring community, worship, the theological honesty and practice.
¨ Of concern is a perceived low level of passion, endorsement and ownership for the Vision Statement – the statement that articulates the parish’s preferred future and is being used to guide the parish direction and building plan.
¨ On the one hand it is encouraging that 79% of the interviewees view the new church plans as ‘very important’ or ‘somewhat important’. However, approximately 50% of the interviewees believe this next step is very important for the parish but not necessarily for themselves personally and the other 50% of the interviewees appear to either want to fully engage in the partnership model (the community centre/oasis) or have lost passion for this ever happening in their lifetime or have no interest in a stand-alone church building in a post-modern context.
¨ While some of the parish’s leaders want to see the congregation move to a deeper level of relevancy and engagement in the neighbourhood community, over the past two years there appears to have been a ‘leaking’ of the Vision and a significant loss of momentum and passion for reaching out to serving the real needs of the community/people in the neighbourhood area.
¨ Interviewees expressed a deep appreciation for the work of the Building Committee. It seems that these new church plans are the very first building design plans to ever reflect the parish’s vision (the picture of the parish’s preferred future) in a tangible way. For interviewees these plans are the first tangible expression or reflection of the building through which the vision is to be realized. Interviewees were openly taking their own understanding (interpretation) or ‘picture’ of the parish’s vision or preferred future and trying to ‘see it’ (recognize the possibilities) in the building design. There was generally an open acceptance for the plans but also an overall lack of excitement and passion it seemed for either the Vision or for these building design plans (even uncertainty and anxiety) as reflected in the interviewees’ responses below. In Counsel’s opinion this raises concerns about possibly not only the building design itself but also as to whether there is genuine energy and passion and clarity for the vision that is guiding the planning of the future.
¨ It is also important to note that for seven (7) of the interviewees the level of urgency is relatively low because they see this simply as a building issue in the main and not critical to the parish’s future because they recognize that the parish can be a vital parish just about anywhere it chooses to be located.
¨ The deepest concern of interviewees relates to the affordability of the building plans without taking away from the operational givings. Interviewees commented on the current operational financial challenges.
¨ The majority of interviewees were somewhat familiar with the building plans but very seldom expressed any real excitement for the plans. The building design was not generally perceived as an ‘order of magnitude’ design but as the virtually completed building design.
¨ There was uncertainty as to whether the parish leaders were proposing ‘partnerships’ based on an Equity Model or a Landlord Tenant Model with many interviewees still of the view that the Landlord Tenant Model was still the active preference and direction.
¨ All interviewees expressed confidence in the congregation’s leadership and were very appreciative of the open process. A tremendous amount of time and energy has gone into the planning to date. Interviewees suggested that there are high expectations within the parish that the new building will go forward.
¨ All interviewees expressed confidence in the congregation’s planning ability but frustration at the slow pace of moving forward.
¨ An important point that interviewees made clear is that for the most part they are willing to go along with whatever the parish decides is best…most importantly, they will support the decision. This open acceptance or consent appears to be not only based on not wanting to offend or upset but on an honest reflection that it’s not about ‘me’ but what’s best for the parish. However this stance will likely also be reflected in the level of financial support.
¨ Overall, it is encouraging that approximately 86% of the interviewees either fully or partially endorse the plans. The interviewees who endorse the building plans are convicted that the plans are essential to the present congregation’s growth and future. This conviction is based more on the perceived need for a building in order to grow the parish than on a level of excitement or passion for how the building plans would facilitate the vision and ministry. Interviewees often raised questions about how would the vision and ministry “fit into” the current building plan but with all the various optional spaces thought that this building design would be adaptable. The interviewees who indicated ‘partially endorse’ or ‘does not endorse’ expressed some strong reservations about the size and scope and costs of the building plans.
¨ The key question on people’s minds is whether the entire plan can be funded at this time and, if that is the case, what components of the building plan would be undertaken first. People tended to see Phase I of the buildings plans as an achievable first step and offered enhancements to the Phase I plan such as a commercial kitchen.
¨ Concerns were expressed about the importance and urgency of settling the land title issues with Ilona.
¨ Those interviewees who do not endorse (4) the new plans are either content to stay at the school, join with Knox or believe a stand-alone church building is inappropriate for these post-modern times.
¨ 85% of the interviewees expressed agreement with the plans to raise new funds for the building plans through a campaign. The positive response reflects a sincere willingness to undertake the challenge for funding the building plans through a capital campaign.
¨ The results indicate there is sufficient endorsement of the building plans to move forward with a campaign but in Counsel’s opinion the absence of excitement and passion reflects a deferential spirit which does not always bode well when entering into a campaign.
Potential Support from Givers
¨ Approx 80% (27) of the interviewees said they would personally support making a gift to the campaign over and above their current giving.
¨ 80% of the interviewees rated their support for a campaign as either a ‘high priority’ or ‘worthy of support’. 62% stated ‘high priority’.
¨ 47% (16) of the interviewees stated the parish has the ability to raise the $2.6 million over and above the $1.7 million that has already been raised.
¨ 26 (approx 75%) of the interviewees shared the range of gift that they might consider giving over a three-year period if St. Martin’s were to move forward into a campaign. These indications of financial support totalled $ 543,500 in potential pledged gifts over a three year pledged period, over and above current giving. These are not commitments.
¨ There is a good potential for using gift planning techniques. 35% (12) indicated a willingness to include St. Martin’s in their estate plans and some already have included the parish in their will.
Potential Leaders and Campaign Volunteers
¨ 23 people have been suggested as good candidates for top campaign leadership.
¨ 24 individuals (45%) of the interviewees said they would work on campaign leadership or consider doing so.
¨ 24 people (45%) said they would be willing to be trained to visit others on behalf of the church in a campaign situation. This is a typical response at this point in the church’s decision-making process.
¨ There is sufficient, committed leadership available to promote a successful campaign.
Plan and Timing for the Proposed Campaign
¨ Only 16 or approximately 50% of the interviewees expressed the very strong view that they believe now is the time to move forward with a campaign to raise the funds. This low percentage indicates that timing issues will need to be addressed before the campaign can commence.
¨ The other approximately 50% of the interviewees felt strongly that either the new Rector had to be in place first (approx 30%) or that it’s just not the right time or the right building plans.
¨ At a time when members are being asked to support a major project, financial issues are very important. Members of St. Martin’s will want to know the plan for balancing the annual budget and a clear financial plan for funding the building project.
¨ Intentional and effective communications is the key to informing, educating and developing passionate support from members. It is of vital importance to link the project with the Vision that St. Martin’s desires for living faithfully in the community. It definitely appears that there has been some ‘leakage’ of the Vision over the past two years. The communications process needs to allow people to align themselves with the mission, vision, building plan and direction.
¨ Interviewees stressed the importance of openness concerning the costs of the project, communicating the need, generating personal interest and ownership among St. Martin’s members and the importance of great leadership.
¨ Building confidence in the financial plan for the proposed project must be accomplished in order for St. Martin’s members to move through their anxiety and get excited about moving forward with the building plans.
Consultant Recommendations
¨ There is certainly an encouraging level of support indicated for St. Martin’s current proposed building and campaign plans. Congregational leadership has worked very hard to provide the groundwork for moving forward and through this study they have begun to establish a foundation for a successful capital campaign. In Counsel’s view, the potential for raising significant funds will be greatly enhanced and achievable once there is a more compelling and articulated alignment (and shared passion) for the vision/mission and the building design plans along with a clear ministry plan and a financial plan. The fact that some key major donors have been identified at this early stage is real cause for cautious confidence in terms of setting the financial goal. Although there appears to be an adequate level of support to proceed with the current building plan and a campaign now, in Counsel’s view and experience, it would be advisable and advantageous to address the findings of this study report and take the recommended steps required to move forward with confidence.
¨ Counsel’s recommendations include recommending that the capital campaign be delayed until Spring 2011. The study results indicate, at this point, based on the current building proposal, that a well-organized capital campaign would raise a minimum of $ 1,000,000 which in light of the parish’s requirements is significantly short of the Phase One minimum goal of $2.6 million. It should be kept in mind that this study is not intended to solely reveal specific potential givers, or specifically, how the goal will be attained, but rather what the potential for support would be based on the current building design and ministry plan. The parish’s momentum and extreme caution needs to be directed in a way that continues to build the faith and confidence of church members step by step. In Counsel’s experience the findings of the study indicate there is the capacity in the parish to raise significantly much more than $1 million provided there is a more compelling and articulated alignment between the passion for the mission/vision and the building design plans, the community and church context, a ministry plan and a long-term financial/business plan.
¨ The campaign target will be challenging and only feasible if the following conditions are met: a strong and widely accepted Case for Support must be presented; a committee prepared to lead by example must be appointed; and a feasible working plan must be developed and followed.
¨ Waller & Associates Ltd recommends that the Vestry develop a complete strategy for processing the findings of the study report and establish a Leadership Team who will make preparations for entering into a campaign. The strategies would include addressing the following issues: campaign timing, the campaign goal, a ministry plan for reaching into the neighbourhood, the current building design plans and costs; how the building plan serves the mission and vision, development of a financial plan for the building costs, the additional operating costs and campaign costs and the development of a campaign plan. In order to fully maximize the potential consideration should be given to retaining a campaign consultant.