Planning Feasibility Study Final Report The Anglican … · Preliminary Final Report - Planning Feasibility Study by M & M International Inc. Anglican Diocese of Kootenay Page 2 INTRODUCTION

Planning Feasibility Study

Final Report

The Anglican Diocese

of Kootenay

Confidential - June 2013

Preliminary Final Report - Planning Feasibility Study by M & M International Inc.

Anglican Diocese of Kootenay

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CONTENTS

INTRODUCTION 2

EXECUTIVE SUMMARY 4

STUDY FINDINGS ........................................................................................................................ 4

IMAGE ..................................................................................................................................... 4

CASE FOR SUPPORT .................................................................................................................... 5

LEADERSHIP .............................................................................................................................. 5

GOAL ATTAINABILITY AND FINANCIAL SUPPORT ................................................................................ 5

OTHER ..................................................................................................................................... 6

RECOMMENDATIONS .................................................................................................................. 6

THE STUDY 7

METHODOLOGY ......................................................................................................................... 7

M & M INTERNATIONAL TEAM ..................................................................................................... 8

FACTORS FOR CAMPAIGN SUCCESS ................................................................................................ 9

FINDINGS AND OBSERVATIONS .................................................................................................... 10

Background 10

Case for Support 14

Leadership and Volunteerism 27

The Goal 29

GIFT BREAKDOWN .................................................................................................................... 31

Other 33

SUMMARY OF INTERVIEWEES’ RESPONSES ..................................................................................... 39

Attitude 39

Likelihood of Volunteer Participation 39

Leadership Potential 39

Personal Gift 40

CLERGY RESPONSES – FACE-TO-FACE ........................................................................................... 41

SUMMARY OF FINDINGS 46

RECOMMENDATIONS AND ANALYSIS 48

FUNDRAISING POTENTIAL AND GOAL RECOMMENDATION ................................................................ 51

CONCLUDING ACTIVITIES ........................................................................................................... 54

APPENDIX A: STUDY PARTICIPANTS 57

APPENDIX B: DISCUSSION STIMULANT 60

APPENDIX C: INVITATION LETTER 73

APPENDIX D: CASE FOR SUPPORT 75



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INTRODUCTION

M & M International is pleased to present this Planning Feasibility Study Final Report to the

Anglican Diocese of Kootenay, outlining the details of our findings and our

recommendations for a proposed financial campaign. The objective of the Study was to test

the ability of the diocese to raise $5,000,000 with a financial campaign. Through a series of

personal face-to-face meetings and Open Forums, M & M International set out to assess the

Case for Support, to gauge the ability of the diocese to provide funds for the Case and to

determine leadership and volunteer potential for a financial stewardship initiative.

This report contains the Planning Feasibility Study findings. First, we illustrate the Study

process, highlighting and identifying the key components which were critical to the process;

second, we present an in-depth analysis of the findings and observations. Third is a detailed

evaluation of the essential elements of a financial stewardship initiative as they pertain to the

Diocese of Kootenay. Finally, we present our recommendations to be considered by the

diocese prior to launching a fundraising initiative.

The principal objectives of this Planning Feasibility Study were to:

† gauge lay and clergy views on the image of the diocese.

† define and assess the various strengths and weaknesses of the Diocese of Kootenay’s

Case for Support as it relates to a possible fundraising initiative.

† assess the appeal of the proposed Case for Support (diocese and national church) with

those closest to the Diocese of Kootenay.

† determine the level of financial contributions that could be expected from select

individuals, and others in and outside of the diocese, in order to ensure a successful

campaign.

† identify potential campaign chair(s), leaders and volunteers for committees

† determine the most appropriate timing for a financial initiative.

† determine if the identified $5,000,000 goal is realistic and attainable.

At M & M International, we are conscious of our responsibility in presenting this report and

our recommendations. It is our goal to be clear and concise in our statements and to present

a report that is of substantial value to the Diocese of Kootenay as it develops its fundraising

objectives and plans.



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This report represents M & M International’s professional judgment. Our experience

provides the basis for our assessment of the advice and counsel solicited from the Planning

Feasibility Study participants.

The findings of the Study are attitudinal in nature and based on individual perceptions and

opinions. Accordingly, counsel has attempted to illuminate the statistical findings with

participants’ narrative explanations and insights. In combining both quantitative and

qualitative feedback, we offer a more comprehensive analysis of the Study results.

We have enjoyed this opportunity to participate in the development of fundraising plans for

the Diocese of Kootenay and to be involved in the work of the diocese. We would like to

acknowledge the efforts and assistance provided by the Planning Feasibility Study

Committee, Gail Braem, Randall Fairey, Marina Fumerton, Dana Hall, Rev. Michael

Karabelas, The Right Reverend John Privett, Rev. Robin Ruder Celiz, Rev. Sandra Stickney

and Rev. Yme Woensdregt. We are grateful to Sheila Mulgrew, Anna Scherpenzeel and Gail

Braem for scheduling the face-to-face interviews and Open Forums. Most importantly, we

wish to thank all of the individuals who gave freely of their time to assist the diocese and us

with this Study.

We look forward to being of service in the future and to helping you achieve your

fundraising goals at the Anglican Diocese of Kootenay.

Yours in Christian Service,

Martha Asselin Murray McCarthy

Partner Consultant Partner Consultant



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EXECUTIVE SUMMARY

M & M International was retained by the Anglican Diocese of Kootenay and the Anglican

Church of Canada in December 2012 to conduct a Planning Feasibility Study, investigating

the support for a $5,000,000 financial campaign to fund the following programs and

ministries:

† Kootenay School of Ministry

† Kootenay School of Ministry Endowment Fund

† Mentoring and Support

† Camp Owaissi for Children and Youth

† Partnerships and Programs

† Spiritual Development Support

† Stewardship Support

† Sorrento Center Capital Campaign Support

† Ministry Funding Support

† Community Outreach and Spirituality Initiatives Fund

Study Findings This comprehensive planning feasibility study provided literally tens of thousands of bits of

information – including statistical data as well as comments by more than 105 (including 4

United Church parishioners) parishioners, clergy and others from across the diocese. The

study tools employed - consultations with groups, individual interviews and Open Forums -

provided a very thorough and inclusive process.

IMAGE Overall, participants view the diocese as a very good organization which functions well.

People feel it is a small, friendly, caring, supportive place. The collegiality and quality of

clergy, especially the leadership and pastoral support of Bishop John, are considered its

greatest strengths. The fiscal responsibility and overall support of Diocesan Centre staff are

also considered strengths.

Participants had few areas of weakness to discuss. Some main issues are the vast geography,

financially struggling parishes, aging demographics and congregationalism.



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CASE FOR SUPPORT All of the Case initiatives were supportable. The challenge for the diocese is to refine the

overall plan and to convey a vision for the future, one that brings excitement and hope to

parishioners. On the whole, the clergy were very supportive, but many plan details remain

unclear. More detailed, tangible outcomes will be required in the final Case to gain the

necessary support and endorsement of this critical stakeholder group.

Participants in the study are supportive of a financial stewardship initiative -84% for all

participants combined and 100% for clergy only. The participants would like to see the

diocese integrate the vision with the plans to provide sustainable communities of faith for the

future. In summary:

� The financial needs of the parishes, diocese and national church, are supported by

respondents. The diocese must consider Case elements and programs that will support

a long-term vision for the diocese. The case should be simple and focused.

� The Direct to Parishes share is acceptable; however, parishes may require a larger

portion of funds raised due to their many needs. A percentage of 50% is

recommended.

� National church needs are supported by respondents and at least one program element

should be included.

LEADERSHIP Identifying and engaging leadership and volunteers for a campaign can often be difficult;

however, this is not a concern for the Anglican Diocese of Kootenay - many volunteer and

leadership resources are available for a financial campaign in the diocese.

GOAL ATTAINABILITY AND FINANCIAL SUPPORT Overall, participants were not optimistic about the attainability of a $5 million goal, feeling

that this amount would be unachievable. The current economic situation, struggling parishes,

previous stewardship experiences and parish campaigns were all cited as hurdles in reaching

this goal.

� A high percentage of respondents would make a gift to a campaign.

� An excess of $198,000 of gifts has been identified in this study.

� Only one major donor was identified in this study.

� The average gift amount and total amount identified is moderate and limits the goal

amount.

� M & M International believes that the Anglican Diocese of Kootenay is positioned

to successfully undertake a $2,000,000 financial campaign, over a 5 year period, to

fund critical priorities and build capacity for the financial health of the parishes, the

diocese and national church.

� There are many financial and non-financial benefits to a diocesan initiative.



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OTHER � A high percentage of respondents feel that a financial initiative should be undertaken

in the diocese.

� Many have left a gift to the church in their Will and many more would consider doing

so.

� Most respondents would prefer to leave a bequest to their parish.

Recommendations

The following recommendations were developed by the study team; we believe that these, if

well planned and executed, will have a positive impact on the overall success of a diocesan

campaign:

1. Refine the Case for Support:

o The diocese should review the Case elements to focus on a vision for the

future, incorporating the key priorities from the study.

o The Direct to Parishes share is acceptable; however, parishes may require a

larger portion of funds raised due to the plethora of needs in the parishes. A

share percentage of 50% is recommended.

o National church needs are supported by respondents and at least one program

element should be included.

•

2. Create a Financial Stewardship Initiative Working Group (FSIWG).

•

3. Create a Case for Support Working Group (CfSWG). This working group will

develop detailed plans based on the study findings and their local knowledge of the

parishes.

•

4. Create and implement a Communications Plan.



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THE STUDY

Methodology

M & M International collaborated with members of the Diocese of Kootenay Planning

Feasibility Study Committee and other key individuals to develop the Preliminary Case for

Support and Letter of Invitation. A list of potential interviewees representing a broad cross-

section of the diocese, whose insight and support was deemed critical to the success of the

proposed fundraising program, was also developed.

The Case for Support was prepared to give Study participants some background and

information about the diocesan plans. The intention of the Study was to invite a wide sample

of interviewees who represent the overall demographics of the diocese, and who would

provide a breadth and depth of opinion.

Individual invitation letters and the Case for Support were sent to more than 160 potential

interviewees. Eighty-one personal interviews were conducted, which included a total of 89

opinions. An additional 4 interviews with United Church parishioners in joint ministry were

conducted and not included in the results. (Please see the Appendix for a list of study

participants). Three Open Forum sessions were conducted in the diocese on May 4, 6 and 9.

At the Open Forums, respondents were offered the option of an online survey or a paper

questionnaire. The Open Forum surveys garnered thirteen (13) completed responses of over

35 participants.

Sheila Mulgrew, Anna Scherpenzeel and Gail Braem invited all interviewees to a face-to-

face interview appointment with Martha Asselin of M & M International. Interviews were

conducted over a two-week period commencing April 30 through to May 10th, 2013.

Participants in the Study were asked to comment on issues relating to elements of a

successful fundraising initiative and the Case for Support. These included their:

� personal perceptions of the diocese.

� response to the diocesan plan to fund the many listed initiatives.

� desire to support specific programs and ministries of the Anglican Church of Canada

financially.

� personal giving intentions in the proposed campaign.

� inclination to volunteer for a proposed campaign.

� thoughts on available leadership and specific individuals who could lead a potential

campaign.

� suggestions that would ensure a successful capital campaign.

� opinions as to whether the diocese should launch a financial campaign.



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� intention to leave a planned gift or a bequest to the parish, diocese or national church.

Finally, the participants’ responses were recorded in a questionnaire and their comments

were compiled in an online database post-interview. Their responses and opinions form the

basis for the recommendations included in this report.

At the conclusion of each interview, an evaluation of the participant’s response was recorded

by the interviewer, based on the interviewee’s:

� attitude

� likelihood of volunteer participation

� leadership potential

� level of financial support expressed.

M & M International Team The following members from M&M International worked on this Study:

Martha Asselin

Partner Consultant

Study Supervision

Preparation of preliminary Case for Support

Review of preliminary Case for Support

Open Forum facilitation

Study Interviews

Analysis and development of recommendations

Report preparation and review

Murray McCarthy

Partner Consultant

Report review

Canon Ebert Hobbs

Special Consultant

Final Report Review

Strategic Counsel

Sarah McCarthy

Consultant

Analysis of study findings

Report preparation

We gratefully acknowledge the members of the Planning Feasibility Study Committee and

the entire staff of the Diocesan Centre and other participants for their guidance and support

throughout the study process.



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Factors for Campaign Success

Based on M & M International’s extensive experience with dioceses, churches and church

organizations of all sizes, we know that the following factors are critical to fundraising

success:

A Positive Image – A diocese must be seen to be working actively in parishes and within

their community of faith, in the spirit of Christ.

An Urgent and Compelling Case for Support – A diocese seeking support must

communicate the urgency of the plans and find specific and compelling opportunities for

support and participation. The mission and vision of the diocese must align with the overall

goals and aspirations of the parishes and the national church. A Case for Support gains

acceptance if the initiatives relate directly to the overall goals of God’s mission and church

ministry.

An Attainable Goal - A campaign's financial goal must be viewed as attainable and within

reach. At the same time, the goal must challenge people to make sacrificial and

proportionate gifts.

Overall Support - Financial support for campaigns comes from major donors (who represent

a small portion of most parish membership) and from all other parishioners in the diocese.

Recent campaigns in dioceses and parishes, while dependent on major gifts, have succeeded

with broad support from many parishioners.

Committed Leadership - Major fund-raising initiatives need visionary volunteer leadership

to succeed. Volunteers are needed to do a number of financial campaign related tasks at the

diocesan and parish level. Support of clergy in the diocese is critical as they play a key role

in leadership, both at a senior campaign level and within their parishes.

Readiness to Conduct a Campaign – Preparation and organization by leaders in advance of a

financial campaign are essential to its success. Organizations and their leaders who lay the

groundwork ahead of a financial campaign, succeed during them. Finalizing a Case for

Support, establishing priorities, cultivating volunteers, communicating the goals and

advancing the vision and mission of the diocese are all important aspects of good fundraising

preparation and effective campaigning.



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Findings and Observations

This section outlines the shared views of respondents in both the face-to-face interviews and

the online survey. Each section of the questionnaire provides unique and important

qualitative and quantitative feedback. The information gathered during the interviews and

Open Forums will also be detailed in this section. When counsel assesses support for a

program element, both affirmative and qualified support is considered favourable. For

example, “somewhat important” and “maybe” responses are essentially requests for more

information, which when forthcoming, are likely to result in a favourable donor response.

BACKGROUND

Question 1: How many years have you been involved in the Anglican Church in the

Diocese of Kootenay?

Observations:

The study participants represented a solid sample and broad cross-section of individuals

with varying years of participation in the diocese. The advice we received was based

collectively on thousands of years of experience in the diocese.

Question 2: What is your personal opinion of the Diocese of Kootenay?

Observations:

More than eighty- five (85%) percent of face-to-

face respondents have a favourable opinion of the diocese. Less than five percent (5%) have

a poor opinion. Overall, participants view the diocese as a very good organization which

functions well.



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Sample comments:

� positive (7)

� excellent - great bishop (4)

� no strong opinion - not visible to him (4)

� community - collegial clergy (3)

� looking to embrace change (2)

� need to make it less alienated ex. from Kelowna

� head office mentality

� vibrant, active

� progressive

� struggling rural, wonderful - clergy collegial

� priests feel lonesome

� attract younger families

� love it!

� geographically large

Question 3: How do you think others perceive the diocese?

Observations:

Participants felt that many people would have no opinion of the diocese. This is a common

outcome as many people feel others do not know about the broader diocese. Here, though,

only nine (9%) percent ranked others perceiving the diocese as poor. Overall, this shows

strong support for the organizations. As in many organizations, there is still an ongoing need

for the diocese to be more visible and more involved with people within the parishes.

Sample comments:

� not negative

� overall supportive - very interested in supporting

� not as knowledgeable

� not that aware



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Question 4: Do you understand the requirements of the diocese, the parishes and the

national church as stated in the Case for Support?

Observations:

The vast majority of respondents understood the Case for Support and the needs as stated.

Overall, ninety-four (94%) percent of all respondents “understood” the Case or “somewhat”

understood the needs as detailed. Participants’ comments in this report are based on

knowledge and understanding of the diocesan, national church and parish goals.

Q5: In your opinion, what are the strengths of the diocese?

When asked about the strengths of the diocese, people feel it is a small, friendly, caring,

supportive place. The collegiality and quality of clergy and especially the leadership and

pastoral support of Bishop John are considered its greatest strengths. People identify the

diocese as a small, friendly, caring, inclusive and supportive place. The fiscal

responsibility and overall support of Diocesan Centre staff are considered strengths.

Comments, some examples are listed below:

� Bishop John (26)

� Small size, friendly, caring, supportive (15)

� Clergy Collegiality; quality of clergy (12)

� Innovation – shared ministry, inclusiveness, liberal view (8)

� Planning, fiscal responsibility (4)

� Diocesan staff (3)

� Communication

� Secure parish

� Bishop John - visited PC meeting

� Good leadership

� Quality of priests

� Each individual parish strong

� Accessible

� Maintained liberal, inclusive view

� Pastoral care

� Small, friendly



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� History

� Shared ministry

� Connected

� Everyone works together collegially

� Camp Owaissi

Q6: In your opinion, what are the weaknesses of the diocese?

Participants had few areas of weakness to discuss. The main issues are the vast geography,

financially struggling parishes, aging demographics and congregationalism. Ranking of

these issues is:

1. Geography (16)

2. Aging demographics (13)

3. Struggling parishes (11)

4. Congregationalism (7)

5. Focusing on the wrong things – buildings instead of ministry (6)

Comments are listed below:

� Small in numbers, geography

� Kelowna - geography

� Too centered in Kelowna

� Geography

� Aging demographic

� Too sombre for young people

� Allotment too high

� Out of touch with parishes and abilities

� Financially weak

� Getting people involved

� Lack of communication, consultation with parishes

� Financial struggle

� Geography

� Age; younger people dwindling

� Too much focus on the wrong things



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CASE FOR SUPPORT

The Preliminary Case Statement outlines the priorities of the overall diocese and the need for

funds to support the parishes and education, ministry and outreach programs for the future.

The national church initiatives tested support to three elements, Youth Ministry, Walking

with Indigenous Peoples and Global Relations.

The Case for Support document conveyed the message well - ninety-four (94%) percent of

respondents understood the requirements. In addition, more than sixty-eight (68%) percent

were already aware of the financial needs. The number of participants that are aware or

slightly aware is considered moderate. Additional communication and some refinement of

the plans of the diocese and the national church would increase awareness and support.

More than eighty-four (84%) percent of the respondents are “supportive” or “somewhat

supportive” of the plans, although many respondents suggested that the final Case for

Support should be more detailed and form part of a vision for the diocese. Most stated that

the Case represents priorities requiring support.

While in favour of the overall direction and implementation of the program, a focused case

on the highest priorities to benefit the diocese will make this more compelling. (Many

thought this was a “laundry list” without a vision.)

Some parishioners are concerned about the decline in parish membership and the ensuing

financial pressures. They know their communities are changing and that new parishioners

are not finding their way into the church. Many are looking to the diocese to provide

program support in this area or to assist them in engaging new and old parishioners in better

ways.

The Case sets out a share of forty (40%) percent of the revenue generated in the financial

stewardship initiative for parishes, Direct to Parishes. Not surprisingly, more than ninety

(90%) percent of respondents support the parish’s share as described in the Case for Support.

The parish’s share received a very high level of support from respondents who stated they

have numerous programs and capital projects which require funding. A few mentioned that

no funding should go to the parish.

Sample comments:

� Absolutely!

� Do it together

� Not sure 40% in lower income parishes should be given

� Sharing the parish share amongst the needy parishes



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� Split should be by region and 60% to parishes

� How will parishes plan spending?

� National church is struggling

Many respondents (44%) felt that their parish is not meeting operating expenses and are

concerned about the long-term plans for communities in the diocese.

When asked about the split, almost sixty (60) percent of respondents felt the split appropriate

(‘yes’). When asked about what an appropriate split would be, a range of 30% to 60% was

mentioned, with the highest frequency mentioned being 50%. Many understood the needs at

the diocesan level and the national church; however the national church was usually around

10%.

The ten program elements of the diocesan Case for Support received high levels of support

overall. Kootenay School of Ministry (KSM) and Partnerships and Programs received

the highest level of support at ninety-four (94%) percent highly and mildly supportive. There

is clear support for initiatives that train clergy and lay leaders in the diocese and support

youth initiatives. Some mentioned that a clear vision of education is required: with many

programs, which is the best path? A strategy on education would assist people with an

understanding of this integral program.

Sample comments - KSM

� Highest priority! (3)

� This is not a substitute for theological training, it can become too insular (2)

� Need full time staff

� Geography far away

� Need for local training and scholarships

� Require more education in Anglican Church

Sample comments – Partnerships and Programs

� Need more money (3)

� Too vague (2)

� Good BCAYM

� Too low – vital to Anglican Church

� More relevant to kids

� Longer term plan required



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Mentoring and Support received the second highest level of support at ninety-two (92%)

percent highly and mildly supportive. There is strong interest to support clergy and lay

leaders; however many people wondered how this would be spent and if more cost-effective

ways could be undertaken. More details on the program and how it will work need to be

communicated.

Sample comments – Mentoring and Support

� How many people – skype and other technology (2)

� How to sustain long-term? (2)

� Should be other parish cost

� Attendance

� Very high! Need details on how and what – formal policies and plans

� Mentoring should be done by ‘designated’ mentor – cannot afford to lose priest

� Good idea, financial resources are not required

Camp Owaissi received high level of support at ninety (90%) percent highly and mildly

supportive. There is strong support for youth initiatives and the Camp is seen as valued.

Some wondered whether they could provide their own funding (campaign) and many felt that

the physical distance is a detriment and wondered if transportation could be arranged.

Sample comments – Camp Owaissi

� Too far away (3)

� Need more funds for camp - too low (2)

� Not dining hall – other capital expenses (2)

� Rethink from the ground up; is this the right thing to do? Camp good but re-think

strategy of youth and camp (2)

� Do a campaign themselves (2)

� Seems high but needed

� Does OK, not a key priority

� No link to active parish

� Too low dollar amount – vital to Anglican Church

� If affordable

� Help to get the children there from East

The KSM Endowment received high support at ninety-one (91%) percent highly and mildly

supportive. Most participants feel that long-term planning is required. Many questioned

whether this will be enough funding for the program and/or if this is the best method.



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Sample comments – KSM Endowment

� Very supportive because it is long term (2)

� Is this enough funds?(2)

� Sometimes endowments do not produce

� Would help to guarantee education

� Fundamental priority of Diocese

� Pull KSM & Endow.

� Challenge to sustain

� More involved education

� Not sure we need to fund

� This needs cash now… not in 5 years!

� Provides cushion, keeps fees down

� Is this a duplication?

Stewardship Support received high support at ninety (90%) percent highly and mildly

supportive. This area and the rest of the diocesan initiatives ranked lower on the highly

supportive category as many questions on how the program would work and who would be

doing this work were asked.

Sample comments – Stewardship

� Too much money (3)

� Who is hired is critical? (2)

� Good idea but who and what exactly

� Not right now

� Locally, not essential

� Have done it before – how will it work – already committed people involved, need

new people

� Not just financial stewardship is necessary

� Broad and fit parish

� Would this be accepted? This needs to be thought through if it would be used.

� Is this the pot to pull out of, should we source elsewhere? Expense budget

� Can we use technology?

Community Outreach and Spirituality Initiatives and Spiritual Development and

Spiritual Development both received strong support also, however, at the lower end of the

group at eighty-six (88%) percent highly and mildly supportive. Community outreach was



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considered a necessity but many thought the parishes could support these themselves in the

parish share if it is important to the parish. With respect to Spirituality Initiatives, very little

was known about this program and many felt it could be self-funded based on the other

priorities.

Comments – Community Outreach

� Should come from parish funds (4)

� Too much money – need more concrete

� Our parish is very much an outreach parish

� Smaller fund

� Can we get workers

� Need more collaboration – need support at diocesan level to get things started, not

just funds.

� More important than ministry funding support

� Already do outreach

� Very high priority!

� Find a ‘Branding name”

� Too much funds

Comments - Spiritual Development:

� Appointment process – not transparent, need more details (2)

� Not really known about – want more details (2)

� More funds required for this (2)

� Out of pocket ‘costs’ yes

� Use local priests

� Parish level to do

� Need more money

� Critical but not now

� No knowledge of this

� not enough information about it

� If needed or requested by her

� Pastoral care training needed in parishes

� Could be self-funded

Sorrento Center also received support, but at the lower end of the group with eighty-seven

(87%) percent highly and mildly supportive. There is strong support for this initiative due to

the significant need for those who use this center and, while this is important to them, they



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view it as secondary to many others, ranking it lower on the highly supportive category.

Many felt again that this element should fit into the broader strategy on education in the

diocese.

� Less money overall (3)

� Campaign themselves (2)

� Can we have closer speakers – East

� Too far

� Lower priority for diocese

� Need to get finances in order. Other programming to meet needs

� More to go there

Lastly, Ministry Funding Support received support but at the lowest end of the group at

eighty-three (83%) percent highly and mildly supportive. While people agree that new ways

of meeting needs for seekers is required, many people felt that this could be funded from the

parish share.

Comments - Ministry Funding Support

� Should come from parish funds (6)

� More inclusive

� More $

� Too much money – need more concrete

� Could this come under a Congregational Development person/ spiritual development?

� Need new ideas!

� Worried about changes

� A lot of time and money spent but less of a priority today

� Church planting required

� Essential, we need to examine traditional ways

� “very” messy church

� Need to take church off Sunday

� Highly supportive – Vernon contemporary service

� Kootenay Forward Funding – not dying churches

Overall, counsel is extremely surprised and pleased that the diocesan plan has garnered such

strong support from participants. All elements achieved above the 80% support level when

considering both highly and mildly supportive categories. The refinement process will pose a

challenge.



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The national church received fairly strong support overall. The strongest support was for the

Youth Ministries and Ministries to the North. For Global Relations, participants ranked

the initiatives as ‘mildly supportive’ to indicate they are not opposed but need more details to

understand the value. Many were not in favor of supporting with additional funding over

what they currently provide to PWRDF and feel that it is ‘double dipping’ as this appeal is

already directed to parishioners annually. The real indicator of this support was in the

division of the amount raised in this area. The national church was deemed too high at 20%,

ten (10) percent would be more appropriate.

Comments – national church - Ministries to the North

� No money

� Woman and abuse issues

� Work needs to be done with the Department of Indian Affairs

� Are we overdoing? Agree with education

� Already welcomed in our parish community

� Extremely supportive

Comments – national church – Global Relations

� No money

� Look after our own

� More support for lay people

� Already giving

� Need to work on themselves

� Less informed

� May not be able to afford

� PWRDF only

� PWRDF already supported

Q7: Before this planning feasibility study, were you aware of the programs and the

financial needs in connection with the Case for Support in the diocese and the national

church?



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Observations:

Respondents were moderately aware of the financial needs in the diocese and the national

church. More than sixty-eight percent (68%) were “aware” or “somewhat aware” of the

needs – indicating that this is a moderately informed constituency prior to the interview.

Q8: Would you say you are generally supportive of the plans outlined in the materials

provided to you?

Observations:

This well informed constituency is very supportive of the plans. Greater than eighty-five

percent (85%) of respondents were “supportive” or “somewhat supportive” of the plans.

Plans need to be more detailed and tied into a vision for the diocese to gain more support and

before proceeding to full endorsement.

Sample Comments

� Do not see how things go together - vision, vision is lacking. (5)

� Cohesive plan about ministry is changing - explicitly say how and what and why. This

may require more support from diocese as congregations become smaller worshiping

communities. Overall more planning by leadership is required.

� Seems realistic

� Small churches in East are struggling at this time; this may be too much for them.

� need more details on plans - raise money 90/5/5

� If supportable financially

� Good to have organizational structure to follow

� Children's programs are high

� More supportive if we were in a better economic time

� Too aggressive, too big (2)

� Not opposed; do not feel adequate consultation

� Very supportive

� Wonderful!



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Q9: In your opinion, would parishioners in your parish support a financial initiative in

the Diocese of Kootenay based on the material sent to you?

Observations:

Respondents are careful when asked to comment for others, however, eighty (80) percent of

the face-to-face constituent group generally believes that parishioners will support a

campaign in the diocese for these needs. The uncertain level is high due to concern about

finances in parishes and previous campaign experiences.

Sample Comments

� Low support if at all

� Hope so but already working on annual stewardship increases

� With reservations

� Idea but maybe not $

� Own financial issues

� Slightly modest

� Struggle with funds

� Recent campaign

� The more they understand the needs and work out of a sense of abundance, sense of

generosity

� Doing the work, currently fundraising for a new roof

� To a lower amount due to economy

Q10: Are there capital, ministry and outreach needs in your parish that could be met through

an appeal of this kind?



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Observations:

Over eighty-six percent (86%) of respondents were aware of needs in their parishes and most

felt that these needs could be addressed through a financial campaign. Some respondents

were more aware of the needs of their parish than others. Some parishioners are concerned

for their parish church and believe that it requires the majority of the funding. Most

participants easily identify their needs and potential campaign items in the parishes. Both

infrastructure and ministry needs were cited.

Sample Comments:

� Other smaller congregations - recent campaign - everything paid for - Great

fundraiser here

� Current rentals. In black now

� Already in fundraising mode - 400K operating expense

� Living hand to mouth - rectory repair

� Capital - messy church expenses

Q11: What other needs does your parish have – if any?

Respondents highlighted some other items that could use financial support at their parishes

such as additional clergy support and programs.

Q12: Is your Parish meeting its annual operating expenses through regular offertory

income?

Observations:

Respondents have a clear picture of whether their parish was meeting its annual operating

budget and more than forty-eight percent (48%) said that their parish was. There are many

(44%) who, rightly or wrongly, believe that their parish is not meeting costs. This is a very

high percentage, and is supported by recent figures from the diocesan office stating that

approximately 76% are not meeting costs. Most parishes are relying heavily on fundraisers,

rental income or capital or endowment savings to meet operating costs. The diocese and



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primarily Bishop John has worked very successfully with parishes to assist them in meeting

ongoing expenses while continuing to provide ministry.

Q14: Please tell us whether you are supportive of the priorities outlined in the materials

sent to you.



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*An element with a combined total of eighty (80%) percent “highly” and “mildly” supportive

in face-to-face interviews is considered highly fundable. A score of 75 and above is

considered moderately fundable.

All diocesan elements are in the highly fundable area. The national church initiatives were

also in the fundable area. A further review of the support highlights the highly supportable

areas shows:

1. Key supportable areas:

� Direct to Parishes

� KSM and Endowment

� Mentoring and support

� Camp Owaissi

2. Program most frequently mentioned as missing:

� Assistance in increasing attendance and building up their church.

3. The national church initiative support:

� Youth initiative was strongly supported. Many requested that a specific area be

funded in the national church and not regular operating.

Other comments

� Need vision of Diocese

� Need to consider growth of parishes!

� Comprehensive



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� Main focus to support church - people in their community

� Have visitation and information before decisions.

� Journal is an important communication Youth Leader in Cranbrook

� Can retired priests work (and be paid?) Jim Hearn - bible studies programs

� Are honorary priests paid?

� No one in parishes on Spiritual Dev

� Already giving fair share to diocese - 30% of 74K to diocese - 30% of offertory

� Many Anglican clergy failed to change in 50s and 60s

� Other item: Discrestionary fund - for struggling parishes - may want to get rid of

clergy

� Give priest an increase in salary

� National Church - can they get feedback on how these programs are working?

� Can non-participating parish apply for funds?

Q15: Do you believe that the funding split, parish, diocese and national church is

appropriate?

Observations:

Most participants believe that the funding split is appropriate, with 65% yes and uncertain.

However, some feel that the parishes require a greater share. Overall, the participants would

support a 30 – 60% share to the parishes with 50% being mentioned most frequently. A well

communicated need on the part of the diocese would be supported.

Q16: Would you be prepared to support a financial initiative in the diocese that

included the national church needs as outlined?

Q17: Do you think the diocese and your parish should assist the national church

mission initiatives financially?



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Observations:

The national church needs are important to participants and they believe it is a priority to

support the national church financially.

Q18: Do you think that a diocesan financial initiative is the best method to raise the $5.0

million necessary for all three levels of the church – diocese, parishes and national

church?

Observations:

The majority of respondents believe that a financial campaign is the best way to proceed at

this point. When “uncertain” responses are included, almost eighty-five (85%) percent of

participants favour a financial stewardship initiative.

Q19: If not, what other methods would you recommend? Comments:

� Separate appeals for national church and diocese (4)

� Current system - every congregation increases and increases overall (2)

� Annual appeals and increase diocesan budget

� Need to increase attendance – people in pews

LEADERSHIP AND VOLUNTEERISM

Study participants were asked to identify specific individuals they feel could competently

serve as campaign leaders or volunteers. Individuals with the appropriate competencies are

required to undertake a successful financial campaign. They were also asked if they

themselves would consider a leadership role or a volunteer role in a proposed campaign.



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There are two specific roles and responsibilities for individuals to perform in a financial

campaign setting. The role of leadership entails overall leadership and includes chairing

campaign phases, communications, solicitation, planning and volunteer enlistment. The

other major role is that of ambassador, both at a diocesan and parish level, who is asked to

seek financial support and communicate the goals of a campaign.

Although leadership and volunteer participation in campaigns has become increasingly

difficult to garner in the current fundraising climate, the Diocese of Kootenay will be able to

find volunteers to lead and participate in a financial campaign. However, people will need

information about their roles, responsibilities and the amount of time needed to complete

their assignment(s).

Many parishioners suggested names of individuals (62) who could support the volunteer

activities of the campaign. A confidential list of individuals or partners who were

recommended for leadership has been compiled in a document separate from this report.



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Q21: Would you personally serve on a committee to help organize and implement a

campaign in the diocese?

Observations:

More than fifty-two (52%) percent of participants would serve on a committee to help

organize and manage a campaign. This is a moderate response and suggests that there are

individuals that are prepared to work on an initiative in the diocese. The most common

refrain is that people are already doing a lot.

Q22: Would you be willing (with proper training) to visit fellow parishioners in a

fundraising situation?

Observations:

A significant number of respondents would act as ambassadors and visit fellow parishioners

in their parish in a fundraising situation. This is a positive outcome with fifty-four (54%)

percent of respondents “agreeing” to or “uncertain” about visiting in their parishes.

THE GOAL

Participants were asked if they would make a contribution to a campaign if a campaign were

to proceed. Those who indicated a desire to make a gift were shown a chart and asked what

level their gift might be. Participants were also asked to comment on both the attainability of

the goal and how much they felt the diocese might be able to raise. Some participants were

cautiously optimistic about the attainability of a $5,000,000 goal. However, most believe the

goal is too high. Many recommended a goal of $1 – 3M as more attainable.



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Over eighty-five (85%) percent of respondents in the face-to-face segment of the study

would make a gift or would consider making a gift in a financial campaign. This is a very

positive response and indicates support for the Case and the needs of their parish, the

diocese and national church.

There is also a need on the part of some parishioners to gain a clearer understanding of the

final Case for Support before they make a decision about a gift. Four participants said they

would give a gift but no amount was given. Nevertheless, the study indicated that there are a

substantial number of individuals who can and will provide financial support for a proposed

financial campaign.

Counsel was able to identify a pool of identifiable gifts totalling $198,200 on the low-end

and nearly $389,500 on the high-end. The average gift amount from identifiable face-to-face

participants is almost $3,500 on the low-end. This is considered moderate for a diocese such

as Kootenay. There were 6 gifts of $10,000 or more self- identified in the study. That is a

moderate number and indicates that the diocese cannot assume that major donor gifts will

carry the financial stewardship initiative to a successful conclusion. Active parish

stewardship will be required to meet goal.

Q23: Would you personally make a financial contribution to a financial stewardship

initiative (campaign), based on the materials sent to you?

Observations:

A high percentage of respondents would agree to make a gift to a financial campaign. When

“yes” and “uncertain” are combined, greater than eighty-five (85%) percent of participants

would make a gift. For the participants who would not make a gift, most felt they were

giving sacrifically already.



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Low End High End # of gifts Total Low Total High

$25,000 $50,000 1 25,000.00$ $50,000

$10,000 $24,999 5 50,000.00$ $124,995

$7,500 $9,999 2 15,000.00$ $19,998

$5,000 $7,499 9 45,000.00$ $67,491

$2,500 $4,999 19 47,500.00$ $94,981

$1,000 $2,499 8 8,000.00$ $19,992

$500 $999 7 3,500.00$ $6,993

Below $500 $499 2 200.00$ $998

Specific AMT $1,000 4 4,000.00$ $4,000

Total 57 198,200.00$ 389,448.00$

Average 3,477.19$ 6,832.42$

Q24: If yes, and without making a commitment, where might you fit in this gift chart

over a five-year pledge period?

Observations:

Counsel was able to identify one major gift in the campaign ($25,000 and over) during the

interview process. Despite that, we believe that there will be numerous major gifts in a

campaign. Most of the gifts identified in the study were below $5,000 over a five year

period. This moderate number and overall moderate average will influence the

recommended goal for a finacial stewardship initiative. Many people who identified gift

amounts identified a range of gift. The chart below indicates that an average of up to $6,800

would be achievable with a compelling case.

Gift Breakdown



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Q25: Major gifts would be an important part of this financial initiative. Are there

people in your parish capable of making a $25,000 pledge over a 5 year period?

Q26: Can you identify a few of them for me?

There were 32 names identified; these will be provided under separate cover of confidential

lists.

Observations:

The majority of respondents believe that there are parishioners capable of making major gifts

in their parish. Almost fifty-three (53%) percent are “certain” which is favourable.

Q27: The identified diocese, parishes, and national church initiatives need a total of

$5,000,000. Do you believe that the parishes in the Diocese of Kootenay have the ability

to raise that much money in a financial stewardship initiative?

Observations:

Many respondents believe that the goal of $5,000,000 is not achievable in the diocese at this

time with this preliminary Case for Support. Most respondents suggested a goal of between

$1.0 - 3.0M. A $5 million goal would not be advisable and counsel believes that a lower goal

will assure both financial and non-financial success.



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OTHER Participants were eager to offer opinions and suggestions that would support the successful

implementation of a campaign. This section of the Planning Feasibility Study seeks to gain

an understanding of many important issues of financial campaigning. By seeking to

understand the financial campaign’s priority and what financial support can be expected from

Wills and Bequests, we are able to determine, more accurately, the campaign goal. Naming

opportunities and memorial gifts involve some difficult decisions for steering committees so

it is important to understand the overall support for them.

Finally, encouraging support for the national church’s needs as well as the diocesan needs in

a campaign gives us a good picture of the respondents’ support for a multi-layered and

integrated financial stewardship initiative.

Q28: In terms of launching a financial initiative, what do you see as the top 2 or 3 major

challenges that the diocese will face?

The most often mentioned obstacles to a campaign were as follows:

1. Communication and education about the case/needs and the importance of the plan.

Lack of integration of vision in this plan for the diocese. (20)

2. The demographics of the parishes, aging congregations that are declining. (17)

3. The economic downturn in B.C. and their region. Many mentioned conducting a

potential campaign in one to two years. (8)

4. Volunteer capacity is an issue with many already at capacity. (5)

5. Parochial nature of parishes. (5)

6. Financially struggling parishes. (4)

7. Getting all parishes onboard (3)

8. Previous issues with fundraising in the past. (3)

Comments: samples below:

� Struggling parishes

� Getting all parishes involved

� People would say they have other things to spend $ on

� Communication

� Convince people that this is necessary

� Economic downturn

� Donor fatigue

� People in community don't want to support hierarchy

� Resistance from smaller parishes



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� Geography

� Advancing age - older congregation

� Parochial nature

� Human capital - gain

� Education of people about TiM

� Priorities of people

� Struggling parishes

� Financial amount - does not like Diocese & NC

� Industry is down, wait about 1 year or economy better

Q29: Do you have any suggestions as to what should be done to ensure the success of a

financial initiative? What is the most important thing the diocese should do?

The three most important things to do according to the respondents are:

1. Communicate and inform parishioners (35)

a. Respondents requested more details on the plans and what impact and benefits

there would be for the parishes. They need the rationale for the projects and

how they would work.

b. There is a need to pull together the key initiatives into a vision for the future

of the diocese.

c. Many identified the need for excitement of the plans.

d. The use of meetings, AGM’s, clergy in parishes to ensure we have complete

communication of the plans in many ways

e. Take proper care and attention in conducting a campaign with adequate

training for leaders.

f. Use of experts (key leaders, the Bishop and others) to explain the needs and

importance of the initiatives. (3)

2. Good organization at the parish level (3)

3. Use of planned giving (2)

Comments, some samples:

� Create a coherent vision of needs and what the diocese would look like with these

elements

� Low key

� Chair person involved from local parish

� Develop programs to increase /growth in parishes

� People in the parish need to take ownership

� Inspire through communications



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� Coherent rational - how, what, more details

� Communication - details and simple

� Educate people in Diocese/NS details

� Communicate

� Communicate more to parishioners

� Getting parishes that work out of struggling to abundance

� Tangible goals that help people

� Meetings to explain, town meetings, coffee events

� Very careful in planning and presenting of Campaign

� Clergy education - stewardship

Q30: What priority would you give to a financial stewardship initiative in the Diocese?

Observations:

More than ninety (90%) percent of respondents said a financial initiative for the diocese

would be a “high” or “medium” priority. This is a very positive result and suggests that

there is support for a financial stewardship initiative in the diocese. The number of

“medium” priority responses indicates that the Case garners support but is not urgent or

compelling enough and requires more specifics to attract greater support. The higher the

priority and the more compelling the need, the greater amount of money can be raised. This

result indicates support and gifts and if the Case is further refined to provide more detail,

even more support will be garnered.

Q31: In your opinion, should the Diocese launch a financial stewardship initiative?

Observations:

Over sixty-three (63%) percent of respondents believe that the diocese should proceed to a

financial stewardship initiative. When you add the uncertain responses, the support is very



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strong at 83%. This is a favorable indicator of approval for a financial campaign. Some

people identified the same concerns about the case and communication which need to be in

place to more fully endorse a campaign at this time. Others mentioned that a financial

stewardship initiative should have taken place years ago.

Sample comments:

� With a revised case and VISION

� Not right time now, should we test first?

� Status quo

� Need to bring more people in rather than looking for $ from current

� How else?

� Should, not a lot of choice

� Education and preparation for it

� Worthwhile

� About time! Have been talking about this at DC for a long time.

� Giving / ownership at the parish level, Communicate to parishioners

� Have to

Q32: Do you feel that, in a financial stewardship initiative, the parishioners should be

able to make gifts in memory of someone or to honour someone?

Observations:

Over ninety-four (94%) percent of respondents believe that memorial gifts and named gifts

are suitable in a financial campaign in the diocese. Overall, many people felt that formal

recognition such as plaques or naming opportunities are acceptable. Many do not feel that

they would participate in that opportunity; however, they would not prohibit it from

happening in a campaign.



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Q33: Have you left a Planned Gift (Will, Insurance Policy, Real Property) to your

parish, the diocese or the national church?

Observations:

Over twenty-two (22) percent of respondents said that they have left a gift to the Church in

their Will. This is a modest response. Bequests are a funding opportunity for the parishes,

diocese and national church. A financial stewardship initiative could actively seek to identify

these individuals and ask them to provide a copy of their Wills for the diocese to file for the

future.

Q34: Would you consider leaving a Planned Gift (Will, Insurance Policy, Real

Property) to your parish, the diocese or the national church?

Observations:

For those who have not yet left a gift to the Church in their Will, fifty-eight (58%) percent

said they would consider leaving a gift, and another twenty-one (21%) percent said “maybe.”

In fact, two participants said they would like more information on planned giving in their

parish. This is a significant source of potential funding for future generations of the Church.

Counsel recommends that the diocese consider developing a plan to capture these funding

opportunities. A financial stewardship initiative would seek to identify these individuals and

their gifts.



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Answer Count Percentage

Yes 65 79.27%

No 4 4.88%

Maybe 10 12.20%

No answer 2 3.65%

Total 81 100.00%

Q 36: If yes, which would be your preference?

Observations:

Parishes in the diocese are seen to be the priority for respondents when asked where they

would leave their gift. The diocese scored remarkably high, indicating support for the

overarching ministries of the diocese. The national church score was very low.

Q37: Would you encourage your Parish to support a financial initiative in support of

the Diocese’ and national church needs?

Observations:

This again shows very solid support for a potential campaign with over 79% of

participants recommending a campaign to their parish and when “maybe” is included, over

91%. Only 5% said they would not. Once the final details are communicated and adjustments

to the case made, more parishioners will be in support of the overall plan.

Q27: Additional Information – sample of other comments

� Training - local training - Concern over forced to be trained for lay people

� Doing it well AIM - well learned Social media, All tools, Communicate needs

� Diocese should challenge each other to give clean water to native areas

� likes the idea of better training for lay people

� Why now? Is this urgent?

� Someone to speak about planned giving in Cranbrook

� Requires very good management of funds if move forward

� endowment not feasible - not flexible enough

� Is there way to reduce bureaucracy and save Funds? Property?

� How to get younger people involved?

� Have to give 60% away will be difficult



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Summary of Interviewees’ Responses

This is one of the most important sections of the Final Report because it summarizes the

many questions and discussions into a meaningful and easy to understand format. Like a

Report Card, this section distills the views of the participants, as seen by the interviewer,

into four concise sections.

ATTITUDE

Nearly eighty-nine percent (89%) of participants were considered positive and neutral about

the Case and the overall ability of the diocese to mount a successful financial stewardship

initiative. Eleven percent (11%) of participants was evaluated as negative. A positive

response is 80% and this illustrates strong support of the parishioners to support their diocese

and the Bishop and his work.

LIKELIHOOD OF VOLUNTEER PARTICIPATION

More than twenty percent (20%) of participants or nineteen (17) interviewees were seen to be

excellent candidates for volunteer roles. Over thirty percent (30%) were ranked as good

while more than forty-seven percent (47%) were evaluated as individuals who were not

interested in or capable of a leadership role. This indicates that the diocese should be able to

count on a good pool of leadership candidates in a financial stewardship initiative.

LEADERSHIP POTENTIAL


Excellent 17 20.99%

Good 25 30.86%

No 39 48.15%

Total 81 100.00%


Outstanding 23 28.40%

Good 34 41.98%

Not Apparent 24 29.63%

Total 81 100.00%



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Definite 53 65.43%

Probable 12 14.81%

Unlikely 16 19.75%

Total 81 100.00%


Positive 48 59.26%

Negative 9 11.11%

Neutral 24 29.63%

Total 81 100.00%

Likelihood of Volunteer ParticipationAnswer Count Percentage

Excellent 17 20.73%

Good 25 30.49%

No 39 47.56%

Total 81 100.00%


Outstanding 23 28.05%

Good 34 41.46%

Not Apparent 24 29.27%

Total 81 100.00%


Definite 53 64.63%

Probable 12 14.63%

Unlikely 16 19.51%

Total 81 100.00%

Attitude

Leadership Potential

Personal Gift

A Threshold of 80%

Positive and Neutral is

considered favourable

A Threshold of 50%

(excellent and good) is

considered positive

A Threshold of 40%

(outstanding and

good) is considered

positive

A Threshold of 80%

(definite and

probable) is

considered positive

79%

89%

51%

69%

Over seventy percent (70%) of interviewees were considered good or outstanding prospects

for leadership roles in a financial campaign setting. This is a very high result indicating that

many competent people will be able to lead at a high level in a financial stewardship

initiative in the diocese.

PERSONAL GIFT

More than sixty-five percent (65%) or 53 participants were considered “definite” to provide a

gift to a financial stewardship initiative while an additional twenty percent (20%) were

“probable”. This is a moderate rate of participation, and indicates some underlying issues

that need to be resolved prior to full support. Sixteen (16) participants were ranked as

“unlikely” to make a gift in the face-to-face interviews. ‘Definite and probable’ responses

should preferably over 80%; in this case it is at 79%. Many of the people interviewed were

already giving sacrificially to their parish.



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Clergy Responses – Face-to-Face

In any campaign, clergy leadership support is critical for success. Their support ensures that

the campaign is equipped spiritually and that volunteers are plentiful and knowledgeable. In

addition, the members of the laity are looking to clergy for direction, goal setting and

outcomes. Finally, the Bishop and Diocesan Council will need to count on clergy across the

diocese to engage in the fundraising program. What did the clergy in the Diocese of

Kootenay say about the Case for Support presented in the Study and about a potential

financial campaign in the diocese?

Q 1: Has your Parish raised money through an active Capital campaign in the past 5

years?

Q 2: If yes, was it a success financially?

Q3: Does your Parish support mission and outreach activities in your geographic area?

Q4: Will the parish you serve be able to create a Case for Support that engenders

outreach activities, ministry needs and capital improvements that support ministry?



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Q5: Do you believe that the parish you serve will proceed into a campaign if one were

called today, based on the materials you received?

Observations:

It is apparent that the clergy are not overly confident about financial stewardship and the

ability of their parish to proceed. The main issues are struggling parishes, recent campaigns

or inadequate details of the case.

Q7: Before this planning feasibility study, were you aware of the programs and the

financial needs in connection with the Case for Support in this diocese and the national

church?

Q8: Would you say you are generally supportive of the plans outlined in the materials

provided to you?

Q12: Is your Parish meeting its annual operating expenses?



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Q16: Would you be prepared to support a financial initiative in the diocese that

included the national church needs as outlined?

Q18: Do you think that a diocesan financial initiative is the best method to raise the $5


church?

Q23: Would you personally make a financial contribution to a financial stewardship


Q30: What priority would you give to a financial stewardship initiative in the diocese

within your own philanthropic giving?



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Q31: In your opinion, should the diocese launch a financial stewardship initiative?

Q37: Would you encourage your parish to support a financial initiative in support of

the diocese’s and national church needs?

Observations:

Clergy have a favourable opinion of their diocese and have respect and support for their

Bishop.

The clergy are cautiously in favor of a financial campaign and broadly support the initiatives

stated in the Case for Support. However, they require more input on the initiatives and

question some of the details. A solid vision and plan with clear outcomes needs to shared and

developed with clergy for stronger support to be gained.

Ninety-four percent (94%) of clergy respondents were aware or somewhat aware of the

programs and financial needs as stated in the Case for Support and 79% would give

financially. Almost 66% of clergy respondents said that their parishioners would support a

financial stewardship initiative. There is some reticence on the part of clergy. They believe

that some of the parishes are not ready or able to participate fully in a campaign at this time.

Many parishes are struggling and the perceived lack of a vision along with economic

uncertainties underpins their hesitancy. There is also a lack of experience with financial

stewardship.

Importantly, 5 respondents representing thirty-three percent (33%) of clergy said their parish

would not support a campaign if one were called today. This is primarily due to parishes

financial struggles at present or past and recent campaigns that have left them weary. Some

feel that the case is not exciting enough to engage the laity.



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When asked if there were ministry, outreach or capital projects that could be supported, only

7% said ‘no.’ It was clear, from the face-to-face interviews with clergy, that the needs in the

parishes are great. Not only is there a need to maintain aging churches and other church

structures, but outreach and ministry funds are required now more than ever. Communities

are feeling the effects of the economy and parishioners are aging. Therefore, outreach funds

to support their broader communities and bring back and engage new parishioners are

priorities.

Finally, eighty-two (82%) and 88%, including uncertain, of clergy respondents would make a

financial contribution and ninety-three (93%) percent said that a financial initiative in the

diocese would be a high or medium priority. When asked if the diocese should launch a

campaign, eighty-two percent (82%) said “yes” and 5 respondents (18%) said “uncertain,”

totaling 100% overall. This is a very significant support for a campaign.



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SUMMARY OF FINDINGS

The findings indicate that a financial stewardship initiative is possible in the diocese,

although there needs to be some minimal work done prior to any financial campaign launch.

The following is a summary of the findings in narrative form.

There is strong overall favorable opinion of the diocese. The diocese is a friendly, caring and

supportive with confidence in the current Bishop’s leadership. The Diocesan Centre staff is

seen as supportive and respected by the people who actively work with them. Parishioners

are concerned with aging congregations and lack of youth. Many of the struggling parishes

have been supported in some way to meet their future.

People were moderately aware of the plans, yet there was strong support, 84% - supportive

and somewhat supportive.

All of the Case initiatives are supportable. The challenge for the diocese is to refine the

overall plan and to convey a vision for the future, one that brings excitement and hope to

parishioners in the areas most highly supported and required. This plan must be fully

endorsed by clergy. Gaining their input and support is essential. More detail on how the

plans and initiatives would be implemented is required for the final case to gain the required

support. The most pressing need for most parishioners, not reflected in the Case, is “methods

to increase attendance” in their church.

The Direct to Parish share was supported at 40% but many requested between 30 – 60%. The

most frequently requested amount was 50%.

Participants in the study are supportive of a financial stewardship initiative that benefits their

parish. There were no impediments to a financial campaign and clergy and parishioners alike

are cautiously optimistic about proceeding to a financial stewardship initiative. There is some

reticence about campaigning, some due to previous campaigns and current parish initiatives

in progress or just completed. Participants support the bishop and his plans. Participants

would like to see leadership support long-term plans for sustainable communities of faith in

the area.

There will be good leadership support available once the case is refined to the most urgent

and compelling elements.

The respondents overall feel that the diocese should launch a financial stewardship initiative

(84%) including 100% by clergy – (yes and uncertain responses. )



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The moderate average gift amount and lack of major donor participation makes the potential

$5M goal unachievable.

Finally, the national church is strongly supported with Youth Ministries and Walking with

Indigenous Peoples gaining the highest support. Clearly, parishioners and clergy understand

this is important and that it requires funding, but at a lower overall percentage of the total.

They prefer to give to a specific program, not to operating expenses.

The Open Forum responses (13) reflected very similar responses and were not significantly

different than the face-to-face responses.



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RECOMMENDATIONS AND ANALYSIS

More than 105 individuals responded to the Planning Feasibility Study by participating in an

interview or Open Forum. While most of the respondents are in leadership positions in the

diocese or in their congregations, we heard from a wide range of parishioners from across the

diocese. The responses to the questions indicate that a financial initiative in the diocese has

the support of both leaders and parishioners alike.

Some respondents are concerned about the state of their parishes as they see their

congregations decline in numbers and feel the financial pressure of maintenance of aging

buildings and overall operating expenses.

There is a desire to support all elements of the Preliminary Case for Support. The diocese

should review the Case elements to focus on key priorities and ‘highly supportive’ initiatives

first with the input of clergy and lay leaders. These final elements need to be detailed,

specific and simple. Our recommended approach would be to fully support 2 - 3 areas:

1. KSM and its support

2. Youth ministry (camp / programs)

3. Programs for increasing attendance

The opportunity to provide funding support to ministry or outreach could be reduced and

perhaps a matched funding program planned.

The majority of respondents, more than fifty-five percent (55%), support the plans and the

overall Case for Support. Another twenty-nine percent (29%) are somewhat supportive.

This overall support is very high.

The study measured ten diocesan and three national church initiatives. The results indicate

support for all of them in varying degrees. However, a Case for Support must be structured

in such a way as to make it simple to understand and compelling to parishioners. Many

parishioners stated that the plan needs to be more detailed and communicate a vision for the

diocese. A review of the Case for Support elements that received greater than seventy (70%)

percent in the ‘highly supportive’ category can be found on page twenty-five (25).

Evaluation of the critical elements of the plan is necessary and more details on what will be

done and how, including outcomes, must be communicated. Also, based on the results of the

split, a range of 30 – 60% would be acceptable; however, M & M International recommends

50% to parishes.

It is critical for the success of a financial stewardship initiative that it be led by a team of

clergy and lay leaders who are known and trusted for their skills and abilities. The initiative

must be seen to have a wide and deep following. The Bishop should play a leadership role in



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the process. Clergy input and support are critical to finalizing the elements, vision and plan.

All clergy should be well aware and involved in the process.

The Planning Feasibility Study has provided great insight into how a campaign can proceed

successfully and has revealed the most compelling aspects of the Case for Support:

Case Elements:

� The financial needs of the parishes, diocese and national church, are supported by

respondents. The diocese should refine the Case elements and programs. It should

support a long-term vision for the diocese. It is recommended to keep the case simple

and focused.

� The Direct to Parishes share is acceptable; however, parishes may require a larger

portion of funds raised due to the many needs in the parishes that can be funded by a

financial campaign in the diocese. A percentage of 50% is recommended.

� National church needs are supported by respondents and at least one program element

should be included.

•

Leadership and Volunteers

� There are volunteer and leadership resources available for a financial campaign in the

diocese.

Goal

� A high percentage of respondents would make a gift to a campaign.

� An excess of $198,000 of gifts has been identified in this study. This is moderate for a

diocese of this size and indicates that a successful campaign will require a parish-

centered campaign and a major donor strategy.

� Only one major donor was identified in this study.

� The average gift amount and total amount identified is lower than expected and limits

the goal amount (unless other major donors are known by leadership in the diocese. )

•

Plan

� A high percentage of respondents feel that a financial initiative should be undertaken

in the diocese; 100% of clergy were “yes and uncertain.”

� Increase communication to the parish level utilizing clergy and lay leaders. Ensure

that leadership capacity is available and prepared for spending the time and effort

required for a financial stewardship initiative.

� Many have left a gift to the church in their Will and many more would consider doing

so. Many respondents would prefer to leave a bequest to their parish. An integrated

campaign with planned giving is recommended.

•



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Next steps: Diocesan leadership should prepare to:

1. Inform Diocesan Council of the results of the Study and invite approximately three to

six (3-6) members to participate in the Financial Stewardship Initiative Working

Group (FSIWG). Add approximately 3 clergy and potential major donors to the

FSIWG.

2. Meet with clergy at an all-day Clergy Day to build consensus for a financial

stewardship initiative and invite approximately six (6) members to be part of a Case

for Support working group (CfSWG). This working group will identify with parish

issues across the diocese and be capable of making recommendations to leadership to

support parish ministry based on the study findings. This group reports to the

FSIWG.

o Refine and detail Case for proceeding to a diocesan-wide financial

stewardship initiative for the upcoming synod.

3. Create and implement a Communication Plan:

o Provide details on the case and update on results

o Discuss the results of the study at the upcoming synod.

o Introduce the CfSWG and FSIWG at synod

o Obtain synod approval to proceed to a financial campaign when the FSIWG

has concluded its work.

o Engage parishes across the diocese in education and communication about the

upcoming financial stewardship initiative and the role it will play in

supporting their parish, the diocese and the national church

o Communicate the current programs results such as KSM to more parishioners

� Parish meetings

� Synod

� Vestry

� Great Chapters

� Clergy meetings, clergy conferences

o Support the work of parishes preparing 5 – 10 year plans

4. Decide on the appropriate revenue split between the diocese, parishes and national

church. M & M International believes that parishes should receive 50% of all

revenue and be exempt from campaign expenses.



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Fundraising Potential and Goal Recommendation

The goal for a financial stewardship initiative is determined by evaluating the strength of the

Case for Support, analyzing parish offertory and taking qualitative data from the interviews

into consideration. Respondents view the tested Case for Support predominantly as a

“Medium to High” priority. This indicates that parishioners will support the diocese. To

maximize the financial results and the overall value of a financial initiative to the diocese, the

Case for Support must refined as discussed in the recommendations. This will reinforce that

the leadership has listened to the diocesan members at large and revised their case

accordingly.

It was explained to study participants during the study interview that each parish will solicit

gifts for the diocese and the national church using campaign materials developed by the

diocese. Parishes will also include their own Case for Support to the fundraising material

and seek to raise money for all three levels of the church. There was strong support for this

approach. Financial objectives will be set for each parish based upon factors common to all.

M & M International’s experience in diocesan and parish fundraising tells us that successful

financial campaigns are determined by the strength of the Case for Support, leadership, solid

planning and execution. Therefore, the factors that will determine success at reaching the

campaign goal are:

• the leadership (clergy and lay) support of the fundraising initiative

• the number of people in the parishes that are provided an opportunity to give.

• the parishes use of effective church fundraising plans and methods.

• the people and plans that the diocese provides to guide in the fundraising effort.

• the resonance of the final Case for Support for the parish share and the Case for

Support for the diocese.

Where congregations have effective education and information programs in place and are

able to utilize effective fundraising principles and methods, such as personal visits, gift plans,

multi-year pledges and a phase by phase approach, they usually raise between $2,000 and

$3,500 per giving unit. We have also found that up to one quarter of the supporters in a

campaign can give between $5,000 and $10,000.

We have witnessed that the momentum of campaigns, if planned and implemented properly

can re-invigorate a parish or diocese. The growth in ministries that unfolds with financial

support and planning enlivens a parish that has been struggling to overcome issues. The hope

for a new and brighter future enfolds by refocusing on God’s mission for them. There can

also be an increase in operating revenues with a strong stewardship initiative. The Diocese of

Kootenay is at a critical juncture at this time. Discernment of the next steps is critical.



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Based on experience, parishes are capable of raising between 1 and 1.2 times their annual

parish offertory over a five year pledge period within the course of a successful parish-based

initiative. However, we also know that, despite the best efforts of a campaign team, not all

parishes will participate in a financial campaign. If conducted properly, with congregational

development support and diocesan leadership support, a parish participation rate of ninety

(90%) percent is possible.

Unfortunately, not every parishioner or parishioner giving unit will or can give to a financial

campaign. Parishes will participate in any number of four ways and the results are

predictable:

• A small number of congregations will make an extraordinary effort using the support

afforded by campaign counsel and the resources of the diocese to exceed their goal of

1 – 1.2 times offertory.

• A slightly larger number will utilize effective methods and counsel provided by the

diocese and will approximately meet the goal of raising 1 times their annual offertory

– (range of 80% - 100%).

• A smaller number will opt to utilize their own program and raise less than half of

their 1 – 1.2 times offertory goal.

• Some parishes will give little or no effort to a campaign.

•

An additional area of fundraising potential in every campaign is major gifts. In some

parishes this can be extraordinary; however, the study was unable to identify more than one

(1) gift of $25,000 or above over a 5 year pledge period from both survey formats. Our

experience is that a parish or diocesan program can generate at a maximum 10 - 20% of its

goal from major gifts. Since the majority of major donor gifts will be raised in the parish, it

is important that a major donor track be sensitively crafted and parishioner visitors or

ambassadors receive specific training. In addition, the leadership of the diocese can identify

and secure major gifts which will be important to the overall success of a future campaign.

These donors will be important prospects for the upcoming initiative, and cultivation efforts

should commence in the coming months.

Based on the factors cited above, here is a realistic evaluation of a goal. M & M

International would recommend a $2,000,000 campaign goal. The goal is based on

experience with similar campaigns in Canada over the past 5 years. Most campaigns realize 1

to 1.2 times their annual offertory over a 5 year period. The Diocese of Kootenay offertory in

2011 was $2.4M. Several factors cause us to be cautious when recommending a maximum

goal:

• Only one major donor identified in the study

• Large number of rural parishes

• Current # of parishes not meeting operating expenses with plate offering is 76%.



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• There is a high reliance on a few larger parishes to participate

• Several parishes have just completed parish campaigns

•

• This goal is dependent on the major parishes participating in the campaign.

Based on the 40/40/20 sharing of all gifts received in a campaign, the diocese and national

church would share an agreed-upon percentage of $0.8 million, the parishes would receive

$0.8 million for the work of their local parish communities and the national church would

receive $0.4 million.

However, M & M International believes the split should be reviewed to ensure that parishes

receive a greater share of the diocesan revenue for parish ministry. M & M International

believes that parishes should receive fifty percent (50%) of the revenue raised for local

mission and ministry activities. The revised diocesan share would also be used to cover

campaign expenses and to provide funds for diocesan Case for Support elements. The

diocese and the national church will need to negotiate the final percentage split and counsel

recommends 10% or less.

There is also a wonderful opportunity to supplement the campaign with gifts in the form of

bequests. Parishioners clearly desire to support the parishes, diocese and national church

with a gift in their Will.

Finally, M & M International believes that major donor cultivation is critical to meeting

and exceeding the fundraising goal. It is also an important factor in gaining campaign

momentum and providing needed sources of cash for immediate needs. Therefore, we

recommend that a team of ‘major donor apostles’ be assembled to identify and plan the initial

phases and to begin the cultivation. A list of potential parishioners with the concern,

capacity and connectedness to make a major gift must be developed and a “moves

management” strategy and customized proposal must be developed for each and every one of

those individuals.

# of

Congregations

Average per

Congregation

$2,400,000 35 $68,571

Less non-participating (20%) 7

Total parishes participating 28

Goal (Cong. participating x Average Revenue) $1,920,000

2011 Plate Revenue



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Concluding Activities The following recommendations have been developed by the M & M International study

team. We believe that these suggestions, if well planned and executed, will have a positive

impact on the overall success of a diocesan campaign:

Administration

1. Send personal thank-you letters to all study participants, including the Executive

Summary of the Final Report if appropriate.

2. Take the time to discern the report. Once completed, if appropriate:

3. Create a Financial Stewardship Initiative Working Group (FSIWG) to begin the

preparation and readiness tasks of the campaign. The FSIWG should:

o Prepare a Request for Proposal (RFP) for a financial stewardship initiative. At

least three firms should be asked to bid on the contract.

o Prepare a theological statement for the financial campaign, the current and

planned activities of the diocese and the proposed fundraising initiative.

o Set a preliminary budget for a financial campaign

o Set a preliminary goal of $2,000,000 for the financial stewardship initiative.

4. Create a Case for Support Working Group (CfSWG) to refine the Case for Support

for the campaign that is visionary, specific and reflects the study input.

o Prepare a detailed financial spreadsheet of needs for the general activities

that will be funded under these key elements. There should be a clear and

convincing rationale, including outcomes, given for these activities as well as

financial details for them.

The Bishop should participate fully in the completion of these tasks and support the

completion of a development report, submitted by the Financial Stewardship Initiative

Working Group on the benefits of a proposed program for the diocese within the context of

Christian stewardship. The report should be specific to the key supportable elements and the

campaign’s ability to strengthen the stewardship development of laity, clergy and parishes in

the diocese.

The Financial Stewardship Initiative Working Group, under the guidance of the Bishop,

should be organized to undertake this work. The Case for Support Working Group has the

task of researching and developing the detailed Case elements. The plan should then be

taken to Diocesan Council, the clergy leadership and other clergy in the diocese for their

reaction and input. When the Case for Support is discussed, it is important that the members

of the FSIWG be prepared to discuss the general objectives and the financial needs of the

diocese.



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Professional Counsel

In the Planning Feasibility Study, it was emphasized that the financial campaign must be

conducted by diocesan leadership with the support of professional counsel. M & M

International believes that a successful diocesan campaign can only be achieved with the

assistance of a firm that has church fundraising expertise. The FSIWG is capable of guiding

and coordinating a diocese-wide financial development initiative. However, there are many

other resources necessary to execute a successful financial campaign. It must be recognized

that the overall plan and financial objectives are very substantial and the timetable is

extremely demanding. There is also a direct relationship between the amount of money raised

and professional counsel involvement. We believe that the diocese should retain professional

counsel for the design and execution of the program across the diocese.

Operational Costs

It is essential that a guideline or budget for costs be established that is sufficient to do the job

well but which also assures economy, efficiency and good stewardship. M & M

International recommends that the diocese set a ceiling for a financial campaign with a

Diocesan goal of $2 million over 5 years. A budget should be carefully considered and must

be transparent and acceptable to all diocesan stakeholders. Recommendations include:

� RFP should be fee-for-service, not a percentage of the dollar amount raised

� Operative materials should form a small amount of the overall budget

Parish Preparation

Parishes should begin preparing for a financial stewardship initiative months in advance of a

launch. Preparation includes a parish plan that states the parish’s understanding of “God’s

Mission” for them. Parish planning and setting the direction for parish growth and vitality is

a critical step in the process. Fundraising can only be successful once this parish plan is

formalized and vetted in the parish. M & M International believes that this step is critical to

a successful financial initiative.



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APPENDICES



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APPENDIX A: STUDY PARTICIPANTS

First Last Parish

Joyce Aasland Christ Church - Cranbrook

Yvonne Adams St Peter's

Gwen Baril Christ Church - Cranbrook

Enid Barnhardt Christ Church - Cranbook

Michael Blair St Michael and All Angels -

Kelowna

Don Branch St Michael's and All Angels -

Kelowna

Bob Buchan All Saints - Vernon

Tami Burgess All Saints - Vernon

Doug Carnegie St Stephan's - Summerland

Rev Bruce Chalmers St Mary's - Sorrento

Gwen Chapman St Andrews - Kelowna

Ken Chapman St James Armstrong

Chris Clarke St John Evangelist - Salmon Arm

Bill and Nan Constable Christ Church - Creston

Judy Conway St Michael & All Angels - Kelowna

Rev. Roger Cooper St George's - Kelowna

Celia Corrigan Christ Church - Fernie

Robert Crang St Michaels and All Angels

Al and Dorial Davis Christ Church - Cranbrook

Rev Neil Elliot St Andrew/St George - Trail

Randell Fairey St Andrews - Kelowna

Dianne Fletcher St Michael and All Angels -

Kelowna

Wilf Fournier St George's - Enderby

Rev. Trevor Freeman Kimberly/Fernie

cathy Garritsen Christ Church - Creston

Sally Ginter St Michael and All Angels -

Kelowna

Kim and Paul Glen St Barbara's - Okanagan Falls

Caroline Gottinger Christ Church - Cranbrook

Cameron Graham St Andrews - Kelowna

Terry Green St Stephen's Summerland

Linda Guernsen St Stephen's - Summerland

Cathy Haig St George's - West Kelowna



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First Last Parish

Rev. Cathy Hall St Andrews - Kelowna

Kim Hanon St Stephan

Rev. Rita Harrison All Saints Vernon

Rev. Chris Harwood

Jones

All Saints - Vernon

Roland Henricksen St Andrews - Kelowna

Nalla Hinch Lifte St Barbara's - Okanagan Falls

Louise Hockley All saints - Kimberly

Katharine Hough Chist Church - Cranbrook

Laurie Ingersole St Andrews/ St George - trail

Malcolm John St Michael and All Angels -

Kelowna

Pat Juraschka Holy Trinity - Boundary Parish

Judith Karding St John the Evangelist - Salmon Arm

Maureen Karran St James - Armstrong

Russell Kirby St Andrews - Kelowna

Betty Lister St Barbara's - OK Falls

John Lloyd St George's - Kelowna

Pat Lyster St Saviour's - Penticton

Faye and Doug MacKay Christ Church - Creston

Pat McCabe St Andrew and St George - Trail

Sharlie McCreadie Holy Trinity Boundary Parish

Arleigh McKenna Christ Church - Creston

Michael Morris Christ Church Cranbrook

Colleen Mounce St John the Evangelist - Salmon Arm

Michael Murison All Saints - Vernon

Catherine Nickerson St Michaels and All Angels -

Kelowna

Dean Nissa

Basbaum

St Michael and All Angels -

Kelowna

Brenda Panio Harrison Memorial/Christ Church -

Creston

Malcolm &

Sandra

Paterson St Saviours - Penticton

Rev. Rick Paulin St Stephan's - Summerland

Barry and Judy Peterson

Kenneth Phillips St Andrews - Kelowna

Rev. Patrick Reid St Christopher & St Edward the



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First Last Parish

Confessor

Julia Roberts St Saviour - Nelson

Chris Ross St Andrew's - Kelowna

Brenda Schmalz St Mary's - Boundary Parish

Rev. Simon Shenstone Holy Trinity - Grand Forks

Daphne Sherbinin St Jude's / St Mary's - Boundary

Parish

Joanne and

Richard

Simpson St Saviour - Penticton

Howard Soon Cathedral

John Steer St Saviours - Penticton

Rev. Barbara Stewart St John the Evangelist - Salmon Arm

Rev. Sandy Stickney St Barbara - Okanagan Falls

Cathy Straume The Boundary Parish - West

Kootnay

Rev. Michael Stuchberry St Saviour Penticton

Joy Thompson St Mary's Church - Sorrento

Joel Vinge Christ Church Cranbrook

Tony Walton St John the Evangelist - Salmon Arm

Deb Wilson St Andrews - Kelowna

Yme Woensdregt Christ Church - Cranbrook



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APPENDIX B: DISCUSSION STIMULANT

The Anglican Diocese of Kootenay

Face-to-Face

Planning Study

Questionnaire/Discussion Stimulant

Strictly Confidential

Interviewee: __________________________________

Constituency: Clergy

Laity

Other

Address: __________________________________

Phone Number: __________________________________

Parish Church: __________________________________

Interviewer: __________________________________

Date: __________________ Interview Time: ________________



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SECTION I - BACKGROUND

1. How many years have you been involved in the Anglican Church in the Diocese of

Kootenay?

2. What is your personal opinion of your Diocese?

_______

___________________________________________________________

__________________________________________________________________

3. How do you think others in your parish perceive your Diocese?

_______

___________________________________________________________

__________________________________________________________________

4. Do you understand the requirements of the diocese, the parishes, and the national

church as stated in the Case for Support?

__________________________________________________________________

__________________________________________________________________

5. In your opinion, what are the strengths of your diocese?

1-5 6 – 10 11 - 20 21 – 50 50 + None

Very Good Good Poor No Opinion

Very Good Good Poor No Opinion

Yes No Somewhat



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a. __________________________________________________

b. __________________________________________________

�

c. __________________________________________________

6. In your opinion, what are the weaknesses of your diocese?

a. __________________________________________________

b. __________________________________________________

�

c. __________________________________________________

�

SECTION II – THE CASE

7. Before this planning feasibility study, were you aware of the programs and the

financial needs in connection with the Case for Support in this diocese and the

national church?

Yes No Somewhat

Comments:

__________________________________________________________________

__________________________________________________________________

8. Would you say you are generally supportive of the plans outlined in the materials

provided to you?

Yes No Somewhat



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Comments:

__________________________________________________________________

__________________________________________________________________

9. In your opinion, would parishioners in your parish support a financial initiative in this

Diocese based on the material sent to you?

Yes No Uncertain

10. Are there capital, ministry and outreach needs in your parish that could be met

through an appeal of this kind?

Yes No Uncertain

Comments:

_________________________________________________________________

__________________________________________________________________

11. What other needs does your parish have – if any?

i. ___________________________

ii. ___________________________

iii. ___________________________

12. Is your Parish meeting its annual operating expenses?

Yes No Uncertain

13. If no, what methods are you employing to meet the expenses?

i. _____________________________________

ii. _____________________________________



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iii. _____________________________________

14. Please tell us whether you are supportive of the priorities outlined in the materials

sent to you.

Comments:

_________________________________________________________________

__________________________________________________________________

_________________________________________________________________

__________________________________________________________________

15. Do you believe that the funding split, parish, diocese and national church is

appropriate?

Yes No Uncertain

Program Elements

Highly

Supportive

Mildly

Supportive

Not

Supportive No Opinion

Parish Share 40%

Our Diocese 40%

Transforming Ministry

Kootenay School of Ministry - Part-time staff

endowed

KSM - endowment

Mentoring and Support

Transforming People

Children and Youth

Camp Owaissi

Partnerships and programs

Stewardship support

Sorrento Centre

Transforming the Church

Ministry funding support

Community outreach and spirituality initiatives

National Anglican Church: Extending God's Mission 20%

Youth Ministry

Walk with Indigenous People

Global Church partner

Spiritual Development support



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If no, what is the appropriate split?

16. Would you be prepared to support a financial initiative in your diocese that included

the national church needs as outlined?

Yes No Uncertain

17. Do you think the diocese and your parish should assist the national church mission

initiatives financially?

Yes No Uncertain

18. Do you think that a diocesan financial initiative is the best method to raise the $5


church?

Yes No Uncertain

19. If not, what other methods would you recommended?

i. _______________________________

ii. _______________________________

iii. _______________________________

Section III – Leadership/Volunteerism

20. Could you suggest the name(s) of individuals(s) you feel would bring strong

leadership to any fundraising initiative in this diocese?

1. _______________________________

2. _______________________________________

3. _______________________________________

4. _______________________________________

5. _______________________________________



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6. _______________________________________

7. _______________________________________

8. _______________________________________

21. Would you personally serve on a committee to help organize and implement a

campaign in this diocese?

Yes No Uncertain

22. Would you be willing (with proper training) to visit fellow parishioners in a

fundraising situation?

Yes No Uncertain

Section IV. – The Goal

23. Would you personally make a financial contribution to a financial stewardship


Yes No Uncertain

Comments:

__________________________________________________________________

24. If yes, and without making a commitment, where might you fit in this gift chart

over a five-year pledge period? (Circle the letter most appropriate)



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Level Total Gift Annually Quarterly Monthly Weekly Daily

A 25,000$ 5,000$ 1,250$ 417$ 96$ 13.70$

B 10,000$ 2,000$ 500$ 167$ 38$ 5.48$

C 7,500$ 1,500$ 375$ 125$ 29$ 4.11$

D 5,000$ 1,000$ 250$ 83$ 19$ 2.74$

E 2,500$ 500$ 125$ 42$ 10$ 1.37$

F 1,000$ 200$ 50$ 17$ 4$ 0.55$

G 500$ 100$ 25$ 8$ 2$ 0.27$

� Above $25,000 over the 5-year pledge period Amount $ _______________

� Below $500 over the 5-year pledge period Amount $ _______________

� Specific amount or bequest amount Amount $ _______________

25. Major gifts would be an important part of this financial initiative. Are there people in

your parish capable of making a $25,000 pledge over a 5 year period?

Yes No Uncertain

26. Can you identify a few of them for me?

a. ______________________________________

b. ______________________________________

c. ______________________________________

27. The identified diocese, parishes, and national church initiatives need a total of

$5,000,000. Do you believe that the parishes in this diocese have the ability to raise

that much money in a financial stewardship initiative?



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Yes No Uncertain

If no, what is a realistic goal in your opinion?

$ ______________

Section V. – Other

28. In terms of launching a financial initiative, what do you see as the top 2 or 3 major

challenges that this diocese will face?

1.__________________________________________________

2.__________________________________________________

3.__________________________________________________

29. Do you have any suggestions as to what should be done to ensure the success of a

financial initiative? What is the most important thing the diocese should do?

1. ____________________________________________________________

2. ____________________________________________________________

3. ____________________________________________________________

30. What priority would you give to a financial stewardship initiative in the diocese

within your own philanthropic giving?

High Medium Low

Comments:

_________________________________________________________________



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__________________________________________________________________

31. In your opinion, should your diocese launch a financial stewardship initiative?

Yes No Uncertain

Comments:

_________________________________________________________________

__________________________________________________________________

32. Do you feel that, in a financial stewardship initiative, the parishioners should be able

to make gifts in memory of someone or to honour someone?

Yes No Maybe

Comments:

_________________________________________________________________

__________________________________________________________________

33. If “yes” what kind of recognition would be appropriate?

1. ______________________________________

2. ______________________________________

3. ______________________________________

34. Have you left a Planned Gift (Will, Insurance Policy, Real Property) to your parish,

the diocese or the national church?

Yes No Maybe



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35. Would you consider leaving a Planned Gift (Will, Insurance Policy, Real Property) to

your parish, your diocese or the national church?

Yes No Maybe

36. If yes, which would be your preference?

Parish Diocese National Church

37. Would you encourage your parish to support a financial initiative in support of the

diocese’s and national church needs?

Yes No Maybe

38. Additional Information

__________________________________________________________________

__________________________________________________________________

Specific Clergy Questions - (only complete if the interviewee is a parish priest)

1. Has your Parish raised money through an active financial campaign in the past 5

years?

Comments:

_________________________________________________________________

__________________________________________________________________

Yes No



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2. If yes, was it a success financially?

Comments:

_________________________________________________________________

__________________________________________________________________

3. Does your Parish support mission and outreach activities in your geographic area?

Comments:

_________________________________________________________________

__________________________________________________________________

4. Will the Parish you serve be able to create a Case for Support that engenders outreach

activities, ministry needs and capital improvements that support ministry?

Yes No Maybe

Comments:

_________________________________________________________________

__________________________________________________________________

5. Do you believe that the Parish you serve will proceed into a campaign if one were

called today, based on the materials you received?

Yes No Maybe

Comments:

_________________________________________________________________

__________________________________________________________________

Yes No

Yes No



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6. If no, what 3 things would your Parish need to do to get ready to campaign?

i. _______________________________________

ii. _______________________________________

iii. _______________________________________

7. What obstacles would your Parish face when confronted with a campaign?

i. _________________________________________________________________

___

ii. _________________________________________________________________

___

iii. _________________________________________________________________

___

Summary of Interviewee’s Responses: Include this section in your questionnaire:

What was the respondents’ overall attitude toward the plan?

Attitude: _____ Positive or _____ Negative ______ Neutral

Are they likely to volunteer in any capacity? If so, what is the likelihood?

Likelihood of Volunteer Participation: _____ Excellent _____ Good _____ No

Would this person /persons be suitable for a Campaign Leadership position?

Leadership Potential: _____ Outstanding _____ Good _____ Not Apparent

Did they indicate that they would make a gift (no amount was necessarily stated)?

Personal Gift: _____ Definite _____ Probable _____ Unlikely



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APPENDIX C: INVITATION LETTER

Interviewee

<Address Line 1>

<Address Line 2>

<Address Line 3>

April xx, 2013

Dear <Interviewee>

The Anglican Diocese of Kootenay is building strong Christian leadership and communities

for a world at risk of losing touch with the riches of Christ. This vision of the future leads us

forward to new possibilities that call for the engagement of each Anglican in every

community.

Our Vision: Growing Churches, Proclaiming Christ, Living Faith, Empowering Mission

continues to inform our plans. Locally-trained leaders and congregational development

initiatives are now bearing fruit. We have a clear vision for the future, and now need to

devote resources to respond to this opportunity. Exciting possibilities await parishes and their

communities in a diocesan-wide National Church initiative supported by the Anglican

Church of Canada called Together in Mission or TiM. TiM invites Anglicans from across the

diocese to participate in a Planning Feasibility study to determine our potential to raise $5

million, over 5 years, in support of our local parishes, funds for both new and existing

ministry initiatives and for the General Synod of the Anglican Church of Canada.

This study will gather information and opinions from clergy, parishioners and friends of the

Church. A professional faith-based consulting firm, M & M International, who work

exclusively with churches and religious institutions, has been retained by General Synod to

implement this study. We invite you to kindly agree to a 45-minute confidential interview

with one of their consultants, in which you will be invited to comment on the enclosed Case

for Support. Please note that you will not be asked for a financial commitment as part of

this interview and your individual responses will remain completely confidential.

Please review the enclosed Case for Support, developed by the Diocesan Steering

Committee, and accept our invitation to participate in this study – a critical component in a

proper planning process. Over the next days and weeks, Sheila Mulgrew, Anna Scherpenzeel

or Gail Braem will call you, on my behalf, to arrange a confidential meeting.

With your help, we will gain a clearer sense of the support for the needs of your parish, our

diocese and the national church. We ask for your encouragement, support and prayers.

Thank you in advance for your cooperation and ongoing commitment to the Church.

Yours in Christ,



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The Most Rev. John E. Privett

Bishop of Kootenay



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APPENDIX D – CASE FOR SUPPORT

“You are salt for the earth, O people. Salt for the kingdom of God” (Hymn 502 CP)

VISION: Growing Churches, Proclaiming Christ, Living Faith, Empowering Mission

A

History of Faithful Service

Established in 1899, the Diocese of Kootenay has been a faithful presence in British

Columbia, serving five key regions

(East and West Kootenay, North,

Central and South Okanagan) as they

expanded over the years, both

geographically and spiritually. From

the early, legendary days of Father

Pat, to the innovative episcopacy of

Bishop Ted Scott, to the present

leadership of Archishop John Privett,

our Diocese continues to bring the message of Christ to worshipping Anglicans and to the

towns and villages of this part of BC. Our thirty-five parishes, small and large, bring

opportunities to worship and reach out to local communities. Our diocese is known for its

community focus and especially for its innovation – including experimental ministries,

innovative liturgical development and ecumenical shared ministries. Our focus on

congregational development through creative adaptation provides our diocese with a strong

foundation on which to maintain, build and sustain future Anglican ministry. Today, we must

move boldly to renew the critical skills and resources necessary to serve future generations.

F

ocus on Mission

Our diocesan call to be faithful to God’s actions in Jesus Christ through the Holy Spirit is

expressed in our Vision. The Church is serving in a changing context – over the past few

decades, more congregations have migrated to urban centres from their rural roots and our

society overall has shifted to increased multiculturalism and secularism.

Amidst these changes in society and in our communities, we are being challenged to sustain

the life of the Church across our vast geographic region. Our success to date is a testament to

the strength of our clergy and lay leadership teams. A spirit of renewal in our diocese brings

leadership development programs to the Kootenay School of Ministry and new

congregational development initiatives, critical to our congregations’ growth. Together in

Mission will further fund new and exciting programs, such as spiritual development and

alternative forms of worship. These will support our vision for all parishes in our diocese. In



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short, TiM equips our local churches for mission and renews our vital presence in

communities across the diocese.

O

ur Opportunity

Our proposed financial development initiative, with a preliminary goal of $5 Million

pledged over 5 years, is an opportunity for Anglicans to respond to God’s call. A plan of

renewal and sustainability is underway in the diocese. This initiative spurs us to proclaim the

good news of God in Christ through both word and

example. God is calling us to action – right now!

The plan invites you, and all parishioners and friends of

the diocese, to embark on a financial stewardship

initiative rooted in parish mission and ministry. A

revenue-sharing program in support of ministry and

mission in each parish across the diocese gives all

parishioners an opportunity to fund local, diocesan and

wider church ministries and initiatives. The total

campaign goal of $5,000,000 is allocated 40% ($2M) to

local Parishes, 40% ($2M) to the wider Diocese and 20%

($1M) to the national church; details of which follow.

This campaign will be a challenge; but working together,

with God's help in our mission-oriented church, we will achieve success!

Our Parishes – Renewal and Revitalization $2.0 Million

Our parishes strive to meet the spiritual and pastoral needs of our Anglican family and the

needs of our wider community. This financial development

initiative seeks to support the life of our parishes and their

communities. A net revenue-sharing proposal sets aside

40% for the participating parish ministries as set out in

their Case for Support. Parishes will gain the necessary

funds to serve their communities, build important

programs that serve congregations and build long-term

relationships to sustain the faithful and their communities.

Breathing new life into parish programs and ministries to

sustain and initiate new growth is the most important

priority for “Together in Mission.”

Our Diocese – Transforming Ministry, People and the

Church $2.0 Million

●●●

“You are the light of the world.

A city built on a hill cannot be

hid. No one after lighting a

lamp puts it under the bushel

basket, but on the lamp stand,

and it gives light to all in the

house. In the same way, let

your light shine before others,

so that they may see your good

works and give glory to your

Creator in heaven.”



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The diocese needs financial resources to continue to fulfill our vision, and to support parishes

and their leadership on an ongoing individual basis into greater vibrancy and viability.

Financial resources are also needed to continue the

formation, renewal and equipping of leaders, both

ordained clergy and laity. The plan will support youth

ministry and spiritual development - so vital to ongoing

life. Finally, we need resources to continue a sustainable

mission with our brothers and sisters in the diocese who

require our support for housing, food, education - the basic needs of life. The revenue-

sharing plan calls for 40% of all funds raised to be used for the diocesan programs below:

Transforming Ministry $750,000

KSM: Part-time Staff Endowment $500,000

The Kootenay School of Ministry requires funding for the continued development of

innovative programming and curriculum of our leaders. Current funding for the one part-time

(25%) development staff position expires in June; to keep this essential leadership faculty

position in place for the future requires an investment of $500,000 in endowment funds.

Mentoring and support $250,000

We have a strong desire to build support for leadership in all

parishes. We will provide additional resources for mentoring

of newly ordained and licensed ministers (training and

program costs). This will support the creation of

congregational centres responsive to local cultures and

needs.

Transforming the People

$700,000

Initiatives aimed at transforming congregations in our diocese promise to revitalize the faith,

fellowship and commitment of individuals within parishes. Congregations will be supporting

youth involvement and stewardship for God’s mission. These are the four areas of particular

focus:

●●●

“KSM is transformative and a

key element in my personal

development. Their programs

enable me to be more effective

in my parish life and in the

wider community as I minister

●●●

“To renew and equip local

leadership for tomorrow’s

church today. Financial

support for these directions



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Children and Youth Ministry $250,000

� Camp Owaissi $200,000

Our diocesan camp continues to flourish as an integral ministry for children and youth,

offering a healthy, outdoor environment coupled with a deep, spiritual experience in a

Christian setting. While some camp buildings have recently undergone repairs, there is an

urgent need for a new dining hall, which is a major capital expense. Funds raised will help to

build this important structure.

� Partnerships and programs $ 50,000

Partnerships with the British Columbia Yukon Anglican Youth Movement (BCYAYM) as

well as with Camp Owaissi will continue to build sustainable child and youth programs.

Working closely with these partners, viable, innovative programs can be developed. Some

exciting examples might include music programs, summer ministries, creative church school

programs and media/technology resources and labs. These initiatives will attract youth in

new ways to the Anglican Church.

Spiritual Development $50,000

Our newly appointed Spiritual Development Coordinator along with the Spiritual

Development committee will develop new resources to assist individuals in deepening their

relationship with God in Christ.

Stewardship support

$200,000

Parishes have a strong desire to realize their potential in effectively engaging and embracing

their communities. Stewardship is about more than money.

It is a spiritual discipline that informs and changes the way

we see our world. Our plans will help fund our Stewardship

Resource person who will anchor our growing stewardship

network to provide resources and direction on initiatives

such as Annual Stewardship and narrative budgeting.

Sorrento Centre - “The Next 50”

$200,000

The Sorrento Centre, a place of holy transformation for the last fifty years serving our

parishes and others, has immediate needs for operating support, physical and financial

infrastructures, new buildings and programs. A contribution of $200K to their overall goal of

$6.6M will help to complete critical upgrades, and to partner with us in youth leadership

programs.

Transforming the Church $550,000

We recognize that a strong, vital Anglican community must welcome, engage and support all

individuals and communities, including those who may not participate in traditional worship

or fellowship within an established church. At the same time, we must also foster and

●●●

“For you know the grace of our

Lord Jesus Christ, that though He

was rich, yet for your sake He

became poor, so that you through



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celebrate all parishes as they fulfill God’s mission through acts of compassion and social

justice within their immediate communities. To these ends, we propose:

Ministry funding support $250,000

This fund will provide parish support for the many creative proposals for alternative forms of

church and worship, such as church planting, Jazz Vespers and Messy Church, among others.

Our church families within the wider parish communities are developing in new and exciting

ways, attracting new seekers of faith.

Community outreach and spirituality initiatives $300,000

Parishes will benefit from seed funding for substantive community outreach and spirituality

initiatives in their communities. Examples may include: collaboration with existing

institutions, parish nursing, labyrinths, women’s shelter, child care, school lunch programs, a

holistic healing resource center and forms of artistic expression.



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The Anglican Church of Canada – Extending God’s Mission $1.0 Million

General Synod organizes ministry at the national level, and is a vehicle for us to connect with

the wider Anglican family around the world. Far from being a top-down bureaucracy,

General Synod aims to serve the ministry of churches locally and in regions or dioceses.

In partnership, the Diocese of Kootenay will more fully support the ministries of the

Anglican Church of Canada through the “Together in Mission” initiatives. Our plan allocates

20% of the funds raised to support the wider church. Some of the urgent initiatives are

outlined below:

� Building Youth Leadership Skills: The Youth Initiatives Team continues to

provide support and develop meaningful programs for youth across the

country. Some examples include:

� Stronger Together (Diocesan Youth Leaders Conference),

� Ask and Image (a National Youth Ministry Forum),

� on-line communications and

� the current development of Youth Leader Training.

Current funding is ending in 2014. To continue these and other vital national programs

additional resources are required.

� Walking with Indigenous Peoples: We are called to “Walk with Indigenous

Peoples on a journey of healing and wholeness”. Many programs require

funding to meet the current urgent needs:

� Fair Compensation for clergy

� Suicide prevention programs

� Pastoral Care for Indigenous peoples in urban centers

� Training and deployment of lay ministers in Canada’s remote regions

� Global Church Partner: As commitment to the Anglican Communion

Global Relations is a national hub for global-local relationships through

direct, covenanted partnerships. There are many programs, as we walk with

these communities, that require our support, some of these are outlined

below:

� Cuba: Theological education for seminarians

� Assisting clergy in Cuba with stipendiary support

� Intercultural relations – Local Canadian clergy as trainers and leaders

of programs

� Nation-wide youth programs for diocese

For over 50 years, Anglicans in Canada have supported the work of The Primate’s World

Relief and Development Fund to ensure that communities around the world have enough to

eat, clean water to drink, access to health care, and the resources to improve their own

lives. This is the work of decades rather than months, and PWRDF is committed to this

ministry for the long haul. Additional funds are required to increase this support.



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Our Faithful Response

God sets out in mission to make all things new. God’s mission transforms people, redeeming

and restoring us to joyful and useful participation in this work. God’s mission also transforms

the church, redeeming and restoring our community life so that we become true stewards of

God’s abundant gifts, and invite others into that stewardship – for the sake of the world God

loves.

Our fundraising initiative challenges us to serve God, to generate excitement in our parishes,

and to make a substantive difference in our communities! Together, we have a once-in-a-

generation opportunity and responsibility to effectively transform lives. Together, we must

act boldly to commit our spiritual, temporal and financial resources toward our $5 million

goal. “To whom much has been given, much shall be expected,” said Jesus.

Our changing times necessitate renewed and energized leadership and facilities to equip and

support our leaders as they fulfill God’s mission in our communities. Are we a faith

community who takes up the challenge before us by ensuring vitality and vibrancy for future

generations? Will we as a diocese express our theology of openness and invitation to the

world, confident in God’s presence and activity in our midst, and put into action the gospel –

a gospel that always challenges and inspires us?

As we explore the feasibility of this fundraising initiative to support our ministries and

programs, we need and welcome your ideas, advice and perspectives. Now is the time to

rediscover our deep roots of real hope in parish life, in our diocesan relationships and

outreach and in our national church initiatives.

“I feel the winds of God today, today my sail I lift.” (Hymn 282, 1971)



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A Spirit of Renewal - Plan Summary

Summary of Plans - 5 yearsInitiative

Cost

Summary

Costs Parish Share 40% $2,000,000

Our Diocese 40% $2,000,000

Transforming Ministry $750,000

Kootenay School of Ministry - Part-time staff

endowed $500,000

Mentoring and Support $250,000

Transforming People $700,000

Children and Youth

Camp Owaissi $200,000

Partnerships and programs $50,000

Spiritual Development $50,000

Stewardship support $200,000

Sorrento Centre $200,000

Transforming the Church $550,000

Ministry funding support $250,000

Community outreach and spirituality initiatives $300,000

National Anglican Church: Extending God's Mission 20% $1,000,000

$5,000,000Total Diocesan Plan

Documents

Planning Feasibility Study Final Report The Anglican … · Preliminary Final Report - Planning Feasibility Study by M & M International Inc. Anglican Diocese of Kootenay Page 2 INTRODUCTION