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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
Answer Count Percentage
Excellent 17 20.99%
Good 25 30.86%
No 39 48.15%
Total 81 100.00%
Answer Count Percentage
Outstanding 23 28.40%
Good 34 41.98%
Not Apparent 24 29.63%
Total 81 100.00%
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Answer Count Percentage
Definite 53 65.43%
Probable 12 14.81%
Unlikely 16 19.75%
Total 81 100.00%
Answer Count Percentage
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%
Answer Count Percentage
Outstanding 23 28.05%
Good 34 41.46%
Not Apparent 24 29.27%
Total 81 100.00%
Answer Count Percentage
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
million necessary for all three levels of the church – diocese, parishes and national
church?
Q23: Would you personally make a financial contribution to a financial stewardship
initiative (campaign), based on the materials sent to you?
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 $5
million necessary for all three levels of the church – diocese, parishes and national
church?
Yes No Uncertain
19. If not, what other methods would you recommended?
i. _______________________________
ii. _______________________________
iii. _______________________________
Section III – Leadership/Volunteerism
20. Could you suggest the name(s) of individuals(s) you feel would bring strong
leadership to any fundraising initiative in this diocese?
1. _______________________________
2. _______________________________________
3. _______________________________________
4. _______________________________________
5. _______________________________________
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6. _______________________________________
7. _______________________________________
8. _______________________________________
21. Would you personally serve on a committee to help organize and implement a
campaign in this diocese?
Yes No Uncertain
22. Would you be willing (with proper training) to visit fellow parishioners in a
fundraising situation?
Yes No Uncertain
Section IV. – The Goal
23. Would you personally make a financial contribution to a financial stewardship
initiative (campaign), based on the materials sent to you?
Yes No Uncertain
Comments:
__________________________________________________________________
24. If yes, and without making a commitment, where might you fit in this gift chart
over a five-year pledge period? (Circle the letter most appropriate)
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Level Total Gift Annually Quarterly Monthly Weekly Daily
A 25,000$ 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