capital campaign report - trinity-st. paul's

Capital Campaign Report May 2013

Prepared for the Renewing Spirit 125 Team

by Michael Cooke May 15, 2013

of 105 Renewing Spirit 125 Capital Campaign Report May 2013

Table of Contents

Executive Summary .................................................................................................................................. 4

Overview ................................................................................................................................................... 5 1. Background ........................................................................................................................................ 5 2. The Environment ............................................................................................................................... 6 3. The Response ..................................................................................................................................... 6

Campaign Components ............................................................................................................................ 6 1. Feasibility Study ................................................................................................................................ 6 2. Campaign Planning ............................................................................................................................ 7 3. Quiet Phase: Lead Donor Solicitation ............................................................................................... 8 4. Non-Resident Solicitation ................................................................................................................. 8 5. Pledge Sunday ................................................................................................................................... 8 6. Community Campaign ....................................................................................................................... 9 7. Business Community Campaign ...................................................................................................... 10 8. Building Partners Campaign ............................................................................................................ 11 9. Systems and Protocols .................................................................................................................... 11 10. Communications ............................................................................................................................ 12

Critical Success Factors ........................................................................................................................... 13 1. Feasibility Study .............................................................................................................................. 13 2. Campaign Leadership ...................................................................................................................... 14 3. Tafelmusik Partnership ................................................................................................................... 14 4. Campaign Secretary ......................................................................................................................... 15 5. Staff Leadership ............................................................................................................................... 15 6. Volunteer Commitment .................................................................................................................. 15 7. Congregational Engagement ........................................................................................................... 16 8. Community Engagement ................................................................................................................. 17 9. Telling the Story ............................................................................................................................... 18 10. Focused campaign ......................................................................................................................... 19 11. “Radical Gratitude” ........................................................................................................................ 19 12. Professional Support ...................................................................................................................... 19

Results ..................................................................................................................................................... 20

Lessons Learned ...................................................................................................................................... 21

Recommendations.................................................................................................................................. 22

Appendix 1: Motion to the Trinity-St. Paul’s Board .............................................................................. 25

Appendix 2: Campaign Timeline ............................................................................................................ 26

Appendix 3: Letter to Lead Prospects .................................................................................................... 33

Appendix 4: Frequently Asked Questions ............................................................................................. 35


Appendix 5: Visitors’ Guide ................................................................................................................... 44

Appendix 6: Letter to Non-Residents ..................................................................................................... 47

Appendix 7: Callers’ Guide .................................................................................................................... 49

Appendix 8: Letter to the Community .................................................................................................. 51

Appendix 9: Letter to Building Partners ............................................................................................... 53

Appendix 10: Letter to Area Businesses ............................................................................................... 55

Appendix 11: Support Letter from BIAs ................................................................................................ 56

Appendix 12: Pledge Sunday Plan ......................................................................................................... 57

Appendix 13: Facilitators’ Guide .......................................................................................................... 72

Appendix 14: Comments from Pledge Sunday .................................................................................... 78

Appendix 15: Confidentiality Protocol .................................................................................................. 82

Appendix 16: Recognition Protocol ...................................................................................................... 86

Appendix 17: Database Protocol ........................................................................................................... 90

Appendix 18: Estimated Expenses ...................................................................................................... 102

Appendix 19: Table of Design Projects and Time ............................................................................... 103

Appendix 20: List of Volunteers .......................................................................................................... 104

Appendix 21: Cash Flow as at May 5, 2013 ......................................................................................... 105


Executive Summary

Note to Readers: This report was finalized on May 15, 2013 and that all figures cited are as recorded at that date. The final campaign results will be confirmed in late June 2013 once all pledges and gifts have been recorded and tabulated.

As part of its celebration of its 125th anniversary, Trinity-St. Paul’s embarked on a capital campaign to raise funds for the renewal of the sanctuary, the refurbishment of its Casavant organ and a new sound system. The campaign was developed in partnership with Tafelmusik who made a commitment to raise $3M for improvements to the sanctuary/concert hall, the narthex and adjacent facilities.

The TSP Board approved a target of $300,000 for the campaign, which was launched in February 2013 and concluded in May 2013. At the time of this report, the campaign had secured over $443,583 in contributions and pledges. It is anticipated that the final result will exceed $450,000.

The campaign achieved a number of very positive results that go well beyond the dollars raised:

• a renewed sense of vision and excitement about the congregation’s future • a new understanding of the links between faith and stewardship • new skills in fundraising • a significant influx of volunteer energy and engagement • a sense of excitement about the planned renovations • a deepened relationship with Tafelmusik • advancing a pro-active relationship with the surrounding residents and businesses.

In the final analysis, the financial results may be the least important result of this very positive experience for the congregation.

The following report provides a detailed description of each element of the campaign and the related results. It enumerates lessons learned including the crucial importance of the feasibility study, the need for professional support, the value of follow-up calls and in-person visits, the untapped potential for support in the community and the significant level of support for TSP among “alumni and friends”.

The report makes recommendations focused on (1) pro-active communication with donors, (2) recognition of donors, (3) communicating how the funds raised will be spent, (4) clear accountability for the campaign results and pledge fulfillment, (5) opportunities to share lessons learned and apply them to other areas in the congregation’s life, (6) secure archiving of the campaign records and (7) plans to engage the residents and businesses in the area.


Overview

1. Background

In celebration of its 125th anniversary, TSP committed to a range of events and activities including an ambitious Renewing Spirit 125 financial campaign. This campaign included three phases: (1) Planned Giving – January to June 2012; (2) Stewardship Phase – July to December 2012; and (3) Capital Campaign Phase – January to June 2013.

The Board struck a Renewing Spirit 125 Team to lead this project. The Team was co-chaired by Betsy Anderson and Barbara Lloyd. Members included: Paul Bagnell, Lynne Brennan, Don Chong and Hans van Nie. Kay Fallis and Walter Pitman agreed to serve as Honourary Co-Chairs of the Capital Campaign phase (Capital Campaign). Walter participated actively in the Team’s work throughout the capital campaign. Allison Savaria was recruited as volunteer Campaign Secretary and Michael Cooke was engaged as consultant to the Team.

The Capital Campaign Phase was the first capital campaign since the 21st Century Fund campaign that TSP undertook circa 1995 1. The congregation saw this new campaign as a unique opportunity to celebrate its history and to bring to fruition over ten years of visioning about the renewal of the building. The main goal of the Renewing Spirit 125 campaign was to raise funds for the renewal of the sanctuary, the heart of the congregation’s heritage building.

The renovations, along with a renewal of the Casavant organ and a new sound system, will make it easier for people to see, hear and feel included in the drama of the Word and the power of gathered community. The renovated sanctuary will be more versatile and more accessible. It will enable new forms of worship and liturgical expression. It is an essential step in keeping Tafelmusik as TSP’s primary partner and will increase the potential for new rental revenues.

TSP undertook this project jointly with Tafelmusik. In addition to the renovation of the chancel area at the front of the sanctuary, Tafelmusik will improve the comfort and accessibility of the seating and complete major upgrades to the acoustics of the hall. This renewal will enhance the intimacy of the space, as well as preserve and highlight its heritage features. The renovations will ensure that the sanctuary meets all the standards of the Ontario Fire and Building Codes.

TSP agreed to raise $300,000 as its contribution. Tafelmusik secured a grant of $500,000 and committed to raise a further $2.5M in matching funds for a total contribution of $3M. Tafelmusik’s contribution of 90% of the total cost enables a scope of work that the congregation could not realize on its own.

1 The 21st Century Fund campaign raised close to $600,000 to support a range of projects aimed at renewing the

fabric of the TSP building. see the summary in TSP: A People’s History.


2. The Environment

The congregation embarked on this bold project during a period of some uncertainty. It had been grappling with a deficit budget for several years and was wrestling with difficult decisions about how to balance the budget going forward. The current demographics of the congregation suggested that the donor base might well decline in the coming five -year period. As well, the congregation was well aware of the general uncertainty facing mainline protestant churches across Canada. The campaign took place amid animated debate on how to best ensure the sustainability of TSP’s future. These factors combined to create some malaise among members and some hesitancy about proceeding with a capital campaign at this time.

In order to provide a forum for discussion and reflection of these issues and to determine if the timing was right for a capital campaign, the Campaign Team recommended that a feasibility study be conducted. The study was carried out in November and December 2012 and is described in more detail in the next section of this report.

3. The Response

The campaign was launched in February and completed in May 2013. The response was overwhelmingly positive in terms of (a) volunteer engagement, (b) positive feelings and sense of purpose in the congregation, (c) support from the community and (d) financial results. This report provides a detailed account of each element of the campaign and the results achieved in each area.

Campaign Components

This section of the report provides description of each of the nine principal components of the campaign. The relevant documents for each component can be found in the appendices.

1. Feasibility Study

With funding and approval from the TSP Board, the Renewing Spirit 125 Team commissioned a feasibility study to probe the support for a capital campaign in the congregation and in the community. Consultant Michael Cooke carried out the study. The report, based on 24 interviews/visits with TSP members and friends between December 6 and 14, 2012, found that

there was good support for a campaign. Respondents indicated their support for the congregation’s

stated priorities. Interviewees described the building as a vehicle by which the congregation carries out

its mission, but the physical structure is not synonymous with the congregation. Most indicated

enthusiasm for the Centre for Faith, Justice and the Arts, while some wanted a clearer idea of what it is

and how it would manifest itself in concrete terms.

Interviewees believed that the congregation would want to support the campaign. However, they expressed concerns about the limits of the current members to contribute because of income and other commitments. Most wanted to see evidence that the operational budget was in order and


assurances that, during the pledge fulfillment period, there wouldn’t be additional demands for support.

The report identified many assets in the congregation that would contribute to the success of a campaign, including a highly committed membership, a strong and positive profile in the community and a pool of talented leaders. The partnership with Tafelmusik is deep and secure.

The study identified a number of risks: a lack of energy in some quarters, a sense for some that the project is not doable and a latent low morale in the face of the many challenges facing the congregation. Respondents felt that some members simply can’t give any more. All members are facing competing financial demands, which underlined the need for communications that would be sensitive and realistic. It also identified a counter risk of failing to make the case clear, compelling and urgent. Failure to be specific about the amount needed, about the accountability mechanisms and about the campaign process would also hinder its success.

95% of the interviewees indicated a willingness to support the campaign financially. Based on a sample of 17 donors, the study demonstrated that, with a well-planned and executed campaign, a target of $300,000 could be achieved and even surpassed.

The study underlined:

• the importance of a clear case, • the power of the partnership with Tafelmusik, • the attractiveness of a gift that would leverage other dollars and • a strong focus on improving the sanctuary for the benefit of the wider community.

A detailed report was submitted to the Campaign Team in January 2013. The report provided clear guidance for the Campaign Team. They shared the final report with the Board and the congregation and recommended that the Board proceed with a capital campaign. (See Appendix 1.) That recommendation was accepted by the TSP Board at its meeting in January 2013. The final report was posted on the TSP website.

2. Campaign Planning

The Feasibility Study provided a high level outline for the campaign and a series of recommendations to guide its design and implementation. In January 2013, the Team developed and adopted a detailed plan for a 17-week campaign from January 7 to May 4, 2013 inclusive. The plan was updated regularly throughout the campaign. It served as an excellent tool for planning and monitoring progress. The plan ensured that the Campaign Team had a shared understanding of the scope and timing of each element of the campaign and of their role in it. A copy of the final version of the timeline document is attached.

The campaign was particularly intense from February to mid-April. See the chart in “Critical Success Factors” below showing the total hours invested by volunteers. Likely 50% of those hours were concentrated in the February to mid-April period.


3. Quiet Phase: Lead Donor Solicitation

The Quiet Phase of the campaign began on January 21 when each member of the Campaign Team made a personal pledge to the campaign. The pledge process was structured on the Pledge Sunday model and included a reading, small group discussion and reflection, prayer, a time for personal meditation and the completion of the pledge card. The Team exceeded its own target of $50,000 by 50% pledging over $81,900 to the campaign.

The Team identified 17 lead prospects in the congregation and sent each a personalized letter inviting them to consider a pledge and asking them to meet with representatives of the Campaign Team. Team members made follow-up calls to each to book a time for the visit. The visits were completed between February 17 and April 5, 2013. 16 of the 172 prospects made pledges totaling $153,400 and contributions of $28,383 for a grand total of $181,783 raised in this segment of the campaign.

4. Non-Resident Solicitation

Concurrent with the Quiet Phase, the Team sent letters to 151 non-resident friends of TSP – former members adherents, former ministers and other good friends of TSP. The Team identified 23 of these who were most likely to give and made a follow-up call to each. Of these 18 made gifts or pledges totaling $44,748. Of the remaining 104 people contacted, 4 made gifts or pledges totaling $3,750. These statistics demonstrate the positive impact of the follow up call. It is likely that the level of giving from the second group would have been significantly higher if the Campaign Team had made follow-up calls to them as well.

Solicitations Sent Responses % Gifts/Pledges

Letter with follow up call 23 19 83% $45,748 Letter with no follow up call 128 4 3% $ 3,750 Totals 151 23 15% $48,498

5. Pledge Sunday

Pledge Sunday was designed as the principal vehicle for TSP members and adherents to reflect on the significance of the campaign and to make their commitment. The planning Team set the following goals for this service:

• To situate the act of commitment to the capital campaign within TSP’s mission and faithfulness to that mission

• To root the entire exercise and experience in the Christian tradition and its biblical teachings

2 All prospective donors expressed support for the project and a willingness to contribute. One family preferred to

direct their donation through Tafelmusik rather than through TSP.


• To build on the good energy generated by the Tastings Sunday and other campaign activities

• To create a liturgical experience that would deepen the participants’ understanding of and commitment to stewardship

• To design a worship service that would be simple and elegant and that would meet the needs/expectations of members and adherents who attended on April 7

The planning Team agreed that the service should (a) respect the principles and parameters set by the Worship Planning Team regarding Sunday worship service, (b) enable participants to respond to the Renewing Spirit 125 call in a considered, faithful and confidential manner, (c) include all (members, visitors, children, less mobile, hearing impaired) in imaginative and appropriate ways and (d) be no longer than 75 minutes in length.

Pledge Sunday took place on Sunday April 7. It included two components:

• A 90 minute breakfast/training program for 16 volunteer facilitators • A regular service focused on pledging (see the program design in Appendix 10).

Over 100 people attended the service and participated enthusiastically in this special and somewhat unusual service. Close to 50 pledges and gifts were received on that day and a number of participants took their pledge cards home to give further consideration to their pledge.

The feedback from the facilitators emphasized the richness and inclusiveness of the experience. As well, many participants filled out comment cards. Their feedback reinforced the positive and prayerful nature of the experience. See Appendix 12.

6. Community Campaign

Lynne Brennan, on behalf of the Campaign Team, led the community campaign. She recruited four other congregational members (all members of the local community) and one community member to develop and implement the community campaign. This group set the following goals for their work:

• To build awareness in the business and residential communities surrounding TSP about

TSP’s long term vision and the role of the capital campaign in advancing that vision • To invite local businesses and residents to contribute financially to the campaign • To build an initial database of residents and businesses who demonstrate a desire to

support TSP’s vision for The Centre for Faith, Justice and the Arts.

The Team set a target of $5,000. They recognized that the net contribution to the campaign after expenses would likely be fairly small in dollar terms. However, they agreed that the main objective of this effort was to build awareness and relationships with the community.


The Team recruited 36 well-known persons in the community to endorse an appeal letter that was sent to 5,000 homes within a 1 km radius of the church. The letter included an information bulletin about TSP’s history and activities, a donation card and a postage-paid reply envelope.

As well, the Team arranged for news items about the campaign in the newsletters of area residents’ associations and constituency newsletters. A story about the campaign also appeared in the April issue of the community newspaper The Gleaner. Representatives of the Team met with the leadership of the two area Business Improvement Associations to solicit their advice and support.

There were only 8 responses to the community appeal, which totaled $1,450 in contributions. The results are significantly lower than the expectations of the Campaign Team. They reflect the relatively passive approach adopted and the relatively low level of attachment of the neigbhours to TSP. They are also an indicator of the investment that would be required to build an active group of “Friends of TSP” in the surrounding neighbourhood. The Community Campaign Team opted not to solicit directly the people who endorsed the letter to the community. The response rate and the average donation from this group might have been higher and improved the overall results of this component.

7. Business Community Campaign

The campaign to reach out to the local business community was an offshoot of the community campaign. It included the following elements:

• Meetings with the leadership of the Bloor Annex Business Improvement Area (BIA) and

the Harbord Street BIA • A presentation to the Board of the Bloor Annex BIA • A commitment by both BIAs to endorse the campaign and to provide financial support • A mailing to 220 businesses in the area inviting them to sponsor a congratulatory ad in the

June 2013 issue of the Gleaner.

The mailing to area businesses was completed on April 26, 2013. At least five sponsors had committed to the ad at the time of writing. Additional responses are expected by May 21, 2013. The results of this component should be included as an addendum to this report when they are available.


8. Building Partners Campaign

The campaign included an invitation to all the current tenants of the building and to regular users. Each organization/individual received a letter (see Appendix 8) and a follow up call from Hans van Nie or Vicki Obedkoff. (The invitation was sent to Tafelmusik and the Toronto Consort for information only. They were not included in the appeal.) The table below shows the results of this element of the campaign. At the time of writing., $360 had been received from two Building Partners. Hans and Vicki will continue to follow up with this group.

Letters to Sent Agreed to

contribute Unable to contribute

No Response Total contributions3

Tenants 12 5 0 7 $360 Regular Users 15 3 4 8 TBD Total 27 8 4 15 TBD

It is anticipated that all gifts or pledges from building partners will be received by June 30, 2013. The results of this component of the campaign should be included as an addendum to this report when they are available.

9. Systems and Protocols

The Campaign Team developed three protocols to guide and support its work:

• A protocol on confidentiality • A protocol on recognition • A protocol and supplementary database to support record keeping, pledge management

and reporting.

These protocols (see Appendices 15-17) were valuable in clarifying the principles and structure that guided the campaign and provided useful tools for campaign management. They ensured an appropriate level of transparency and accountability, which were key priorities for the Campaign Team.

The Campaign Team owes a special debt of gratitude to Bob Savaria for his assistance in developing, providing training and implementing the database protocol and supporting systems. Walter Whitely, Lorna Niebergall, Bob Fugere, Denis Grey and John Bell all made important contributions to this work.

3 Contributions received from two tenants as of May 15, 2013.


10. Communications

The success of the campaign can be attributed in part to a well-structured and sustained communication program. It included:

a. The report on the Feasibility Study, which provided a foundation for the campaign and a

roadmap for its design. b. A carefully crafted Case for Giving based on the feedback from the Feasibility Study. The

Case was beautifully designed and published by Don Chong, who played an invaluable role in the design and production of all the campaign materials.

c. Handsome supporting materials including an images card showing renderings of the renovated sanctuary and a pledge card for each donor designed and produced by Don Chong.

d. A banner announcing the campaign, which was hung near the main entrance to the sanctuary from February to May. It was designed by Tafelmusik and co-funded by TSP and Tafelmusik.

e. The Campaign Witness Initiative coordinated by Lynne Brennan. At each service in February and March, two campaign “witnesses” gave a one-minute testimony expressing why they supported the campaign. The witnesses put a human face on the campaign and demonstrated the breadth and depth of support for the campaign in the congregation and in the community.

f. The Tastings event in February, which gave the congregation an excellent opportunity to understand the scope of the work, to talk with project leaders and to see renderings of the renovated space.

g. News and updates about the campaign appeared in every Sunday bulletin and each issue of TSP Times during the campaign.

h. Four attractive 4’x8’ exterior signs, installed at the east and west corners of the church property telling the story of the campaign on the street. These were designed by Tafelmusik in consultation with TSP and co-funded by the two groups.

i. Oral and written update on the campaign at the Annual General Meeting on March 3, provided by the Campaign Team

j. A letter explaining Pledge Sunday, sent to everyone on the mailing list along with a copy of the Case for Giving, the images card, the pledge card and a copy of the Update created for the AGM.

k. Letters and support materials sent to 5,000 households and 220 businesses in the community.

l. The ‘prayer tree’ created by Aija Jurgens for the Open Doors event and re-purposed for the campaign. Nicole Hergert and Mary@Margaret Jones worked with the ‘tweens’ to convert it to a donor tree where the names of all the donors were hung on leaves. Unfortunately, the original tree was accidently destroyed part way through the campaign. Nicole worked with her team to create a new one. This simple installation constituted a powerful message to the congregation as the leaves grew each week throughout the campaign.


11. Campaign Events

The Campaign Team agreed from the outset to limit the number of campaign events as part of its strategy to conduct a “light” campaign. There was an open invitation to interested members to develop their own events in support of the campaign but no one came forward. The following events played important roles in launching and sustaining the campaign:

• In January 2013, two TSP couples hosted a small Scotch tasting event that involved about

10 couples from the congregation. It was primarily a social event designed to boost interest in the campaign. Guests contributed $800.

• On February 17, the Campaign Team led by Barbara Lloyd organized a Tastings event before and after the service. This event marked the public launch of the campaign and provided the congregation with an opportunity to see renderings of the renovated sanctuary, to talk with Tafelmusik about their vision for the project, to meet members of the architectural team from ERA and to discuss the project among themselves. This was a very successful event that generated a lot of positive energy and good will for the campaign.

• On March 3, the congregation held its Annual General Meeting. At the outset of the meeting, Campaign Co-Chairs Betsy Anderson and Barbara Lloyd provided an oral and written progress report on the campaign and led the congregation in song. This event demonstrated to the congregation that the campaign had excellent momentum and also laid a good foundation for Pledge Sunday.

• The family of Kay Fallis asked that memorial gifts in her name be directed to the campaign. These gifts totaled $20,393. Even in her death, Kay continued to inspire and lead TSP into the future.

• Similarly, the family of Kurt Peyer requested that memorial gifts in Kurt’s name be directed to the Renewing Spirit 125 Capital Campaign. Kurt’s family and friends generously donated close to $2,200 (as of May 15, 2013) in pledges and contributions to the campaign.

• One donor made a memorial gift in memory of Doug Browne.

Critical Success Factors

1. Feasibility Study

The Feasibility Study constituted a key ingredient in developing a successful campaign. The study:

• presented the Team with a first task that was manageable and low risk. It created an

opportunity for the Team to create alignment among its members about the purpose of the campaign and the questions they wanted to answer before committing to a full campaign.


• provided valuable input from respected leaders in the congregation and the broader TSP community about how a campaign would be seen, how the campaign should be structured, what issues needed to be addressed in the Case and in the accompanying communications and what target would be achievable.

• gave the Team the confidence to develop its recommendation to the TSP Board and evidence to support its recommendation.

• engaged key leaders in reflecting on the importance of the campaign and created momentum to kick start the campaign.

• provided a very useful roadmap for planning and executing the campaign.

2. Campaign Leadership

The Campaign Team (see names in the Overview section) brought all the necessary attributes to leading a successful campaign:

• A vision for TSP and for the Centre for Faith, Justice and the Arts • A willingness by every member (a) to contribute significantly of his/her time and talent

and (b) to make a generous leadership gift • A solid knowledge of the congregation and an appreciation of its diversity • An excellent mix of skills including theological reflection, pastoral skills, critical analysis,

design and creative arts, leadership, strategic thinking and administrative savvy • Deep roots in the congregation and the respect of a broad cross-section of the

congregation • A willingness to risk • A fierce determination to succeed, seasoned with humility, sensitivity and a healthy sense

of humour.

The congregation and the community owe a huge debt of gratitude to these members who together contributed over 250 person days to the leadership and execution of the campaign (see chart in section 6). Without their leadership, the campaign simply would not have been possible.

3. Tafelmusik Partnership

The partnership with Tafelmusik was likely the single most important factor in the success of the campaign. It is hard to calculate the combined impact of their longstanding partnership with TSP, their commitment to the future of that partnership, their willingness to contribute $3M to leasehold improvements, their public profile and popularity and the confidence that all these assets inspired in the congregation and in the broader community. The feasibility study found that these factors were crucial in motivating donors to embrace the project and to consider generous financial support.


4. Campaign Secretary

The Campaign Secretary played a central role in ensuring the success of the campaign. She

• prepared and distributed campaign materials • provided administrative and clerical support to the Co-Chairs and the consultant • ensured accurate and timely recording of gifts and pledges. • sent letters of thanks to every donor • dealt with any matters requiring clarification • worked closely with the TSP office staff to ensure a seamless coordination of duties

It is estimated that this role represented the equivalent of .25 full-time staff person for the period January to May 2013. Allison Savaria generously and ably fulfilled this role on a volunteer basis.

5. Staff Leadership

Hans and Vicki gave strong and unwavering support to the campaign from the outset to its completion. They framed the campaign in biblical teaching and led the congregation in a process of theological reflection about its meaning. They enabled the congregation to understand the campaign as a faithful expression of its commitment to TSP’s mandate and mission. Their leadership was particularly inspiring and noteworthy given the uncertainty surrounding the congregation’s operational budget and the potential impact on their own ministry.

Other members of the staff team made helpful contributions to the campaign by assisting with communications, room bookings and campaign events. In particular, the campaign owes a significant debt of gratitude to John Bell in the TSP office who was responsible for recording all donations received in the TSP accounting system and for working with Allison Savaria to ensure the accuracy and completeness of the campaign records.

6. Volunteer Commitment

The campaign was designed to minimize the drain on TSP’s limited and precious volunteer resources. Instead of a traditional visitation to every household, the Team opted for the Pledge Sunday design where most members and adherents could make their pledge at the same time. This likely lowered the total amount pledged but saved an estimated 400-500 hours of volunteer time required for recruitment, training, scheduling, visits and reporting.

Still, as the table below illustrates, the campaign required the involvement of 68 volunteers (32 members of the congregation and 36 endorsers from the community) who together contributed an estimated 297 person/days to the realization of the campaign. Their participation was likely the single biggest contribution to the success of the campaign.


Position Number4 Volunteer

Hours/person Total Hours

Person Days (rounded)

Campaign Co-Chairs 2 280 560 70 Campaign Team 7 100 700 88 Campaign Secretary 1 420 420 59 Materials Designer 1 315 315 40 Campaign Witnesses 16 1 16 3 Community Campaign 5 10 50 6 Pledge Sunday 3 10 30 4 Visitors 7 4 28 4 Callers 5 10 50 6 Facilitators 16 2 32 5 Database Coordinator 1 40 40 5 Donor Tree 1 10 10 1 Community Endorsers 36 1 36 4 Campaign Consultant5 1 96 96 12 Total 102 1298 2383 297 days

It is noteworthy that volunteers agreed to serve willingly and carried out their duties with diligence and enthusiasm. Most volunteers indicated that they gained a new appreciation of the TSP community through their involvement. Many had an opportunity to acquire new skills or to hone existing skills in stewardship and community building. Most likely feel that they gained as much as they gave.

7. Congregational Engagement

As predicted by the Feasibility Study, the congregation embraced the campaign enthusiastically from the outset and contributed generously as campaign champions, volunteers and donors. Of particular note:

• 151 individuals/family members made contributions or pledges of a total of an estimated

240 on the congregational roles. This represents a healthy participation rate of nearly 62%. In fact, the participation rate is considerably higher if inactive members are excluded from the totals, perhaps closer to 90%.

• Twelve congregational members acted as campaign witnesses. Through their moving testimonials, they put a human face on the campaign and helped the congregation understand the depth and breadth of the commitment to the campaign among the members.

4 Some volunteers carried multiple roles. Thus, the total number of individual volunteers was 44 + 36 endorsers.

(See Appendix 20) 5 These hours were donated in addition to the 9 days of paid work for the feasibility study and 14 days of paid work

for the campaign.


• The volunteer commitment described in Section 6 above is another indicator of the deep engagement that was foundational to the success of the campaign.

• Pledge Sunday was another significant factor in the success of the campaign. It situated the campaign in the context of a biblical understanding of stewardship. It was designed with care, sensitivity and creativity. Participants were engaged and enriched by their participation. It enabled the Campaign to reach 100 donors in a single Sunday and was considerably more efficient than an every-household visitation program.

The following comments from donors reflect the positive and considered response of congregational members:

• I am happy to support the Renewing Spirit 125 campaign. I had originally thought to pledge

a total of $5000.00 over a period of 5 years. However, I have now decided that I prefer to give an equal amount to the congregational portion of the TSP budget, to support ongoing programs. Therefore, I am pledging $3,000.00 to the capital campaign, and $3,000.00 to congregational work at TSP (in addition to my current pledge).

• Thank you so much for your faithful work on this project. In addition to our commitment to

Tafelmusik’s campaign, we would like to add this amount in special gratitude for your amazing contributions to our hopes for this space and for the future of TSP.

• I have enclosed a cheque for $3500. In consideration that regular giving to the work of the

congregation might decline during the campaign, I have increased my PAR donation by $300 a year—$1500 over the five years. I do not need to be acknowledged. However, if publishing names and/or amounts is helpful, feel free to publish my name and amount.

As a result of the congregation’s generous commitment to the campaign, it went 50% over target. More importantly, it constitutes a source of renewed excitement and confidence for TSP’s future and served as a healthy counter-balance to the concerns about the operational challenges facing TSP at the time of the campaign. The congregation can draw on the energy and insights gained through the campaign as it charts its course for the next five years.

8. Community Engagement

While the community campaign and the related campaign with area businesses did not achieve the anticipated financial target of $5,000, the engagement of the community was very positive and instructive. Of particular note:

• The enthusiastic response of well-respected residents who agreed to endorse our letter of

appeal to the community • The strong support of the two area business improvement associations and the three area

residents’ associations


• The potential to engage the community more deeply with TSP, but also the evidence that the congregation will have to make a sustained investment of staff and volunteer time to understand what the nature of that engagement might be and how to build it over time.

9. Telling the Story

The Feasibility Study underlined the importance of a clear and comprehensive communication program as an essential ingredient for a successful campaign. The Campaign Team in collaboration with the Campaign Consultant developed an excellent suite of communication materials. The materials made it easy to convey the campaign goals and outcomes to potential donors in the congregation, to former members, to community members, to local businesses and to the public at large.

Campaign materials included the final report from the Feasibility Study, the Case for Giving, the letters to potential donors, the image card, the pledge card, the donor and sponsorship cards, the banner and the hoarding signs on the street, regular articles in TSP Times, regular updates and postings on the TSP website and regular oral reports at services and congregational meetings. The sustained and consistent nature of the messaging ensured that most donors had a clear idea about the goals of the campaign and about the role they were being invited to play.

Don Chong, a member of the Campaign Team with significant skills in the conception, design and realization of print materials, played an instrumental role in ‘branding’ the campaign. He developed the required materials, ensured that they were of highest quality, and, volunteered a substantial amount of professional expertise and time, making it possible to provide high quality professional materials that the congregation could afford.

As mentioned in Section 7, the Campaign Witness Initiative was instrumental in giving profile to the campaign on a weekly basis and on demonstrating broad support for the campaign across different segments of the congregation.

The Donor Tree provided a simple and eloquent way of showing the positive momentum that the campaign gained through the public phase in March and April.

Throughout the campaign, the leadership team put a strong emphasis on personalized communication with donors through visits, conversations at church, handwritten notes and regular oral reports. This approach put a warm personal stamp on the campaign and gave donors a good awareness of their role in the success of the campaign.

There were some challenges in communicating with donors who do not use e-mail and who do not have access to electronic documents or to the TSP website. However, these were relatively minor in nature.


10. Focused campaign

The Campaign Team demonstrated excellent discipline in keeping the campaign focused and in avoiding ‘scope creep’. Specifically,

• Based on the feedback from the Feasibility Study, it defined three specific projects that

would be funded by the pledges and contributions to the campaign and it stuck to these three projects in spite of various pressures to modify the menu.

• It set an aggressive and tight campaign plan and consistently met the deadlines it set. This added credibility to the Team’s leadership as each milestone was achieved and ensured that the campaign was completed on time.

• It followed up promptly with volunteers and donors so that questions were answered and issues resolved in a timely manner.

• Communications were consistent, aligned and accessible in various formats. Thus donors knew what to expect and what was being asked of them.

11. “Radical Gratitude”

The title, borrowed from Mary Jo Leddy’s book by the same title, speaks to the essential role of gratitude in the campaign: gratitude for the leadership offered, gratitude for the gift of TSP in people’s lives, gratitude for the community, gratitude for so many gifts given and received over TSP’s 125 year history, gratitude for the campaign and the possibilities it offers, gratitude for the generosity of the donors. Throughout the campaign, there was consistent and creative attention to thanking of all those who played a part in the campaign – committee members, volunteers, present and past members, community supporters and a number of other stakeholders who helped ensure the success of the campaign.

12. Professional Support

The availability of professional support was an important success factor. Of particular note:

• The Team had 13 days of professional support for the Feasibility study including four days provided on a pro bono basis.

• It had 22 days of professional support for the campaign proper including eight days provided on a pro bono basis.

• The consultant provided important expertise in fundraising, which the Team did not have among its members.

• The consultant provided the equivalent of seven weeks of full-time support to the Campaign Team. The volunteer members simply could not have devoted this amount of time to the campaign.

• The consultant was able to support the Team in staying focused on their principal goals and in helping them concentrate their time on tasks of strategy, planning and leadership.


• The consultant brought extensive experience in fundraising with TSP and strong relationships with many of the members.

Although the consultant’s fees represented a significant investment for the congregation, it is unlikely that the Team could have carried out a campaign of this scope without this resource.

Results

Level Pledge Contri bution

Total Contribution Pledge Total %

>$25,000 1 1 2 27,133 25,000 52,133 11.7 $15,000 to $24,999 5 1 6 15,000 84,800 99,800 22.5 $10,000 to $14,999 9 9 94,000 94,000 21.2 $5,000 to $9,999 15 15 90,300 90,300 20.3 $1,000 to $4,999 47 47 83,820 83,820 18.9 $500 to $999 16 3 19 1,500 9,670 11,170 2.5 $100 to $499 26 37 63 5,597 5,110 10,707 2.4 <$100 11 37 48 1,798 165 2,354 0.5 Total 130 79 209 $51,028 $392,865 $443,893 100.0

• The campaign result as of the date of this report was $443,893, which is 48% over target. It is anticipated that the final campaign total will be over $450,000 i.e. 50% over target.

• Of the 209 donations received, 151 (72%) came from current members and adherents.

This demonstrates the strong support for TSP both within the congregation and in the broader community of former members, friends, businesses and residents.

• There are about 240 families/individuals on the TSP roles of which 30% were likely

inactive at the time of the campaign. If this assumption is accurate, then the potential target group in the congregation was 160 individuals or family units of whom 151 made gifts or pledges. This would represent a 94% participation rate.

• $336,233 (76%) of the total to date came from 32 (15%) of the donors, which is typical in

most fundraising campaigns of this nature.

• The campaign database provides a rich source of information, which the Team can use to analyze the results in further detail.

• While it is easy to tabulate and enumerate the financial results of the campaign, it is much

more difficult to evaluate the impact on the congregation, the counter-balancing effect it may have in the short and medium term on the congregation’s sense of self and on its approach to stewardship.


• It is equally difficult to assess the impact on community awareness and interest in TSP and its role in the community. However, the initial response to outreach to the surrounding community and businesses suggest that there is significant untapped potential for the future. The campaign has provided a basis for the development of community relations/outreach program.

• The campaign produced an important portfolio of documentation, protocols and

supporting materials that can serve as basis for future campaigns and that can be shared as a resource with the national church and/or other congregations.

• The volunteers involved developed new skills in fundraising and stewardship that will

serve them personally and will serve the congregation in the future.

• The campaign had a budget of $27,500 and was completed on budget thanks to designated gifts of $8,000 in cash and an estimated in-kind contribution of $22,000 for professional services. These numbers do not include the in-kind contribution of an estimated 2,300+ hours by various members of the congregation and the community.

Lessons Learned

1. The feasibility study provided a compelling case to proceed with the campaign, various

operational concerns notwithstanding. It also provided clear parameters that were instrumental in ensuring the success of the campaign.

2. The breadth and depth of the volunteer engagement in the campaign constituted an

invaluable contribution to the success of the campaign and provided lots of momentum and good energy during the most demanding periods of the campaign.

3. Qualified personnel (volunteer or paid) in key roles was essential. This is particularly true

with reference to campaign planning, secretariat and database components.

4. The budget for communications was $12,000. In fact, the total cost of communications (including gifts in-kind of $20,000+) was closer to $30,000. Any future campaign should include a much larger budget for communications.

5. The budget for campaign counsel was $14,000. Ultimately, the total cost for campaign counsel

(including gifts in-kind) was $32,200.

6. We did not ask donors to consider a gift at a specific level. It is possible that doing so might have resulted in a larger gift in some cases.


7. We did not make follow up calls to 128 non-residents. It is probable that if we had made follow up calls, we would have raised more money from this group.

8. A late start on planning and less than optimal alignment with timelines of

Board and architects extended the campaign by 4-6 weeks. With more integrated planning it could have been shortened to 12-14 weeks.

9. There is significant untapped support for TSP in the surrounding

neighbourhood among residents, businesses and related associations.

10. There is also significant loyalty to TSP among former members and adherents who have moved away or stopped coming to church for one reason or another.

Recommendations

1. Ensure proactive communication with donors. This is crucial to ensure pledge fulfillment and to build loyalty to TSP. The follow-up communication should include:

a. Publication of an attractive campaign report in the Fall of 2013 that

includes a short summary of the campaign, a list of all the donors, a message of thanks from the TSP board, an explanation of how the funds are being managed and spent and a report on the status of the renovations. This will be sent to as thanks to all donors along with an invitation to attend the Open House and Service of Celebration October 26 & 27.

b. Semi-annual progress reports to all donors through the project and until the completion of pledges. This will be sent by email in September/August and with the tax receipts in January/February. If needed, reminders to pledgers will be included in the Fall communication.

c. A report in the annual reports for 2013, 2014, 2015 and 2016.

2. Design and implement a sustained and visible program to recognize donors and volunteers. The recognition program should include:

a. Publication of a campaign report as noted in 1(a). Take special

care to publish names, memorial gifts and anonymous gifts as requested by each donor.


b. A temporary poster in the entrance thanking donors and listing the

business sponsors, to be in place from October to December 2013.

c. A framed thank you certificate suitable for posting in their store/office to be presented to the businesses at the open house in the fall.

d. A service of thanksgiving and dedication in the fall of 2013.

3. That a FAQ relating to the Renewal of the Sanctuary and expenditure of funds raised through the capital campaign and the Congregation’s Trust Funds be created and updated as needed and shared with donors and others.

4. Put mechanisms in place to ensure regular monitoring, reporting and

accountability to the congregation. These should include:

a. Adoption of the protocol established by the Campaign Team to ensure that pledges and gifts are properly recorded, acknowledged, accounted for and tracked for the next four years.

b. A cash flow projection that will be used as a baseline for reporting on campaign results.

c. A provision for a10% attrition on pledge fulfillment due to various changes in the situation of donors.

d. An accurate financial report in the Annual Reports for 2013 to 2016. e. Semi-annual reports to the Board and the Trustees.

5. Create opportunities for reflection on the lessons learned from this experience and how it can inform the development of the congregation’s life and work going forward:

6. Ensure that the campaign documents and records are kept in a safe

place for future reference.

7. That the CFJA Circle may wish to build on the interest and engagement with the neighbouring community developed during their involvement in the community phase of the campaign. This may include:

a. Potential membership in the two BIAs. b. Regular meetings with the leaders of the three area residents’

associations.


c. Regular updates in their respective newsletters and invitations to them to place notices and create links with the TSP website.

d. Invitations to specific members of the community to participate in specific ways in the life and work of TSP and the CFJA.

e. A three-year plan with specific targets and measurable for each year. f. Staff time to do this work.

capital campaign report - trinity-st. paul's

Documents