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Capital Campaign Best Practices

Benchmark Approach Nine churches were surveyed from October through December 20061. The churches all have a history of at least one capital campaign and several have experience with multiple campaigns. The approach was to first distribute a benchmark survey. Upon completing this written survey, an interview was scheduled so that more information could be obtained. Sometimes, at the benchmark church's request, surveys were not completed and only interviews were conducted. In other cases, such as with Redeemer, the interview was limited and so not all of the topic areas are covered. The interviewees were commonly either the Executive Pastor or Campaign Chairman although in the case of First Presbyterian Church, the campaign coordinator was interviewed. The survey and interview results include both quantitative as well as qualitative material. The churches were very helpful and open about what worked well and didn't work well. This report, except for Appendix C focuses on the qualitative insights. There is a supplemental document that provides the raw quantitative data. What was funded? Churches by and large funded facilities and facilities alone. While it is true that the expansion of existing space or the addition of a new building also brought about additional square footage for ministerial purposes, there are several aspects of Tenth's capital campaign that appear unique, such as the church planting fund and the missions tithe. That is, the blending of what would normally be considered operating expenses with a capital campaign does not appear to have many comparisons in the churches surveyed. In the exception to other benchmark churches, Perimeter Presbyterian funded new ministries as well as facilities through their capital campaign. For those churches that ended up using debt financing as well as congregation pledges, follow-on campaigns have often been conducted to retire the debt. These campaigns do not tend to generate as much support from the congregation. Churches with serial campaigns to fund debt alone saw their pledges decrease by up to 50% with each subsequent campaign. Many individuals surveyed stated that is critical to fully define the capital campaign project in a comprehensive way so people know what they are giving to. Additionally, there was a caution against allowing too much time to elapse between when the money is pledged and when the campaign activity commences. At least one campaign chairman communicated to their congregation that the construction goals would be responsive to how much is raised. That is, they told the congregation they would only build what the pledges allowed them to build. Therefore, they had to change the scope of the project during construction to shave costs. Finally, respondents indicated it is important to tie the campaign to a vision for the church as opposed to bricks and mortar. That is, an emphasis on how this project enables achievement of the vision is critical.

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See Appendix A: Best Practices Benchmark Survey, Appendix B: List of Benchmark Churches, Appendix C: Benchmark Data (Summary) and Appendix D: Church Survey Write-ups [Appendix D available upon request])

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Recommendation: Continue to pursue a multi-faceted campaign that goes beyond facilities. The broader approach will resonate with our congregation. However, ensure every capital project being pursued is well defined and fully understood before proceeding. The projects funded should enjoy maximum congregation support and controversy should be kept to a minimum. Most of the congregations faced some resistance, which negatively impacted participation levels (participation levels averaged 75% support). Resistance came primarily from those who a) opposed the church taking debt, b) were "tired" from serial campaigns, and / or c) philosophically did not support the campaign. The resistance can be minimized by ensuring leadership participation, excellent communication and a well supported vision / capital project(s). Capital Campaign Approach Key Activities High level road map:

· Preparation (months 1-2): Conduct a feasibility study to assess what is appropriate for the campaign given the particulars of the church. Additionally, a calendar of events, deadlines and deliverables is developed. Tenth will benefit from having just completed the strategic planning process and will be able to use these materials in the capital campaign. However, we will have more work in organizing the campaign, especially if an outside consultant is not used. · Design the program · Build an organization · Identify people for involvement Leadership Development (months 2-3): Identify what skills, talents and resources are needed. Select the team leaders and educate the committee as well as the officers. · Enlist people · Train people Church-wide involvement (months 3-4): Team leaders form their teams and organize their efforts. Maximum involvement of the congregation is sought because involvement leads to ownership and ownership leads to commitment. Inspiring action (months 4-5): Spiritual emphasis on stewardship and prayer through active communication to all facets of the church. Tailor communications to different groups within church. Receiving commitments (month 6): Church-wide celebratory event with a strong tone set by the silent phase pledges. Follow-up (month 7 and beyond): Ensure maximum participation of the church. Ensure new members are engaged as they join the church. Encourage support from the uncommitted.

·

· · · ·

Recommendation: Identifying the key activities and key leaders will be critical to our success. Developing a road map for the entire campaign would be helpful in keeping on task and ensuring responsibilities are understood (see Appendix E: High Level Work Plan for more details). Structure It is important to get as many people involved as possible. Everyone needs to feel as though it is their ministry and that they have ownership of the campaign. Often within the campaign committee there are 7-8 main areas or themes (i.e., Lead Gifts, Major Gifts, Communications, Education, etc.). Each of these areas has their own team so that over 70 people can be involved without any one person having a significant time commitment.

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Only one of the survey churches hired someone to serve as a coordinator for the campaign. In all other churches, the duties of existing pastoral staff were re-arranged or the responsibilities were handled primarily by the committee congregation members. Recommendation: More expertise and capacity probably resides within the congregation than the pastoral staff and so a laity committee model, comprising the right individuals from the congregation is needed. The chair should be a statesman type and there will be a need for a manager type who can coordinate all of the pieces and ensure everything moves along as it should. It seems that the communications group, events group and branding team are all critical in ensuring that the right message gets out in the most effective way (see Appendix F: Possible Capital Campaign Team Structure). Involvement of Senior Minister Typically, the senior minister was purposefully not over involved in the capital campaign. The most appropriate public role for the senior minister is to provide the biblical basis for the campaign, to energize the congregation around the vision and provide the reassuring leadership. The public face of the campaign is the committee chairman. The senior minister does play an essential role in approaching the Lead Gift (1-on-1) and Significant Gift (1-to-a small gathering or phone call) donors. Many of the churches felt it would be a disaster for the senior pastor to be the one requesting money from the congregation as a whole. Recommendation: Follow these best practices and ensure the role of the senior pastor is appropriate ­ spiritual leader and behind the scenes silent phase appeal person. However, be cognizant of Tenth's historical reliance on a strong senior minister to lead the way. Phil will need to be out front explaining why this is important, but we probably need the chairman talking about the financial specifics. Use of an Outside Consultant Most congregations used an outside consultant and of the churches surveyed, all used RSI. Most had very positive experiences with RSI because of their professionalism and experience. However, each church also expressed cautions in using someone outside the congregation. Most significantly, the theme of not forgetting the congregation and their particular character is critical in coming up with what will work. "In our trust of the consultant, we forgot the personality of our congregation." RSI was noted several times as being strong up front, but weaker on the back end activities. Using a large, professional consulting firm such as RSI will likely cost more than $100,000. Although many had a positive experience with RSI, many also thought either they did not get their money's worth or they could have done it on their own. One church is using a less formal approach and their consultant serves more as a subject matter expert that works within the church's context and process. This seems to be a good hybrid approach. Recommendation: Because Tenth's congregation will shy away from "slick" marketing approaches and a high cost, forgo the use of a professional consulting firm and if a subject matter expert can be found that fits with Tenth, engage that person on a limited basis. The ultimate success of using any

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consultant relies heavily on the individual. The consultant must gel with the committee and come to appreciate the unique elements of our church and our campaign. Communications Information Communications and Events In looking at some of the printed materials that have been sent to the committee as well as what is available on-line at church websites, it is clear that most churches invest in coming up with a "look and feel" for the campaign. That is, they brand it. One of the churches volunteered that they spent 510k on a PR company to develop this brand. Given the length of time of the campaign many of the churches felt it was important to have a common identity throughout its life. The committees also frequently identify a theme verse and theme hymn. Every church stated the importance of having strong and effective information sharing with the congregation preceding campaign votes and/or Commitment Sundays. The congregation has got to see the need and potential for Kingdom work through the campaign. The churches equally emphasized the need for this information sharing to be done face-to-face. Below is a list of communication vehicles used: · Video ­ most churches produced short videos to support the campaign. One went for 20 minutes, but most are between 6-12 minutes. One church stated that you can tell the message in a way people can access it. You can take a ministry to the entire congregation when the entire congregation cannot go to the ministry. Video distribution sometimes occurs via hand delivery to the home with a commitment for the congregation to watch it on the same night. Alternatively, the videos are viewed in the sanctuary or Sunday school classes or parish luncheons or in small groups. Most churches have "speak teams" available if it is being viewed in larger groups that is, people from the committee who can speak to the vision and campaign. · Newsletter ­ most churches also have used a series of newsletters (3-5) to communicate need, discuss plans and/or keep the congregation abreast of where they are. Other supplemental channels such as bulletin announcements or letters mailed to the home also serve this purpose. · Special Sermons ­ almost all, if not all, of the churches interviewed stated the need for the senior minister to preach special sermons highlighting the need, outlining the obligations of membership, defining the vision and establishing the mandate prior to Commitment Sunday. At least one and up to seven sermons are typically preached with the average being two to four. · Dessert Gatherings ­ multiple small group settings were very effective in bringing people together so that their questions could be answered in a more personal, accessible setting. The senior minister often can do these as well as individuals from the committee. · Prayer Groups ­ that meet in the home or church during designated times to pray for the work of the church and the campaign preparation and response in particular. · Elder Calls ­ one church had each RE call members in their parish. Not to make a direct appeal, but instead to ensure their members were aware of the campaign and to ensure they understood and to encourage prayer. · Internet ­ most churches do not rely heavily on the web. The material was not accessed frequently and it resulted in many unsolicited inquiries from vendors hoping to support their

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campaign in one way or another. The churches repeatedly emphasized the need for personal contact and felt the web was too impersonal. The channels used should represent the most direct way to inform the congregation. It is imperative that the maximum number of people be reached in the most effective way possible. Because buildings are often the center piece project, building plans and architectural sketches are made available through multiple channels. With regard to the content or message, churches repeatedly stated that is important to focus on the vision, goals, ministry and people, and not the money. "Do not focus on the dollar amount. Instead focus on stewardship and biblical rationale for giving of time, talent and treasure. Good teaching and preaching is required in this area. We Presbyterians have not been taught well in this area. A focus is necessary to bring an intentional educational approach to learning about stewardship." Typically there is a special mailing to each home prior to Commitment Sunday (anywhere from seven weeks in the case of a church that had a 40 day devotional leading up to Pledge Sunday to 10 days prior to Pledge Sunday). This packet can include a letter from the pastor, the campaign brochure, FAQ, the DVD, pledge card and a return envelope as well as any other supporting material. Recommendation: Having a team structuring individual and group prayer will be important. It will be critical that we provide enough venues to educate and make appeals ­ small groups, dessert nights, etc. We will want to hold events that maximize the personal touch in communicating the vision and rationale for the campaign. Churches unanimously cited personal communication as a critical success factor. These will need to occur prior to Commitment Sunday so as to ensure maximum participation. During the Strategic Planning Process, parish gatherings and sending committee members out to small groups proved effective. We will need to develop a campaign specific DVD that is much briefer than what we have done in the past. The DVD should briefly summarize the vision, identify how the vision will be met through the campaign projects and then discuss our approach. Other communications that will be important include the materials that are sent to each member prior to Commitment Sunday. The church that did the 40-day devotional felt that it was not that effective because the content was not as strong as it could be. However, with the right content, something like this may resonate with the congregation. At a minimum, we should have a focused study guide empathizing stretch giving and stewardship (maybe this will look like the five week series we did as part of the vision). Having the elders make phone calls or personal visits to the congregation prior to Commitment Sunday probably makes sense. The Session will need to plan on a several week activity to ensure this is done. The purpose is to ensure understanding, answer questions, remind people of the process, etc. The purpose would not be to make an appeal for money. Prior to Commitment Sunday, Phil will need to do some special sermons ­ maybe one re-emphasizing the vision, one on stewardship and one on trusting in the Lord for His provision. We will also want to provide some targeted information and education around stewardship and stretch giving in a

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campaign. We may even want to provide some key metrics ­ e.g., we need each attendee or giving unit to give $x,000 over the next three years on average if we are to hit our target. Or the average capital campaign pledge in benchmark churches was $y,000 over three years. Kick-off Communications and Events Typically, kick-off communications can be broken down into three tiers: 1) Lead Gifts ­ behind the scenes 1-on-1 work, which is discussed later in this document 2) Significant or Meaningful Gifts ­ private, 1-to-a small gathering and often including second tier donors and/or officers and staff of the church. The intent with the officers and staff is to be able to state "100% participation from the staff" when the congregation-wide roll out occurs. 3) Everyone else ­ Commitment Sunday or Pledge Day, which is a congregation wide event, often on a Sunday during worship service. For Significant Gifts, one church had a dinner for the Session and Diaconate in February and combined it with a Valentine's Day celebration. Commitment Sunday or Pledge Sunday is often one big church-wide event. All Sunday school classes are cancelled, there is only one worship service that day (some churches have to move to a new venue or go outside under a big tent to accommodate everyone). Sometimes this can also be done at a special banquet, but most people feel the best response and maximum participation will come from a service. Across all churches the campaigns were for three years in duration, although several churches had serial campaigns. So the six months of up front preparation work leading to Commitment Sunday is really to get a three year pledge from the members. With regard to timing almost all of the campaign Pledge Days were in the April ­ May timeframe. There are exceptions. Redeemer in NYC, for example, did their kick-off the Sunday after Labor Day. Regardless of the time you want to ensure that there will be good attendance and you do not want to conflict with anything else ­ holiday, graduation, a major college or professional sports game, etc. Recommendation: We should plan on having our Commitment Sunday in either mid-late SEP or late APR ­ early MAY. Commitment Sunday should immediately follow each of the two morning worship services (this approach worked for the Spiritual Health Survey and resulted in maximum participation from the congregation). Maybe we will make the services shorter so that we can collect pledge cards. The services should be high-energy and the commitment cards can be collected by the elders. The Sunday before Commitment Sunday we should announce how much has been raised in the silent phase. Additionally, we should communicate that we have 100% participation from the officers and staff of the church. Then, we need to appeal to folks for the last week's preparation so that they can submit a pledge card the following Sunday. Follow-up Communications and Events Obviously, all churches encourage all members and faithful regular attending families to participate by giving. All churches track participation, but each pursues it with a different level of vigor. Some

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churches call each member who has not submitted a card and seeks commitment from the member. Others track the data, but don't reach out in any formal way. Some take a very soft approach such as a letter, "hey, we noticed you haven't submitted your pledge card." Even if someone is not giving, most churches still request a pledge card so as to ensure everyone has received the information. Given participation and support for the campaign runs between 65-80% of the congregation, it is important to understand who has committed and who has not. Pledge card receipt is typically kept open for between 4-12 weeks after Commitment Sunday while this follow-up occurs. One church emphasized that is important to thank people multiple times before you ask again. So this church sent out thank you letters when pledge cards were received, again when giving reached pledge amount for year, etc. All churches stressed the need to engage new members, but the success in doing this varied greatly. Clearly a formal way of introducing new members to the campaign during the three year cycle is needed. It is important to reach out to new members and get them involved, but committees haven't always had an effective way to do this. Churches also highlighted the need to keep the congregation informed over the life of the pledge period. This will keep the ownership momentum going. It is important to keep the congregation aware of where they are in the pledge giving and fulfilling the commitment. Often churches will include separate statements at the end of the year or before the end of the year so that people will know where they are with regard to their pledge vs. their actual giving year-to-date. Recommendation: We should aggressively track participation in the capital campaign and ensure we know who did and who did not participate. Even if someone is not going to pledge money we should get a card from them. After Commitment Sunday, the pledge cards can be collected for 4-6 weeks with a variety of outreach: thank you card to those who pledged, a letter to those who did not, and for members not participating, a call from the parish elder. We should have a formal process to introduce the capital campaign to new members during the three year period and collect pledge cards from them. We should have in place a formal communications plan that informs the congregation when key milestones are achieved during the campaign. Financing the Campaign General Comments In most cases, the campaigns took place in an environment where the congregation had pent up demand for something like this. That is, there were no significant financial requests leading up to the campaign.

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The pledging is front-weighted with typically anywhere from 33% - 66% of the pledge amount coming during the silent phase. The remainder comes during the Commitment Sunday and very few pledges come in during the life of the campaign. The timing of the funds is sometimes front-loaded as well with big starter gifts, but otherwise the funds come in equally proportioned over the three years of the campaign. Most campaigns do not allow designated giving. That is, the money goes into one common capital fund and I did not hear anything like naming rights mentioned during the interviews. Very few, if any, outside dollars come into these campaigns. The little amount that does is often from members who had just left the church. Redeemer in NYC is seeking to target subscribers to their tape series or other "friends" of Redeemer. We may be able to do something similar, although on a smaller scale, given Tenth's presence and influence. In virtually all of the churches interviewed, the campaign did not cannibalize the operating budgets and in fact, sometimes even increased giving to these budgets during the campaign cycle. Some churches certainly saw a drop off in giving to special projects, such as short-term missions. To prevent cannibalization, it is important to ensure the congregation understands that capital pledges are above and beyond the tithe, do not typically come from ordinary income and often come from preexisting assets (such as property, savings, etc.). It is important to plan that some % of those who pledge will not give, that is, at least 10% of pledges will go uncollected for one reason or another. Conversely, churches also said people give who did not pledge (often because they had a crisis of conscious about pledging). Recommendation: We have made requests of the congregation recently including the 175th celebration and 315. Another consideration will be our large, transient student population and segment of our congregation representing a lower socio-economic level. It will be critical to conduct a disciplined and thorough silent phase that targets lead donors, significant donors, church officers and church staff. Based upon what is pledged during this phase, we should adjust our total campaign amount prior to congregation communication. We should commit to the congregation that we will only complete the projects we raise money for. That is, we should present a prioritized list of projects and state that we will draw the line where the money runs out. Let the congregation decide what we will and will not do (this assumes that we have already eliminated low priority projects and that we are not going to take debt). We should not allow designated giving and should not rely on outside funding. Neither of these represents practices common in the benchmark churches. Additionally, if we count on outside funding and it does not come in, then we still hold the financial burden. The exception may be if we do something in partnership and in parallel with Spruce Hill Christian School / City Center Academy. Spruce Hill has a demonstrated track record of successfully running a campaign and the funds they raise would be specifically dedicated to their school. We should be accurate and proactive about monitoring participation, actual giving vs. pledged amount and performance of operating budgets during the capital campaign cycle.

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Lead Gifts The importance of Lead Gifts to achieve the overall pledge target is the most critical factor of the campaign. Below an approach to identifying lead gifts is provided. 1) identify the top 100 giving units for the past three years (2004 ­ 2006) taking into account all giving ­ that is, tithe, Easter Sacrificial Offering, special projects like 315 and designated giving. 2) identify the list of Tenth friends (no longer at Tenth and not on membership list, but possible donors) ­ need to survey some of the well-networked and "old-timers" 3) take #1 and cross-reference to #2 to identify the top 30-50 Lead Gift candidates 4) tier Lead Gift list into what is called Pyramid of Giving, as depicted below:

· · · · 1 giving unit at $500,000 over the three year period 2 giving units at $300,000 over the three year period 4 giving units at $250,000 over the three year period X giving units at $100,000 over the three year period, and so on . . .

5) approach top candidates for 1-on-1 meetings with the Senior Minister + one other key person 6) approach second tier candidates either in small groups or in 1-on-1 meetings if time and circumstances permit it 7) based upon the commitments made during this silent phase the church will be able to gauge more accurately what we can be done in the public phase; if we exceed expectations, we can raise the level; if we miss expectations, we can adjust down accordingly Recommendation: The size of the campaign can be confirmed through the success of raising lead gifts. If the lead gifts go well, the campaign will be doable; but, if we miss our goals with the lead gifts we would need to scale back the campaign. Identifying potential lead gift donors and then making a compelling appeal is a critical success factor. We should also ensure we can accommodate bequests, appreciated stock, etc.

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Appendix A: Best Practices Benchmark Survey

Capital Campaign Best Practices Research for Tenth Presbyterian Church

It is our intent to share the information we collect with all of the other churches who participate in this research. Is it okay to use the church's name or should this information be blinded? THANK YOU FOR YOUR WILLINGNESS TO COMPLETE THIS QUESTIONAIRE Church: Interview Date: Interviewee: Tenth Interviewer:

General Information Number of Church Members: Average Attendees per Sunday: Morning worship services: Evening worship (if applicable): Size of Operating Budget (2005): Total Church Giving (all offerings*, 2005): * Capital Campaign Fundraising Duration: Launch Date (Silent Phase, if applicable): Launch Date (Public): Close Date: Total Size of Campaign: From Pledges: From Debt (if any):

Offerings beside regular tithe could include items such as a Thanksgiving offering, Easter Sacrificial Offering, etc.

Background 1. Describe the church a. urban/rural: b. particular ministry foci: c. worship style: d. congregation demographics and socio-economic composition:

For example, Tenth is a large, regional urban church with a traditional worship style, exegetical preaching and a broad ministry focus that cuts across local and world missions. Particular ministries to medical campuses, college campuses, the various local city communities and church planting all characterize the church's focus. The congregation is a mixture of young and old and over 70% have at least a bachelor's degree. There are numerous families with small children and our birthrate has doubled over the past five years.

2. Describe what is / was funded through the capital campaign (i.e., what capital projects?)

3. Describe capital campaign approach a. What were the key activities (e.g., if you have a planning document to share that would be extremely helpful)? b. What was the size and structure of the capital campaign team (include key roles and responsibilities)? c. Was additional church staff added for the campaign or was the campaign staffed with volunteer lay members? d. How much of the senior minister's time is / has been committed to campaign activities?

4. Was an outside consultant used? If so, who was used and what was the experience? If an outside consultant was not used, why not? Any regrets either way? Any lessons learned from experience? Capital Campaign Best Practices Page 10

5. Describe communications with congregation a. What kind of supporting materials were developed? b. What kind of kick-off event did you hold, if any? c. What kind of regular communications exist and through what means were these delivered? (e.g., weekly bulletin announcements, website)

6. Please describe church financial situation prior to the launch of the capital campaign a. Were there any significant financial requests prior to the capital campaign in the preceding five years (e.g., anything above and beyond operating budget expenses like funding a special event, a major maintenance project / building upgrade)? b. What is the average percentage increase in operating budget year over year in the preceding five years? c. The top 10% of giving units (families or individuals) account for what % of the operating budget?

7. Please describe the capital campaign financial situation a. What percentage of funds raised in each phase or giving period (e.g., 40% raised during quiet period, 60% during public period or 20% pledged in year 1, 40% in year 2, . . . )? b. Did you allow designated giving for certain projects or items or were all funds put into one general capital campaign fund? c. Were funds raised from outside church (e.g., from former members or in collaboration with other local ministries or strategic partners)?

8. What was the most important thing done right during the campaign?

9. What was the biggest mistake made during the campaign? (e.g., most significant lessons learned)

10. Are there other resources or churches that were accessed during the capital campaign that were particularly helpful?

Please feel free to provide any other comments that you feel would be helpful:

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Appendix B: List of Benchmark Churches

Church Christ Presbyterian Church Nashville, TN Pastor: Dr. Ray Ortlund, Jr., Covenant Presbyterian Church St. Louis, MO Pastor: George Robertson (at the time) Contact Thomas M. Price, Campaign Chairman O: (615) 385-0686; F: (615) 463-0586 [email protected] Ed Sunder, Treasurer W: 314.889.1043; H: 314.821.3246 F: 314.889.1075 [email protected] Amy (Arma) Marquez , Campaign Coordinator O: 601-898-0670 [email protected] Ron Lutz, Senior Minister O: 215 658-1100 [email protected] Jim Baird, Campaign Chairman O: 610-783-4270; F: 610-783-4275 Oak Mountain Presbyterian Church Birmingham, AL Pastor: Robert Flayhart Perimeter Presbyterian Church Duluth, GA Pastor: Randall Pope Redeemer Presbyterian Church NYC, NY Pastor: Tim Keller Trinity Presbyterian Church Montgomery, AL Pastor: DNK Westminster Presbyterian Church Lancaster, PA Pastor: Michael Rodgers Tom Caradine, Executive Pastor 205.995.9265 [email protected] Jon Cleveland, Dir of Strategic Resources O: 678-405-2189 [email protected] Brian Stanton, Business Ops Manager 212.808.4460 x188 [email protected] Patrick W. Curles, Executive Minister O: 334-262-3892 x129 [email protected] Pete Alecxih H: 717.285.2304 [email protected]

First Presbyterian Church Jackson, MS Pastor: Ligon Duncan New Life Dresher Dresher, PA Pastor: Ron Lutz

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Appendix C: Benchmark Data (Summary)

Summary (1) Benchmark average operating budget Tenth operating budget

(2)

$ $

5,062,750 3,120,000 8.6% 8.1%

$

MIN MAX 570,000 $ 12,614,000

Benchmark average annual increase in operating budget Tenth average annual increase in operating budget Benchmark operating budget $ per attendee Tenth operating budget $ per attendee $ difference % difference $ $ $

(3)

2,808 2,737 71 2.5% 4.4 2.1 2.4 0.9

$

1,364

$

5,069

(4)

ratio of capital budget to operating budget standard deviation ratio of capital pledges to operating budget standard deviation capital pledge $ per attendee average congregational support Tenth Extrapolation size of capital campaign using ratio of capital pledges to operating budget (5) range of capital campaign based upon std dev size of capital campaign using average capital pledge $ per attendee (6) * # of Tenth attendees $ $

1.6 1.5 $ 2,500 $

7.7 3.8 19,200

(5)

(6) (7) (8)

6,600 75%

$

7,351,151 $ 7,524,448 34% 14 230,000 2.3% 16% 2 110,000 0.9% 7,400,000 avg / year* $ 166,667 $ 83,333 $ 66,667 $ 33,333 $ 16,667 $ 8,333 68% 35 500,000 3.8% 4,562,302 $ 10,140,000

(9)

Lead Gift Analysis Lead Gifts as a % of total pledged average number of Lead Gift giving units average Lead Gift pledge Lead Gift giving units as a % of total giving units

$

$

$

SIZE OF CAMPAIGN

(10)

$

Tenth Pyramid of Giving required to get to target # of donors and amount raised for those >$500,000 # of donors and amount raised for those >$250,000 # of donors and amount raised for those >$200,000 # of donors and amount raised for those >$100,000 # of donors and amount raised for those >$50,000 # of donors and amount raised for those >$50,000 * assumes 3 year duration

$ $ $ $ $ $

per donor donors total raised 500,000 1 $ 500,000 250,000 2 $ 500,000 200,000 4 $ 800,000 100,000 8 $ 800,000 50,000 16 $ 800,000 25,000 32 $ 800,000 63 $ 4,200,000 subtotal 56.8% 17.3% 302 $ $

percent of total campaign percent of total attendee giving units (assuming 80% participation) remaining giving units pledging at operating budget level (assuming 80% participation) $ 8,211

2,477,937 $ 6,677,937 90.2%

2,737

total pledged percent of total campaign

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Appendix D: Survey Write-ups

(available upon request)

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Appendix E: High Level Work Plan Below is an overview of possible key activities and their sequencing for a capital campaign. This plan assumes the capital campaign projects are defined and congregation support has been obtained. This plan does not have regularly scheduled status meetings identified, but assumes that such updates will be provided to Session and the Senior Minister monthly and the congregation as needed. Additionally, it is further assumed that full Committee meetings will occur at least every six weeks and team meetings will occur as needed.

Begin Day 0 0 0 30 45 Activity Design Program Enlist Committee Pursue Lead Gifts Comm. Introductory Meeting Enlist Subgroups Team Introductory Meeting Train / Inform Teams Develop Campaign Brand Introduce Committee Preparation and planning work by each team Pursue Significant Gifts Mail Advance Commitment (brochure, video, etc.) Obtain commitments from staff and officers Place Information Call Announce Plans and Goals Provide Minister's Testimonial Preach Vision Sermon Announce Where We Are Responsibility Campaign Chair Campaign Chair Senior Minister Campaign Chair Team Leaders Team Leaders Team Leaders Communications Senior Minister Team Leaders Senior Minister Communications Advance Commitment Parish Elders Campaign Chair Senior Minister Senior Minister Campaign Chair Deliverable Calendar and Work Plan Fully staffed committee Lead Gift commitments Delegation of responsibility Fully staffed teams Explanation of responsibility Fully equipped teams "Look and Feel", verse, theme Informed congregation Various Significant Gift commitments Preparation materials for Pledge Sunday 100% participation from staff and officers Ensure congregation has an understanding of campaign Educate congregation and show plans

60

120

127 134 (1st Sunday)

141 (2nd Sunday)

Pre-commitments from Lead Gifts, Significant Donors and officers

Provide Relevant Testimonial Preach Stewardship Sermon Provide Relevant Testimonial Preach Stewardship Sermon Provide Relevant Testimonial Preach Stewardship Sermon Collect Commitment Cards Process Commitment Cards and Follow-up with those who did not turn in card Celebration Sunday Process new members and new commitments

Capital Project Rep Senior Minister Capital Project Rep Senior Minister Capital Project Rep Senior Minister Kick-off Team Follow-up Team Pledges received Maximum congregation participation and status of commitments

148 (3rd Sunday) 155 (4th Sunday)

156

185 (8th Sunday) Ongoing

Event Team Follow-up Team Maximum new member participation Page 15

Capital Campaign Best Practices

Appendix F: Possible Capital Campaign Team Structure A core Committee of no more than 12 is envisioned. Each of these members would head a team that would be responsible for an element or component of the campaign. Each of these members must be someone who is proactive, thorough and a leader. They become the "go-to" person for their section and have to ensure that their respective piece of the campaign is completed to the best of their ability. Each of these leaders would be responsible for recruiting the people from the congregation that they need to fulfill their responsibilities. One such organization structure is depicted below.

Senior Minister Campaign Chair Campaign Administrator

Prayer

(with group and individual prayer subgroups)

Lead Gifts

Communications

(with Print, Web, Community Communications (if needed), and Video subgroups)

Significant Gifts and Advance Commitments

Education / Outreach

(with Information Distribution, Children's Activities, Adult Education, and Small Groups/Parishes/Ministry subgroups)

Bequests and Other Special Giving

Events

(Kick-off, Post-Pledge Celebration, Groundbreaking / Open House (if appropriate))

Follow-up

Capital Campaign Best Practices

Page 16

Information

Microsoft Word - Capital Campaign Best Practices Report v2

16 pages

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