Posted on

Congregational fundraising

When working with a congregation, AAI first provides an overview of the capital campaign and introduces key campaign principles in the context of fundraising as ministry. Next, we assess the congregation’s readiness for such a highly organized fundraising effort. Based on this assessment, AAI can enter the process at one of several points, described below.

Visioning. Often, AAI’s first official role is to engage leaders of the congregation in visioning. This kind of exercise typically takes place during a weekend retreat and asks participants to reflect on the following questions:

  1. In light of our mission, what are the opportunities and challenges presented by our surrounding environment?
  2. In light of our mission, opportunities and challenges
    • What program priorities should we establish and pursue at this time?
    • What priorities should we establish for our facilities?
    • What financial resources are required to meet our priorities for program and facilities?

Campaign feasibility study. A feasibility study helps determine the level of support for the goals identified during the visioning process and, therefore, the probability of success for a proposed capital campaign and building program. The feasibility study includes a series of both personal and mail interviews conducted by AAI staff; interviewees are shown a case summary of the project at hand and a gift table. AAI compiles results into a report and makes a recommendation regarding the campaign goal to congregational leaders and/or the congregation as a whole. A feasibility study takes approximately two months to complete.

Campaign. Congregations can also enlist AAI’s help with the campaign itself. Campaigns are typically completed within four months, during which campaign leaders receive regular consultation and unlimited access to the consultant(s). Depending on the needs and desires of the congregation, AAI’s involvement can also include:

  • creating an action plan that lists specific responsibilities for the various persons involved in campaign leadership; outlines how these persons report to and interact with one another; and sets a timeline for implementation of various campaign steps
  • developing any necessary communications materials
  • training of key personnel
  • attendance and leadership at campaign meetings

While many professional firms offer campaign services similar to the four just mentioned, AAI encourages five additional practices that distinguish our approach from others’:

  1. Our philosophy of “fundraising as ministry” seeks to incorporate the capital campaign into the life and worship of congregation.
  2. We provide actual templates of the communication materials the congregation will use during the campaign.
  3. We emphasize personal solicitation and direct requests for campaign commitments.
  4. We utilize mail and telephone solicitation for distant members and friends.
  5. Three-year pledge commitments give donors the flexibility they may need to make the most faithful gift possible.
Posted on

Mission, vision and strategic planning

Peter Drucker, a leading expert in management theory says that there are two questions that every organization must answer.

1. What is our business?

2. What will our business be?

The first question has to do with mission (i.e. what we do and why); the second, with vision (i.e. the aspiration to grow, improve or advance in some meaningful way).

It is common for an organization to come to AAI and say that they are interested in raising funds. Exactly what the funds are to be raised for is often more obscure. While mission may be clear and there may be a notion of a building or program to be funded, the desired outcome is not clearly linked to a vision of what the organization can accomplish if the new project becomes reality.

Visioning is a critical first step of a strategic planning process, helping an organization revisit whom and how it has served, refine its mission in the context of the current environment and reveal what it hopes to become in the next stage of its existence.

What then is strategic planning? A strategic plan is the road map of actions necessary to move the organization toward its vision.

To illustrate, when planning a vacation, we picture in our minds a particular experience at a specific destination. If it stops there, it is nothing more than wishful thinking. To make it happen, we need a plan that includes goals and action steps: What date will we leave? What route will we take? What vehicle will we need and who will drive? If we work the plan, we’re much more likely to end up having the desired experience at the chosen destination.

A strategic plan may be divided into a series of one-year plans, each of which outlines the steps to be taken that year. Plans will need to be evaluated and adapted to emerging realities in order for an organization to achieve its vision.

Posted on

Visioning vs. strategic planning

What is the difference between visioning and strategic planning?

Visioning, while a critical first step, is only a part of the strategic planning process. If the vision is the desired destination, the strategic plan is how to get there.

To illustrate, when planning a vacation, we picture in our minds a particular experience at a specific destination. If it stops there, it is nothing more than wishful thinking. To make it happen, we need a plan that includes goals and action steps: What date will we leave? What route will we take? What vehicle will we need and who will drive? If we work the plan, we’re much more likely to end up having the desired experience at the chosen destination.

A strategic plan may be divided into a series of one-year plans, each of which outlines the steps to be taken that year. Plans will need to be evaluated and adapted to emerging realities in order for an organization to achieve its vision.

Read more on this topic.

Posted on

Ingredients of a successful strategic visioning retreat

What follows is an interview Associate Dan Hess (JDH) conducted with former AAI Principal Jerry Kennell following a visioning retreat held at Philadelphia Mennonite High School (PMHS).

JDH: Let’s begin at the beginning. What is strategic visioning, Jerry?

Kennell: Farmers don’t plow anymore, but when they did, they made straight furrows by picking a fence post or some other fixed mark on the horizon and locking their sight directly on this mark. Strategic visioning is a process to name the fence posts on the horizon for an organization, the key landmarks that will focus all organizational efforts to accomplish mission over a substantial stretch of time. Good planning is rooted firmly in the right strategic vision. Continue reading Ingredients of a successful strategic visioning retreat