feasibility study final report jan 2013

Planning Study

Final Report

Our Lady of Sorrows

Roman Catholic Church

Confidential – January 2013

Ministry & Money International Church Fundraising Specialists

15 MacNaughton Rd., Toronto, ON M4G 3H3 www.mminternational.ca

416.487.7675

Planning Study Report Our Lady of Sorrows Parish

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Table of Contents

INTRODUCTION .......................................................................................................... 3

EXECUTIVE SUMMARY ................................................................................................ 5

STUDY OVERVIEW ....................................................................................................... 9

Methodology ........................................................................................................................................... 9

M & M International Team .................................................................................................................... 10

THE STUDY ................................................................................................................ 11

Factors for Campaign Success ................................................................................................................ 11

Findings and Observations ..................................................................................................................... 12

Background ...............................................................................................................................................12

Case for Support .......................................................................................................................................15

Other Needs ..............................................................................................................................................19

Leadership ................................................................................................................................................20

Goal Attainability and Financial Support ..................................................................................................21

Other Issues ..............................................................................................................................................23

EVALUATIONS ........................................................................................................... 25

Case for Support .......................................................................................................................................25

Volunteer Leadership ...............................................................................................................................26

Open Forums ............................................................................................................................................27

RECOMMENDATIONS ................................................................................................ 28

Goal Recommendation .......................................................................................................................... 29

Develop a Communication Plan ............................................................................................................. 29

APPENDIX A - LIST OF PARTICIPANTS ......................................................................... 31

APPENDIX B - DISCUSSION STIMULANT ..................................................................... 34

APPENDIX C - INVITATION LETTER ............................................................................. 44

APPENDIX D – CASE FOR SUPPORT ............................................................................ 46



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INTRODUCTION

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

Lady of Sorrows, outlining the details of findings and recommendations for the

proposed $4,700,000 financial campaign. The purpose of the Study was to assess the

ability of the parish to raise this amount through a capital campaign. Through a series of

personal face-to-face meetings and Open Forums, M & M International personnel set

out to gauge the ability of the parish community to provide these funds.

This report follows a clear path, setting the stage for the Study findings. First, we

illustrate the Study process, highlighting and identifying the key components which

were critical to the process. Second is an in-depth analysis of the findings and

observations. Following this is a detailed evaluation of the essential elements of a

campaign as they pertain to Our Lady of Sorrows. Lastly, we present our

recommendations for consideration by the parish prior to launching a fundraising

campaign.

The principle objectives of this planning Study were to:

� Define and analyze the various strengths and weaknesses of Our Lady of

Sorrows and its Case for Support in relation to a possible fundraising campaign.

� Assess the importance of the proposed Case for Support with those closest to

Our Lady of Sorrows Parish.

� Determine the potential financial contributions from select individuals and

others, both in and outside of the congregation.

� Identify potential campaign leaders, both at the campaign chairperson and

committee levels.

� Determine the most appropriate timing for a campaign.

� Investigate if the identified $4,700,000 goal is realistic and attainable.

M & M International conducts every study within a mandate of responsibility and due

diligence. We strive to be clear and concise in our statements and to present a report of

substantial value to the leadership of Our Lady of Sorrows in the development of

fundraising objectives and plans.

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

and expertise provide the foundation for our assessment of the findings elicited from

the Study participants.



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As always within a fund-raising study, M&M International employs both quantitative

and qualitative research methods to bring a complete picture of both the statistics, and

the respective attitudes, to light – we illuminate the statistical findings with narrative

explanations and insights. Together, these combined observations provide us with an

actionable summary from which recommendations and actions can be extracted.

We have enjoyed the opportunity to participate in the development of the fundraising

plans for Our Lady of Sorrows Roman Catholic Church and would also like to

acknowledge the efforts and assistance provided by the Planning Study Committee of

the parish: Rev. Nino Cavoto, Frances Peksyk-Chichocki, Mary Lombardo, Paul

Matthews, Mark McKee, Ed Olkovich, Gerry Shortall and Dolores Kwapien. We are also

grateful to Gabriella and Rosemary in the parish office for scheduling the interviews.

Most importantly, we wish to thank the individuals who gave freely of their time to

assist the parish, and us, with this Study.

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

fundraising goals at Our Lady of Sorrows Parish.

Yours in Christian Service,

Martha Asselin Murray McCarthy

Partner Consultant Partner Consultant



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EXECUTIVE SUMMARY

M & M International was retained in December 2011 by Our Lady of Sorrows Roman

Catholic Church in Toronto to conduct a Planning Feasibility Study to investigate the

support from parishioners for a $3,000,000 capital campaign, to fund repairs and

renovations to the church. In June of 2012, the parish was contacted by the Archdiocese

of Toronto who requested that $1,700,000 for their ministry needs also be included in

this Study. As a result, an integrated campaign for $4,700,000 including both the parish

and Archdiocesan plans was conducted.

Key Study Findings

Overall Image

Our Lady of Sorrows is viewed as a friendly parish with a strong community focus. The

physical beauty of the building and its location were strong attributes of the parish. The

clergy and the welcoming environment – “family feeling” - of the community were also

very important parish attributes. In terms of “weaknesses,” three emerged: parish

communication, the parish can sometimes seem unwelcoming to newcomers and

parking availability.

Case for Support

In summary, ninety-three percent (93%) of respondents were generally supportive of

the parish and Archdiocesan plans when “highly” and “somewhat supportive” responses

are combined. Seventy-one percent (71%) were “aware” or “somewhat aware” of the

parish plans.

“Somewhat supportive” respondents had questions about the plans and will require

answers before they become entirely supportive. There are two distinct parts of the

plan: the building repairs as identified in the building report have very strong support,

while the renovations garnered somewhat less support and many questions on the

design and underlying need.

Finally, more than eighty-five percent (85%) of participants said that a campaign in

support of parish plans would be a high or medium philanthropic priority. This strong

support shows that parishioners value the repairs and renovation plans, and more

information and details would only increase this positive response.

Parish case elements were all moderately to highly fundable overall; however, some key

areas need further clarification or design discussions.



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1. Building Condition Report: All of the building repairs from the building report –

architectural, electrical, roof and organ repairs were strongly supported (over

90% highly and mildly supported) and the parish would like more information on

the details of these high priorities.

2. Renovation Plans:

a. The new elevator was highly supported by over 86% of parishioners with

some requests for it to remain in the same location.

b. New accessible entrance on Cliveden garnered moderate support at 76%

highly and mildly supportive, however, this is a divisive plan. The glass

design overall was not favoured and people are concerned with the high

cost and potentially unnecessary expense. A more in-depth discussion is

needed.

c. The washroom, meeting space and carpet replacement items were

moderately fundable. Again, the need is not clearly understood and

therefore not as compelling.

Participants overall were modestly in favor of supporting an integrated campaign, for

their parish and Archdiocese, with 65% in favor. Archdiocesan elements had moderate

support except in the area of Fostering Evangelization. More detail on all of the

elements is necessary to gain more support. More details of the Archdiocesan case

elements can be found in a Confidential Appendix for Archdiocesan leadership.

Leadership

Leadership and volunteerism can be a challenge in today’s climate. This is not a source

for major concern at Our Lady of Sorrows where support for participation on

committees (55% “yes” and “maybe”) shows that people are willing and ready to

become involved. Leadership potential was moderate, with approximately 39% of

respondents, as evaluated by interviewers, having “outstanding” and “good potential”

to lead a campaign.

Goal Attainability

Participants were cautiously optimistic about the attainability of a $4.7M million goal.

Participants suggested that people in the parish generally have capacity to give;

however, many felt the Archdiocesan portion is too high and a lower overall goal would

be more achievable.

Financial Support

An extremely high proportion (93%) of participants “would” or “would probably”

consider a financial gift to a campaign at Our Lady of Sorrows. Eighty-two percent (82%)



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of participants disclosed an amount, with 9% of respondents preferring to withhold their

gift amount at the time. The value of potential gifts ranged from $722,000 on the low

end to $1,600,000 on the high end in the face to face interviews. In the Open Forum

questionnaires returned, an additional $65,000 was indicated. Some respondents

hesitated to identify a gift due to unclear details on renovation and Archdiocesan plans.

Other

Participants were eager to offer opinions and suggestions to support the successful

implementation of a campaign, including complete transparency, more details on the

rationale of the plan elements and increased communication.

Recommendations

Overall, a capital campaign at Our Lady of Sorrows parish has overall broad support and

the approval of parishioners. However, it is clear from the Planning Study that the new

side entrance renovation and the glass design do not have broad enough appeal or a

convincing need. Additional architectural work is required to gain full support of

parishioners.

It is our recommendation that a parish Campaign Goal be set between $2,500,000 and

$3,300,000 based on the participants interviewed and the overall parish support of the

current plan. M & M International was unable to fully assess additional major donor

support based on the prospects provided.

It is M & M International’s opinion that the following tasks be undertaken prior to

launching a campaign in order to build further support and finalize the campaign

elements:

1. Thank the participants and include a copy of the Executive Summary of the Planning Study

Report.

2. Provide an update to the parish and executive summary of the Planning Study Report at

church and make the detailed Final Report available to parishioners on its website and at

the back of church.

3. Recruit a Building Committee with experience and dedication to support this process.

i. Evaluate design for a potential new entrance based on the Planning

Study results.

4. Develop a communication plan to inform parishioners about the next steps and the need to

consult further with other stakeholders. Communicate the details of the parish plans to

parishioners by hosting Information Sessions and provide details on:

a. Building Condition Report – Architectural, electrical, roof and organ repairs and

carpet removal (walk-arounds can be useful)



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b. Current elevator issues and the urgency for a new one

c. Cliveden Entrance – redesign to include input from the study and showcase to

parish including urgency of needs

d. Needs assessment of the meeting rooms and accessible washroom with key

stakeholders and user groups

5. Inform the leadership of the Archdiocese about the results of the study.

6. Establish a financial plan, with the Archdiocese, for the construction project that considers

the broad support of the Planning Study findings once all the plans have been revised to

include key study findings.



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STUDY OVERVIEW

Methodology

M & M International collaborated with members of Our Lady of Sorrows Study

Committee to compile a list of potential interviewees - parishioners from a broad cross-

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

the proposed fundraising program. M & M International and the committee developed

a preliminary Case for Support to provide these participants the necessary background

information regarding parish and Archdiocese plans. The intention was to invite the

proper proportion of interviewees, consistent with the overall demographics of the

parish, to inform the parish with a broad cross-section of opinions. Individual invitation

letters and the Case for Support were sent to approximately 160 interviewees. While

we conducted 78 personal interviews, 109 opinions were solicited in total. (Please see

Appendix for a list of study participants and letter.) We also conducted five Open Forum

sessions on November 24 and 25th after each Mass. A total of fourteen responses were

received from the focus group sessions. Approximately one hundred (100) people

attended the sessions offered.

Gabriella and/or Rosemary invited all interviewees by phone to arrange face-to-face

interview appointments with a staff member of M & M International. Interviews were

conducted over a five week period concluding on December 26, 2012.

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

fundraising initiative, including their:

• personal perceptions of the parish and Archdiocese and their views on parish

strengths and weaknesses

• responses to the parish’s plans to repair and renovate, in accordance with the

Case for Support

• responses to the Archdiocese’s plans for ministry and programs

• personal giving intentions in a proposed campaign

• inclination to volunteer for a proposed campaign

• thoughts on available leadership and specific individuals who could lead a

potential campaign

• suggestions to ensure a successful capital campaign

• opinions on whether the parish should launch a capital campaign.



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Participants were also asked if they had considered a gift in their wills and whether they

would consider leaving a planned gift to the church.

Finally, the participants’ input on these topics was recorded in a questionnaire and their

comments were compiled in an online database post interview. Their responses and

opinions serve as the basis for the series of recommendations included in this report.

At the conclusion of each interview, an overall summary of interviewee responses was

recorded based on their:

• attitude

• likelihood of volunteer participation

• leadership potential

• pre-disposition toward a personal gift.

M & M International Team

The following members from M&M International managed this Study:

Martha Asselin

Partner Consultant

Study Supervision

Review of prospective interviewee list

Preparation of preliminary Case for Support

Open Forum facilitation

Study Interviews

Analysis and development of recommendations

Report review

Murray McCarthy

Partner Consultant

Study interviews

Review of Preliminary Case for Support

Analysis and development of recommendations

Report review

Reverend Canon Ebert Hobbs

Advisor

Advisor support

We gratefully acknowledge the planning study committee and Father Nino Cavoto for

their guidance throughout the study process.



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THE STUDY

Factors for Campaign Success

Based on M & M International’s extensive experience with parishes and dioceses of all

sizes, the following factors comprise the benchmarks for fundraising success:

A Positive Image

Parishes that are viewed as working pro-actively in the community and providing active

ministry in the spirit of Christ are more likely to succeed in a fund-raising campaign.

Clergy are critical to the positive image of a parish.

An Urgent and Compelling Case for Support

A parish or diocese seeking support must communicate the urgency of the plans and

find specific and appealing opportunities for support and participation. The mission and

vision of the parish or diocese must relate to the overall goals and aspirations of the

parishes. A Case for Support will gain acceptance if the initiatives in that campaign

relate directly to the overall goals of God’s mission and church ministry.

An Attainable Goal

It is crucial that a campaign's financial goal be perceived as realistic and attainable.

Overall Support

Financial support for campaigns comes from both major donors, who represent a small

portion of most parish membership, and from parishioners in the diocese. Recent

campaigns in dioceses and parishes, while dependent on major gifts, can succeed with

broad support from many parishioners – and not just a few major donors.

Committed Leadership

Major fund-raising initiatives in parishes need high-level volunteer leadership to

succeed. In addition, many volunteers are required to complete all other critical tasks.

Readiness to Conduct a Campaign

Preparation and organization by leaders in advance of a financial campaign are essential

to its success. In other words, organizations and their leaders who complete much of

the work ahead of a financial campaign succeed during them. Finalizing a Case for

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

generally advancing the vision and mission of the parish and diocese are all important

aspects of good fundraising preparation and effective campaigning.



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Findings and Observations

This section deals specifically with the shared views of respondents in both the face-to-

face interviews and the online survey. Each section of the questionnaire provides

unique and important qualitative and quantitative feedback. The information gathered

during the interviews, online surveys and Open Forums will be communicated, in detail,

in this section. When counsel assesses support for a program element, both affirmative

and qualified support is considered favourable. For example, “somewhat important”

and “maybe” responses are essentially requests for more information, which when

forthcoming, would usually result in a favourable donor response.

Background

For an overwhelming majority of participants in the Study, Our Lady of Sorrows’ core

strengths are:

• the community – vibrant, active and welcoming

• the pastor and other clergy – strong leadership, excellent liturgy and sermons

• the beautiful building, the style and warmth of the physical building

Several of the parishioners interviewed had spent their lives in the parish. In all,

respondents have spent more than 1,900 years collectively in the parish. The average

number of parish years of those interviewed was over 25 years, with the minimum at 1

year and the maximum at 60 years. The study participants represented a solid sample

and broad cross-section of individuals with varying years of participation in the parish.

Council is confident that a solid study has been undertaken to make recommendations.

Our Lady of Sorrows is considered a friendly parish with a strong community focus. The

building itself, the beauty and proximity was one of the strongest attributes of the

parish. Respondents cited the strength of the priests, their homilies and spiritual

guidance and the “family” feeling as the most important attributes of the parish. The

music ministry and the growing youth ministry are both considered major strengths.

When asked about weaknesses, communication was frequently mentioned, especially

with respect to informing parishioners about initiatives and plans without consultation.

Some believe that, while parishioners have a strong community ownership of the parish,

they are not always open to change and are considered “cliquish” by newcomers. Lack

of parking, accessibility, support for children in the parish/schools and meeting rooms

were all cited as weaknesses.

When asked what the greatest strengths of the parish are, parishioners responded with

remarks such as (sample and frequency):



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• Strong sense of community (44)

• Father Nino, excellent, friendly, caring (33)

• Most beautiful church in Toronto (24)

• Music, choirs (14)

• The priests and music

• Young families

• Excellent established parish / friendly

• Opportunity for children- involvement in altar serving

When asked about the parish’s greatest weaknesses, parishioners responded with

remarks such as (sample and frequency):

• Could be more welcoming (17)

• Lack of communication – information on things that are happening (10)

• Lack of parking (7)

• Hard to get to know people

• Not truly welcoming – phoned to volunteer and no one called me back

• Few volunteers – mostly the same people

• Stairs to basement

• Lack of and condition of meeting space

• Few people running the parish

• More disclosure to parish on funding and finances

Question 4: What is your personal opinion of the Archdiocese of Toronto?

Observations:

More than forty-nine (49%) percent of face-to-face respondents have a favourable

opinion of the Archdiocese. More than thirteen percent (13%) have a poor opinion with

thirty-seven (37%) having no opinion. Overall, participants have a moderate and fairly

uninformed view of the Archdiocese.

Answer Count Percentage

Very Good 9 12.3%

Good 27 37.0%

Poor 10 13.7%

No Opinion 27 37.0%

Total 73 100.0%



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Very Good 2 2.8%

Good 16 22.2%

Poor 7 9.7%

No Opinion 47 65.3%

Total 72 100.0%


Yes 44 57.1%

No 22 28.6%

Somewhat 11 14.3%

Total 77 100.0%

Question 5: How do you think others perceive the Archdiocese?

Observations:

Participants felt that others were not as likely to rate the Archdiocese as highly as they

did. This is an interesting outcome reflecting an opportunity for the Archdiocese to be

more visible to, and involved with, people within the parishes.

Sample of comments:

• a place downtown-not a real value; political to them

• cannot tell you

• mixed, some much more knowledgeable

• remote

• same voices not;

• more positive older people

• not front and centre

• not too much known about the diocese

• nothing negative

• generally good - some people critical

Question 6: Before this feasibility study, were you aware of the financial needs in

connection with the repairs and renovations at OLS?

Observations:

Participants were moderately aware of the plans prior to the study documentation

highlighting the need for strong communication practices in the parish.



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Yes 16 21.1%

No 47 61.8%

Somewhat 13 17.1%

Total 76 100.0%

Question 7: Before this feasibility study, were you aware of the financial needs in

connection with the Archdiocese of Toronto?

Observations:

Participants were mostly unaware of the Archdiocesan plans, although many cited

knowledge of St Michael’s Cathedral repairs as necessary expenses.

Case for Support

When asked about general support of the plans, participants were very supportive,

ninety-three (93%) percent highly and somewhat supportive, of the plans to repair and

renovate the parish. Most parishioners felt that the repairs are absolutely necessary and

that some of the renovations may not be necessary and that they would like more

information on the needs. Aesthetically, the glass structure at the front was commonly

cited as an issue and the overall cost of the project seemed excessive. There were many

questions.

When asked if fellow parishioners would support a campaign at OLS based on these

materials, most people said yes, (51%) cautiously. Their comments indicated that the

parish must provide more details on the needs to be fully supportive and many

recommended looking after the most urgent needs first and worried about the

Archdiocesan elements as not being potentially supported by the parishioners.

There are two distinct parts of the plan: the building repairs as identified in the building

report are very strongly supported, and the renovations have somewhat less support

and many questions on the design and underlying need.

Finally, more than eighty-five percent (85%) of participants said that a campaign in

support of parish plans would be a high or medium philanthropic priority. The support

is slightly higher at 89% for OLS-only portion of the plan. This is moderately strong

support, illustrating that parishioners value the repairs and renovation plans. Once the

needs are more convincingly identified, additional support would logically follow.



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Parish case elements were all moderately to highly fundable, however, some key areas

need further clarification or design discussions:

1. Building Condition Report: All of the building repairs from the building report –

Architectural, electrical, roof and organ repairs - were overwhelmingly

endorsed by the respondents, over 90% highly and mildly supported for all

elements, but parishioners still would like more information on the details of

these high priorities. A commonly asked question is: why do we need to lower

the aisle floors? Most people would like their parish structure to be maintained

and many wondered why it had taken this long to do the repairs.

2. Renovation Plans:

a. The new elevator was highly supported by over 86% of parishioners.

Many people questioned why we are not just fixing the old elevator but

the vast majority agrees that proper accessibility is required now and in

the future. The current elevator, while it was excellent at the time of

installation, has outlived its usefulness. Many spoke of the issues when

using the elevator, especially greeters who struggle with keys and issues

with use and size. Many people would like to see the new elevator in the

old location, near the front of the church and the current accessible

washroom. The attributes of the new elevator planned need to be

discussed with parishioners, validating the size and functionality

requirements.

b. New accessible entrance on Cliveden garnered moderate support at 76%

highly and mildly supportive; however, this is a divisive plan. The glass

design overall was not supported and people are concerned with the high

cost and potentially unnecessary expense. The need is not well

understood and therefore not compelling. Overall, many people liked the

glass-only design, however, glass and stone was preferred by most

participants when questioned. Many participants feel strongly that the

addition is not needed and the cost far outweighs the benefits. There is a

strong sense by some respondents that the plan is too elaborate and

expensive for the parish. The location of the entrance and the design are

of concern and require thorough review and further discussion.

c. The washroom, meeting space and carpet replacement items were

moderately fundable. Again, the need is not well enough understood and

therefore not compelling. Many people are not aware of the use of the

rooms and therefore mildly support the work while others offered ideas

such as temporary separators and use of surrounding buildings, e.g. the



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school. The accessible washroom is linked to the elevator location and

most appropriate location. The carpet replacement is supported but the

participants would like more information on what is underneath and the

plans.

Sample comments from the study include:

• Like glass - church is transparent

• Elevator needed – people are waiting outside to enter

• Modernize the old elevator

• Glass detracts but is open

• Glass preferred but more stone

• Buildings are not being used

• People will need to walk to front, elevator should be in front

• Glass and stone preferred

• Need to make this church accessible

• Build to make the church of the future

• Make elevator user friendly in same location-

• Back stairs are dangerous

• Glass makes the building more contemporary

• Need to know what is under carpet



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Program Elements% Highly

Supportive

% Mildly

Supportive

% Not

Supportive

Total %

Highly and

Mildly

Parish PlansArchitecture - Basement (lighting,

ceiling, repainting, lowering aisle

floors, storage area);

Exterior and Nave/main floor

84.0% 6.7% 9.3% 90.7%

Electrical - Infrastructure (incl. fire

alarm and emergency lighting); New

lighting Nave

100.0% 100.0%

Flat Roof Repairs 98.7% 1.3% 0.0% 100.0%

Organ - cleaning and repairs 81.6% 15.8% 2.6% 97.4%

New Elevator to replace lift (new

construction)86.5% 4.1% 9.5% 90.5%

New barrier free side entrance on

Cliveden60.5% 15.8% 23.7% 76.3%

Accessible washroom on lower level 59.2% 18.4% 22.4% 77.6%

Roof top garden / green space 16.2% 27.0% 56.8% 43.3%

Additional meeting and storage space -

lower level57.5% 20.6% 21.9% 78.1%

Removal of carpet in sanctuary,

refurbish floor and doors56.0% 30.7% 13.3% 86.7%

Archdiocese of TorontoSupporting our priests 52.9% 30.0% 17.1% 82.9%

Forming our youth 50.7% 32.4% 16.9% 83.1%

Enhancing our Physical Assets 63.4% 19.7% 16.9% 83.1%

Fostering Evangelization 34.3% 24.3% 41.4% 58.6%

Strengthening our Social Ministries 50.7% 31.5% 17.8% 82.2%

The following chart outlines specific support numbers:

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

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

above is considered moderately fundable.

The chart illustrates that although the support for the renovations can be considered

fundable, over 75% highly and mildly supportive, only the new elevator has a significant

level in the highly supportable category.



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The Archdiocesan elements garnered moderate support with the exception of Fostering

Evangelization. Over 75% of highly and mildly supportive is good; however, the highly

supportive category was considered marginal. Most respondents did not consider the

plans detailed enough and many questioned the need for actual funds when so much

real estate is available to the Archdiocese. This was the case for the Center of

Evangelization- many parishioners believe using the current infrastructure is more

responsible.

Many felt that their Share Life funds had already covered some of these initiatives. Most

supported contributing to the Shepherd’s Trust initiative and many agreed that we

should be assisting struggling parishes such as the Cathedral; however, the business

case is necessary that illustrates what is being done with real estate as a whole to

strongly engage most parishioners. More details on each element will be provided under

separate cover to Jim Milway and Arthur Peters at the Archdiocesan Office in a

confidential Appendix.

Participants overall were cautiously in favour of supporting an integrated campaign,

their parish and Archdiocese, with 65% in favor. However, many were concerned that

some parishioners would not be in favor of the combined plan and it could detract from

their support of the parish plans. They advised against moving forward with a two-

pronged campaign during the same time period, feeling that one of the campaigns

would suffer.

Other Needs

When asked if there were “other needs” that the parish should consider in a campaign,

fifty-six percent (56%) had recommendations.

Recommendations from the respondents were:

• parking lot (10) more people, and activities already intolerable

• more outreach ministries (5)

• main floor washroom accessible (4)

• make the additional building, meeting rooms and parish office (3)

• redid kitchen- no ventilation - industrial stoves (2)

• prayer garden in front near parking

• young adults is growing; support ministries;

• showers in basement, make parish available for out of cold -could be invaluable for

women, hot lunch, etc.

• sound system could be improved

• choir loft expansion for seating

• more programs for bereavement



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• helping people -more social ideas

• handicap seating

• children's program at 9:30- Sunday School program-Liturgy

• Better signage for rectory/office -Where is the office?

• fund for ongoing maintenance again!...consider support fund - parking

• Pews, front door openers (pneumatic)

• Change to the staircase

• Piano-choir dedicated space, renovate Baby Grand

• Ministries-especially the family Social ministries are needed

• Support the marginalized in Arch.

• Islington United-solar panels-$2K/month

• crying room or family room - who are people on PAC; building committee

• More Ministries - for youth and others

• More opportunities for Eucharistic minister

• Family ministries

• hospitality -senior's ministry & other ministries needed

• small chapel in the basement

• doors need to be reviewed-change them & make them more energy efficient

• elevator to choir loft

• does rectory need repair

• wide stairs to choir loft (no elevator)

• children's area another mass (11:00 very full)

• programs for lent & advent!

• Braille or visual impaired support Raised lettering, maintain painting on steps!

• place for the kids

• basement leaks, ceiling needs work, attic is full of asbestos

• programs for young families and children, engage their group

• movable partitions in halls

• utilize the space next door

• solar panels etc. for the parish!

• stained glass somewhere with the new building

• programs for marginalized, refugees

• fix the front steps - more railings

• bus to pick up parishioners

Leadership

Study participants were asked to identify specific leadership and volunteer parishioners

to build a successful capital campaign team. They were also asked if they themselves

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



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Yes 54 71.1%

No 13 17.1%

Uncertain 9 11.8%

Total 76 100.0%


Yes 39 52.7%

No 10 13.5%

Uncertain 25 33.8%

Total 74 100.0%

There are two specific roles for individuals to perform in a capital campaign setting. The

role of leadership entails overall management - chairing phases, communications and

volunteer enlistment. The second major role is parishioner visitor ambassadors who are

tasked with communicating campaign goals and seeking financial support.

Soliciting leadership and volunteerism has become more difficult in campaign settings

today. Our Lady of Sorrows will indeed be able to find volunteers to lead and participate

in a campaign. Fifty-five percent (55%) of participants self-identified as volunteers in a

leadership role. In addition, approximately forty-two percent (42%) agreed to consider

participating as a volunteer ambassador. The recruitment of strong leaders will engage

and excite the many parish volunteers. Interviewees rated 39% of the participants as

outstanding or good leadership potential.

Many parishioners suggested individuals who could support the volunteer activities of

the campaign. A confidential list of individuals was recommended by the respondents

for leadership roles, and will be supplied separately from this report.

Goal Attainability and Financial Support

Q 13: Would you be prepared to support a financial initiative in the archdiocese

needs as outlined?

Observations:

The respondents are moderately supportive of the Archdiocese participation in any

future campaign. The amount of funds to the Archdiocese seems high to many

participants given the current needs of the parish and more information is required to

increase their support.

Q14: In your opinion, would parishioners at OLS parish support a financial

initiative in your parish in support of the Archdiocese?



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Low End High End # of gifts Total Low Total High$250,000 $499,999 0 -$ -$

$100,000 $249,999 3 300,000.00$ $749,997

$50,000 $99,999 2 100,000.00$ $199,998

$25,000 $49,999 4 100,000.00$ $199,996

$10,000 $24,999 9 90,000.00$ $224,991

$7,500 $9,999 1 7,500.00$ $9,999

$5,000 $7,499 16 80,000.00$ $119,984

$2,500 $4,999 11 27,500.00$ $54,989

$1,000 $2,499 17 17,000.00$ $42,483

Below $1000 999 1 200.00$ $999

Total 64 722,200$ 1,603,436$

Average 11,284.38$

Observations:

The respondents felt overall that parishioners are less optimistic about fellow

parishioners’ support of the Archdiocese.

Participants were asked if they would make a contribution to an active campaign. Those

who indicated a desire to make a gift were shown a donor chart and asked at what level

they would make a gift. Participants were also asked to comment on both the

attainability of the goal and, of that, how much they felt the parish could contribute.

Some participants were cautiously optimistic about the attainability of a $4,700,000

goal. Participants suggested that parishioners have the capacity to give; however, many

felt that the Archdiocesan portion is too high and a lower overall goal would be

achievable.

However, 93% would consider making a gift to a campaign. This is an extremely

favourable indication of support. It suggests that much of the plan is highly supported.

However, parishioners need to better understand the final Case for Support before they

commit financially. All in all, a substantial number of individuals can and will provide

strong financial support for any proposed capital campaign.

A pool of identifiable gifts totaling between $722,000 on the low end and $1,600,000

on the high end was identified in the face to face interviews. In the open forum

questionnaires returned, 6 gifts were identified totaling an additional $65,200. There

were ten “major gifts” (gifts of $25,000 or more over a 5 year period) self-identified in

the study (nine in the face to face and one in the open forum questionnaires). In light of

these findings, $2,500,000 - $3,300,000 is an attainable goal for Our Lady of Sorrows.

M & M International met some donors capable of making major six figure gifts;

however, they did not always disclose their gift amounts. There is significant additional

potential and this should be carefully evaluated prior to finalizing the goal.



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Other Issues

Participants were eager to offer opinions and suggestions to help support the successful

implementation of a campaign. Most comments related to making a more convincing

case of the needs and gaining more parish involvement as well as the economy.

Following are some of the comments:

• convince people this is not decorative

• ensuring people have a say in what is done

• making people feel benefit and buy-in

• do not know the needs

• case must resonate

• we do not need to spend money on this project

• need rationale for this work

• economic climate

When asked what actions are necessary to ensure campaign success, respondents focused

on increased communication and details of the elements.

Following are some of the comments:

• more communication on why we need this

• issues are needs vs. wants

• prioritize and communicate the need

• communicate correctly – 100% transparency

• communicate how it will meet the long-term goals

Participants in the Study overwhelming support a campaign for the repairs and

renovations. Eighty-nine percent (89%) believe there should be a campaign and five

percent (5%) said maybe. Some comments:

• If the case was reworked (3)

• yes if they need the $

• Why did we not start this a year ago

• for a portion of this

• If you want to take care of things - Have to!

• no choice - would like to know about annual surplus....using reserve for needed work

• If this is feasible-great. But don't change the church, fix what needs to be fixed. Look at

elevator renewal!!

• need to do this

• for the things that need to be done



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• essential work to do

• How else do we do it?

• fundraising is tapped out

• if needs are justifiable to this extent

• Put a mortgage on this place?

• needs to be done

• how else, need restoration wise for restoration & elevator

• if they want the $

• yes, absolutely

• Need to do this! Want the Church of the future

• it’s the only way

The potential for gifts from parishioners in their will was “below average” with only one

individuals (1%) interviewed having made a gift to the parish in their will. When asked if

they would consider leaving a gift, fifteen respondents said YES (22%) and an additional

thirty-two (32%) said MAYBE. This suggests that many parishioners would be open to

learning more about how to leave a lasting legacy to the church. A clear opportunity

exists for the parish to offer bequests as a form of giving to secure the financial future of

Our Lady of Sorrows parish.

Participants were asked if they would consider Pre-Authorized Giving or Automatic

Debit or Visa for their weekly offerings as well as their Capital Campaign gifts. Only

three percent (3%) of the respondents currently use PAG and another twenty-two

percent (22%) would consider it. When asked if PAG would be considered for gifts to a

campaign, twenty-nine (29%) said YES. This indicates that opportunity exists to increase

the use of PAG in a campaign period.



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EVALUATIONS

In evaluating the Findings, we review past studies conducted by M & M International to

draw a comparative analysis between these and Our Lady of Sorrows’ Study. We have

supplied comments and evaluations throughout the report; now we specifically review

the Case, Volunteers, Prospects and Plan. These are commonly referred to as the “four

pillars of support” when campaigning. Our evaluation will concentrate on these key

campaign elements.

Case for Support

Designing the Case Statement is one of the earliest and most important steps in the

fundraising campaign process. In many ways, the process of writing the Case is as

important as the Case itself, as it is the process by which the parish leadership fully

explains and justifies the plans for the church.

The Campaign Case is written after the Planning-Feasibility Study has been completed

and is influenced by the findings of the Study.

Comparative Analysis

Question: Would you personally make a financial contribution to a Capital Campaign?

Organization % of Respondents Answering Yes and Uncertain

A 97%

B 95%

C 94%

D 91%

E 81% (Threshold Level)

F 79%

G 72%

Our Lady of Sorrows 93.5% "Yes and uncertain"

As evident in the preceding chart, Our Lady of Sorrows scored well above the threshold

level and high in comparison to other parish studies. There is substantive support for

the repairs and renovations and a desire to support the parish leadership’s plans.



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Volunteer Leadership

The recruitment and commitment of high-profile leadership and a core group of

volunteer workers is essential to the success of virtually all capital fund raising and

annual stewardship campaigns.

The Study reveals good support from interviewees to become involved in a campaign.

There were 35 people identified as possible leaders for the Campaign. This shows that a

number of parishioners have the profile necessary to lead the church’s appeal, although

further depth and breadth will be needed for such a large campaign.

On the following chart, we have given some comparable figures from past studies to

give a sense of how Our Lady of Sorrows compares to other church studies.

Comparative Analysis

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

implement a campaign for Our Lady of Sorrows?

Client Yes No Maybe

A 60% 15% 23%

B 59% 27% 13%

C 51% 37% 12%

D 48% 30% 21%

E 43% 36% 21%

F 35% 50% 15%

Our Lady of Sorrows 31.2% 44% 24.7%

As the chart indicates, the percentage of interviewees who are willing to work on this

campaign is moderate with respect to the comparative analysis. A threshold level of 50%

would be considered necessary. Our Lady of Sorrows Parish meets that threshold when

“Yes” and “Maybe” are combined, and this is common in parishes that have little or no

experience with campaigning. An energetic leadership team will be required to recruit

visitor ambassadors to the project.



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Open Forums

The weekend of November 24 and 25th saw M & M International principles chair a

series of Open Forum sessions in the basement hall of the church. There was an

excellent turnout of approximately 100 people over all Masses. From this group of

participants, 14 returned a discussion stimulant.

The Open Forums are conducted to ensure inclusivity in the process, to impart valuable

information about the Case for Support and to solicit input from participants. It is

common to receive modest participation. This in no way should be construed as lack of

interest in the process or the eventual campaign - in fact, Our Lady of Sorrows had a

remarkably high number of participants and a very good response rate.

These responses are not included in the overall tabulation of the results. Each response

was analyzed for variances from the face-to- face participants, and the indicated

financial results were noted. The responses were consistent with the face-to-face

interviews and the total financial indication by respondents was $65,200 or an average

of $10,866 per respondent over a 5 year pledge period.

The opinions offered in the open forums were very consistent with the face-to-face

interviews - many were unhappy with the design of the new entrance and some were

not supportive of the Archdiocesan plans.



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RECOMMENDATIONS

Overall, a capital campaign at Our Lady of Sorrows parish has broad support and the

approval of parishioners. However, it is clear from the Planning Study that the proposed

side entrance renovation and the glass design do not have broad enough appeal or

convincing need. Additional architectural work is required to gain full support of

parishioners.

It is our recommendation that a parish Campaign Goal be set between $2.5 and $3.3M

based on the participants interviewed and the overall parish support of the current plan.

M & M International was unable to fully assess additional major donor support based

on the prospects provided.

It is M & M International’s opinion that the following tasks be undertaken prior to

launching a campaign to garner more support and finalize the key elements:

1. Thank the participants and provide the Planning Study by letter and include a copy of the

Executive Summary of the Planning Study Report.

2. Provide an update to the parish and executive summary of the Planning Study Report at

church and make the detailed Final Report available to parishioners on the website and at

the back of church – announcements at church – key points.

3. Recruit a Building Committee with experience and dedication to support this process.

i. Evaluate design for potential new entrance based on the Planning Study

results.

4. Develop a communication plan to inform parishioners about the next steps and the need to

consult further with other stakeholders. Communicate the details of the parish plans to

parishioners by hosting Information Sessions and provide details on:

a. Building Condition Report – Architectural, electrical, roof and organ repairs and

carpet removal (walk-arounds can be useful)

b. Current elevator issues and urgency for a new one

c. Cliveden Entrance – redesign to include input from the study and showcase to

parish including urgency of needs

d. Needs assessment of the meeting rooms and accessible washroom with key

stakeholders and user groups

5. Inform the leadership of the Archdiocese about the results of the study.

6. Establish a financial plan, with the Archdiocese, for the construction project that considers

the broad support of the Planning Study findings once all the plans have been revised to

include key study findings.



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Goal Recommendation

An early recommendation on campaign goals can be challenging for a variety of reasons.

Increasingly, parishioners interviewed during studies declined to indicate their giving

intentions or underestimated their intention, pending cultivation and communication on

the part of the parish and its leadership team. In the case of Our Lady of Sorrows, there

were parishioners on the interview list who declined to participate in the Study and

many who are capable of making a significant gift are being approached outside of this

study. These major donor gifts must be secured before any campaign launch is possible.

In light of these findings, M & M International believes a parish campaign for

$2,500,000 to $3,300,000 is achievable for Our Lady of Sorrows Parish to undertake at

this time. M&M International recommends the parish consider a campaign goal of

$2,500,000. It should be noted that this financial objective should be considered a

preliminary goal for planning purposes. Once refinement of the Case elements to

incorporate the Study findings is complete and the parish has supported the plans, the

goal should be reassessed. Also, the Archdiocesan elements and their plans for a

campaign will influence the parish overall goal.

Reaching a goal of this magnitude will be contingent on a number of critical factors, such

as conducting information sessions and executing a communications plan, raising giving

sights for many parishioners, implementing a well-planned and thoughtful campaign

and careful planning of major donor asks.

Develop a Communication Plan

As Our Lady of Sorrows prepares for a capital campaign, M & M International

recommends that the parish embark on a number of strategic cultivation activities to

build momentum, excitement and to engage the parish in the plans.

It is crucial that Our Lady of Sorrows devote sufficient time and effort to engage and

cultivate parishioners before embarking on the solicitation process. A structured

communication and cultivation process will not only help raise the giving sights of

parishioners who are already supportive of the plans but will also give those few

parishioners who may not support the initiative the opportunity to have concerns

addressed - potentially turning them into enthusiastic supporters themselves.



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Counsel recommends that Our Lady of Sorrows begin the communication and

cultivation process by holding information sessions, pulpit announcements and/or

Bulletin communication inserts to discuss the results of this Study. By holding a frank

and open discussion about the challenges and opportunities, and aligning the plans

before moving forward, the parish will be able to build support among current

supporters while engaging tentative supporters.

Our Lady of Sorrows should also consider the appropriateness of both large and small

group meetings to discuss the campaign objectives and overall plan. Throughout the

interview process, it was clear to the interviewers that many parishioners sought a more

inclusive process of information-sharing in order to gain support and understanding.

The activities described above give the donor an opportunity to interact with campaign

volunteers; because of this, they will form the core of the cultivation activities. These

can be supplemented with more directive activities, such as pulpit announcements,

bulletin announcements, the newsletter and web site communications.

APPENDIX A - LIST OF PARTICIPANTS

Last First

Agnew Michelle

Badali Tony & Pat

Balsas Al & Emma

Bibby Jason

Biggar Christine

Black Peter & Elsie

Blais Susan

Benac Mabel

Bondi Mary & Natalie

Boraks Lily

Bratty Rudy

Brennan

Joan, Margaret and

Mary

Broden Connell & Elizabeth

Broderick Louise & Robert

Buckley Marta & Donald

Burton Vida

Cavoto Fr. Nino

Citrullo Larry

Clough Jim & Roberta

Daley Anthony

De Souza Carl

de Verteuil Sonja

Dibattista Romeo and Carmela

DiFranco Monica & Joseph

Di Tomaso and

McLaughlin Katie and Edward

Dickinson Deborah

Dodig Maureen & Victor

Dupuis Larry

Faraci Agnes

Farraway Anne



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Fulton Fred

Gesualdi Domenic & Deborah

Gibbons Valerie

Grant Geoffrey

Grimaldi Joseph

Harrison Michael

Hearn Patrick

Heydon Audre

Hornberger Margaret & Greg

Horsey Betty

Jankura Albina & Akos

Kinahan Wayne

Kuehn Frederick

Lombardo Frank & Mary

Lynskey John

Mackintosh Deirdre & Alasdair

Magee Jim

Marchildon Pierre & Ellen

Matthews Patricia

Matthews Paul

Matthews John & Ursula

McKee Luisa and Mark

McKeon Sean

Medal John & Cathy

Naranca Ivanka

O'Connor Edward & Patricia

O'Reilly Mark

Pavan Loretta

Sadvari and Boreskie Linda and Tom

Sansone Tom

Shackleton Colleen

Shortall Barbara

Silva Joe

Stanley Kathleen

Stefanski Wojciech & Eva

Sutherland Suzann



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Tabuenca Manuel & Brenda

Temple Paul & Catherine

Tipping Margaret

Tomlin Jesse

Trottier Bernard

Weiler Gail

White Robert & Vida

Wiley Anne & Michael

Williams Sue

Winter Norma & Edward

Wolfs Maria & Valens

Ziegler Ursula



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APPENDIX B - DISCUSSION STIMULANT

Our Lady of Sorrows Parish

& Archdiocese of Toronto

Toronto, Ontario

Planning Study

Questionnaire/Discussion Stimulant

Strictly Confidential

Interviewee:

__________________________________

Mass Attends:

__________________________________

Address and Phone:

__________________________________

Interviewer:

__________________________________

Date:

__________________________________



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Section I - Background

1. How many years have you been associated with OLS?

__________

2. In your opinion, what are the 3 greatest strengths of OLS?

I. __________________________________________________

II. .__________________________________________________

III. __________________________________________________

3. In your opinion, what are the 3 greatest weaknesses of OLS?

I. ________________________________________________

II. ________________________________________________

III. ________________________________________________

4. What is your personal opinion of the Archdiocese of Toronto?

Comments:

________________________________________________________________________

____________________________________________________________

5. How do you think others perceive the Archdiocese?

Comments:

________________________________________________________________________

____________________________________________________________

Section II – The Case

Very Good Good Poor No Opinion

Very Good Good Poor No Opinion



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6. Before this feasibility study, were you aware of the financial needs in connection with

the repairs and renovation requirements at OLS?

Yes No Somewhat

7. Before this feasibility study, were you aware of the financial needs in connection with

the Archdiocese of Toronto?

Yes No Somewhat

8. Are you generally supportive of the plans outlined in the material provided to you?

Yes No Somewhat

Comments:

_____________________________________________

____________________

__________________________________________________________________

9. In your opinion, would parishioners support a fundraising campaign at OLS based on the

material sent to you?

Yes No Maybe

10. Please tell us whether the priorities outlined in the materials are important or not to

you. (Highly, Mildly or Not Supportive)



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11. Are there other needs OLS should address in a fundraising campaign?

Yes No Maybe

If yes, which ones?

__________________________________________________________________

__________________________________________________________________

12. Are there other needs the Archdiocese should address in a fundraising campaign?

Yes No Maybe

Restore - Building Condition Report (2010) Highly Mildly Not

1Architecture - Basement (lighting, ceiling, repainting, lowering aisle floors, storage area);

Exterior and Nave/main floor

2 Electrical - Infrastructure (incl. fire alarm and emergency lighting); New lighting Nave

3 Flat Roof Repairs

4 Organ - cleaning and repairs

5 New Elevator to replace lift (new construction)

6 New barrier free side entrance on Cliveden

Renew - New Construction - East side Highly Mildly Not

1 Accessible washroom on lower level

2 Roof top garden / green space

3 Additional meeting and storage space - lower level

4 Removal of carpet in sanctuary, refurbish floor and doors

Archdiocese of Toronto Highly Mildly Not1 Supporting our priests

2 Forming our youth

3 Enhancing our Physical Assets

4 Fostering Evangelization

5 Strengthening our Social Ministries



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If yes, which ones?

________________________________________________________________________

____________________________________________________________

13. Would you be prepared to support a financial initiative in the parish that included the

archdiocesan needs as outlined?

Yes No Uncertain

14. In your opinion, would parishioners at OLS parish support a financial initiative in your

parish in support of the Archdiocese?

Yes No Uncertain

15. Do you think that an initiative of this kind is the best method to raise the $4.7 million

necessary for both levels of the church – parish and Archdiocese?

Yes No Uncertain

16. If not, what other methods would you recommend?

i. _______________________________

ii. _______________________________

iii. _______________________________

17. How would you rate this campaign within your own philanthropic giving priorities?

High Medium Low

18. How would you rate only the OLS portion of the campaign within your own

philanthropic giving priorities?



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High Medium Low

Section III – Leadership and Volunteerism

19. Could you suggest the name(s) of individuals(s) you feel would bring strong leadership

to any fundraising initiative at OLS?

________________________________________________________________________

____________________________________________________________

20. Would you personally serve on a committee to help organize and implement a campaign

for OLS?

Yes No Maybe

21. Would you be willing (with proper training) to visit other parishioners in a fundraising

situation?

Yes No Maybe

Section IV. – Money and Gifts

22. Would you personally make a financial contribution to a fundraising campaign based on

the materials sent to you?

Yes No Maybe

Comments:



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_____________________________________________

_____________________

_____________________________________________

_____________________

23. If yes, and without making a commitment, where might you fit in this gift chart over a

five-year pledge period? (Circle the letter most appropriate)

� Above $2.0M over the 5-year pledge period Amount $ _______________

� Below $1,000 over the 5-year pledge period Amount $ _______________

� Specific amount or bequest amount Amount $ _______________

24. Major gifts would be an important part of this financial initiative. Are there people in

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

Yes No Uncertain

Total Gift

(5 years) Annually Quarterly Monthly Weekly Daily

A $2,000,000 $400,000 $100,000 $33,333 $7,692 $1,099

B $1,000,000 $200,000 $50,000 $16,667 $3,846 $549

C $500,000 $100,000 $25,000 $8,333 $1,923 $275

D $250,000 $50,000 $12,500 $4,167 $962 $137

E $100,000 $20,000 $5,000 $1,667 $385 $55

F $50,000 $10,000 $2,500 $833 $192 $27.47

G $25,000 $5,000 $1,250 $417 $96 $13.74

H $10,000 $2,000 $500 $167 $38 $5.49

I $5,000 $1,000 $250 $83 $19 $2.75

J $2,500 $500 $125 $42 $10 $1.37

K $1,000 $200 $50 $17 $4 $0.55



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25. Can you identify a few of them for me?

a. ______________________________________

b. ______________________________________

c. ______________________________________

d. ______________________________________

e. ______________________________________

26. The identified OLS and Archdiocesan needs total $4,700,000. Do you believe that OLS

has the ability to raise that much money in a financial stewardship initiative?

Yes No Uncertain

If no, what is a realistic goal in your opinion?

$ ______________

Section V. – Other

27. In terms of launching a campaign, what do you see as the top 2 or 3 major challenges

that the parish will face?

1.__________________________________________________

2.__________________________________________________

3.__________________________________________________

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

fundraising campaign?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

29. In your opinion, should OLS launch a fundraising campaign in support of this case?

Yes No Maybe



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Comments:

________________________________________________________________________

________________________________________________________________________

______________________________________________________

30. Do you feel that, in a fundraising campaign, the parishioners should be able to make

gifts in memory of someone or to honour someone?

Yes No Maybe

Comments:

__________________________________________________________________

_____________________________________________

_____________________

31. If “yes” what kind of recognition would be appropriate?

__________________________________________________________________

_____________________________________________

_____________________

32. Have you left a gift to OLS in your Will?

Yes No

33. Would you consider leaving a gift in your Will to OLS? (only answer if “NO” above)

Yes No Maybe



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34. Would you consider Automatic Debit (PAG) or Credit Cards as a payment option of your

fundraising campaign pledge?

Yes No Maybe Already do

35. Would you consider the Automatic Debit (PAG) option or Credit Cards for your regular

offerings?

Yes No Maybe

Additional Information

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

Please appraise the interview on the criteria below.

What was the respondents’ attitude toward the plan?

Attitude: _____ Positive or _____ Negative

Are they likely to volunteer in any capacity? If so, what is the likelihood?

Likelihood of Volunteer Participation: _____ Excellent _____ Good _____ No

Did they indicate a readiness to lead a campaign as Chair?

Leadership Potential: _____ Outstanding _____ Good _____ Not Apparent

Did they indicate that they would make a gift (no amount was necessarily stated)?

Personal Gift: _____ Definite _____ Probable _____ Unlikely



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APPENDIX C - INVITATION LETTER

On Parish letterhead)

Restore, Renew, Rejoice!

October 2012

(Addressee)

(Address)

(Address)

Dear (Parishioner name):

For over seventy years, as part of the Archdiocese of Toronto, Our Lady of Sorrows has

been a beacon of hope and a spiritual home to faithful Catholic families in the area. Our

parish is a beautiful place of worship, ministry and outreach, offering many diverse

programs to our community.

I am asking for your input today, as we continue with plans to renovate and restore our

aging church for future generations. Some of you may have been contacted in the

spring; we have now expanded our plans to include support for the Archdiocesan needs.

The enclosed updated “Planning Study Report” outlines both the immediate, necessary

renovations required as well as new construction plans to repair, enhance and enlarge

our parish structures which includes improving accessibility. The time has come for our

focused attention to the church premises – the complete re-wiring of our electrical

systems is but one critical component of the required renovations. We also know, too

well, how the lack of sufficient meeting spaces has limited our potential ministries; so

our plan includes new meeting rooms in the basement. Additional projects are slated to

Restore and Renew our parish buildings for seventy more years of service to our

community.

The Archdiocese of Toronto is an essential partner with us in our ministry and

fundraising plans. Cardinal Collins is exploring a diocesan-wide initiative to fund

initiatives for: supporting our priests and vocations; reinforcing the faith foundation of

our youth, replenishing our physical assets; fostering the new evangelization; and

strengthening our social ministries.

To accomplish the goals of the parish and the Archdiocese, we must first explore the

feasibility of a fundraising campaign to determine the anticipated level of interest and

commitment among parishioners. This planning study will compile information and

opinions from a broad cross-section of parishioners. M & M International, a fund-

raising consulting firm with extensive expertise and experience in church fundraising,



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has been retained to conduct this study. I invite you to participate in this process

through a forty-five minute interview with one of M & M International’s staff. During

your interview, you will be asked to comment on the enclosed ‘Planning Study Report’

in preparation for a potential fundraising campaign. This is an information gathering

session only and you will not be asked to make a financial contribution.

We invite you to read it and we welcome your input and opinions; all responses remain

strictly confidential.

Please review the enclosed ‘Planning Study Report’ and accept our invitation to

participate in this important process. In the coming days and weeks, Rosemary from the

parish will call you to arrange a confidential meeting at your convenience.

With your help, we will gain a better understanding of the support for the needs of both

Our Lady of Sorrows Parish and the Archdiocese of Toronto. We ask for your

encouragement, support and prayers.

Yours in Christ,

Father Nino Cavoto

Pastor

Booking Your Confidential Interview

Interviews will take place at the church (or at a convenient place for you) between 8:30

am and 8:45 pm. M&M will be available to conduct the interviews from November 19 –

30th as required.

Rosemary at the parish office will arrange an appointment for your interview.

What you can do

Step #1 Let us know the two best times and days for your interview. You can either:

a) call Rosemary at the parish office 416 231 6016 or

b) email her at [email protected].

However, we cannot guarantee your appointment for that time.

Step #2 Rosemary will call or email you to confirm your appointment.

Step #3 Please read the OLS Planning Study Plan before your interview.

Thank you and God bless you.



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APPENDIX D – CASE FOR SUPPORT

Restore, Renew, Rejoice!

Our Lady of Sorrows – Planning Study Report NOVEMBER 2012



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Highlights

In 1940 construction of Our Lady of Sorrows Church started in the Archdiocese of

Toronto. Since then, parishioners have gathered in increasing numbers to worship.

In March 2010, the church commissioned a professional Building Condition Assessment.

The resulting report identified certain building areas that required immediate attention,

including:

� a complete electrical upgrade to meet building code

� substantial lighting improvements

� window and door repairs

� repair to flat roofs and handicap lift

� significant renovations to Parish Hall due to water damage

In view of the preceding, Parish leadership has met with Archdiocesan staff, Larkin

Architects, the Pastoral Advisory Committee and the Building Committee. They have

considered pressing current as well as future needs, and created a Renewal plan which

includes:

� a new elevator to replace the aging and inadequate handicap lift and a barrier-free side

entrance on Cliveden to all levels of the church

� additional meeting and storage space

� updated, accessible washrooms

� renewal of sanctuary flooring

The Archdiocese of Toronto is exploring a diocesan-wide campaign to fund initiatives:

� supporting our priests

� forming our youth

� enhancing our physical assets

� fostering evangelization

� strengthening our social ministries.

The Archdiocese is still determining its campaign’s financial target. Given the range it is

assessing, Our Lady of Sorrows portion would be up to $1,700,000.

Total estimated costs

OLS Restoration and Renewal $3.0M

Archdiocesan plans $1.7M

Campaign Total $4.7M

Your Support

The parish must raise funds to restore and renew the church and support the wider

ministries of our Archdiocese. We are conducting this Planning Study to determine the

parish’s support for this combined plan.



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Our Community of Faith

Our Lady of Sorrows parish was established in December 1940 by Cardinal McGuigan

and Pastor Father Gregory Kelly to meet the growing needs of the Catholic community

in Etobicoke. 2010 saw our Parish celebrate its 70th anniversary, and we look forward to

another seventy years of continued worship and service. As Father Cavoto states, “The

communal worship of God remains the core principle of our parish; celebrating the

liturgy and worshipping together are the foundation upon which our daily lives are

built.” Stemming from this, our Pastor’s Advisory Committee (PAC) arrived at four key

tenets against which all our parish decisions are measured:

1) increase the spiritual well-being of all parishioners,

2) build on our sense of community,

3) enhance communication and

4) manage the parish premises.

The first, second and third of these goals are met through a myriad of ministries and

activities as we Rejoice together. The ShareLife Committee organizes our annual

Pancake Tuesday and Fashion Shows, and our choir hosts the annual “Out of the Cold”

concert, bringing together area choirs in a fundraising event for the homeless here in

our community. Our vibrant youth ministry organizes fund-raising dinners and

community gatherings, and our “shut-in” program delivers the Eucharist to the elderly,

as well as celebrating Mass monthly at the Kingsway Seniors residence. Our parish is

heralded for its strong leadership, sound financial management and for its welcoming of

other religious groups to activities at our church. Our parish community is growing, 6%

over the last two years alone, and our parishioners now number over 3,000 registered

families. Our parishioners’ contributions of time, talent and treasure have made Our

Lady of Sorrows the exciting, vibrant parish it is today.

Our fourth objective, the parish premises, must be Restored and Renewed immediately

to ensure our spiritual home meets the growing needs in worship and ministry well into

the future.

At Our Lady of Sorrows, our beautiful, historic church is showing its years of service to

our community. In March 2010, a thorough Building Condition Assessment was

conducted. Although the building exterior and main floor building interior are in

relatively good condition, several areas require immediate attention. It is the parish

leadership’s plan to initiate this urgent Restoration work as soon as possible:

� The electrical system – a complete upgrade of all wiring is urgently required to meet

building code and to prevent a fire emergency.

� Lighting upgrade will bring much-needed visibility to both our choirs and congregations.

� Church windows need repair over the next few years to prevent further deterioration.

� The flat roofs of the original Church require replacement over the next few years.

� The wonderful music ministry will be protected by ensuring that the necessary organ

cleaning and repairs are conducted.



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� a new elevator, to replace the failing and inadequate lift, and provide ease of transport

for wheelchairs and strollers

� a new side entrance, on Cliveden, to ensure we have a barrier-free entrance with

sufficient space for welcoming all parishioners and newcomers.

The estimated cost for these items, including a contingency budget, is approximately

$2,225,000.

A healthy community life simply must be accompanied by the required space and place

for all, that which demonstrates a community of interacting members.

Due to the necessity of the urgent repairs described above, it was prudent to evaluate

all of the current and future needs of the parish. The following Renewal plan was

developed over many months by the parish leadership to meet parish and community

needs.

Some of the highlights include:

� an accessible washroom on the lower level

� two meeting rooms on the lower level for our many programs and additional required

storage space (Please see diagram at back)

� removal of carpeting in sacristy and refurbishing of the floor

� a possible roof top garden to allow for a tranquil “green” space or a potential prayer

garden to maintain the aesthetic appearance of the community

The cost for these construction projects, including a contingency budget, is

approximately $775,000.

Restore - Building Condition Report (2010) Cost Estimates

1Architecture - Basement (lighting, ceiling, repainting, lowering aisle floors, storage area);

Exterior and Nave/main floor$340,000

2 Electrical - Infrastructure (incl. fire alarm and emergency lighting); New lighting Nave $365,000

3 Flat Roof Repairs $30,000

4 Organ - cleaning and repairs $60,000

Total Building Condition Report $795,000

5 New Elevator to replace lift (new construction) $120,000

6 New barrier free side entrance on Cliveden $865,000

Contingency (25%) $445,000

Total Urgent Building Repairs and Maintenance $2,225,000

Renew - New Construction - East side

1 Accessible washroom on lower level $330,000

2 Roof top garden / green space $230,000

3 Additional meeting and storage space - lower level $150,000

4 Removal of carpet in sanctuary, refurbish floor and doors $120,000

Total New Construction (contingency included) $775,000

Total Plans of Our Lady of Sorrows $3,000,000



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Our parish family is part of a wider family, the Archdiocese of Toronto.

In addition to achieving our parish objectives, we are collaborating with our Archdiocese

to help support its significant priorities.

Our Challenge - Together

The Archdiocese of Toronto has been examining the benefits of a diocesan-wide capital

campaign. As partners in the mission and ministry of the Archdiocese, Our Lady of

Sorrows, will be participating in this new fundraising effort. Our parish would support

the broader mission of the Archdiocese and fund the projects below as part of the

Restore, Renew and Rejoice financial initiative.

The Archdiocesan program seeks to raise up to $1,700,000 at Our Lady of Sorrows, as

our share of the wider diocesan initiative, for the following:

• Supporting our priests. Like Our Lady of Sorrows, our parishes are blessed with faithful

and hardworking pastors and associates who tend to the Church’s flock. Through

parishioners’ generosity we have created The Shepherds’ Trust which helps our priests

in retirement. We need more to ensure that we are adequately funded to carry out this

responsibility. St Augustine’s Seminary and the Office for Vocations require enhanced

funding to carry out our mission of developing future priests and to support seminarians

in need.

• Forming our youth. We need to help our youth and young adults in their faith formation

so that they can contribute and build our Church and Archdiocese in the future. In our

secular age, this task is even more important and more difficult. Funds are required to

strengthen the parish-based catechetical education we provide to our children, youth

ministries at our parishes, and campus chaplaincies at our post-secondary institutions.

We are also seeking to strengthen family life – the foundation for faith formation of our

youth.

• Enhancing our physical assets. Many parishes across the Archdiocese face daunting

renovation expenditures and we need to help those communities lacking the financial

base to carry them out. Our mother church, St Michael’s Cathedral in the heart of

Canada’s most vibrant city is in special need of funds. We also require funds to help new

parishes finance land acquisition and church construction.

• Fostering evangelization. The Catholic Church throughout the world has currently

embraced a “Year of Faith”, a journey to re-evangelize the faithful and all people of God.

To extend this renewal beyond a single year, in the Archdiocese of Toronto, we have

ambitious plans to develop a Centre for the New Evangelization adjacent to St.

Michael’s Cathedral that will reach out with words and deeds to the world through a

greater media presence, space for meeting, dialogue and events in addition to

strengthening our outreach to the marginalized. We will also embrace this renewed

evangelization mission through new media and social communications, spreading the

gospel message in parishes throughout our Archdiocese and to the public square.



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• Strengthening our social ministries. Each of us is called to be in the hands of Christ in

our community. The poor present an opportunity for us to model the example of Jesus

in caring for the marginalized. We have done much through ShareLife and the outreach

of the Church and our parish communities. Yet more can be done, especially through

parish-based programs to assist refugees, the sick, and the elderly. We need to

strengthen and support the involvement of our families in living out the inherent dignity

of the human person and on respect for human life.

In summary, two thirds of the funds raised in the Archdiocesan capital campaign will be

directed to parish-based initiatives and one third to Archdiocesan initiatives.

The estimated amount of Our Lady of Sorrows’ share for the Archdiocesan campaign is

up to $1,700,000.

Our Faithful Response

In collaboration with the architect and the Building Committee, we have determined

that it will cost approximately $3.0 million to undertake the proposed renovations and

construction plans for our parish. Our parish’s share of the Archdiocesan campaign

which is up to $1.7 million, will make our fundraising goal $4.7 million.

It is imperative that we renovate and enhance our building as our parish’s ministry

grows and expands. As leaders in the Archdiocese, we also want to support the many

plans of our diocesan family. As we explore the feasibility of a fundraising campaign to

support the renovations of our spiritual home and the needs of our Archdiocese, we

invite your perspectives on these plans and your advice on how best to proceed with

our mission.

Jesus asks us a most defining question in the NOW: "Who do you say I am?" Are we a

faith community that takes up the challenge laid before us - to keep ourselves vital and

alive for future generations? Will our Restoration and Renewal projects express a

theology of openness and invitation to the world, confident in the future, putting into

action the gospel that will always challenge and inspire us?

Let us RESTORE, RENEW and REJOICE together.



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feasibility study final report jan 2013

Documents