Feasibility Study Proposal

for Abington Monthly Meeting JENKINTOWN, PA MARCH 2020

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TABLE OF CONTENTS Partners for Sacred Places 3 The Partners Brand 4 Why Partners? 5 The New Dollars Model 7 Feasibility Study Proposal 8

Fees and Schedule of Payment 11

Staff 12

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PARTNERS FOR SACRED PLACES In 1989, a coalition of leaders from the religious, philanthropic, and historic preservation communities founded Partners for Sacred Places. Since its founding, Partners has distinguished itself as the only nonsectarian, nonprofit organization dedicated to the sound stewardship and active community use of older sacred places across America. At the intersection of faith, heritage, and community, Partners’ mission is to build a shared sense of responsibility for the future of sacred places. Partners has become a major presence in over thirty cities and states, building the capacity and sustainability of more than 1,000 community-serving congregations and working intensively with almost 4,000 clergy and lay leaders. In two decades, Partners has provided training, technical assistance, and grants to several thousand congregations and other local organizations, representing the needs and concerns of over 100,000 older, community-serving places in towns and cities across the United States. In addition to grass roots work in communities, Partners continues its advocacy work on the local and national stages, persuading individuals, foundations, and government to free up additional resources for older houses of worship. When Partners was founded in the late 1980s, the philanthropic community and federal government shied away from support for historic sacred places. Partners argued that preserving the exterior of a church building did not promote religion as much as it preserved a community asset. A breakthrough came in 1988 when Joe Lieberman, then Attorney General of Connecticut, wrote an opinion allowing the Connecticut Historical Commission to make preservation grants to houses of worship. Today, about half of all states permit preservation grants to sacred places. Partners for Sacred Places is committed to working with houses of worship across the country in creative and collaborative ways. Every historic sacred place has a story to tell, and Partners recognizes, appreciates, and celebrates that uniqueness. In working with sacred places, Partners also fosters new and stronger relationships between stakeholders in the faith, philanthropic, preservation, and academic sectors. We assist congregations in opening their doors to the community, and in turn, we help the community see the social, cultural, and economic value of investing in their local sacred places.

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THE PARTNERS BRAND

Creativity

A commitment to innovation and imagination that generates new approaches to our clients’ longstanding challenges Partners for Sacred Places recognizes, appreciates, and celebrates the unique story that every historic sacred place has to tell. We are dedicated to researching and developing the tools and services that empower congregations to understand the singular role that each plays in the past, present, and future of the community.

Collaboration

The ability to work for and with our clients, leveraging the gifts and talents of each congregation’s faith and lay leadership Partners fosters new and stronger relationships between stakeholders in the faith, philanthropic, preservation, and academic sectors. We help congregations open their doors to the community, and we help communities see the value – social, cultural, and economic – of investing in local congregations and parishes.

Quality

An unrivaled attention to detail and commitment to professionalism, which has characterized Partners for Sacred Places work for nearly 30 years Since 1989, Partners has cultivated an unparalleled expertise in supporting historic sacred places. Our advocacy work is strengthened by partnerships with leading academics and policy-makers. Our programs are piloted and adapted before implementation and evaluated and updated frequently to ensure their continued relevance and impact.

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WHY PARTNERS? For the staff of Partners for Sacred Places, the opportunity to work with Abington Monthly Meeting is an opportunity to advance our mission and provide a vital service to a congregation that makes up our core constituency. As a nonprofit organization with unrivaled expertise working with historically significant, community-serving historic houses of worship, we approach our consulting work with an eye toward the “Three C’s” – community-oriented, comprehensive, and custom:

Community-Oriented

Since our groundbreaking 1998 study, Sacred Places at Risk (SPAR), Partners has been at the forefront of a movement to better understand the role congregations play in their community and to leverage that understanding to increase the funding available to community-serving historic sacred places. SPAR established quantitatively that historic sacred places serve as de facto community centers. We have translated this research into tools and trainings to equip congregations to calculate and communicate their impact. The Public Value Tool empowers friends of historic sacred places to determine the precise monetary value of the social services that they provide to the community. New Dollars/New Partners teaches them the fundamentals of packaging their public value into a compelling pitch to donors. No one understands the impact of historic sacred places on communities better than Partners, and no one is better positioned to consult with congregations and friends groups about how best to sell that impact to local, regional, and national stakeholders. Contrary to many consultants, Partners’ staff sees the bigger picture. We have the tools, expertise, and skills to entice the community into the future of houses of worship, which in turn significantly increases the size of the potential donor pool.

Comprehensive

Many consultants have expertise exclusively in feasibility studies, or in campaigns, or strategic planning, or adaptive reuse. In contrast, Partners provides comprehensive services that address the spectrum of challenges – and opportunities – confronting congregations. Partners’ executive and senior staff all have strong experience leading New Dollars/New Partners training (and experience in managing major capital campaigns) and are uniquely positioned to conduct capacity-building workshops for faith leaders, lay leaders, friends groups, and interested and invested members of the community. No other consultant firm or individual has the breadth and depth of expertise related to fundraising for historic sacred places.

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Custom

Having worked with thousands of sacred places across the country, Partners understands the diversity of the sacred space landscape in America. We have experience with congregations and parishes representing the religious, geographic, racial, ethnic, and socio-economic diversity of this country. No two sacred places are the same. Partners works with each client to create a product and strategy that celebrates its unique history, heritage, and culture.

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THE NEW DOLLARS MODEL In 1998, Partners, in collaboration with researchers at the University of Pennsylvania, released the findings of a groundbreaking study, Sacred Places at Risk (SPAR). SPAR set out to understand and quantify the role historic sacred places play in providing social services to their communities. Among the key findings of the study:

• More than 80 percent of those who benefit from the community service programs housed by churches and synagogues are not congregation members

• On average, congregations house four ongoing community service programs

• The average congregation provides over 5,300 hours of volunteer support to its community programs each year

As the first national-scale academic examination of social services in sacred places, SPAR established an innovative new methodology for calculating the dollar value of in-kind space, staff support, volunteer labor, and financial contributions for all programs hosted by a congregation. For more than a decade, this methodology has been widely used by researchers studying and evaluating congregations, and it has been the basis of several scholarly books and dissertations. Equally as important, this methodology has helped congregations and friends groups leverage their impact on the community to recruit new donors. Armed with quantitative proof of their value, leaders can approach local businesses, organizations, and foundations that benefit from their presence for financial and in-kind support: the neighborhood grocery store where congregants purchase food for the church-hosted food pantry; the cafe around the corner where audiences of the church’s concert series go for coffee; the bed and breakfast down the street where wedding parties stay. The flower shop, the bakery, and other local businesses that benefit from the church’s presence are all potential donors. Building on these potential connections to businesses and individuals outside the congregation, the New Dollars model encourages congregations and friends groups to approach former members, descendants of members, and others, training faith and lay leaders how to look beyond their pews for financial support.

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FEASIBILITY STUDY PROPOSAL for

ABINGTON MONTHLY MEETING Based on conversations with George Schaeffer and Abington Monthly Meeting’s leadership, Partners for Sacred Places proposes a feasibility study to be completed before the launch of a capital campaign that seeks to complete needed restoration of and improvements to Abington Monthly Meeting’s physical plant. The study will culminate in a report laying out a strategic approach for the capital campaign that is inclusive of the congregation and the wider community alike. Should the feasibility study find that there is broad support for a campaign, Partners would suggest applying our full range of capital campaign management services to plan and carry out a community-wide campaign. Feasibility Study

The study will provide vitally important information to Abington Monthly Meeting’s leadership about the perception of the church in its neighborhood and the wider city of Jenkintown. Feasibility studies are an often overlooked but vital foundation of a successful capital campaign. They offer an opportunity for the leadership to gauge the receptiveness and openness of the community and other potential stakeholders to its message; to refine its case statement based on feedback; and to identify and recruit leaders for, and potential donors to, the campaign. The study will include interviews with 40 - 45 prospective key players in the campaign. Each confidential interview will be conducted one-on-one with the Consultant in person or over the phone and will last between 45 and 60 minutes. Interviewees will include:

• Leaders of Abington Monthly Meeting and the congregation (6 - 8 interviews)

We will understand, from the perspective of the leadership, what the church’s priorities are, its challenges and opportunities, and the tangible (financial) and intangible (morale, etc.) goals they have for the future of Abington Monthly Meeting in general and for a capital campaign.

• Members and former members of Abington Monthly Meeting (12 - 14 interviews)

Including large donors, these interviews will be critical for understanding realistic financial goals for a capital campaign and the project priorities of donors (which may not necessarily line up with other members and/or leadership). Meanwhile, interviews with 'naysayers' (typically 2-3) will be critical to understanding the obstacles that could stand in the way of a successful campaign. The process of the interview, and an opportunity for those with lingering doubts to speak with a neutral third party, can often be healing and get them on board with a capital campaign. Because the questions asked are open-ended, Partners will yield information that is relevant to the project leadership's long-term planning within and

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outside of the context of a capital campaign.

• Community members, business owners, other local stakeholders (12 - 14 interviews)

These interviews will yield the same quantitative and qualitative data as interviews with current and former members of Abington Monthly Meeting but from a different perspective. What is, in general, the perception of Abington Monthly Meeting among those in the community? What is Abington Monthly Meeting known for – for better and/or for worse? Are there individuals/institutions in the community that will invest in the project? What are their priorities? What are their commitments to give – what are the conditions of their gifts?

• Local philanthropists, foundation program officers, and civic leaders (7 -9 interviews)

Much like community members and local business owners, these interviews will provide insight about the overall perception of Abington Monthly Meeting, what it is known for, and what neighbors value about it. These interviewees will be invaluable in determining how Abington Monthly Meeting might leverage its location for maximum community impact. Partners will also gauge the readiness of these interviewees to give in the event of a capital campaign.

The study will analyze the feasibility of the donors and leadership achieving its fundraising goals and map out a strategy for leadership to implement to work toward these goals. It will answer the question, “What is the scope – local, national, or beyond – of a capital campaign for Abington Monthly Meeting?” The study report will provide detailed feedback about how best to structure, implement, and promote the campaign, and provide answers to the following questions:

• Who will give to a campaign for Abington Monthly Meeting? Are members of Abington Monthly Meeting ready to give to the campaign? Historically, what is the extent of external donors interested in giving to the project? Does Abington Monthly Meeting regularly receive funds from individuals who are not members? From foundations, corporations, or other organizations?

• How much will donors give? Is there a readiness to donate to the projects at hand at a level that suggests a successful capital campaign? What is a realistic capital campaign goal? If a capital campaign is not realistic at this time, what needs to be changed to lay a solid foundation for the campaign?

• Who will get involved? Who is willing to give their time to the campaign to solicit friends and neighbors to give to the campaign? Are members of Abington Monthly Meeting ready to volunteer for the campaign? Are community members ready to volunteer for the campaign?

• Who cares? Are the building renovations and improvements for Abington Monthly Meeting seen as a worthy cause? Is there consensus that a campaign is necessary? What do people see as compelling reasons to give? Do people believe that the donors and leadership have the capacity to administer the campaign and

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effectively manage funds that are raised?

• Who will lead the campaign? Are there influential, willing, and enthusiastic “friends” in the community who have the skills and time to coordinate the external components of the campaign?

• Is there a compelling reason at the heart of the campaign? Will people be motivated to give?

The study will answer the question, “What must Abington Monthly Meeting do to ready itself for a campaign?” In the final study report, Partners will provide detailed feedback about how best to structure, implement, and promote a potential capital campaign. Deliverables

• 40 - 45 individual interviews with prospective donors to the capital campaign, lasting between 45 and 60 minutes

• One (1) feasibility study report outlining how to move forward with a capital campaign

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FEES AND SCHEDULE OF PAYMENT

As a non-profit organization, Partners for Sacred Places does not base its fees on making a profit; instead, we charge a flat fee based on the need to cover the cost of staff time and travel associated with each contract. Particular fees associated with capital campaign preparation services are determined by estimated workload related to each and are affected by the day-rates of staff involved in the project. Feasibility study costs specifically may vary by location, total number of feasibility study interviews, and percentage of interviews carried out via videoconferencing or over the phone. Based on the staff time associated with the completion of a feasibility study and accompanying report for Abington Monthly Meeting, the total cost would be $18,000. Partners would complete work on the feasibility study process and report 8-10 weeks following the signing of a contract. A schedule of payment can be determined based on the final scope of work and timeline. A typical schedule of payment for the scope of work outlined above would include an initial installment of $9,000 due at the signing of the contract, $4,500 due within 30 days of the project commencement, and the remaining $4,500 due within 30 days of completion of all services. Alternate schedules could include $9,000 due at signing of the contract and $9,000 within 30 days of completion of all services or monthly/bimonthly payment plans.

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STAFF

Gianfranco Grande, Executive Vice President

Gianfranco Grande brings over 25 years of experience in management of nonprofit organizations and capital campaign fundraising to his role as Executive Vice President of Partners for Sacred Places. Educated at the Vatican Seminary, Gianfranco has worked with more than 1,000 community-serving urban congregations and built strategic relationships with local faith leaders, lay leaders, community leaders, universities, seminaries, public officials, foundations, and philanthropists since joining Partners in 2008. These collaborations have been instrumental in successful rollouts of Partners’ trainings, programs, and research. With his prior experience managing large-scale fundraising efforts, Gianfranco built on Partners’ menu of services to create and implement the organization’s consulting services arm. In 2012, he was awarded the Richard Nickel Award from the Institute of Architects (AIA) Illinois, recognizing his dedication to the principles of livable communities through grassroots initiatives, and over the last 20 years, he has successfully helped to raise over $80 million. In 2014, Gianfranco was inducted into the Board of Sponsors of Martin Luther King, Jr. College of Ministers and Laity of Morehouse College. He is Board Chairman of the CANDLES Holocaust Museum and Education Center in Terre Haute, IN, as well as member of the Board of Trustees of Preservation Action and a past member of the Board of Trustees of the Council for a Parliament of the World’s Religions.

Sarah Jones, Project Manager

Sarah holds a Master’s of Divinity from McCormick Theological Seminary, as well as a Masters of Social Service Administration from the University of Chicago. Sarah brings experience designing and implementing service programs for returning citizens through Safer Foundation in Chicago, IL. Sarah has held internships with the Southwest Organizing Project, where she organized faith communities on Chicago’s So uthwest side, and the International Organization for Adolescents, where she completed a needs-assessment and resulting policy recommendations for orphaned and vulnerable children in Ethiopia.

Rev. Bridget Fidler, Consultant Bridget Fidler has been an ordained minister in the United Church of Christ since 1999, serving two congregations in Connecticut during that time. A focus during her ministry was building collaborative relationships between communities, both religious and secular. She has served in many key leadership positions in the wider church, most recently as the Chair of the Connecticut Conference Board of Directors. Playing a key role in Connecticut, Rhode Island, and Massachusetts forming a single new conference has been a wide impact example of that collaborative effort. Committed to creating connections between people to find creative ways to work together, Bridget brings a deep understanding of church cultures; she seeks to help churches see themselves and their role in the community from a fresh perspective.