How do you respond to questions we worked on August 7-8?
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Servant Team
Aug 21, 2013, 12:08:32 AM8/21/13
to
Everyone’s TWO CENTS adds up!
Find below (and attached) twelve sets of questions we worked on at our planning session, August 7-8.
You will also find a report form that small groups used to report their conversation.
You can join the discussion. Post a reply right here at: groups.google.com/d/forum/sarcenter
or mail to 1724 Oak St., Stevens Point WI 54481
or email to: sarcente...@gmail.com (we have already received some terrific input by persons not able to come to our August gathering.)
Label each response with the number and letter of the question you are responding to, for example “2D.”
Ask other questions and add other ideas.
Label responses by the category number (1-12) or “other.”
Thank you for your participation.
All comments are advisory to the Steering Committee and will be especially helpful when committees are formed to help develop various aspects of our "mosaic" -- a work in progress, we hope for many years.
=======================
August 7 we worked on 12 sets of questions. Post a reply online, or mail to 1724 Oak St., Stevens Point WI 54481, or email: sarcente...@gmail.com. Label each response with the number and letter of the question you are responding to, for example ‘2D.’ Ask other questions and label responses “other.”
Work groups evaluated each idea they came up with: its pros and cons; its immediate relevance to drafting a proposal in August; tasks to be done in the Fall or in 2014; resources needed to implement the idea; and how highly they recommend further action.
1. Mission and visioning
Stephen Wright and others regard this as the key piece to the puzzle. Often facilities is the last consideration after agreeing to mission, strategies, a business and action plan. Facilities and a history of their use already exist for SASC. Saying the mission is to continue the retreat ministry of the Capuchins is inadequate, because Capuchins won’t be here after December 31. Visioning needs to look at changes and needs of society and church (cf. #6) over the next few decades. A Mission Statement needs to be short (can it fit on a t-shirt or bumper sticker?), specific and memorable for a variety of publics.
A. How do we manage the tension between identifying with and building on the past while creating our own identity in this next chapter?
B. What name should our organization use until 12/31/13, and do we continue with that name beyond 1/1/14?
C. Maintaining Franciscan values and using the samples provided develop recommendations for a Purpose Statement for Articles
D. Develop recommendations for a Mission/Vision statement
2. Spiritual leadership
Capuchin friars provided functions of spiritual leadership, administration, planning, governance, program leadership. Now functions will be distributed among different persons.
A. What does spiritual leadership entail and can you specify different kinds or roles?
B. Priestly presence is important for Catholic worship and spirituality. What incentives and expectations can we offer priest(s) who might consider association with us in the future?
C. How might other clergy, lay and religious leaders contribute to a spiritual leadership mix?
D. What credentialed persons can you recommend for preached and/or private retreats?
E. What credentialed spiritual directors/companions outside of scheduled retreats/ programming can you recommend for occasional presence?
3. Complimentary roles of resident intentional faith community & volunteers
Members of a resident intentional faith community, such as secular Franciscans, need not necessarily be paid staff, but they could help secure a constancy of daily prayer and hospitality. They could also be resident for a term to learn a Franciscan way of life and then teach and apply that in other places. Non-resident volunteers could have some relationship to the resident community.
A. How do you imagine the role(s), term of commitment and optimal number of members for a residential faith community?
B. What are pros and cons of a limited residence term vs. indefinite term?
C. What are pros and cons of recruiting a diverse community (age, gender, faith background, singles/ couples)?
D. What might be benefits to members of a resident community and expectations for them to contribute to the Center’s operation?
E. What criteria and discernment process should apply to applicants for a resident community?
F. How do you envision relationship of a resident faith community and non resident volunteers?
4. Ideas for new income streams
Operating budgets in recent years have been subsidized by endowment and Capuchin donations that will not continue in 2014. New budgets may require cuts or increases in costs, and most certainly an increase in revenue to be a sustainable operation for future decades.
A. In addition to expanding use of current programs, what kind of new programs might generate additional income?
B. How can increased or new use of facilities (land, commercial kitchen, 80 bedrooms, meeting spaces, basement rooms) generate new income?
C. What mission, name and perceived image will appeal to a wider group of individuals, churches and groups beyond those already loyal to the St. Anthony’s brand?
D. What marketing ideas might generate new or increased income?
E. Compare the appeal of the names “Anthony” and “Francis” for maintaining base support and loyalty and for enlarging the base of supporters and users.
F. How are Franciscan values, including simple accommodations, an asset or liability in appealing to a wider community and generating income?
5. Consideration of organization structures
We are moving from a religious order owning property and sponsoring programs to some kind of new organization largely led by lay persons. There are a variety of corporate and cooperative legal structures to consider. Non-profit status for tax exemption purposes is a strong preference.
A. After reviewing types of organization – corporation, co-operative, etc.– compare pros and cons of each type.
B. What advantages or disadvantages might there be to multiple legal entities – one to own the property, one to run the Center for example?
C. What criteria might be considered when deciding the composition of various groups (Board, officers, center director(s), staff, members, committees, resident community) and their relationship to and function within the overall organization?
6. Needs of society and church for which SASC can be a resource
Lots has changed since the St. Anthony Friary was established in 1918 and transformed to a retreat center in 1971. What will the next fifty years bring and what will God call us to do?
A. What are the needs of families, congregations, social institutions and American culture in the midwest compared to needs in 1971?
B. What opportunities exist for our organization to utilize current programming or facilities to assist other groups/organizations in meeting their needs?
C. What unmet needs in the wider community of Wausau, Marathon County and region might we address?
D. What un-served or under-served populations exist in the wider community of Wausau, Marathon County and region, and how might we reach/serve them?
7. Consideration of Survey to send SASC supporters
Given all that we will lose with the departure of the Capuchins perhaps our most important remaining asset to create a new chapter in the history of this place are the loyal supporters and persons familiar with SASC. Some think it is still possible in the next two weeks to send a survey to recipients of the Center newsletter (about 8,000) and to include results in the proposal document in order to substantiate levels of support. A more detailed feasibility study will require a timeline of several months.
A. What information will the survey have to provide for persons to readily identify an amount they are willing to pledge, and to donate when tax exemption becomes available?
B. What kinds of non-financial support might the survey solicit?
C. What kinds of programming and human resource recommendations might the survey solicit?
D. What kind of recommendations for facility use and development might the survey solicit?
E. Should name options for the new organization and/or facilities be included?
F. What other questions would you like to see included in the survey?
8. Fund raising ideas for parishes
A successful retreat operation not only needs loyal users who pay fees for programs and services and loyal individuals who donate, but also the loyalty of churches and organizations who can be partners for its mission. Getting involved in fund raising or campaigning for members at the parish and congregation level increases that community’s sense of ownership and partnership, and reaches people who are not already identified as active supporters.
A. How might we approach parishes and church groups to assist us with fundraising given that many struggle to meet their own financial needs?
B. What can we offer as incentives to parishes and other church groups to get them to “buy in”?
C. What are some practical fund raising projects we can recommend?
D. What are particular challenges and strategies in approaching Protestant churches and secular organizations?
E. What are pros and cons of offering member shares persons or churches can purchase? What dollar amount per share? Would shares be transferable? Redeemable for one or more overnight stays?
9. Criteria and steps for forming a governing board
Capuchins have their own resources for decision making and developing and governing their ministries. We have to start from scratch to create an organization, including the crucial piece of a quality Board who would hire an executive director(s). In a cooperative structure members elect their board members. In our case at least an interim board would have to be created based on recommendations. The initial public and positive perception of a new organization will largely depend on the quality of the charter board members.
A. What criteria if any should be used to insure representation of the diversity of the community we will be serving?
B. What variety of qualities or experience do we want/need in the persons serving on the Board?
C. What is an optimal number of board members and optimal length of term for the charter board?
D. How should potential board members be asked, discerned, chosen?
E. Provide names, background, and contact info of specific persons you recommend for a board and your reasons why you recommend them.
F. What other persons and groups would share authority with the board and what recommendations do you have for their collaborative relationships?
10. Retaining and expanding sponsored and hosted programs for 2014
It’s crucial in the next few weeks to confirm hosted events already scheduled for 2014, and in the next two months to develop and publicize traditional retreats and programs Capuchins have usually sponsored, and to create new events and programs to increase use of overnight and meeting facilities. Leadership for traditional and new programs may come from varied sources, not necessarily from a resident or non resident director or staff. Planning for new programs may be collaborative and “bottom-up,” for example a group of young adults invited to an overnight to plan an event or program for their peers.
A. Review scheduled January to June 2014 programming and events and evaluate what might be confirmed by hosted party or sponsored by new leadership.
B. What competent and credentialed persons might be available to lead sponsored programs?
C. What target groups might representatives be invited to plan programs for themselves and their peers?
11. Feasibility and timeline for public fund raising campaign
Paul Barsi, our professional consultant on fund raising, said it would be irresponsible to plan a major capital campaign without traditional steps of a feasibility study, and setting up necessary administration and clerical help in an adequate timeline of several months. While preparations could be done in the Fall, a campaign may not begin until 2014. In the meantime alternate means may be necessary for initial operating costs, including any necessary hiring this Fall.
A. How much do we need immediately for start up costs and initial “reserve” funds for expenses through March?
B. Who can prepare a 2014 budget proposal that will compensate for predictable lost income, maintain usual cash flows and increase income to meet new expenses?
C. Who can draft initial design for capital acquisition/ maintenance campaign?
D. Who can we recommend as potential big donors for an early stage of fund raising?
E. How much money should the Steering Committee offer in their proposal for the property, including furnishings that are not personal property? Land-contract or other arrangement? Number of years?
12. Tasks and strategies for public media
There has been no news about our summer planning process, except brief mention in the Center newsletter and announcements of the process in some parish bulletins. Some people have the impression that St. Anthony’s is already closed, given their memory of news last May about its imminent closure. Coming to an agreement with the Capuchins would be news. How can we prepare for that and what can we do in the meantime?
A. What topics/issues/concerns/needs do we want/need to address to a broader audience beyond current SASC supporters/patrons?
B. Who is willing to write letters to newspaper editors and how do we coordinate the messages of those letters?
C. What can be done and when with Relevant Radio and other radio stations?
D. Who can devise strategies for Facebook and other internet venues?
E. Who can prepare a prospectus of the new organization and press release kit about plans?
F. Who can write a sequence of bulletin announcements that will be most helpful in the transition time?
Thank you for contributing responses & new ideas.Everyone’s TWO CENTS adds up!
Post a reply online at: groups.google.com/d/forum/sarcenter
or mail to 1724 Oak St., Stevens Point WI 54481
or email to: sarcente...@gmail.com
Label each response with the number and letter of the question you are responding to, for example “2D.”
Ask other questions and add other ideas. Label responses by the category number (1-12) or “other.”
Thank you for your participation
Find below (and attached) twelve sets of questions we worked on at our planning session, August 7-8.
You will also find a report form that small groups used to report their conversation.
You can join the discussion. Post a reply right here at: groups.google.com/d/forum/sarcenter
or mail to 1724 Oak St., Stevens Point WI 54481
or email to: sarcente...@gmail.com (we have already received some terrific input by persons not able to come to our August gathering.)
Label each response with the number and letter of the question you are responding to, for example “2D.”
Ask other questions and add other ideas.
Label responses by the category number (1-12) or “other.”
Thank you for your participation.
All comments are advisory to the Steering Committee and will be especially helpful when committees are formed to help develop various aspects of our "mosaic" -- a work in progress, we hope for many years.
=======================
August 7 we worked on 12 sets of questions. Post a reply online, or mail to 1724 Oak St., Stevens Point WI 54481, or email: sarcente...@gmail.com. Label each response with the number and letter of the question you are responding to, for example ‘2D.’ Ask other questions and label responses “other.”
Work groups evaluated each idea they came up with: its pros and cons; its immediate relevance to drafting a proposal in August; tasks to be done in the Fall or in 2014; resources needed to implement the idea; and how highly they recommend further action.
1. Mission and visioning
Stephen Wright and others regard this as the key piece to the puzzle. Often facilities is the last consideration after agreeing to mission, strategies, a business and action plan. Facilities and a history of their use already exist for SASC. Saying the mission is to continue the retreat ministry of the Capuchins is inadequate, because Capuchins won’t be here after December 31. Visioning needs to look at changes and needs of society and church (cf. #6) over the next few decades. A Mission Statement needs to be short (can it fit on a t-shirt or bumper sticker?), specific and memorable for a variety of publics.
A. How do we manage the tension between identifying with and building on the past while creating our own identity in this next chapter?
B. What name should our organization use until 12/31/13, and do we continue with that name beyond 1/1/14?
C. Maintaining Franciscan values and using the samples provided develop recommendations for a Purpose Statement for Articles
D. Develop recommendations for a Mission/Vision statement
2. Spiritual leadership
Capuchin friars provided functions of spiritual leadership, administration, planning, governance, program leadership. Now functions will be distributed among different persons.
A. What does spiritual leadership entail and can you specify different kinds or roles?
B. Priestly presence is important for Catholic worship and spirituality. What incentives and expectations can we offer priest(s) who might consider association with us in the future?
C. How might other clergy, lay and religious leaders contribute to a spiritual leadership mix?
D. What credentialed persons can you recommend for preached and/or private retreats?
E. What credentialed spiritual directors/companions outside of scheduled retreats/ programming can you recommend for occasional presence?
3. Complimentary roles of resident intentional faith community & volunteers
Members of a resident intentional faith community, such as secular Franciscans, need not necessarily be paid staff, but they could help secure a constancy of daily prayer and hospitality. They could also be resident for a term to learn a Franciscan way of life and then teach and apply that in other places. Non-resident volunteers could have some relationship to the resident community.
A. How do you imagine the role(s), term of commitment and optimal number of members for a residential faith community?
B. What are pros and cons of a limited residence term vs. indefinite term?
C. What are pros and cons of recruiting a diverse community (age, gender, faith background, singles/ couples)?
D. What might be benefits to members of a resident community and expectations for them to contribute to the Center’s operation?
E. What criteria and discernment process should apply to applicants for a resident community?
F. How do you envision relationship of a resident faith community and non resident volunteers?
4. Ideas for new income streams
Operating budgets in recent years have been subsidized by endowment and Capuchin donations that will not continue in 2014. New budgets may require cuts or increases in costs, and most certainly an increase in revenue to be a sustainable operation for future decades.
A. In addition to expanding use of current programs, what kind of new programs might generate additional income?
B. How can increased or new use of facilities (land, commercial kitchen, 80 bedrooms, meeting spaces, basement rooms) generate new income?
C. What mission, name and perceived image will appeal to a wider group of individuals, churches and groups beyond those already loyal to the St. Anthony’s brand?
D. What marketing ideas might generate new or increased income?
E. Compare the appeal of the names “Anthony” and “Francis” for maintaining base support and loyalty and for enlarging the base of supporters and users.
F. How are Franciscan values, including simple accommodations, an asset or liability in appealing to a wider community and generating income?
5. Consideration of organization structures
We are moving from a religious order owning property and sponsoring programs to some kind of new organization largely led by lay persons. There are a variety of corporate and cooperative legal structures to consider. Non-profit status for tax exemption purposes is a strong preference.
A. After reviewing types of organization – corporation, co-operative, etc.– compare pros and cons of each type.
B. What advantages or disadvantages might there be to multiple legal entities – one to own the property, one to run the Center for example?
C. What criteria might be considered when deciding the composition of various groups (Board, officers, center director(s), staff, members, committees, resident community) and their relationship to and function within the overall organization?
6. Needs of society and church for which SASC can be a resource
Lots has changed since the St. Anthony Friary was established in 1918 and transformed to a retreat center in 1971. What will the next fifty years bring and what will God call us to do?
A. What are the needs of families, congregations, social institutions and American culture in the midwest compared to needs in 1971?
B. What opportunities exist for our organization to utilize current programming or facilities to assist other groups/organizations in meeting their needs?
C. What unmet needs in the wider community of Wausau, Marathon County and region might we address?
D. What un-served or under-served populations exist in the wider community of Wausau, Marathon County and region, and how might we reach/serve them?
7. Consideration of Survey to send SASC supporters
Given all that we will lose with the departure of the Capuchins perhaps our most important remaining asset to create a new chapter in the history of this place are the loyal supporters and persons familiar with SASC. Some think it is still possible in the next two weeks to send a survey to recipients of the Center newsletter (about 8,000) and to include results in the proposal document in order to substantiate levels of support. A more detailed feasibility study will require a timeline of several months.
A. What information will the survey have to provide for persons to readily identify an amount they are willing to pledge, and to donate when tax exemption becomes available?
B. What kinds of non-financial support might the survey solicit?
C. What kinds of programming and human resource recommendations might the survey solicit?
D. What kind of recommendations for facility use and development might the survey solicit?
E. Should name options for the new organization and/or facilities be included?
F. What other questions would you like to see included in the survey?
8. Fund raising ideas for parishes
A successful retreat operation not only needs loyal users who pay fees for programs and services and loyal individuals who donate, but also the loyalty of churches and organizations who can be partners for its mission. Getting involved in fund raising or campaigning for members at the parish and congregation level increases that community’s sense of ownership and partnership, and reaches people who are not already identified as active supporters.
A. How might we approach parishes and church groups to assist us with fundraising given that many struggle to meet their own financial needs?
B. What can we offer as incentives to parishes and other church groups to get them to “buy in”?
C. What are some practical fund raising projects we can recommend?
D. What are particular challenges and strategies in approaching Protestant churches and secular organizations?
E. What are pros and cons of offering member shares persons or churches can purchase? What dollar amount per share? Would shares be transferable? Redeemable for one or more overnight stays?
9. Criteria and steps for forming a governing board
Capuchins have their own resources for decision making and developing and governing their ministries. We have to start from scratch to create an organization, including the crucial piece of a quality Board who would hire an executive director(s). In a cooperative structure members elect their board members. In our case at least an interim board would have to be created based on recommendations. The initial public and positive perception of a new organization will largely depend on the quality of the charter board members.
A. What criteria if any should be used to insure representation of the diversity of the community we will be serving?
B. What variety of qualities or experience do we want/need in the persons serving on the Board?
C. What is an optimal number of board members and optimal length of term for the charter board?
D. How should potential board members be asked, discerned, chosen?
E. Provide names, background, and contact info of specific persons you recommend for a board and your reasons why you recommend them.
F. What other persons and groups would share authority with the board and what recommendations do you have for their collaborative relationships?
10. Retaining and expanding sponsored and hosted programs for 2014
It’s crucial in the next few weeks to confirm hosted events already scheduled for 2014, and in the next two months to develop and publicize traditional retreats and programs Capuchins have usually sponsored, and to create new events and programs to increase use of overnight and meeting facilities. Leadership for traditional and new programs may come from varied sources, not necessarily from a resident or non resident director or staff. Planning for new programs may be collaborative and “bottom-up,” for example a group of young adults invited to an overnight to plan an event or program for their peers.
A. Review scheduled January to June 2014 programming and events and evaluate what might be confirmed by hosted party or sponsored by new leadership.
B. What competent and credentialed persons might be available to lead sponsored programs?
C. What target groups might representatives be invited to plan programs for themselves and their peers?
11. Feasibility and timeline for public fund raising campaign
Paul Barsi, our professional consultant on fund raising, said it would be irresponsible to plan a major capital campaign without traditional steps of a feasibility study, and setting up necessary administration and clerical help in an adequate timeline of several months. While preparations could be done in the Fall, a campaign may not begin until 2014. In the meantime alternate means may be necessary for initial operating costs, including any necessary hiring this Fall.
A. How much do we need immediately for start up costs and initial “reserve” funds for expenses through March?
B. Who can prepare a 2014 budget proposal that will compensate for predictable lost income, maintain usual cash flows and increase income to meet new expenses?
C. Who can draft initial design for capital acquisition/ maintenance campaign?
D. Who can we recommend as potential big donors for an early stage of fund raising?
E. How much money should the Steering Committee offer in their proposal for the property, including furnishings that are not personal property? Land-contract or other arrangement? Number of years?
12. Tasks and strategies for public media
There has been no news about our summer planning process, except brief mention in the Center newsletter and announcements of the process in some parish bulletins. Some people have the impression that St. Anthony’s is already closed, given their memory of news last May about its imminent closure. Coming to an agreement with the Capuchins would be news. How can we prepare for that and what can we do in the meantime?
A. What topics/issues/concerns/needs do we want/need to address to a broader audience beyond current SASC supporters/patrons?
B. Who is willing to write letters to newspaper editors and how do we coordinate the messages of those letters?
C. What can be done and when with Relevant Radio and other radio stations?
D. Who can devise strategies for Facebook and other internet venues?
E. Who can prepare a prospectus of the new organization and press release kit about plans?
F. Who can write a sequence of bulletin announcements that will be most helpful in the transition time?
Thank you for contributing responses & new ideas.Everyone’s TWO CENTS adds up!
Post a reply online at: groups.google.com/d/forum/sarcenter
or mail to 1724 Oak St., Stevens Point WI 54481
or email to: sarcente...@gmail.com
Label each response with the number and letter of the question you are responding to, for example “2D.”
Ask other questions and add other ideas. Label responses by the category number (1-12) or “other.”
Thank you for your participation
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Servant Team
Oct 18, 2013, 9:15:11 AM10/18/13
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Group reports from the August gathering were made available at our October gathering and are attached. As you read them you can offer your comments and questions as a posted reply here; or you can send an email to the board: sao...@gmail.com or to this Google group's email: sarcente...@gmail.com
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