MY SON DUSTIN:

A JOURNEY INTO CATHOLIC SCHOOL AND

PARISH DEVELOPMENT

by

Frank Donaldson, President

(March 31, 2011)

I believe that in order to be successful in anything we do, we have to have passion and a desire to be the very best that we can be. I often refer to that as “fire in the belly.” By that, I do not mean being “top dog” or the “star” or the “hot shot.” I simply mean, taking the gifts that God has given us, developing those gifts, continuously working to improve them, and then making them work for the good of our cause(s). In our work across the country at ISPD, we see many people who possess that “fire in the belly,” and we see some who do not.

As pastors, superintendents, principals, presidents, development directors, board members, faculty and staff members, parent leaders, alumni leaders, Catholic consultants, and believers in Catholic schools and parish life, we all have similar missions: to develop and advance our Catholic institutions by engaging people to help us build the Kingdom of God. This is an awesome task and responsibility. As many of us know, this work is not for the weak of heart; it is not for those who quit early; and, it is not for those who want to make a “quick buck” or “hit somebody up for money.” Being part of a vibrant Catholic Development/Advancement effort is rewarding, enriching, and fulfilling. Done properly, for the right reasons, this ministry helps us to develop and grow as stewards; it puts order into our lives, as we realize that our lives are not just about us; they are about doing God’s work and what He wants to develop and advance. Properly understood, our ministry calls us to reach out as Jesus did and, despite the naysayers and those who only want to guard their Kingdom, bring people closer to Him. Over time, we develop a burning desire to draw people into our Faith Community and invite them to stand with us and walk along side of us – for a lifetime. In our Catholic schools and parishes, we can impact so many lives — from that smiling face that gets out of the car in the carpool line in the morning to the person we see only at Easter to the student or athlete who does not believe in himself/herself. Directly or indirectly, we all can make a huge difference.

But, where do we develop this passion? How do we come to realize that this work of Catholic Development is so much more than running a fund-raiser or “tapping” someone for money? How do we get away from ALWAYS measuring what we do by the question, “How much money did you raise?” True Catholic Development is much deeper, and so we invite you to explore the ways that can connect you to its true meaning and to find and/or re-discover that “fire in the belly.” What are the vehicles that led you to your ministry? And so, for a very special reason, I would like to share my journey.

Twenty-six years ago today, I lost my five year old son Dustin. He died of an illness (rhabdomyolysis) that impacts few children. One day he was here, and then four days later he was not.  What adds deeper meaning to his passing is that he started complaining about his legs cramping on Good Friday and then he passed away on Easter Monday afternoon. In this Lenten season, our family’s faith becomes magnified through the remembrance of his death.

Dustin was a very likeable child – always smiling, always laughing, always a cheery twinkle in his eye. He attended St. Rosalie Catholic School in Harvey, Louisiana and was a favorite of many of his teachers and the principal – Sister Jeanne. He was elected king of the Mardi Gras at the school and loved every minute of the attention. He was hardly ever down or sad, and even when he was punished for doing something crazy, it was only a matter of minutes before he would bounce back. One day he came home from school and announced that he was going to be a priest! Five years old and a priest?

Although Dustin always had a smile and a kind word, he frequently battled with illnesses, and so that week of Easter it really wasn’t a huge surprise when he complained about cramping in his legs. On Friday, his mother took him to the doctor and then on Saturday he was in the hospital – supposedly just for precaution. By Monday morning, things turned for the worst as he was rushed to the operation room with a heart attack, and it was then that we realized he might be in his last hours.

I will never forget the doctor at Ochsner coming to us and, in tears, saying, “We have done all that we can do. He will not last much longer, so please, go now and say your good-byes.”

It’s funny how moments like that are branded in your mind. I remember walking into the OR and looking at my son as he lay on an operation table. He was in pain, but he still had that smile. As I tried to maintain my composure, he looked up and the last words he said to me were, “Daddy, I’m going to be with Jesus.”

Dustin passed away Easter Monday afternoon at 3:42.

The next year was a blur. I was offered a job teaching English at Mercy Academy in New Orleans during that 1986 – 1987 school year. Sister Mary Ann Hardcastle, RSM, hired me. I really don’t know how I made it through that year; the pain was great and getting up every morning was a chore. All of us who have lost loved ones know the feelings and the struggles, and yet there is a faint desire to overcome and build something that will take us to the next day. Two thoughts kept running through my mind that year. I once had a sociology teacher in college – Dr. Ben Kaplan – who once told us how much better it is “to light a candle rather than curse the darkness.” I remembered that, and I also remembered my son’s last words. Those were the two threads that I hung on – one of hope and one of faith.

Time moved on and the healing began. Life may shut a lot of doors but God always gives us a window somewhere; we just need to find it. Gradually the pain moved into energy and I developed a strong desire to do something meaningful – something that would make a difference. I moved into administration then into development, and then in 1991 there was a voice inside of me calling out to begin a new ministry. And so, with a leap of real faith, I left the security of a regular Catholic school paycheck and started the Institute of School and Parish Development (ISPD). I have never looked back.

The fire that burned so strongly back years ago is still alive and still as powerful as ever. So many times as I leave home and head out on the road for another week in another city, I ask myself, “Why am I doing this?” And the answer comes back immediately: “You do it because of Dustin and because you have gifts to share.” There was a reason my son was able to say what he said, and I owe it to the Faith Community of St. Rosalie Parish and School. They were very instrumental in developing Dustin’s faith – so much so that he even considered being a religious, and so much so that his final words echoed his belief in his Maker. He did not get to that point alone; a pastor, a principal and his teachers were greatly responsible for bringing him to that point in his life. And I cannot help but believe that Christ was there to hold his hand as he crossed to the other side.

The death of my son was the birth of this ministry. In my anguish, God gave me a lifeline and hope for the future. I have been blessed countless time since 1986 – with my wife Suzy and my daughter Megan, and my older daughters – Lisa, Shannon and Cheri – and the nine grandchildren. In fact, my oldest grandson Jordan was born the day after Dustin’s birthday – September 26^th. God works in wonderful ways.

Twelve years ago we started the Dustin Ewing Memorial Scholarship at St. Rosalie where at 8^th grade graduation a member of our family has the opportunity to award an outstanding 8^th grade student who is going to continue his/her education in a Catholic high school with a scholarship for their first year. The faculty and staff vote for the recipient based upon the traits we always attributed to Dustin:

• Courage
• Pleasing, smiling personality
• Always reaching out to help others
• Unconditional love
• Belief in the love of Jesus Christ
• Polite and well-mannered

A plaque with Dustin’s picture and the names of the recipients for each year hangs in the lobby of St. Rosalie Catholic School in Harvey, Louisiana.

“Fire in the belly.” It pushes us onward and brings about introspection, motivation and purpose. My journey is not unique, for there are hundreds just like it. However, my quest has always been the same – to work with a diocese or a Catholic school or a parish and through the gifts God has given to really make a difference in helping build a stronger Faith Community. And possibly, even in the smallest degree – through this ministry — help bring others, and myself, closer to Christ, so that we all, in our final hour might be able to say, “Daddy, I’m going to be with Jesus.”

SURVIVAL TIPS FOR CATHOLIC DEVELOPMENT/ADVANCEMENT DIRECTORS

by

Frank Donaldson, President

            All across America today there are hundreds of Catholic school and/or parish development directors who are making exciting things happen in their ministry. Some are one person “shops” and others have 2 or 3 or even more in their development/advancement office. Some of these folks have been at this for years, and many are brand new to the world of Catholic school and/or parish development. In ISPD’s work throughout the country, we have consulted with and/or “work-shopped” with hundreds of development officers. In a recent workshop I conducted in the past few weeks we had 17 development directors present – from elementary schools, high schools, regional schools, and parishes. Similar challenges, similar frustrations, similar cries for help.

            Years ago when I was a development director at a Catholic high school, I often bemoaned the fact that I had very little guidance, no outside professional help, a broad lack of understanding by the board of what development really is, and a long list of expectations that basically translated into three words: “Raise More Money!”

            Catholic school/parish development directors usually last 2.3 years. This statistic comes from working with approximately 250+ each year through our on-site consulting, workshops, and webinars. We find ourselves always asking, “How long have you been in this position?” or “How long did she/he last?” What we also find is that many Catholic school/parish development directors do not last longer than 2.3 years for seven reasons:

1. Lack of understanding by the administration, board, decision makers, and even the development officer that Catholic Development needs to be seen as a system of processes built around the themes of people engagement and resource development;

2. No written, formal, strategic plan with priorities and benchmarks from which to operate;

3. No on-going professional training where growth is encouraged and tracked over a period of years;

4. Everything being measured by the amount of money that is to be raised;

5. Constantly running one fund-raising event after the other;

6. Lack of realization that Catholic Development takes 3-4 years to gain the “legs” it needs to be successful;

7. Little time spent to “re-charge the battery.”

            With the above in mind, I would like to offer 12 “survival tips” for Catholic Development/Advancement officers.

1. Get trained and constantly grow in your ministry.

• There are many opportunities for growth in this ministry. The ISPD website has many free resources; there are workshops and webinars offered throughout the country; your Diocese may offer in-services; the NCEA Convention has wonderful presenters and presentations; there are many development/advancement publications from NCEA; explore the opportunities to network with other professionals in your area.
• Going to a 1-2 day workshop simply gives you a framework. Please remember there is the “art” of Catholic Development and there is “science” of Catholic Development. The art (people management) is learned through experience; that is the main teacher. The science is learned through experience and education; the science is all the processes that make up the world of Catholic Development:
  • How to conduct an Annual Fund;
  • How to hold an Open House;
  • How to promote a special event fund-raiser;
  • How to invite the gifts;
  • How to run a Major Gift Reception;
  • How to establish a Neighborhood Outreach in your parish;
  • How to set up a Planned Giving effort;
  • How to implement a Core Team;
  • How to create a Strategic Plan;
  • How to set up a Greeters’ Ministry;
  • And the list of Catholic Development processes goes on and on.

2. Educate your leaders.

• We think that pastors, principals, board members, etc. should know what Catholic Development is and what it is not. Not necessarily true. We encourage you to get your leaders to workshops; send them e-mails; forward news clippings; encourage articles, webinars and books; get them to network with others who understand.
• As part of your survival, your leadership (which is always changing) needs to constantly be educated.

3. Make personal visits every week.

• Please, get out of the office and have a cup of coffee or “eyeball to eyeball” meeting with 5 new people each week. This is a people business; this is not a computer lab.
• Seek their advice; ask for input; invite their participation into a Catholic Development process.

4. Work from a written Plan of Action.

• This is the main reason development directors do not succeed. There is no written plan of action. There is a lot of, “Well, I think you should be doing this and that.” But, no one ever says HOW! A written Plan of Action that uses the SMART formula will always lead to success.
• The strategic action must:
  • S: Be strategic and begin with an action verb.
  • M: Be measurable so you will know how you are doing or did.
  • A: Be achievable.
  • R: Be relevant to your situation.
  • T: Be driven by a timetable.

5. Encourage consideration of three years.

• When you accept your new position as development officer or when it is time for renewal, ask for the consideration of three years. It takes that long to DEVELOP and ADVANCE.

6. Bond with the staff.

• It is so important that you understand one tenet that we always state in our workshops and consulting: The most important groups of people to bond and get along with are the faculty/staff and parish staff. They live the mission every day; they are in touch with your “customers’ every day. Please bond with them consistently.

7. Assemble and work with the Core Team.

• ISPD has written a lot about the Core Team concept, and we have worked hard in putting hundreds of these in place. They are the “lifeline” for your success. Please research this more on our website and bring these 15-18 people into your world. Please note: The Core Team concept is not just for new Catholic Development efforts; it is for every school/parish, no matter how advanced you may be. Some of the best Core Team efforts are with Catholic schools that have had development in place for 10+ years.

8. Word process monthly Update.

• Please let your “internal markets” know what you are doing. It helps to word process a one page, one side monthly Update simply using bullet points to list the many processes and initiatives you are working on. Hard copy, electronic copy – it makes no difference. This should go to administration, board, council, staff, and key leadership groups.

9. Listen, Listen, Listen.

• Belonging leads to believing. People feel that sense of belonging when they are invited to share their ideas. By listening, we really say to people that we care about their perspective, opinions and stories. We make them feel like they belong.

10. Make healthy choices.

• Been at it a while and still banging your head up against a brick wall because of lack of leadership or lack of understanding of what you are doing? Usually once or twice a month, we run across this scenario, and as we have said many times, (when Catholic development officers are in a “no win” situation), “Life is about choices.” There are thousands of outstanding Catholic leaders all across America, and yet there are a few that believe that the only management method is, “My way or the highway.” Total boss management. In 22 years in this consulting profession, I have never seen Catholic Development flourish when that style of management is present.

11. Reward yourself.

• The battery needs to be re-charged. The tank needs to be re-fueled. Great Catholic leaders who “die” in the heat of battle because of stress are doing themselves a disservice. Four statements we always make – much to the chagrin of development leaders:
  • Everyone is replaceable.
  • Let go; you simply cannot do everything. Delegate, delegate, delegate! Please don’t play the victim role. There are “troops” willing and waiting to come to your side if you will only let them.
  • “It’s ok to make a mistake!”
  • Please take some time off – physically, emotionally, mentally and spiritually.

12. Be responsible for but don’t guard your kingdom.

• There are wonderful resource people that you can count on – both within your community and outside of it. Please work hard to establish a system that invites input and expertise.  The greatest legacy you can leave is a Catholic Development system that works – even without you.

by
Frank Donaldson, ISPD President

With a new school year, and with a topic that we have written and spoke about so extensively, it is time we revisit “customer service” and see how you are doing with it. Yesterday I had the wonderful opportunity to present a “Customer Service” workshop to all the principals in the Diocese of Baton Rouge. Great group. A lot of energy, and a lot of vision and positive movement. As we spoke, we all continued to realize the importance of shifting our culture to become more welcoming, more inviting, more engaging, and more accessible.

 It will be my pleasure to present this topic at the NCEA Convention in New Orleans this coming spring 2011. This subject has so much merit, and it all centers around one statement, that if we believe is true, then we can understand the value of time spent and resources allotted. Here it is:

 A Catholic school will always generate the amount of resources
($$$, new school families, new parish families, community connections,
alumni, partnerships) that it deserves to generate.
And, what it deserves to generate will always be in direct relationship to the
quality of its vision, plan, people and “customer service” culture.

So, let’s see how you are doing. We invite you to take the TFS Test on “Customer Service.” Directions and instructions are at the beginning and at the end. This is a great tool to use with your boards, your councils, your staff, your faculty, and other leadership groups. It will definitely promote and provoke some serious discussion.

True – False – Somewhat Test (TFS Test)

Please write T if the statement is True, F if the statement is False, and S if the statement is neither all True nor all False. In other words, it is somewhat true and somewhat false. Please write NA for not applicable.

1. ___ Even though you may not have a formal effort, you do recognize the need for creating a culture of customer service. 

2.___ Your parish and/or school leaders are willing to listen to new ideas, new concepts, and new dreams — and then act on them.

3. ___ Your leaders do not walk around with the attitude that they don’t want their customers telling them how to run their parish and/or school.

4. ___ Your leaders are not threatened by “new” people and the positive impact that they could have on your parish and/or school.

5. ___ Your parish and/or school has taken a strong stand against the following statement: “But we’ve always done it that way.”

6. ___ Everyone understands the statement: “If you always approach a problem or situation the same way, you’ll always end up in the same place.

7. ___ Your parish and/or school has a clear mission that is shared with all key internal publics.

8. ___ Your customer service efforts are making progress year-to-year and the yardstick of measurement is the following:

            • Team attitudes

            • New approaches to old problems and situations

            • Creativity

            • Always seeking to improve

            • Leaders buying more and more into a customer service approach

9. ___ You are always looking to involve people from a Win-Win position by answering the question: What’s in it for them?

10. ___ Your customer service effort of being polite; seeking a win-win stance; viewing parishioners, faculty, staff, parents, students, and alumni as customers of each other, is really working.

 11. ___ You do know the internal and external customers who make up your parish and/or school and how to engage them.

12. ___ Your database is up-to-date on the following publics:

            Internal

                        • Administration

                        • Faculty

                        • Parish staff

                        • Pastoral Council

                        • Boards and Committees

                        • Students

                        • Parent leaders

                        • Ministry leaders

                        • Alumni leaders

            External

                        • Parents

                        • Parishioners

                        • Other parishes and schools

                        • Alumni

                        • Grandparents

                        • Parents of alumni

                        • Businesses

                        • Feeder sources

                        • Media sources

 13. ___ The people involved in customer service have attended one or more professional workshops in order to receive proper training in this field. 

14. ___ You have begun to build a library of professional reading materials on servicing customers in your Catholic parish and/or school.

15. ___ You have looked for ways to collaborate with your external customers.  For example, your pastoral council shares ideas and “workshops” with other pastoral councils in the area.

16. ___ You have conducted key attitude/image/interest surveys with some of your key customers. In other words, you ARE “pipelining” to your constituents.

17. ___ You understand that customer service is not a program but a process and an attitude that should permeate the entire parish/school.

18. ___  You know where you want the customer service efforts to go over the next 1-3 years. In other words, you know what you need to work on – i.e. a more welcoming culture, better hospitality, new parent orientation, better affirmation, etc.

19. ___ Staff members are invited to play a major role on the “Customer Service Team.”

20. ___ There is a customer service calendar of events that everyone is aware of and contributes to throughout the year.

21. ___ The staff understands the customer service process and support it.

22. ___ You have in-serviced all key internal publics on customer service:

            • Ministry leaders

            • Faculty

            • Staff

            • Parent leaders

            • Leadership Boards and Committees 

23. ___ There is some kind of regular communication to all internal publics demonstrating the customer service culture that is being/has been created.

24. ___ Staff members have been given opportunities to get involved in the customer service efforts and some are participating.

25. ___ Staff members have been invited to input into the mission statement.

26. ___ Internal publics are involved in the new parishioner/parent welcoming effort.

27. ___ Internal publics (the messengers) clearly understand the mission (the message) of your Catholic parish/school and speak about it in a positive manner

28. ___ Your internal publics understand the parish/school’s history, heritage, and unique qualities.

29. ___ You have clearly identified all the key publics with whom you want to relate, and you have strategized ways in which to reach these people 

30. ___ The person who answers the phone at your parish/school is polite, cordial and treats the call with utmost courtesy 

31. ___ Receptionists have been trained on how to answer the phone at your parish/school and what to say and what not to say.

32. ___ Visitors are welcomed with politeness.

33. ___ The reception area is comfortable with positive reading material.

34. ___ Parish/school vehicles (if applicable) display positive messages on the side 

35. ___ The traffic flow before and after school/Mass does not take away from the image your school/parish is trying to project 

36. ___ You know the neighbors surrounding the parish/school and have made every effort to be on good terms with them.

37. ___ Parents and parishioners are really viewed as “customers.”

38. ___ The day-to-day needs of the staff, parents, parishioners and students are handled with care and concern by the receptionist(s).

 39. ___ The receptionist sees herself/himself as a key public relations spokesperson for the parish/school.

40. ___ Staff members see themselves as public relations ambassadors for the parish/school.

41. ___ Faculty and staff members send notes home reflecting professionalism and organization.

42. ___ Faculty and staff members attend key meetings outside of the school in order to build community relations and build greater customer relationships.

43. ___ Staff members speak positively about the school when they are away from it.

44. ___ The faculty room is a positive area where faculty members can get reinforced and supported.

45. ___ The Parent – Teacher Conferences are looked upon as an excellent way to foster positive relationships.

46. ___ Staff members have been educated on how to speak with parents and parishioners and how to work through conflict management.

47. ___ Staff members greet visitors to the parish/school in a polite manner.

48. ___ There is a “Customer Service Team” for the parish/school — a group of people who represent the parish/school out in the public eye.

 49. ___ Parishioners/parents are encouraged to speak positively about the parish/school and have been given “Talking Points.” 

50. ___ The bulletin boards within the parish and/or school are decorated with positive messages that reflect the mission.

51. ___ Parishioner, parent, and staff concerns are met in a timely manner with attention and concern.

52. ___ The pastor and/or principal projects a positive image — one that shows a person who does have time for others.

53. ___ All people are recognized for achievement — in some manner.

54. ___ Your parish and school participate in Catholic Schools’ Week and uses this time for build customer relationships

55. ___ The grounds are clean; the grass is cut, and your parish/school projects a clean-cut image.

56. ___ There is parking available for visitors.

57. ___ Students have been taught to understand the value of having their uniform neat and clean.

58. ___ Staff members and administration reflect a professional image by the way they dress, speak and appear.

59. ___ Your parish/school has a clear logo or visual image that is recognized and accepted by all.

60. ___ You have clearly identified those 1-15 words that clearly describe your parish/school and what you are all about.

61. ___ You do have many ways in place for potential parish families and school families to come on your campus for activities.

62. ___ You have been able to communicate the fact that your parish/school has unique qualities and is here to stay.         

63. ___ Your enrollment effort is built around the word need — the need of a student to find a school that will develop his/her academic and personal potential, and the need of a school to replenish its ranks with students who respond to the kind of institution it chooses to be.

64. ___ You do know what your potential customers really want.

65. ___ The entire parish/school is in constant “customer service mode.”

66. ___ You understand the demographics and economics of your geographical area.

67. ___ Your new customer list is being consistently updated.

68. ___ You do have some kind of written plan in place to for your customer service efforts.

69. ___ You do have some kind of affirmation program in place to affirm the work of all of your customers.

70. ___ Your parish/school does take the position that it should provide a quality Catholic culture to the “customer” and the “customer” is the one who defines quality.

NOTE:

It is best to:
     • take the TFS Test as a small group or committee, or
     • have 8-10 people take it individually, then
     • get together to compare answers and discuss.

It is not best to:
    • have one person (pastor, principal, DRE, development director, staff, board, PR director, etc.) take the TFS Test and only use that as the basis for assessment.

by
Frank Donaldson, President

 Every Catholic institution has a Culture of Giving – whether they are five years old, twenty-five years old, fifty years old, or just establishing themselves in their community. We find that this Culture of Giving can alter and change and is usually established by the leaders in place (pastor, principal, president, board). Establishing this culture is not necessarily a conscious decision; many times it is “just the way we do things around here.” It really applies to three areas: how a Catholic institution invites the gifts, how it receives the gifts, and how the constituent base gives the gifts. All three – inviting, giving and receiving – go a long way in establishing that culture.

What is fascinating about this is that most Catholic institutions have not really defined their Culture of Giving. “The way we’ve always done things” is usually the answer we receive when we probe on the question. With the present situation of Catholic institutions throughout the country, there has never been a more important time than right now for Catholic institutions to define their culture. Eventually, with proper understanding, direction and process, a Catholic school and/or parish can evolve into a Culture of Giving that will allow it to soar and prevail and not just survive. The first step, however, is that we must understand the levels.

Over the past year, I have tried to find some language and levels that we could use to have us all understand what we mean by Culture of Giving. Until something better comes along, let’s use the following four categories:

          Level 1: Little or No Culture of Giving

          Level 2: Basic Culture of Giving

          Level 3: Intermediate Culture of Giving

          Level 4: Advanced Culture of Giving

Once again, it is important to understand that this culture refers to inviting, giving, and receiving – all important in establishing the best culture for your Catholic institution.

Let’s talk about Level 1. Parishes and schools at this level seem to function almost “hand to mouth.” On the school level, there is tuition, a fund-raiser or two or three, and maybe some subsidy; but the parents, alumni, parishioners, grandparents, past parents, and community have not been invited to become involved with the school – in a meaningful way. No one is really invited except maybe to buy a candy bar; giving is a second thought, and receiving is “catch as catch can.” Sometimes at this level there is this “poor pitiful me Catholic syndrome” attitude that is working. “Please give to us because we are poor and cannot afford to do anything.” There is no vision, no mission, no goals, no plans, no processes in place to invite, involve and engage people. On the parish level, survival is the word of the day. Sunday collections are what makes up the budget, and there may or may not be a fund-raiser or two. The parish has little energy and the day to day life kind of eases along based upon the direction set by the pastor. Parish Council and/or Finance Council meet once a month or every other month, and Mass is celebrated and geared to the 30% who are there every weekend. A Culture of Giving is hard to understand for those parishes and schools at Level 1. This can be summed up this way:

          Level 1 Inviting:       Nothing personalized

          Level 1 Giving:         Basic – What always has been done for years

          Level 1 Receiving:   Little acknowledgement

 Level 2 is interesting. Most parishes and schools who are at this level are either caught in the “same old, same old” mode or else they have taken the bull by the horns and are consciously climbing out of Level 1 into Level 2 and upward. Parishes at this level do have some kind of leadership in place besides the pastor, and usually there is a mission statement and some kind of ministry organization. Parish Council meets regularly, and “Stewardship Sunday” is usually the main way the parish invites people to consider their gifts of “time, talent and treasure.” The main thing lacking in Level 2 is energy and sense of vision – excitement for the future. Most parishes and schools at this level continue to deal with the 25-50-75 people who always do things at the parish and school, and they have not opened up the doorways, avenues and roadways to engage people in a meaningful way. They simply do not understand that component in terms of developing a parish. “Stewardship” is just what we said – “Stewardship Sunday” where most people think it is time to get out the checkbook or else, knowing in advance, go to another parish that Sunday. Catholic schools at this level still depend upon tuition, subsidy and some fund-raising events. Maybe some may be climbing up toward the next level, but advancing the school is all done by the principal and any volunteer help she/he can muster. No one is out in the community and beyond talking about the school and its features, its vision and its positive impact on the community.  People are invited by direct mail or through a form letter or a flyer; they give only the minimum in terms of Prayer, Service and Financial Contribution; and, the school receives the gifts as something “they” should be doing to keep the doors open. This is a very critical stage, because a Catholic school and/or parish can only go up or down. And, if they are heading to the Level 1 category then the handwriting is on the wall as far as the future. Level 2 can be summed up as follows:

          Level 2 Inviting:       Quantity, not quality

          Level 2 Giving:         Similar to Level 1 – What always has been done for years

          Level 2 Receiving:   Some acknowledgement, appreciation and affirmation

With Level 3 – the Intermediate Culture of Giving – things begin to get exciting. Leaders don’t feel sorry for themselves. There is bounce in their step, because there is a finite sense of direction. There is an active, well thought out process to invite, involve and engage people into the life of that parish and/or Catholic school. Catholic institutions at this level are not looking for a handout. They are interested in having a very clear mission, vision, and plan for the future. They create that plan through the engagement of people, and these same folks are the ones who help implement that plan and take it to the next level. Excitement is in the air, and benchmarks and progress can be seen. Although challenging, pastors and principals take pride in their parish and school and talk about it at every turn of the road. Parish staff, school faculty and staff, and ministry leaders are on the same page. People are treated with courtesy and politeness when they register as a new parish family or a prospective family at the school. It is NOT the “same old, same old.” People who do not have a sense of forward movement and positive attitudes are worked with, and if they do not get it, then the leaders work an exit process to help them find something else. Mediocrity is not tolerated; quality is strived for and attained in many areas. The school and/or parish has made the conscious decision to devote the resources to putting the development/stewardship/advancement office in place with the proper personnel. There is not a “gimme your money” tone that permeates. People are invited to share their gifts of prayer, service and financial participation. Total Stewardship education throughout the year, constituent input, vision-mission-plan of action, a welcoming atmosphere, are all part of the Level 3 culture. Development processes are in place to go beyond selling candy and holding a fair and festival or putting on an auction and dinner dance. Annual Funds, Capital Campaigns, and some one on one work is being done. The leaders are consciously aware that parents, alums, parishioners, past parents, grandparents, the community, and others need to be constantly invited to be “stewards for a lifetime.” In Level 3 we begin to see the WIN-WIN attitude slowly begin to permeate the culture. It is not an “us vs. them” with pastor and parishioners, or teachers and students, or boards and parents, or ministry leaders and new parishioners, or school leaders and parents. This is an exciting level to reach. Let’s sum it up this way:

         Level 3 Inviting:       Moving more toward “eyeball to eyeball” invitation

                                                with creative processes for people to become engaged

        Level 3 Giving:         People are giving THEIR gifts – what they enjoy sharing with that parish/school

        Level 3 Receiving:   Excellent acknowledgement, appreciation and affirmation Level 4 is the pinnacle, and yes, it is possible to stay there and keep getting better. The Culture of Giving at this level is outstanding. Unfortunately, there are not many Catholic schools and parishes that are at this level. And, there is one basic reason: They do NOT know their constituent base on a personal basis, and they have not put the processes in place to develop the life-long relationships with them. At this level, parents and parishioners and their families are met with each year – person to person – eyeball to eyeball. Either the pastor, the principal, the president, lead faculty members, board/council members, advancement/development officers, parent leaders, and others make it a point to meet with EVERY family that makes up the parent and/or parishioner base of that parish and/or Catholic school. The Culture of Giving is established at the beginning of the relationship as these leaders cover four things in that annual conversation:

            1. How are you doing?

            2. Here is what we expect from you and what do you expect from us?

            3. What gifts would you enjoy sharing here in the parish/school?

            4. Is there anything we (as your home parish/as your child’s school) can do for you and your family?

There is a quality, customer-service; there is a willingness to invite personally, give joyfully, and receive thankfully. This is established through building those relationships. Hundreds of people are invited and involved in strategic planning, and in serving on boards and council. There is room for everyone. Whatever gifts people have, they are invited to pray, discern, and decide what they wish to share – in terms of prayer, service and finance. Annual Funds, Capital Campaigns, Planned Gifts, Memorial Gifts, Endowment Growth, Major Gifts – these are all processes that grow out of this Culture of Giving at Level 4. People drive these processes.

By way of example, recently I attended the Leadership Reception of one of the high schools we are working with in the Diocese of Arlington. The family who was hosting the reception have a beautiful home, and it was clear to see that the 80+ people in attendance were having a wonderful time. As the evening was drawing to a close, I had the opportunity chat with the host and hostess. Now here was a couple who had graciously allowed the school to use their home, had paid for the catering, and had made a major gift to kick off this year’s Annual Fund. They both stated to me that after their third child graduated this year, they were very interested in setting up a Teacher Endowment Fund – to be used only for teacher professional advancement, and over the next xxx number of years they would be responsible for funding it on an annual basis. When I inquired further, they told me, “We came here not knowing anyone or anything, but very quickly we were personally invited and have served and used our resources to become partners with this school for a lifetime.” As I was driving out of their driveway a little while later, I could only think: What a Culture of Giving they have established.

        Level 4 Inviting:       Mostly personalized – one on one – parish/school does not use the reasons of not enough time, not enough personnel, not enough resources, to make this happen. They make it happen because it is the very reason  
                                               they are at Level 4.      

       Level 4 Giving:         People are creative in giving THEIR gifts – what they enjoy sharing with that parish/school

      Level 4 Receiving:    Excellent acknowledgement, appreciation and affirmation

So, what is your Culture of Giving? It is so important to recognize, understand and address. As Catholic institutions, our future depends upon it.

by
Frank Donaldson, ISPD President

 There are three influences that go into the title and theme of this month’s newsletter, and although very different, when I bring them all together they do make some kind of sense.

 When I was growing up, I would constantly hear the following old adage from my mom and dad, “When the going gets tough, the tough get going.” I guess I heard that bit of wisdom dozens of time – mainly in reference to basketball, as I enjoyed the game in elementary, high school and college. Of course, it went on to mean many other things as life marched forward.

 A couple of months ago, while visiting with Regina Haney at the new NCEA offices in Arlington, VA, she asked if I would be interested in writing another “fastback” book for NCEA entitled: Lessons Learned through Twenty-Five Years in Catholic Development. I wondered if it could be in multi-volumes because there have been so many. Hopefully, I can get that started and have it ready for the NCEA Convention here in New Orleans in April 2011.

This past weekend here in the Crescent City, we commemorated the fifth anniversary of Hurricane Katrina, the singular event that changed the landscape and the culture of south Louisiana and the Gulf Coast region forever. And so, with the above three thoughts in mind, it does make sense to write about lessons learned by Catholic institutions when we are five years removed from that fateful day in late August 2005. The tough did indeed get going.

Everyone has seen the pictures of the devastation – especially over the past week – as over 1,000 people were killed because of the “storm” as we now call it. As I often will tell my clients and workshop attendees, here in south Louisiana, we now refer to life as before the storm and after the storm. It is easier to reference that way. Our lives were turned upside down – our homes were destroyed; our churches washed away; our schools torn apart; our loved ones uprooted; our schedules and rituals no longer applicable; our way of life totally rearranged from what we had known for years. This was supposed to be just another hurricane, where we would evacuate for 2-3 days, and then we would be home again and back to the same old routine. We had done it before – many times. Get the double bed room at the Red Roof Inn in Meridian, MS; stay a few days and then head back when the “coast was clear.” In the past, we had even had our homes flooded, and our schools and churches had gotten water in them, but so what? That was part of living in south Louisiana; it was all part of the plan. Katrina and its wrath were not.

And yet today, as we look back, we know that we are better off than we were on August 28, 2005 – the day before the storm came ashore. And, we also know that quite a few lessons were learned by Catholic leaders in the days and weeks after Katrina – some of them rather sobering.

As a way to simply recall and reflect, and also to learn, here are the ten lessons I believe Catholic leaders learned, ISPD included.

1. Catholic parishes and schools did not have a disaster plan in place to handle something of this magnitude. In my opinion, I don’t believe any of us ever thought that the “100 Year Storm” would ever come. We simply were not prepared – especially when it came to communication and response.

2. Individual Catholic leaders were the ones who “took the bull by the horns” and made things happen. The positive responses came from the individuals who rose to the occasion and realized that if anything was going to happen, then it was going to happen because THEY would make it happen. Communities came together; Masses were celebrated on street corners; food and water were handed out because individuals and families and single ministries championed the cause.

3. Communication brought positive results, and those with it were able to prevail. The Big C word – communication. Still today, this continues to be the number 1 challenge that many Catholic parishes face – being able to communicate with their parish families.

4. Websites brought resources to communities. Those parishes and schools who were fortunate to have a website set up and controlled from out of the New Orleans area, were able to attract support from all over the country and the world.

5. Catholic parishes and schools across the country could be counted on to respond with an outpouring of many gifts. Posting and monitoring the ISPD website from Lafayette, LA and Houston, TX days after the storm, we were able to channel close to hundreds of thousands of dollars in supplies and money to Catholic institutions along the Gulf Coast. As a company, we really have never talked about this, but now that five years have passed, maybe it is time that we acknowledge it. We were simply an instrument, a channel, and an avenue in which hundreds of Catholic parishes and schools from across the country poured out their gifts to other Catholic institutions.

6. Hope was in the Eucharist. Daily and weekly, Catholics celebrated Mass in run- down buildings and gyms with the walls blown out. What drove us was that celebration, that ability to share the body and blood of Christ with our faith communities. We knew we would prevail and not just survive.

7. The more people who became engaged back into parish life, the more the parish came alive. Every weekend, beginning with the first one in September 2005, parishioners would welcome back families who had left and who now were returning. It was heartwarming to see and feel. A Mass in early September with 30 people was now a Mass in early October with 75. A parish with 1200 families before the storm was slowly recovering bit by bit. Belonging was leading to believing.

8. Clergy and lay leaders, working in collaboration, form a fantastic team. There were so many pastors and parish leaders who united their parishes because they were willing to work together. As one pastor in St. Bernard Parish told me a few years after the storm, “Yes, we worked together to rebuild their parish. That was not “my” parish; it is the people’s parish. They are the ones – they and their families – that will be there long after I have gone.”

9. True stewardship can become a way of life when survival depends upon relying upon our God given gifts. For the weeks and months after the storm, parishioners used their talents, their connections, their expertise, their wisdom, and their time to build the Kingdom in their parishes. True Stewardship was alive and at its best.

10.  There is such strong value in being part of a faith community that continues to break down the barriers of race, class and education and comes together as one. Families in so many parishes were thrown together to make things whole and right again. And, they did – with no thought of anything other than, “Together we will make it happen.”

 Five years later here we are. An oil spill now challenges us, but somehow we know we will get through that. After all, we made it through Katrina; we did learn some valuable lessons that others may profit by, and indeed, the going did get tough, and there were a lot of tough Catholic leaders who got going. His truth continues to march on.

One of the greatest joys in this business of consulting with Catholic schools, parishes and dioceses is meeting the many different people who make up the leadership of our Catholic institutions – bishops, pastors, superintendents, principals, presidents, development and advancement directors, board members, and many others. Although everyone has different situations and challenges, they all want the same thing: to see their Catholic institution(s) improve, stay alive, and thrive. Many go about it in many different ways – there’s boss management; there’s team management; there’s in-between management; there are those who are struggling to keep the doors open, and there are those who are way ahead of the ball game with many of the resources they need. A lot depends upon demographics; a lot depends upon history and culture; a lot depends upon if you have expertise in management.  And, some Catholic parishes and schools wonder if they’re even going to be around in another year.

When we look at today’s economy, the oil spill along the coast of the gulf states, the housing market, the unemployment rate, and other sobering factors, most of us can admit that we are in the midst of tough times.

In our consulting, workshops, and webinars we often find that so many Catholic leaders want things to be different – especially in terms of Sunday collections, more students, more parish families, more people participating in the Annual Fund, more donors to the capital campaign, more money in the endowment, more volunteers to “spread the people base,” more people participating in the fund-raisers, and the list goes on and on. With these demands and challenges, what usually follows are the directives from the pastor or the principal or the finance council or the board which say: more, more, more; improve, improve, improve; increase, increase, increase. And, many times with these new goals being laid down, there are no solutions on how to do it.

Two weeks ago, I had a development director from a Catholic K-12 school call me to say that he was new on the job. We spoke for a while, and one of the questions I asked him was, “Bob, what outcomes have you been directed to produce this 2010 – 2011 year?’

            He answered, having been on the job for 10 days, “Well, the board wants me to raise $250,000 in this year’s Annual Fund.”

            “Really?” I said. “How did the Annual Fund do last year?”

            “Well, it was the first year, and they raised right around $30,000.”

            “So,” I answered, “what you are telling me is that the board wants to see you increase the Annual Fund by 8x what was done last year. And, Bob, did they tell you HOW to go about doing this?”

            “No, they said that is what I was hired to do.”

            Unfortunately, that story is not uncommon – possibly the amount is, but the principle of that scenario remains the same.

            So, the question remains on the table: What is going to be different this year? What are those two quotes we use all the time? When you always approach a problem the same way, you will always end up in the same place. And, Insanity is doing the same things over and over again and expecting the results to be different.

Are you willing to take chances and try new things? Are you willing to invest money to make money? Are you willing to turn some things upside down and approach them brand new? Are you willing to move from “paper to people”? Are you willing to get up and get out of your office and really make something happen by talking, visiting and building relationships? Listed below are ten things that I would like to offer. Some may seem “far out” but they are not earth shattering. However, I will guarantee you one thing: Most Catholic institutions are not doing them. Why? Because they are different; some require money; most take time; and 75% of the people always say, “That will never work here; we’re different.”

 1. In your Annual Fund Drive this year, have the pastor, principal and/or president invite a total of 50 people one on one, “eyeball to eyeball” to participate with a gift of $1,000 or more.

 2. With either your board or parish council or advisory council, or whatever leadership group you have, request that they do three things:

• Each one call 6 people (parents, parishioners, alumni, etc.) per month and introduce themselves, say hello and ask if there is anything they (as Catholic leaders) can do for that parent or parishioner or alum.
• Each one invite 10 people/families throughout the year to attend a “fun event” at your parish and/or school.
• Each one invite 10 gifts to the Annual Fund in 2010 – 2011. This needs to be done eyeball to eyeball.

 3. If you are a parish school, host an Open House just for the parishioners of the parish – possibly after each Mass. Purpose is to say thank you and to also say, “Look at what we are doing with your subsidy.”

 4. Visit each new family coming into the parish and/or school in their home and have a “buddy” family assigned to each one to make that happen.

 5. Create your parish or your school’s own “Fan Page”on Facebook.

 6. Put together Business Packages in the Business Community Division of the Annual Fund. Instead of having every club, group, organization, sport, or whatever in your school/parish individually go after the businesses in your community, create packages whereby you, as a Catholic institution, will only invite them ONE TIME during the course of the year. Money can be distributed on a percentage basis. For example from a Louisiana parish/school:

 $10,000 Package

• Saints box seats (one game)

• Only name on Business Plaque — strategically located

• Festival banner in gym and gym lobby

• Name on stage in cafetorium

• Name recognition in St. XYZ publications

                        † Parish Bulletin                               Circulation @ ________

                        † Parish newsletter                          Circulation @ ________

                        † School newsletter                          Circulation @ ________

                        † Final Campaign Report               Circulation @ ________

• Lifetime pass to XYZ parish/school athletic events

 $5,000 Package

• Name on Business Plaque with other businesses

• Festival banner in gym and gym lobby

• Name on stage in cafetorium

• Name recognition in St. XYZ publications

                        † Parish Bulletin                               Circulation @ ________

                        † Parish newsletter                          Circulation @ ________

                        † School newsletter                          Circulation @ ________

                        † Final Campaign Report               Circulation @ ________

• Lifetime pass to St. XYZ athletic events

 $2,500 Package

• Name on Business Plaque with other businesses

• Name on stage in cafetorium

• Name recognition in St. XYZ publications

                        † Parish Bulletin                               Circulation @ ________

                        † Parish newsletter                          Circulation @ ________

                        † School newsletter                          Circulation @ ________

                        † Final Campaign Report               Circulation @ ________

• Lifetime pass to St. XYZ athletic events

$1,000 Package

• Name on Business Plaque with other businesses

• Name recognition in St. XYZ publications

                        † Parish Bulletin                               Circulation @ ________

                        † Parish newsletter                          Circulation @ ________

                        † School newsletter                          Circulation @ ________

                        † Final Campaign Report               Circulation @ ________

• Lifetime pass to St. XYZ athletic events

 7. If you have not done so in over 18 months, re-work your website so the following things will be on:

• On-line giving
• Interactive communication
• Facebook icon leading people to your Fan page
• LinkedIn icon leading people to your LinkedIn page or your “group” on LinkedIn
• Twitter icon leading people to your Twitter page
• Blogger icon leading people to your blog
• You Tube videos

 8. Set the goal in engage over 100 “new” people into the life of your parish/school this year.

 9. Kick, scream or holler, but get your battery charged twice per year with professional growth opportunities. (workshops, webinars, classes, etc.)

 10. Get in touch with ISPD’s website (www.ispd.com) and explore ways we could be of service to you. Why spend three years on something when we could possibly get you there in one?

 So, what is going to be different this year? Afraid of the conflicts and the storms you may encounter?  I can almost guarantee that you will have to approach things from a different angle and from a different point of view if you are really going to make positive changes. Change can happen but you have to have realistic solutions and, as an old marine buddy of mine used to say, “You gotta make sure you put some fire to that piece of metal or else it ain’t gonna change into that shape you want it to bend.”

May your new shapes be bent to form new paths to new successes.

How many times have we heard the statement from Catholic school parents, alums, parishioners and others, “All they do is ‘nickel and dime’ us to death at that school. It is one fund-raiser after another, after another.”

Or, the potential $1,000 major donor to the parish/school Annual Fund says to the principal, “Bob, I would love to participate, but my wife just bought two raffle calendars for $100. We already gave.”

Or, the parents of the quarterback on the football team, who are potential $50,000 lead donors for the school’s capital campaign say to the president after he invites their gift, “Father, we would love to get involved, but we just gave $5,000 to the football program when Coach Stevens asked us to help pay for the new scoreboard.”

Stories like this go on and on in Catholic institutions. As we have said in recent newsletters, the financial model of tutition, subsidy and fund-raisers leaves a lot to be desired. Although we have explained it before, I do believe it is worthwhile to explain again: There is a huge difference between Fund-Raising $$$ and Development $$$. Let’s look.

Here at ISPD, when we speak of Fund-Raising $$$ we mean “buy and sell.” I am going to sell you a BINGO card, and you will buy it. I am going to sell you a raffle calendar or a Christmas tree or Christmas wrapping paper, or a Heath candy bar or a T-shirt or a raffle ticket or the sponsorship of the 18th hole of the golf tournament. These are special event fund-raisers – car washes, walkathons, washathons, etc. Most of the people who buy the ticket are not interested in the vision, mission, goals, and plans for the future of your Catholic parish and/or school. They simply want their wrapping paper.

Is there anything wrong with this?

No. However, it does become a problem when we do one fund-raiser right after another.

Now, let’s talk about Development $$$. This is philanthropic giving; this is stewardship; this is investing in your Catholic institution and expecting nothing in return. No wrapping paper, no candy, no popcorn. People who think this way invest in the annual fund, the capital campaign, the endowment campaign, the memorial gift program, and/or consider a planned gift for the parish. Buy/Sell vs. Being a Steward.

Yesterday here in New Orleans at Mount Carmel Academy, a number of Catholic leaders got together to discuss topics and presenters for the 2011 NCEA Convention here in the Big Easy next spring. We conferenced in Regina Haney at NCEA and Cathy Donahue with the National Alliance of Catholic School Marketing. One of the attendees was Ken Tedesco, president of De La Salle High School here in the uptown area of New Orleans.

A lot of the talk centered on CHANGE and the fact that if Catholic schools are going to prevail and not just survive we must start doing things that are quite different – namely not just depending on tuition, subsidy and fund-raisers. Ken got the ball rolling by telling the story of his first visit with his future-in-laws. It is a story whose theme is familiar: this is Ken’s version.

“The first time I was invited to my future in-laws’ house for Sunday dinner, they served a roast beef. I was engaged to their daughter and at the Sunday dinner I met my wife’s grandmother. When they served the roast beef I noticed that both ends were cut off. Unusual. So I asked my fiance’e if, when she made roast beef, did she cut off both ends. She said yes. I then asked my future mother in law if, when she made roast beef, did she, in fact, cut off both ends? She said, ‘Yes, of course I do’.

I then asked Grandma if when she made roast beef if she cut off both ends, and she said, ‘Of course I do’.

I then asked, Why would you cut off both ends of the roast beef?

She replied, ‘I never had a big enough pot’!”

For no apparent reason, we continue to do things without any reason, except, “That is the way we have always done it.” Parish and school fund-raisers are no different.

Over the past couple of months, as schools and parishes evaluate their 2009-2010 development efforts, in so many cases we hear the same thing: “We are doing too many fund-raisers, and we have no control over who does what. Plus, how in the world are we going to tell the band boosters that they can’t raise money, or tell the cheerleaders that they cannot hold bake sales and car washes? And, are you going to tell the athletic boosters that they can’t sell ads for the football program all over town?”

The sad thing is that this way of thinking is built around a year to year modus operandi. No plans, no vision, and no way for the investment processes like the Annual Fund to even breathe. And, the thought of a capital campaign amid all of this is way too much to think about. It will hardly get out of the blocks.

So, how do we break the cycle? How do we stop the short term thinking? How do we approach all of this from a systemic point of view? We have five suggestions for 2010-2011 school year.
    1. Visually, create a chart on poster paper. (I’ve actually taped four sheets of poster paper together). Using a chart, write down EVERY fund-raiser that your parish and/or school conducts. This includes all clubs, organizations, sports teams, school sponsored events, etc. On this chart have the following categories:

• Name of the fund-raiser
• Time of the year
• How long it took to organize and conduct
• Gross amount collected
• Net amount raised
• How many people it took to organize it
• Approximate number of  ”people hours” it took to make this event happen
• Who was asked for the money (Parents, Parishioners, Faculty and Staff, Students, Alumni, Friends and Others)

   2. Begin educationg your leadership groups of the present reality.

• Present this visual to them and explain the challenges.
• Have your boards, your coaches, your faculty/staff, your student leaders, your PTA, and others realize how harmful it is to “nickel and dime” people.
• Explain the differences between Catholic Development and Fund-Raising Events.
• Explain the need for change by all, and that by July 2011 you will have in place a process for groups, clubs, and organizations to apply to conduct a fund-raiser.
• Explain that you are going to center the development and/or advancement efforts around the Annual Fund and 3-4 excellent fund-raisers that: a. Raise good net dollars; b. Build new leadership; c. Bring people together.

   3. Put together a Screening Committee of 5 people who will screen, reject and/or approve all applications for clubs, groups, organizations to conduct fund-raisers during the 2011-2012 school year.

• Principal and/or Pastor and/or President
• Person working in development/advancement
• Parent leader
• Board member

   4. By April 15th, present the application form to all people at the parish/school, indicating that any and all applications need to be handed in by June 1, 2011.

   5. Have the Screening Committee meet during June and select the 3 or 4 fund-raising events that will be accepted for the next school year. Once again, the Annual Fund is NOT a “fund-raising event.” It is “Development $$$.”

The leaders of the schools and/or parishes who move in this direction (and it may take longer than one year) are also aware of the financial needs of the clubs and organizations. Oftentimes, percentages of the Annual Fund are devoted to those groups, and/or percentages of net dollars raised in the 3-4 fund-raisers are allocated to clubs and organizations. The bottom line is this: if ALL fund-raising efforts are not coordinated throughout the SYSTEM, then there is no way that the parish/school is going to be successful in moving forward with Development $$$ (Annual Fund, Capital Campaign, Major Gift work, etc.)

Change is onerous, and many times we don’t change unless the pain gets so severe that we are forced to change. Here at ISPD, we believe the pain in Catholic institutions is acute.

If old ways of thinking and doing the same old thing over and over again are allowed to prevail, we will continue to get the same short term results. New wine needs to be poured into new wineskins.

“Jesus told them of this parable, ‘No one tears a patch from a new garment and sews it on an old one. If he does, he will have torn the new garment, and the patch from the new will not match the old. And no one pours new wine into old wineskins. If he does, the new wine will burst the skins, the wine will run out and the wineskins will be ruined. No, new wine must be poured into new wineskins’.” -Luke 5:36-39

 This June 2010, ISPD will complete our 21st year as a national Catholic Development consulting company. By many standards, I guess we could say that we are now “adults” in the business world. If nothing else, I do believe that it qualifies us to offer a perspective that is valuable — what works and what does not work. Thus far, it has been a great journey through the ’90′s and the first ten years of the 21st century. We have met so many wonderful Catholic leaders, friends, and folks who make this ministry so rewarding. And yet, like all Catholic parishes and schools throughout the country, we need to stay on top of things; we need to be on the cutting edge; we need to offer quality and customer service that is second to none. We need to continue to offer the benefits that answer the questions: Why should we invest in ISPD? What return will we get back on our investment dollar?

Consulting is not the easiest business in which to operate today. The present economy; the “hit” that many Catholic parishes, schools and dioceses have taken and are taking from lack of enrollment; the decreases in Sunday collections; the lack of return on endowment investments; the small number of parish families who actually become involved in the life of their home parish; the number of financial leaders not having the resources they had 3-4 years ago; the new strategies that have to be deployed to make a capital campaign work — all of these point to challenges for everyone across the board. They all impact the bottom line and the amount of resources a parish and/or school has available. Fortunately, ISPD – having been alive and well for 21 years – has developed answers to address these challenges.

• Monthly newsletter on Catholic Development and Total Stewardship (back issues on website – 4,524 subscribers)
• Monthly newsletter on Enrollment Mangement (back issues on website – 4,305 subscribers)
• ISPD Position Papers on website stating the philosophy of Catholic Development
• Free Viewable CD: “Ripples in the Pond”
• Free Viewable DVDs: Seven 15 minute videos on Catholic Development and Stewardship topics (annual fund, stewardship, capitak campaigns, strategic planning, etc.)
• Enrollment Management library
• ISPD on Facebook: www.facebook.com/ispdpeople

ISPD Resources at Little Cost

• ISPD Webinars: $39.00 which includes a one hour Power Point presentation and a copy of the Power Point e-mailed within one week of the webinar
• NCEA/ISPD Webcasts: $20.00 – $40.00 pending on if a NCEA boards & councils member
• ISPD sponsored Workshops: $75.00 per person for a 9:00 AM – 2:00 PM workshop and this includes lunch and presentation materials

Obviously, while the above resources are available, we believe we offer the very best in on-site consulting where our partnership philosophy is all about “teaching you how to fish” rather than just “giving you fish.” Having taught in Catholic schools for over twenty years, I am proud that we titled this company Institute of School and Parish Development (Institute: an association organized to promote, educate, advance and lay the groundwork). We believe we have been doing that for 21 years and look forward to many, many more – working in partnership with you.

Bernard DuMond Named Vice-President of ISPD
It is with a great deal of pride that we announce that Bernard DuMond has been named Vice-President of the Institute of School and Parish Development. Bernard has been with ISPD for seventeen years, serving as our senior assoicate for the past ten. He has traveled extensively throughout the country having working with Catholic parishes, schools and dioceses from the west coast to the east coast. Bernard is one of the leading workshop presenters in the country, speaking often at the NCEA Convention, ISPD workshops, diocesan workshops, and on-site workshops. He has consulted in every process that ISPD offers and brings a great deal of expertise to the table in the areas of capital campaigns, strategic planning, diocesan planning, and implementation of long-range plans. Bernard will be launching a new division of ISPD this coming school year entitled “Resources and Revenue.” We congratulate our new vice-president!

Lessons Learned in Catholic Development
Over the many years we have been involved in Catholic Parish and School Development, there have been a lot of lessons that have been learned. This pencil mark on the door frame of our history allows me to the opportunity to share some of these lessons.

1. People really do want to become involved in the life of our Catholic parishes and schools, but they do need the personal invitation before they take that first step.
2. Raising money is not the “end” result of a Catholic Development effort; it is simply a step in the process of building that strong connection between the “steward” who shares the gifts and that Catholic institution.
3. The people engagement efforts of a parish and/or a school cannot be a “smokescreen” for money. Eventually, most people will see right through it.
4. The two greatest challenges we face in Catholic Development are: a. Opening up the roadways, avenues and vehicles to invite and involve people; and b. Constantly educating our boards, councils, staff, faculty, and Catholic institution leaders on what development is really all about. Most do not understand.
5. Development efforts should not be judged solely on the amount of money raised but on the amount of meaningfully engaged people there are in the life of your Catholic school or parish. And, this amount of people should grow by 10% – 15% every year.
6. A Catholic institution will generate as many resources as it deserves to generate, and what it deserves to generate will be in direct relationship to the quality of its people, programs, processes, planning and leadership.
7. Most Catholic Development efforts succeed because two major elements are always present: a. Outstanding leadership that is effective and engaged; and b. Attitudes that are always positive and affirming.
8. Development is like a vegetable or fruit garden. Great care and concern need to be taken in selecting and planting the seeds of what we wish to grow. The ground must be tilled and cultivated and fertilized and prepared for planting. Constant attention needs to be paid in making sure those seeds grow into plants and that they are watered and nourished and not allowed to be taken over by weeds. Each fruit or vegetable has a great deal to offer to the other ones on the vine if allowed to grow properly. When harvest time is here, whatever gifts that plant has to offer should be seen as only a step in the process of a long term relationship where that plant’s seeds can be used over and over again to bring more gifts for the future.
9. The word “gift” can mean many things in Catholic Development. Granted, it can mean money, but there are many who are willing to share Gifts of Prayer, Involvement, Expertise, Wisdom, Resources, Time and Talent. Money is one of many gifts, not the only one.
10. A Development Core Team of 15-18 people who work closely with the development officer(s) will greatly advance the Catholic Development efforts of any institution.

After 21 years of working with Catholic capital campaigns throughout the country, ISPD recently evaluated the differences between effective campaigns and ineffectve campagins. Using a cross section of 22 campaigns, the points listed below proved consistent. As a learning tool, this chart can be used to forewarn as weel as remind. Fortunately or unfortunately, there are no short cuts to an effective campaign. Everyone must step up, join the team and be a leader – starting at the top and filtering throughout the entire institution. Campaigns are a yardstick to measure quality.

Effective Approach

• Active, involved pastor/president/principal
• Clear case for support
• Organizational Plan is followed.
• Very best leaders are in place.
• Staff supports the campaign 100%.
• Consultant/coach/mentor in place
• Campaign materials are effective.
• Campaign grows out of long-range planning
• Effective Feasibility Study done in advance.
• Campaign leaders follow the advice of coaches.
• Proactive attitudes – feeling of “We can do this!”
• Excellent attendance at meetings
• All leaders willing to roll up their sleeves and work.
• Suggested timeline is followed.
• Campaign leaders give gifts right away.
• Organized and effective reporting system
• Communication system working across the lines
• Tight organizational structure with divisions
• Pacesetter divisions lead the campagin
• Right people are in the right divisions
• Effective Pacesetter Kick-Off Reception
• Public Kick-Off involves entire parish
• Personal approach is the norm.

Effective Results

• Campaign $$ goals are met.
• Campaign people goals are met.
• Parish, as a whole, feels sense of accomplishment.
• Stewardship of Offering increases.
• New leadership emerges.
• Planned Giving effort flows out of campaign.
• Donors are looking forward to tangible results.
• Groundbreaking is scheduled and used as visible proof of success.
• Development Office is seen as vital to the future
• Development Director has positive position in parish.
• Pastor is seen as the person who made this happen.
• Legacy is established for the future.
• Thoughts have already turned to future planning.
• Endowment is the next step.

Ineffective Results

• Adm. with limited involvement
• Unclear case for support
• Organizational Plan changes daily.
• Campaign leaders slow to give
• A lot of second-guessing
• Attitude is re-actionary.
• Leaders afraid to “ask for the order”
• Campaign/parish leaders always deferring to someone else
• Very little follow-up work is done.
• Lack of confidence in the leadership
• Reporting system not effective
• Invites not being done personally
• Many “dropped balls” b/c of lack of sustained commitment
• Procrastination is rampant.
• Communication system not working
• Not THE top priority to parish/school
• Not enough leaders engaged
• Too many chiefs, not enough Indians
• People not willing to make sacrificial gifts
• Recruiting people to help is difficult.
• Everything is driven by $$$$$$$.
• Campaign is seen as bothersome.

Ineffective Results

• Campaign does not reach goals.
• Feeling of failure
• A lot of finger pointing
• Struggle to decide where to spend $$$
• Campaign leaders looking to bail out
• People wondering what will happen
• Tentative environment is created.
• Development Office dissolves.
• Development Director position seen as not worth the money
• “Bunker” mentality pervades.
• “I told you so” attitudes prevalent
• Struggle to turn the effort into positive
• Total Stewardship not positioned well
• Database not clean
• Recovery and healing needed

CRISIS, CHALLENGE AND CHANGE:

THE REBIRTH OF OUR LADY OF LOURDES PARISH

Dedication Ceremony: May 15, 2010

Beginning in 2001, a Steering Committee was commissioned by Father Adrian Hall to begin working on a Catholic Development, Total Stewardship, and planning process for Our Lady of  Lourdes. Many plans, many meetings, a new Site Master Plan for facilities, but on August 29th Hurricane Katrina came ashore and all plans and life, as we knew it, drastically changed.

The following weekend, Liturgy was celebrated on the corner of Berkeley and Westchester. Our church had been destroyed; the rectory, the Parish Life Center, the school, the gym, and the entire campus literally devastated. The next weekend, 10-15 parish leaders met at the home of Sid and Judy Hebert to begin planning the long journey back.

Liturgy was moved to the old gym; the school moved to the St. Margaret Mary campus for the 2005-2006 school year. Town Hall meetings were held after Mass, and yet pieces of normalcy were still hard to be found.

More formal meetings with parish leaders began in late October, and in November 2005 the architectural firm of Fountleroy and Latham was hired to assist with developing a Site Master Plan for the future.

We were faced with both short term and long term challeges.

• What buldings could be salvaged?
• What to do with the old church?
• What about portable structures for the school?
• Could we use the school cafeteria as our worship space?
• Where would we locate a new church?
• How much would it cost?
• Where would the money come from?
• What could we expect from the Archdiocese? From FEMA? From donors?
• What would we do with the old school?
• How many parish families would be coming back?
• What about the Parish Life Center and the rectory?

In December 2005, Father Hall formed a Buliding Committee to address these questions. And while all of this was going on, the clean up continued throughout the campus and throughout our neighborhoods.

On March 2006, Father Lipps and Father Kyle Dave joined OLL and the journey continued with parish leaders.

Over the next 6-8 months, negotiations continued with FEMA, portable buildings were moved on campus for the school, and Town Hall meetings continued as the means of communication.

On November 18 – 21, 2006, two site plan options for the OLL campus were presented to parish families at OLL, and in December 2006, a survey was conducted seeking input on whether the church would go in the middle of campus or at the end of Westchester. 62% said the end of Westchester, and 73% said to launch a campaign to help fund it.

In February 2007, we received permission from the Archdiocese to conduct a Financial Feasibility Study. It was determined that a campaign could generate between $1.8 – $2.2 million.

In June 2007, OLL got three pieces of great news from the Archdiocese:

• We were given permission to move forward with our new church.
• OLL would be given priority in dealing with FEMA
• We could go ahead and complete plans for the new school.

Campaign leadership was formed and on November 16, 2007, the Campaign kicked off to invite three gifts for the new church: the Gift of Prayer, the Gift of Service, and the Gift of Financial Participation.

Meanwhile, other parts of the campus continued to be re-shaped – by our parish families, by members of this community, and by very special parishes from other parts of the country who volunteered and gave so many resources. The Parish Life Center was renovated; the rectory was remodeled; the campus was cleaned. We also continued to worship in the old cafeteria; school continued in the portables; the old church and old gym had been torn down, and ever so slowly, a new OLL campus began to emerge.

The Pacesetter Phase of the Campaign wrapped up in early April of 2008, and the Public Phase kicked off on April 12th – 13th. Operation Homestretch! was held on November 1 – 2, 2008 and on May 16-17, 2009 we celebrated the success of our Campaign. 1,020 Gifts of Prayer, Involvement, and Financial Participation. And $2.2 million pledged!

There was wonderful news in Novemebr 2008: groundbreaking on the new church and school was held.

And now, the wait is over; the anticipation is nearing its end. One daywe will all look back at these past five years and talk about “the way things were back then” — when Mass was celebrated out on the street the weekend after Katrina, and the old gym was the place we welcomed back more and more families as they showed up weekend after weekend, and chaos was normal, and being a steward and a neighbor meant more than most any other time in our lives, and life as we knew it back in the Fall of 2005 was entirely different from the way we were in Spring of 2005. 

The road back has been a long one for so many individuas and so many families — some are still with us, others have moved on, and still others we keep in our prayers and memories. One glance around the campus today, and it is plain to see  that a lot of progress has been made — with the old buildings gone, and just a few left standing, the landscape of Our Lady of Lourdes has been changing every day for the past few years.

To heap praise on a few people or one group would be unfair — it has been a Lourdes Community effort. More than 95% of our parish families have participated in our Campaign; hundreds and hundreds have spread the news and the word of our mission throughout the country; committees and teams and ministries have met for thousands of hours since that fateful day in late August 2005 to bring us all to this one focal point in our history — the dedication of our new church. Thank you to those who drove, flew, and came to help us rebuild. And, thank you to the leaders of Our Lady of Lourdes – our pastors, and especially all of you, the parishioners — together we have built our place of worship for families of today and for many future generations. Yes, it is good to finally be home.