HomeMy WebLinkAbout[02] Fair Winds Consulting Presentation
St. Joseph Community Center
Positioning Study Report
FINAL August 31, 2019
Prepared by:
www.katrinalynn.com www.fairwindsmn.com
Written by: Kristi Ackley, Amanda Whittemore, Katrina Pierson & Amy Nord
CONTENTS
Introduction 3
Respondent Characteristics 3
Perceptions of the City of St. Joseph 4
Reaction to the Case Statement/Project 7
Questions and Concerns About the Project 8
Most Attractive Project Components 9
Perceived Impact of a Successful Campaign/Completion of Project 11
Anticipated Contributions 12
Anticipated Community Financial Support 12
Reaction to the Proposed Fundraising Goal 12
Timing & Potentially Competing Efforts 14
Anticipated Individual Support 15
Pledge Payment Preferences 16
Anticipated Volunteer Support 17
Expanding the Circle of Support 17
Communications & Awareness 17
Additional Insights 19
Observations, Recommendations & Next Steps 21
SWOT Observations & Analysis 21
Recommendations for Campaign Goal & Timeline 22
Strategic Steps to a Successful Campaign for the City of St. Joseph 22
Internal Steps to Campaign Readiness 23
Community Engagement Process Recommendations 24
Capital Campaign Recommendations 24
Appendix A: Recommended Timeline for Capital Campaign 28
Appendix B: Sample $4 Million Capital Campaign Gift Chart 29
Appendix C: Preliminary Case Statement 30
Katrina Lynn | 08.31.2019 | 2
Introduction
The City of St. Joseph retained Katrina Lynn, LLC and Fair Winds Consulting, LLC to conduct
a positioning study in order to assess the readiness for, and obtain strategic insights about,
a possible fundraising effort to build a community and recreation center in St. Joseph.
The study also served to inform key constituents and civic leaders about preliminary project
plans and cultivate their interest in, and support for, this potential major community
initiative.
The information obtained from the interviews, coupled with our professional experience
working in other community project settings, form the basis of the findings in this report.
Kristi Ackley, Amanda Whittemore and Sara Fromm interviewed the study participants and
collaborated with Katrina Lynn Principal, Katrina Pierson, and Associate, Amy Nord, on the
recommendations to follow.
Though this pool of interviewees was slightly smaller in number than our usual target pool
size (15-18), it is the opinion of our firms that it provides a sufficient assessment base upon
which to draw conclusions about how to proceed. Further engagement of key leaders as
recommended later in this report will serve to expand the network of potential campaign
donors.
This report contains our observations about key readiness elements and recommendations
for next steps related to fundraising for the community center. It is our hope that the leaders
of St. Joseph will find this information useful in determining whether and how to embark
upon a fundraising effort in support of a new community and recreation center.
Respondent Characteristics
Fourteen individuals were interviewed in June and July 2019. Of those, thirteen interviews
were conducted in-person, and one took place over the phone to accommodate schedules.
To begin our conversations, we first asked participants about their relationship to the City of
St. Joseph. Presented with multiple categories, participants noted all that applied (Figure 1).
Of note, while only 55% of respondents identified as St. Joseph residents, four others
indicated they lived in the surrounding area and had close ties to St. Joseph.
Katrina Lynn | 08.31.2019 | 3
the City of St. Joseph (N=11; could choose multiple)
0%10%20%30%40%50%60%70%80%90%
Volunteer for community events/projects
82%
Business owner/operator
64%
St. Joseph resident
55%
Donor to prior community projects
36%
Current or former elected City official
9%
Current or former City staff
0%
Perceptions of the City of St. Joseph
We began our conversations by asking participants about the recreational amenities and
community gathering spaces that currently exist in St. Joseph. Participants generally agreed
that the local parks, sports fields and bike/walking trails offer good opportunities for outdoor
recreation but are perhaps underutilized. Indoor recreation opportunities and gathering
spaces in St. Joseph were perceived as limited. Several participants mentioned recreational
facilities available within the College of St. Benedict (CSB) but indicated they are not
regularly used by area residents due to accessibility, availability, and a general perception
Representative comments included:
Ώ St. Bens and Kennedy have meeting and athletic spaces, but they are not always
open and available or advertised as being such. There are a number of parks in the
area. There are some amenities, baseball fields for example, but I feel like they are
empty and unused because they are not advertised as being available. It is so hard
to see that when I drive by these big, new fields that are empty.
Ώ There are some really nice parks. Millstream Park is definitely the nicest park the
community has. I know there is a dog park and Wobegon trailhead.
Ώ Kennedy has some facilities for use. The gathering space at the church downtown is
available to rent. There are picnic shelters at the park that can be rented.
Ώ CSB is there but local residents use that space very little. From what I can tell, it does
not appear there are enough gathering spaces for a community like this. The
Ώ Kennedy Elementary, churches, Fire Hall, and City Hall have space for the community
to gather. St. Bens is not viewed as a community space.
Ώ Millstream park, the local brewery, and the Local Blend are gathering places.
Ώ Some amenities and space in the school next door, baseball fields, skating rink in the
winter, dog park I think there are some things available at the elementary school
and some limited things through St. Bens.
Katrina Lynn | 08.31.2019 | 4
Next we asked participants to describe the value or importance of the amenities currently
available in St. Joseph. Comments included:
Ώ They are very important. It is part of what makes a communityhaving those
amenities available for use.
Ώ Those are definitely very important and there are not enough things to do, especially
for young children in the community.
Ώ Parks are important for kids and as community spots for people to gather. It seems
difficult to have facilities that appeal to multi-age users.
Ώ Having places for the community to connect is a really big deal.
Ώ If the community is to grow and prosper, those things are so important, and we need
them to attract people here.
Asked what recreational offerings and community gathering spaces are missing in St.
Joseph, a community pool was the top response, mentioned by 64% of interviewees.
Participants also mentioned the following amenities as part of their wish list for St. Joseph: a
year-round, multi-use gathering space (especially for larger groups); dedicated space for
teenagers and seniors; and recreational programming for all ages. Comments included:
Ώ efined space in St. Joe where people come together
as a community, especially outside of the school system.
Ώ I do not think the amenities are adequate. I know that the seniors would like to have
a different spot than the fire station for meetings because they have to work around
, which is not convenient. They would also like to have better
access to exercise equipment. The amenities that do exist do not bring visitors to the
area.
Ώ There is research to support that kids who are engaged in the community are less
likely to end up in the justice system. We do not have a youth center, public
transportation to St. Cloud, and we are generally a lower income community of
working families. This community needs a place for youth and a place for seniors to
walk in the winter.
Ώ We need an indoor, year-round community pool. Seniors are driving to St. Cloud to
lessons.
Ώ I have four children in activities and we often have to go to neighboring communities
like Cold Spring or Waite Park to engage in activities. I wish St. Joe had a more
vibrant Community Ed program. It would sure be nice to have a swimming facility,
but that is a want and not a need. The colleges do have pools, but they are not very
accessible to the community.
Katrina Lynn | 08.31.2019 | 5
Ώ We need things for teenagers the most, then children, then seniors in this town.
There is literally nothing for teenagers to do in this town. I have always thought we
needed a swimming pool.
Ώ
is another need, but we all recognize that there is a lot of cost with that. People need
to learn to swimwhere do you do that here? We need basketball courts, climbing
walls, and activities to stay local. Gathering rooms for craft days and things like that.
Ώ We need a high school! A public pool would be good,
have those due to the costs.
Ώ I hear hear a lot about other missing
gathering spaces.
Ώ There are very limited gathering spaces, especially for groups over 50 people. There
is also a need for physical recreation and weather-protected space. Th
a neighborhood hub that brings people together that builds that social capital.
Presented with a Likert scale of 1-5, participants were asked: How important is it to you to
have these recreational offerings and community gathering spaces that are currently not
available in St. Joseph? 73% of participants indicated that it was either very ior
somewhat i (Figure 2). Responses indicating that the amenities were not
important were largely associated with participants who were not residents of the St.
Joseph community or who had access to physical recreation through other means or venues.
Figure 2: (N=11)
55%
60%
50%
40%
30%
18%
20%
9%9%9%
10%
0%
Very importantSomewhat importantNeither importantNot very importantNot at all important
nor unimportant
Of note, concerns arose regarding the City of St. Joseph in terms of its ability to successfully
spearhead this project. Participants repeatedly noted past City-led projects that did not
materialize. Conversations and stalled attempts at developing a community center and/or
aquatic facility have spanned decades; therefore, participants were guarded in their
optimism about the likelihood of success of this current effort. Comments included:
Katrina Lynn | 08.31.2019 | 6
Ώ I am not sure what the perception of the City government is at this time. That ebbs
and flows over time, and it would be important to gauge how people are feeling
about the City and take time to fix issues before launching a campaign.
Ώ The reputation of St. Joe is questionable.
Ώ My impression with the City is that they have these big ideas of what they want to
do,
Ώ There are some people who take issue with the Mayor and Council, so that should be
something that is thoughtfully navigated should this project move forward.
Ώ City-run but
the City is part of a partnership making it happen. Different user groups instead of
the City make projects stronger for the community. The City has limited budget,
capacity, and skill sets.
Reaction to the Case Statement/Project
We asked interviewees to share their first impression of the project based on the preliminary
case statement, which can be found in Appendix C. The overall response regarding the
project as proposed was favorable, and participants expressed enthusiasm for the
community center. All participants felt the Jacob Wetterling tribute was an important,
meaningful connection for the community and most agreed that it could help leverage
resources that may otherwise be inaccessible. Comments included:
Ώ I like that they are creatively utilizing the existing space. I like the elevated walking
trackI have seen that used other places.
Ώ ing
plan on the back could use some clarification to be sure it is understood and does not
get missed. I love the Jacob Wetterling name and connectionit pulls the
heartstrings and will allow us to tap more donors we might not otherwise be able to
engage. There is nothing that has changed my childhood and adult life more than
that sad event.
Ώ It is centrally located and within walking dist
nice. If there was programming created around the facility, that would help bring
people in as well. I appreciate the Jacob Wetterling honor. I thought that was a nice
touch when I read that and reminds us how the community really rallied around that.
Ώ At least three senior living facilities have been developed here since 2005, and
programming for older adults is a really important thing to have here because there
anything. Independent living residents will definitely use this facility.
Gathering spots are a great thingespecially for low-cost gatherings where you can
bring a crockpot.
Katrina Lynn | 08.31.2019 | 7
Ώ It is ambitious and the case is well done. The amount to be raised is quite high,
ng to do it, do it right, but on the other hand, you
need sustainability.
Ώ me, but it is very typical and would be expected of a
community center. There is a definite need for gym space especially with the winters.
Ώ The plan is colorful and has the fundamental pieces in it. I am very happy with it
happy with the three gyms in particular. I heard from St. Bens that there is a need for
additional space to accommodate their activities, and this is absolutely essential for
St. Joe.
Ώ I think wonderful. Event space would be really great. It looks lovely. I asked my
friends and they would really like to have pickleball. Programming is really important,
and we have had good luck getting participation in programming.
Questions and Concerns About the Project
We asked participants if they had any questions or concerns about the project. Several
participants reiterated that previous unsuccessful or stalled projects could hinder efforts to
leverage support for this project. Additionally, participants expressed concerns about the
cost and questioned plans for operations and sustainability. Several expressed a desire to
revisit the plans for the community center to make improvements. Representative comments
included:
Ώ How will operations work? \[The community center\] needs to be secured! The existing
community center is vandalized often.
Ώ They are skimping on the walking track, and that is very important to the community.
Ώ The design needs some work. There is definitely room for improvement.
Ώ The cost concerns me. St. Joe tends to be a very frugal community that wants all of
these things, but . Something that is lacking in the
community overall is large businesses with the capacity to provide support to
projects like this.
Ώ The ambitiousness of the project concerns me. Looking back at what happened with
the waterpark and aquatic facility, there was a plan that was not achievable at that
scale, and it was over before it started.
Ώ How are you going to pay for this? I think the case is well laid out,
the funds are here \[in St. Joseph\].
Ώ
trends in St. Joseph. Who will use these amenities?
Katrina Lynn | 08.31.2019 | 8
Ώ Where I hesitate and struggle with this project is that there are a lot of other
community spaces that exist already and are underutilized.
Ώ I think it is missing an indoor swimming pool or water feature. I understand the cost
but are we going to do this right or are we just going to get by again?
Almost half of the participants asked if a partnership with the YMCA had been or could be
explored. Comments included:
Ώ If you expand your geography beyond St. Joe, this goal is doable. If you can partner
with the YMCA, that will also be helpful. That should be the number one thing you
look atcould the YMCA help make this a reality? The YMCA has a committed
volunteer base, they have already gone through a successful campaign, and they
have donors who are members of the surrounding communities who are committed.
Ώ I see this as the St. Joe equivalent of the YMCA. I wonder if this facility could be a
satellite YMCA or a partnership with the St. Cloud YMCA, which would greatly
expand your corporate fundraising capacity and see if there are synergies that can
be taken advantage of.
Ώ I think a partnership with the YMCA would be a good one. I think that you will get a
much better reaction from the community if the
to provide an exercise component.
Most Attractive Project Components
Participants generally felt that all the project components as currently presented in the case
statement were important but indicated the three full-size courts were the most attractive.
The multi-generational common spaces and elevated walking track also ranked highly
(Figure 3).
Katrina Lynn | 08.31.2019 | 9
Figure 3: Most Attractive Project Components (N=11; could choose multiple)
0%10%20%30%40%50%60%70%
Three full-size courts
64%
Multi-generational common spaces
45%
Elevated walking track
45%
Programming for older adults
36%
Event space for receptions, reunions, etc.
36%
Kid Zone area for pre-school and early elementary
36%
ages
Climbing wall
9%
Spaces for community resources (Food
0
Shelf/Historical Society)
Locker rooms and supporting facilities
0
Other comments included:
Ώ People think they want climbing walls more than they actually want
really sure about the need for more Kid Zone areas I think Kennedy does that
locally.
Ώ I think there are a lot of people moving to the community who are of retirement age. I
think this could be a place people would want to move to since it has that small-
town feel, so that multi-generational common space is important.
Ώ Do the Food Shelf and Historical Society add value to what this space is? Or could
they relocate, and that space be better used elsewhere? Users of the Food Shelf
generally prefer anonymity, and this could create privacy issues for those users.
Ώ , facility, but
the gym space is huge. Pickleball is getting huge and those spaces are always
packed \[at the YMCA\].
Ώ Access to wellness and exercise in the winter is always helpful!
Asked if there was something else the City should consider regarding this project, nearly
two-thirds of the participants mentioned a pool or water feature such as a splashpad,
though generally acknowledged that a pool could be cost-prohibitive. Representative
comments included:
Ώ I do or a
splashpad, but the community would definitely be looking for that.
Katrina Lynn | 08.31.2019 | 10
Ώ A small therapeutic pool would be really nice, or just a pool in general.
Ώ Water! An indoor pool with waterslides. Then maybe a splashpad and a hot tub
which would be an attractive feature for seniors. Kids love water!
Other comments included:
Ώ We need to make sure programming is geared towards teenagers, especially at-risk
teens.
Ώ We need a cool, charming space for 8-12 graders to hang out with friends and do
homework. We need a place
want to hang out, they need space.
Ώ A spot where people could find out more about the community, like a welcome center
or Chamber offices.
Ώ -up/drop-off
system.
Ώ It is important to have a paid staff person to maintain it because so often people are
trying to do stuff with volunteers.
Perceived Impact of a Successful Campaign/Completion of Project
We asked participants to look to the future to imagine how the successful completion of this
project could affect the community. Comments were largely very encouraging, and
respondents noted an assortment of positive outcomes of the successful completion of the
project. Comments included:
Ώ Good, inter-generational programming could bring the community together.
Ώ I think the social and activity piece for aging adults is a really good one and could
have positive impacts.
Ώ Number one is that it would be a place for teenagers where they could develop
friendships and stay out of trouble, and there is quite a bit of that going on around
town right now. This will definitely bring families together, which would be my hope.
It would be amazing.
Ώ It would improve the quality of life. It will add to the value of property. Healthier and
safer community overall.
Ώ It could be that hub for people to gather, meet each other, host events year-round. I
am a believer that when you bring people together, good things happen. It is a place
where people of all ages can come together and engage in activities.
Ώ I think it would attract people of all ages and even aging adults and young families.
Katrina Lynn | 08.31.2019 | 11
Ώ I think it could bring the community together. Downtown has been doing positive
work and I think people see thatthis could build off that momentum.
Ώ It would give people a sense of community, especially if they had an outdoor
bandshell or something of that nature where they could give residents somewhere to
go locally and not have to drive into St. Cloud to attend events or use their amenities.
Anticipated Contributions
Anticipated Community Financial Support
We first asked participants if they had ever made a donation to a City-led project in the
past, and 38% indicated they had. Of those who had not made a financial contribution to a
City-led project, several had supported projects in a volunteer capacity. Additionally, 80% of
participants rated community development projects (City-led or not) within their top five
giving priorities.
When asked about the anticipated community support for this project, 64% of participants
believed this project was either or to attract donor support
through a focused capital campaign (Figure 4).
Figure 4: Likelihood of Attracting Donor Support Through a Focused Campaign (N=14)
50%
43%
40%
30%
21%21%
20%
14%
10%
0%
0%
Very likelySomewhat likelyNeither likely norNot very likelyNot at all likely
unlikely
Participants indicated that the Church of St. Joseph had been successful in the recent past
garnering gifts for an interior renovation project. Participants indicated the fundraising for
the project, which exceeded the $1.2 million goal, was successful due to the relatively large
faith base, many of whom were aging adults who had the passion and means to support
the project. None of the study participants was able to recall other local capital campaigns
of similar or greater magnitude.
Reaction to the Proposed Fundraising Goal
We next presented participants with the following information regarding the preliminary
fundraising goal and parameters for this project:
Katrina Lynn | 08.31.2019 | 12
Total project cost estimated at $15 million
Philanthropic goal of $6 million
Philanthropic funds to be secured through private donations and grants
Gifts could be pledged over a 3- to 5-year period
When then asked if this was a realistic funding goal, given those parameters, 57% of
participants agreed that it was, 29% were unsure, and only 14% indicated it was not
realistic (Figure 5). Concerns regarding the fundraising goal could be attributed to
uncertainty ipreviously
tested a goal of similar scale.
Figure 5: Is this a realistic funding goal? (N=14)
Maybe/don't
know, 29%
Yes, 57%
No, 14%
We then asked participants to describe what would make the $6 million fundraising goal
more feasible. Responses included obtaining buy-in from a handful of leadership-level
donors, leveraging community partnerships as well as the Jacob Wetterling connection,
including a water feature in the plans, and communicating the project scope and business
plan effectively by tailoring the messaging to various stakeholder groups:
Ώ If it includes a pool, $6 million is definitely feasible.
Ώ This is a blue-collar community. If you have some large donors on board giving $1M+,
then maybe it is more palatable. I am cautiously optimistic.
Ώ You need to leverage partnerships. There are really many bigger employers in the
community. YMCA had CentraCare, Scheels, and Bernicks on board, and that helped
get other people on board.
Ώ We need to get some strong business leaders to talk to other business leaders, such
as Brenny Transportation, and they could reach out to others. I think the Jacob
Wetterling connection will help bring in donors from outside our community.
Ώ It makes a ton of sense to use the Jacob Wetterling name. It is a timeless name to the
community and changed the fabric of the community. I think people are going to
want to know how the facility is going to paid for long-term and sustained. Not
having to abide by prevailing wage and if the project doest have to go out to
competitive bid, that might help reduce costs.
Katrina Lynn | 08.31.2019 | 13
Ώ Success is all about how you engage people as donors. For the aging population,
figure out where people are going right now to engage in activities, especially year-
round. My guess is they are going to St. Cloud. Could there be a component of a
coffee shop or something like that where the aging population could meet with
others after they workout?
Ώ Be clear about what the vision is. If you can get those 3D images so people can
imagine this project, that would be helpful, especially for the older folks so they can
envision themselves using the facility. You need to appeal to how this is a benefit
across generations. If there is an outdoor hockey rink, you could get a team of local
e facility, and it would be heavily utilized by the community. It
would be helpful to see how you could maximize the outdoor space in future
renderings such as hostithat
just an indoor facility but could be so much more.
Ώ The fiscal management piece is probably an attractive thing for donors. Maybe there
could be a partnership with the Whitney Center as a satellite location for
programming. Could there be a partnership to offer some health services? I think you
need to look at the whole facility and see who might be a good partner for which
aspect.
Ώ pment.
Ώ I am ambivalent about a partnership with the YMCA. There has been talk of a
partnership with them in terms of programming, not financing. I think the YMCA with
their background could step in at least initially to partner in terms of programming,
but in terms of financing, it needs to be separate. This needs to be a St. Joe facility.
Timing & Potentially Competing Efforts
When asked about timing, 85% of respondents agreed that now is a good time to launch
this fundraising effort (Figure 6). Asked about potentially competing community-based
campaign efforts, no major current or emerging projects surfaced.
Figure 6: Do you think now is a good time to launch this fundraising effort? (N=13)
Maybe/don't
know, 8%
No, 8%
Yes, 85%
Katrina Lynn | 08.31.2019 | 14
Anticipated Individual Support
Interviews conducted for this study demonstrated moderate interest in giving to this
campaign, with 61% of participants i
. 23% were ambivalent about making a gift, and
only 16% indicated they to give to this campaign
(Figure 7).
While the majority of respondents demonstrated interest in donating to this project,
reluctance to engage as a donor was largely associated wavering confidence that the
project will come to fruition due to the ambitious fundraising goal and previously
unsuccessful community projects. As one interviewee put itwant to see this project
happen, but
Other participants pointed to the local tax burden as a deterrent to
philanthropy. Additionally, a handful of interviewees lived outside of St. Joseph and
therefore tended to engage as donors in their home communities rather than in St. Joseph.
Figure 7: Likelihood of Study Participants to Give to Campaign (N=13)
46%
50%
40%
30%
23%
15%20%
8%8%
10%
0%
Very likelySomewhat likelyNeither likely norNot very likelyNot at all likely
unlikely
Participants were next shown a giving pyramid with gift levels ranging from $100 to $1
million and above and were asked to identify possible level(s) of support (Figure 8). Of the
14 interviews conducted for this study, nine potential gifts were identified. One potential
major gift of $100,000 was identified during this study. Using the low end of each gift level
range, these nine potential gifts totaled $149,600, with a high-end range of $355,491.
Of special note, one study participant indicated willingness to make a $1 million gift on the
condition that the community center plans be altered to include a pool. This participant also
indicated that, if the plans remained as currently envisioned, this potential gift would stay at
$100,000 (as outlined in Figure 8).
Katrina Lynn | 08.31.2019 | 15
Figure 8: Giving Pyramid (N=11)
$1M+
$500,000-
$999,999
$250,000-
$499,999
$100,000-$249,999
Ȅ ƫƈǂķŽǂŜċŲ ŐŜŏǂ
$50,000-$99,999
Ȅ ƫƈǂķŽǂŜċŲ ŐŜŏǂ
$25,000-$49,999
Ȅ ƫƈǂķŽǂŜċŲ ŐŜŏǂ
$10,000-$24,999
$5,000-$9,999
ȅ ƫƈǂķŽǂŜċŲ ŐŜŏǂƶ
$2,500-$4,999
Ȅ ƫƈǂķŽǂŜċŲ ŐŜŏǂ
ȅ ƫƈǂķŽǂŜċŲ ŐŜŏǂƶ
$1,000-$2,499
$500-$999
$100-$499
Ȅ ƫƈǂķŽǂŜċŲ ŐŜŏǂ
Unsure at this time
ȅ NJŽƶNJƮķ
Pledge Payment Preferences
We asked interviewees to think about the manner in which they would prefer to make gifts
to this campaign, responses to which are illustrated in Figures 9 and 10. Of the six
interviewees who responded about giving timeframe, most agreed that they preferred the
flexibility of being able to pledge gifts over five years as opposed to all at once or over three
years.
Figure 9: Does the length of the pledge payment period affect the size of your gift commitment?
(N=11)
Maybe/don't
know, 27%
No, 0%
Yes, 73%
Katrina Lynn | 08.31.2019 | 16
Figure 10: In terms of your giving time frame, how do you prefer to allocate your donation? (N=6)
All at once,
33%
Over the course of 3
Over the course of 5
years, 0%
years, 67%
Anticipated Volunteer Support
Eight participants indicated an interest in supporting this campaign in a volunteer capacity
with a few
will likely increase as the project is further fleshed out, lingering questions are answered,
and community confidence in the project grows. Interviewees who indicated a willingness to
lend a hand were asked if their names could be shared with the leaders of the project.
Expanding the Circle of Support
Interviewees were asked to suggest names of influential individuals, organizations, and/or
businesses to reach out to for financial and/or volunteer support of this process.
Communications & Awareness
Of the avenues of communication presented to interviewees, the top three ways
participants learn news of the City of St. Joseph were word of mouth, 62%; through
various roles in the community (e.g., involvement with project committee,
school district, Greater St. Cloud Development Corporation, and through relationships with
City employees), 54%; and the newspaper, 38% (Figure 11).
Katrina Lynn | 08.31.2019 | 17
Figure 11: How do you find out about things happening with the City of St. Joseph? (N=13;
participants could select multiple)
0%20%40%60%80%
Word of mouth
62%
54%
Newspaper
38%
Website
23%
Social media
23%
From City staff member or City Council member
15%
Newsletter/direct mail
15%
Television
0%
Email
0%
I don't really hear what's happening with the City
0%
We asked participants for suggestions about how best to increase community awareness
about this project. A primary recommendation was to elevate this conversation through
regular, transparent communication as planning for this project moves forward as well as
opportunities for the community to provide input to encourage widespread support of the
project. Recommendations included the following:
Ώ There was a lot of energy about the project and they will need to regenerate the
spark. Maybe you could get some kids on board who support the project and
research the cost of juvenile crime/incarceration/treatment and market this as a
proactive approach to those issues. \[The community center\] would lower crime rates,
keep kids more engaged, increase graduation rates, etc. There is proof of the
impacts.
Ώ Engaging the local faith and school communities would be a good place to start.
Ώ Facebook, church bulletinsthe usual places.
Ώ There does not appear to be a City of St. Joe Facebook page. That is a real missed
opportunity!
Ώ Having a few community open houses would be a good idea. Visuals and 3D fly-
throughs are helpful, explaining why the location makes sense and helping people
see what the project will look like.
Ώ Spend a lot of time picking the right people for this project and give people a lot of
time to interact with this plan. Get the right volunteer to be the face for this project
with credibilitythey can instill confidence in the community.
Katrina Lynn | 08.31.2019 | 18
Ώ Continue to go back to activity and healthy lifesty
message out about benefit to the
community.
Ώ A newsletter or some way to communicate regularly would be good. They should
have some sort of event or open house where they can communicate to their
constituents and both get information out there and give people an opportunity for
input.
Ώ Get the right information out there and have ambassadors of this project. Get
s Club, Y2K, and
Additional Insights
At the conclusion of our conversations, we asked participants for any final words of advice
or suggestions they had for the leaders of the City of St. Joseph and the Community Center
Committee as they move forward with plans for this project and fundraising effort.
Comments included:
Ώ Using a staff person to o was part
t
back? A City staff member should not be the external face of this project, but they
could serve as that hub.
Ώ I think this approach with the study is a good one. I think thinking more regionally
would be good in attaching St. Joe to a larger community.
Ώ Maybe do the project in phases. Prioritize the elements of the project, raise money,
build something, repeat. Something people need is to see something happening
before they get on board, and it keeps the project moving forward.
Ώ I think the biggest thing is, there has to be visible progress on this. Over the last
number of years there have been some big visions that have been talked about and
not materialized. There is a subset of the community that expects the same thing will
happen with this. There have to be early wins with this project. The aquatic center
was just some well-intentioned community members who wanted to see something
happen, but it was not a formal, professional campaign, and the whole thing fell on
its face pretty fast.
Ώ If there is going to
raise the money, then what will happen? People are concerned about tax increases.
-in from the community,
sure how to get it. Fundraising in advance of the campaign will be critical. The City
Katrina Lynn | 08.31.2019 | 19
campaign, and moving forward would be a mistake.
Ώ Making Highway 75 more pedestrian friendly would be a really good idea and could
increase access to the community center.
Ώ People get nervous about their taxes, so address that. This is a great opportunity for
the City to grow in a good way.
Ώ What kind of timeframe is there? When is the groundbreaking? That would be nice to
know. I think anything the City could try to do to make this happen would be to their
advantage.
Katrina Lynn | 08.31.2019 | 20
Observations, Recommendations & Next Steps
SWOT Observations & Analysis
As the City of St. Joseph prepares to move forward with this project, we have identified a
number of key themes within the configuration of a SWOT analysis that are likely to have an
impact on the campaign.
Strengths Weaknesses
Potential lead gift of $1 million (though Aggregate potential gift amount is low
conditional) compared to goal
ect Limited track record of donor cultivation
Influential campaign volunteer prospects
community wants, i.e. pool and teen space
Connection with Jacob Wetterling legacy
No existing committee and no paid staff to
Multi-generational appeal
manage project and campaign
General community-wide vocal support
Perception as a
for the project
community project
Community mindset of St. Joseph as
Limited study pool
worthy and in need of a community center
Minimal mid-level major gifts; center of
giving pyramid is sparse
Duration of planning process/collective
belief factor: Is it really going to happen?
Population size/potential donor pool
Perceived lack of trust in City officials
Opportunities Threats
Timing: Study interviews did not reveal Recent changes to tax code affecting
any major current or emerging charitable deductions
community-based capital campaigns
Current political climate and upcoming
Potential partnerships with YMCA, senior national election cycle
center, school district and colleges
Excluding a pool in final plan without
Active state funding request to support strong community involvement in the
the project decision
Potential access to wider donor base with Uncertainty around
inclusion of a pool in the final plan plans
Engage more project ambassadors with Failing to involve a fresh, objective
separate community perspective to the planning and
engagement/planning and campaign implementation process
steering committees (see
recommendations)
Katrina Lynn | 08.31.2019 | 21
Recommendations for Campaign Goal & Timeline
As illustrated in the SWOT analysis, several weaknesses and threats of the current project
as proposed emerged throughout the study. It is our opinion, however, that with the right
project design and community-based leadership, philanthropy is a viable component of a
complete finance package.
It is our professional opinion that a campaign of $6 million for the project as presented is not
likely to be successful. However, with the leadership of influential community members in
the committee chair/co-chair position and a concerted effort to engage the community under
the auspices of a new grassroots community effort to help design and plan the new space, a
goal of $4 million is possible (assuming a pool is included in the design and the contingent
gift of $1 million is secured).
Therefore, we recommend that the City of St. Joseph begin planning for a grassroots, local
capital campaign fundraising effort, contingent upon successfully completing all six of the
following steps. However, if the City chooses not to embrace the study recommendations,
we do not recommend proceeding with a capital campaign at this time.
Strategic Steps to a Successful Campaign for the City of St. Joseph
1. Hire an outside, objective project coordinator with both executive and relationship-
building skills who could transition into a campaign manager at the appropriate time.
This would be a contract position and serve in addition to a campaign consultant.
2. Assemble a community engagement & planning committee to lead additional
community engagement sessions and a public survey to elicit a final design plan that
is sustainable and designed as a true s interests and
expressed needs. This group must include representatives from potential partner
organizations (such as the YMCA, school district, Whitney Senior Center, etc.) and
can include members of the existing Community Center Committee.
3. Secure operations and programs partnership(s). The nature of these partnerships
will emerge as the above-mentioned committee work proceeds but must be
formalized before a successful capital campaign can commence.
4. Reconsider a community pool as a fundamental component of the project plan. As
aforementioned, build consensus and alignment around community priorities for the
community center space by conducting community engagement sessions and a
public survey, developed and led by the Community Engagement & Planning
Committee. If a pool or other water feature is determined to be a definite community
priority, follow up through the appropriate channels to redefine the project scope and
cost to include a pool. If a pool is deemed unattainable, educate and engage key
campaign prospects and understand that the lead $1 million campaign gift is no
longer a viable component of the overall campaign gift pyramid.
Katrina Lynn | 08.31.2019 | 22
5. Finalize the project blueprints and a business plan along with a completed
operational proforma. Donors will have greater ease in giving if a viable business
plan and proforma are completed and presented in summary form (upon request).
6. Shift the focus from a City-led project to a grassroots, community-led project
mindset by securing influential community members as committee co-chairs and
partnering with a local community foundation or similar organization to serve as
fiscal host.
Internal Steps to Campaign Readiness
Before convening additional volunteers for campaign planning and early-stage solicitation,
we recommend that the City of St. Joseph and Community Center Committee take the
following steps, whic:
1. Send a written thank you and summary of key findings and next steps to
positioning study participants (thank you and completed summary to be provided by
our firms).
2. Engage in a strategic discussion regarding study findings and recommendations,
including hiring a project coordinator, launching a community engagement process,
setting and approving a final project plan and campaign goal, revising the case
statement, and creating an anticipated timeline. We would be willing to provide
facilitation and planning services for this if desired.
3. Examine staffing infrastructure to ensure readiness for a community engagement
process and capital campaign. Most notably, project management, communications,
relationship-building and stewardship skills will be needed. We recommend hiring an
outside, objective project coordinator to serve as the point person for the community
center project from the planning stages through the community campaign. City
marketing staff should play a supporting role in terms of marketing and
communications for the project, or the City could also contract with an outside firm to
develop and work a plan for community communications and PR (or a combination
of both).
Katrina Lynn | 08.31.2019 | 23
Community Engagement Process Recommendations
(6-9 months)
1. Retain skilled counsel to develop and guide a plan for a community engagement
process.
2. Reorganize the existing Community Center Committee to create a new
Community Engagement & Planning Committee. This committee will include
prospective partners and additional community influencers. Consider invitations to
representatives from potential partners such as the YMCA, Whitney Senior Center,
schools and fiscal host.
3. Elect an experienced, well-recognized community leader to serve as volunteer chair
of the committee.
4. Publicly address concerns about the project. Consider additional community input
sessions to educate the public and gather further advice about specific components
of the project.
5. Develop an online presence to increase education and transparency regarding the
emerging project. Include basic information about the design, timeline, and plan for
the project, as well as the proposed finance package, with state bonding support.
Include links to minutes from community input sessions and invitations to participate
in future sessions.
Capital Campaign Recommendations
(18-24 months, upon completion of community engagement recommendations)
1. Retain skilled counsel to train and guide all aspects of a comprehensive campaign.
2. Finalize project details and philanthropic goal and gain formal approval from all
necessary parties.
3. Consider how to honor the legacy of the Wetterling family and how their story
has shaped the and concerns. Engage the family throughout
the entire planning process to better position the campaign and project as an
extension of their work and a symbol of hope for not just St. Joseph, but for
communities everywhere.
4. Identify leaders and assemble a Campaign Steering Committee. The Committee
should identify 12-15 influential leaders in the community who will develop and
embrace a campaign plan. These key volunteers must have the influence, reputation,
passion, and resources to make the campaign successful. Limit City staff presence on
this committee to ensure a community-led effort. Members of the Community
Katrina Lynn | 08.31.2019 | 24
Engagement & Planning Committee could transition to serving on the Campaign
Steering Committee; however, fresh faces should also be included.
5. Develop a case for support and communications strategy to support a successful
campaign. The communications strategy should include developing a creative
campaign communications package with the following components to launch a
successful effort.
a. Expanded case statement for 1:1 meetings (as detailed under #3)
b. Key talking points for leadership
c. Summary of finance package, including philanthropy goal
d. FAQ for leadership
e. Testimonials (with photos) of youth, committee members and early donors
f. Compelling press release and media relations plan
g. Smaller version of case for direct mail/events/mass distribution
h. Campaign web microsite or campaign pages within City (or fiscal ho
website
i. Social media visual package to educate supporters and spread goodwill
j. PowerPoint
k. Short video with call to action
6. Design a campaign following best practices in philanthropy:
a. Develop and implement a campaign strategic plan and calendar of
activities.
b. Create compelling community-centered content to inspire volunteer and
donor support.
c. Create detailed job descriptions for campaign volunteers and City staff to
clarify roles and expectations of all parties.
d. Conduct a thorough prospecting process and populate the gift chart
accordingly.
e. Develop strategies for in-person meetings and coaching volunteer/staff
team before the meeting is made.
f. Identify opportunities for leveraging campaign success to bring donors
closer for future support.
g. Create an appropriate plan for recognition with visible naming
opportunities and a display to recognize donors giving to the campaign.
Katrina Lynn | 08.31.2019 | 25
h. Conduct a formal evaluation of the campaign effort by engaging key
volunteers, community members and staff in order to inform future efforts.
7. Recruit, educate and train key staff and volunteer leaders. Launching and
managing a community engagement and/or capital campaign of this scale requires a
considerable effort on the part of staff and leadership-level volunteers. We
recommend that the City engage an experienced consultant to provide
training/coaching to the Committee, staff, elected officials and key volunteer leaders.
In Closing
The City of St. Joseph, in partnership with a volunteer-led Community Center Committee,
shows potential for success for a $4 million community philanthropy effort. Success is
contingent upon addressing the following key aspects to gain key community influencer
support:
Inclusion of a pool
Addition of paid staff to coordinate/manage relationships and accountability.
needs and is inclusive of all ages
Plans for ongoing maintenance and the business plan for sustainability with a solid
proforma.
Connection with Jacob Wetterling legacy.
If these concerns are not addressed as recommended in our community engagement
process, we do not recommend moving forward with a capital campaign. A universal truth
in fundraising is that success is heavily dependent upon how well the project aligns with the
perceived community needs within key stakeholder groups.
Furthermore, donors, community influencers, volunteers, and City employees are the very
roots from which a successful capital campaign of this scale must grow. A steady and
increasing focus on strengthening ties with these key stakeholder groups is necessary.
Creating authentic opportunities for engagement such as community focus groups,
interviewing/creative storytelling, and intergenerational-designed planning will further
cultivate and steward the best supporters and create a ripple of goodwill
throughout the community.
Launching and managing a capital campaign is a major undertaking which will require an
investment of time, energy, and resources by both volunteers and staff to ensure its success.
If managed with careful attention to the concerns expressed by study participants, we
anticipate the City and Community Center Committee will reach its fundraising goal and
Katrina Lynn | 08.31.2019 | 26
build lasting connections that can help the City continue to evolve to serve the needs of the
St. Joseph community.
We look forward to continued conversations with the City of St. Joseph and to the potential
to work in partnership with you to design a community process and case for support that
will capture the imagination of your closest supporters and allies.
We wish to thank everyone who participated in this process, especially the Community
Center Committee and Judy Weyrens, for their assistance at every point in the study.
Thank you for entrusting this critical process in due diligence for capital campaign planning
with our team.
Katrina Lynn | 08.31.2019 | 27
Ask &
Engage
Planning
Donors &
Document
to Steward
Community
Evaluation &
Input, Continue
spanning
Thank &
Impact of
Recognize
Celebration
Volunteers &
Philanthropy.
Donors. Show
capital campaign
llowed by a
fo
Major Gifts
Add General
Public Phase
Gifts, Continue
28
.2019 |
ment process
31
Continue
08.
Leadership
Silent Phase
Solicitation &
Capital Campaign
Add Major Gifts
Katrina Lynn |
Plans
Planning &
Committee, Solicit Inner
Gifts, Finalize
Advance Gifts
Recruit & Train
9 month community engage
-
6
A
Case
Phase
Donor
Cultivation
Preliminary
Finalization of Goal, Creative
Project Plans &
Development &
Expand
Process
Educate
Add New
Partners &
24 months. Campaign phases will intersect and overlap.
Community
Committee,
Community
Engagement
-
Appendix A: Recommended Timeline for Anticipated Overall Timeline: 18
Appendix B: Sample $4 Million Capital Campaign Gift Chart
Number of
Number of Cumulative Cumulative
Gift Amount Prospects
Gifts Total Percentage (%)
Required
$1,000,000 1 5 $1,000,000 25%
$500,000 2 10 $2,000,000 50%
$250,000 3 15 $2,750,000 69%
$100,000 4 20 $3,150,000 79%
$75,000 4 20 $3,450,000 86%
$50,000 4 20 $3,650,000 91%
$25,000 6 30 $3,800,000 95%
$10,000 10 50 $3,900,000 98%
$5000 15 75 $3,975,000 99%
$1000 and
Many Many $4,000,000 100%
under
Katrina Lynn | 08.31.2019 | 29
Appendix C: Preliminary Case Statement
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uȞɥɏȩNjɭDŽɥǻȩȞ
Kristi Ackley & Amanda Whittemore of Fair Winds Consulting,
LLC will provide counsel to two separate committees. This work
could start as early as October 21, 2019. Work with committees
will use the positioning study and recommendations in the final
study report as a guide to building a successful campaign. With
our assistance, we are confident that the City of St. Joe can
exceed the studys findings.
Phase One: Community Engagement
We will help the committee in the Prepare, Engage and Refine
Community Center
steps of this process. This includes steps 2 5 in the community
engagement process recommendations in the positioning study
Project: Community
report. Outcomes will include:
Engagement &
Operating proforma
Final budget
Campaign Counsel
Refined plan for the community center project that
incorporates community needs & priorities
Proposal Overview
Phase Two: Campaign Counsel
We will help the committee in the Prepare, Advance and Public
steps of the capital campaign. Outcomes will include:
September 23, 2019
Branded campaign materials
Campaign plan
Training and training materials for campaign leadership
List of qualified donors and plan for approach
Counsel:
Kristi Ackley & Amanda
ȩɥǒ٠ >ȩȜȜǻɥɥǒǒ DŽǵƧǻɏɗ ʆǻȓȓ ȞǒǒNj ɥȩ ǃǒ ǻNjǒȞɥǻǬǻǒNj Ǭȩɏ ǒƧDŽǵ DŽȩȜȜǻɥɥǒǒ٦
Whittemore
Timing
We recommend both phases are worked on simultaneously and
that work is started as soon as possible.
Investments
Community Engagement & Campaign Counsel - $66,000
Fee represents first 12 months of support with Phase I & II
happening simultaneously. Support includes basic marketing
package* and mileage for up to 2 roundtrips per month.
*Basic marketing package includes design of campaign logo,
expanded campaign brochure and campaign mini website. Does
not include printing or webhosting.
λ CğźƩ źƓķƭ /ƚƓƭǒƌƷźƓŭͲ \[\[/