ASOR 2003 Feasibility Study

ASOR 2003 Feasibility Study
by Loren Basch, Creative Resources Development

Introduction
Go to Findings, page 1
or Findings, page 2

Table of Contents

Introduction
     Preface
     Introduction
     Purpose

Preface

by Loren Basch, Creative Resources Development

Dear Ladies and Gentlemen:

On behalf of my associates, I appreciate the opportunity to be of service to the American Schools of Oriental Research at this important juncture in its distinguished history. We are pleased to share with you the Feasibility and Strategic Campaign Planning Study for ASOR, conducted by Creative Resources Development.

However interesting and useful the Executive Summary will be…all concerned are encouraged to read the full commentaries of the interviewees.

I would like to thank ASOR's President, Larry Geraty, the Board Members and staff who helped provide us with the list of interviewees, background materials and insights necessary to complete our work. A special thanks is due to Rudy Dornemann, Holly Andrews and Britt Hartenberger without whose teamwork this study could not have been conducted. David Rosenstein was my liaison with the Board and his perspective and diligence throughout the process made an important difference.

I very much enjoyed speaking in person or on the telephone with many of the Study participants. Each conversation had a memorable quality on a personal level and contributed key input to the outcome. A thank you also…is owed to the surprisingly large number of members who answered the questions in the Study, by return mail. The opinions, observations and suggestions of the participants form the basis of the Findings and Recommendations in the Executive Study. Through the cooperation of all concerned this report has been assembled and is now presented to you.

Sincerely,

Loren Basch

Introduction

In July - November 2003, Creative Resources Development under contract with the American Schools of Oriental Research, conducted a Feasibility and Strategic Campaign Planning Study. The Study sought to assess the strength of ASOR's case for significantly expanding its membership services and the willingness of the organization to re-position for a successful fund-raising campaign.

Loren Basch first interviewed ten ASOR leaders and then formulated a relevant Survey document. A letter of invitation was sent to all interviewees asking them to be a part of the ASOR Study. Over 600 active members were mailed the Survey and encouraged to fill it out. A listing of all Study participants is included. From mid August through mid October 118 ASOR members participated in the survey.

46 personal interviews were conducted on the telephone or in person.
33 members signed their names to the written survey and mailed it in.
39 sent their surveys in anonymously

The personal interviewees were drawn from an inter-generational cross-section of ASOR's individual and Institutional members…including past and present Leaders and Committee members. The 72 members who mailed in their studies gave the Study a unique and comparatively large random sampling.

One objective of the Study was to provide an organizational "snapshot" of ASOR's current potential and ability to embark on a major fund-raising campaign. Clearly, it does not reflect the feelings and thoughts of every ASOR member, but it does serve as an effective gauge of the opinions of a solid cross-section of the membership at this time.

Purpose of the Study

The primary purpose of the study was to assess:

ASOR's current and recent fund raising results.
Is ASOR's leadership open to, willing and capable of leading the membership through a repositioning that will attract new fund raising?
Whether this membership group sees themselves and their scholarship as important and worthy enough to have a stronger service umbrella.
If ASOR's membership services and benefits are satisfactory.
Which ASOR programs are most successful or not and why?
ASOR's satisfaction level and image of itself …among its Individual and Institutional Members…scholars and "Friends Of".
ASOR relationships in the array of field related membership organizations.
ASOR's resource development connections in Higher Education and Washington D.C.
Where raising and applying additional dollars would have the most positive impact on ASOR's ability to implement its mission.
The internal and external obstacles ASOR would face in a fund raising drive.
The degree to which ASOR's Board and membership agree on the "needs".
Is now the time for ASOR to reposition for more effective fund raising?
The potential success of a fund raising plan of action that addresses the why now…how much money…for what…by who will do the work…from who will come the money…how…when does it happen...and how much will it cost.