The strategic plan aims to improve church operations and engagement. Key goals include reducing ministries and Sunday services, creating opportunities for members to serve, and increasing partnerships. Metrics will measure membership growth, volunteer training, and community involvement. The plan involves restructuring ministries, implementing new processes, and hiring a coordinator to oversee volunteers and partnerships.
3. Vision or Mission Statement Church
INSERTVISION OR
MISSION
STATEMENT HERE
4. Top Key Beliefs (Values)
INSERT KEY BELIEFS
ORVALUES OFTHE
CHURCH
5. Stakeholder Perspective
Metric Target State
Provide biblical instruction on the
responsibilities of tithing
• 80% of the adult members will have completed
the class on Spiritual Finances
• Tithes and offering will support the addition of
staff required to operate in the most efficient
and effective manner
Engage teens to serve in the church ministries
according to their spiritual gifts assessment
• 100% of teens will complete a spiritual gifts
assessment
• At least 50% of teens will connect with and
serve in a ministry by the 3rd quarter of 2015
Create partnerships with churches, schools
and other organizations in the surrounding
community
• Congregation participates in local community
events
• Church sponsors/financially supports
community efforts
6. Member Perspective
Non Members Conversion Strategy
Agnostics
Community partnership
Evangelism
Interactive fellowship
Spiritual growth & development for married
couples and singles
Unique opportunities to serve in ministry
The Unsaved
Homeless Christians
7. TARGET USER GROUPS VALUE PROPOSITION
Individuals Partnership
Families Service
Community Organizations Spiritual Growth
8. Strategy Canvas Map for Church
1
2
3
4
5
6
7
8
9
10
Interactive
Fellowship
Community
Partnerships
Evangelism Unique Service
Opportunities
Programs for
Married Couples
Programs for
Singles
# Competitive Alternative Church The World
1 Interactive Fellowship 6 7
2 Community Partnerships 8 5
3 Evangelism 6 1
4
Unique Service
Opportunities 5 8
5
Programs for Married
Couples 3 5
6 Programs for Singles 3 10
0 2 4 6 8 10 12
Interactive Fellowship
Community Partnerships
Evangelism
Unique Service Opportunities
Programs for Married Couples
Programs for Singles
9. Eliminate-Reduce-Raise-Create
Eliminate
• Co-ministry leaders
• Siloed ministries
Raise
• Community partnerships
• Evangelism
• Interactive member fellowship
• Spiritual growth & development for
married couples and singles
Reduce
• The number of Sunday services
Create
• Unique opportunities to serve in
ministry
• Progressive spiritual experiences
10. METRICS – Member Perspective
The number of ministries will be reduced by December 31,2015.
The church will have activities and/or events for married couples and
single individuals by October 31, 2015.
There will be 2 Sunday morning services beginning January 2016:
9:30 a.m. and 11:30 a.m.
Events will be planned with activities that include interactive
engagement for participants.
There will be a 30% increase in church membership from December
2014 to December 2015.
12. OPERATIONAL METRICS
By October 1, 2015 ninety percent of volunteers will be confident
serving in their ministry roles.
The number of community partners will increase by 10% from
December 2014 to December 2015.
Participation in the Christian Education Classes will increase by 20%
from year to year.
13. Member Relationship Management
Status
Engage intentional prayers focused on
bringing new souls to Christ through
membership at Church
Requires
Enhancement
Process: Seek New Members
14. Member Relationship Management
Process: Acquire New Members
Status
Provide evangelism education and
increase opportunities for evangelism
Requires
Enhancement
17. RELATIONSHIP MANAGEMENT METRICS
The number of visitors will increase by 25% from the first half of 2015
to the second half of 2015.
Members who join the church between September 2015 and
December 2015 will remain active members for the 2 years following
the date they joined the church.
The ministries will have an average increase in active membership of
15% by July 2016.
18. Regulatory and Social Processes
Status
Hire a part time volunteer management
professional to oversee ministry administration
and community partnerships
Requires
Implementation
Report outcome measures from community
partners
Requires
Enhancement
19. REGULATORY & SOCIAL PROCESS METRICS
Church will create a position description for a ministry & outreach
administrator/coordinator that includes a primary and supplemental
tasks, skills required and industry best practices by December 31,
2015.
Church will secure an individual for a ministry & outreach
administrator/coordinator by June 30, 2016.
Church shall report measurable outcomes of its community
partnerships to the congregation by March 31, 2016 and annually
thereafter.
20. Learning and
Growth
Perspective
Attract and retain new church members
Improve use of systems and databases for
operations and membership development
Expand and develop the Christian education
program
Acquire training resources to effect change
for members of all ages
Develop leadership skills in church staff and
ministry volunteers
Link ministries’ activities with church vision
and annual goals
Ensure development of operational policies
and processes
Human
Capital
Information
Capital
Organization
Capital
21. TANGIBLE OUTCOMES
On average, the amount of tithes and offering collected will be
maintained or increase from month to month.
Increased ministry participation will close the gap in services provided
and activities/events offered by Church.
All ministry volunteers are trained in their respective ministries, and
their duties are clearly understood.
Church reports evidence of church members are growing spiritually.
22. Readiness Assessment Checklist
1. Have you clearly defined the need that is driving the church to consider implementing
changes?
2. Is building a stronger collaborative culture an appropriate strategy to address the church’s
needs?
3. Is it the right time for implementing a culture change?
4. Is a change that emphasizes the importance of collaboration feasible and acceptable?
5. Will you and church leaders support the change and effort required to implement the change?
6. Will the church have sufficient personnel (staff and volunteers) to implement the changes?
7. Is the church willing to measure and assess progress and continuously improve the processes?
8. Will the church reinforce and reward positive behaviors and improvements in processes?
23. Deliverable To Whom? Why communicate with this dept/group/person? Communication method Responsible Party When and how frequent?
Strategic Plan Overview Church staff, select church leaders This groups helps with church operations and vision planning Face to face meeting Pastor Start of third quarter 2015
Action items and progress
Church staff, select church leaders &
additional team members All involved in the strategic planning Meetings & email Project Coordinator Beginning and biweekly thereafter
Strategic Plan Progress
Church staff, congregation & additional
team members
Strategic plan impacts church staff and church members. Must be
aware of changes and impacts and need for resources
Prepared report &
announcements Pastor & Manager Beginning and monthly thereafter
Team will meet 2 hours biweekly Team members Team will need to place meetings on their calenders Email Project Coordinator Beginning
New process for New Member
Ministry New Member Ministry facilitator(s) Impacted by change Face to face meeting Pastor Prior to implementation
New process for New Member
Ministry New Member Ministry team Impacted by change Face to face meeting
New Member Ministry
facilitator(s), Pastor Prior to implementation
New process for all church
meeting Congregation To be informed of church vision status and progress
Pulpit & church bulletin
announcement Pastor & Manager Prior to implementation
New report process for ministries Ministry facilitators Impacted by change Email & face to face meeting
Pastor & Volunteer
Management ProfessionalPrior to implementation
Ministry restructure Ministry facilitators Impacted by change Email & face to face meeting
Pastor & Volunteer
Management ProfessionalPrior to implementation
Communications Plan
24. Implementation Plan
Task Start Date Goal Date (Comlpletion) Complete % On Schedule
Strategic Planning Meeting (Staff) 8/31/2015 8/31/2015 0% Yes
Evaluate ministry operations 10/1/2015 11/30/2015 0% Yes
Create new position for volunteer management professional 1/29/2016 1/19/2016 0% Yes
Develop standard processes for all ministries 2/1/2016 3/31/2016 0% Yes
Change in New Member Ministry process 2/7/2016 3/27/2016 0% Yes
Implement new times for Sunday services 2/7/2016 2/7/2016 0% Yes
Redefine community partnership reports 4/1/2016 5/1/2016 0% Yes
Fill new position: Volunteer Management Professional 5/31/2016 5/31/2016 0% Yes
25. Outcomes Sustain Plan
New Member ministry engages 100% of new
members.
Monitor the follow up process to gauge
feedback for the new member experience.
Ministry facilitators will report more
satisfaction and less burn out with their roles.
Have targeted communication of ministry
events and volunteer opportunities to ensure
inclusion of the appropriate audience.
Community partnerships will increase by 10%
over a 12 month period.
The role of community partner representative
assesses relationships to evaluate
opportunities
Notas del editor
The goal for Church is Growth. The strategic planning seeks a direct connection between services offered by the church and this goal. All church activities and operations are centered around it. In an effort to be set apart from the world, Church strives to ensure biblically based instruction and activities/events that promote spiritual growth and development.
Co-ministry leaders will be eliminated to improve structure, efficiency and processes. Additionally, some siloed ministries can be merged to maximize the use of resources and services offered.
Community partnerships, evangelism, interactive member fellowship and spiritual growth & development will be emphasized to maximize the spiritual experience of members and visitors. Two important outcomes are to engage visitors to church members and to have platforms for members to get to know each other.
The number of Sunday services will be reduced to be more efficient with resources and encourage individual fellowship (less separation) with a larger member base.
The church will create unique opportunities to serve in ministry to (1) enhance the ministry experience, (2) to encourage families to serve together, and (3) to expand service opportunities. The church will also seek new ways to give its “customers” an awesome spiritual experience.
Active members are those members who (1) attend church services (Sunday morning or Tuesday evening) at least two calendar weeks each month, (2) regularly contribute (weekly, biweekly or monthly) tithes & offering to the church, and (3) have active membership in a ministry.
Active membership in a ministry is defined as a person who is listed as a member of the ministry and participates in the ministry activities according to a pre-determined schedule or as needed for special projects.
The volunteer management professional can have the title of ministry & outreach coordinator or ministry & outreach administrator. This role can be a staff position or a contract position. Here are examples of core skills required for this role
Leadership experience
Ability to multi-task
Detail oriented
Organized
Ability to work independently and as a member of a team
Recommended tasks for this role include, but are not limited to, the following:
Developing relationships with ministry facilitators and community partners
Identification of new community partners
Assess organizational and administrative needs of the church ministries
Development of policies and procedures for ministry operations and community outreach programs
Program evaluation
Examples of measurable outcomes include the following:
How donations to an elementary school’s program impacted the morale and outlook for school age boys.
20% of boys speak positively about wearing a tie
30% of boys feel confident in their appearance
8 out of 10 boys are encouraged to do well in school so that one day they will have a job that requires wearing a tie.
How scholarship contributions helped a student.
Able to purchase a text book, computer, etc.
Helped to pay room & board or meals
What was the impact of the church members volunteering with a community partner?
Three youth interested in pursuing teaching careers as a result of a career fair where church members (who are teachers) participated.
Twenty homeless children received 5 pairs of new socks and 1 pair of shoes
Thirty children from 15 families had dinner every night for 1 month due to food donations to The Local Pantry.
These are the intangible assets (human, information and organizational capital) to help enhance the spiritual growth and leadership development of church members.
Increased ministry participation is defined as having more members to be actively involved in a ministry.
Further, active involvement means more than having one’s name listed as a member of the ministry.
A member who is actively involved in a ministry does one or more of the following: (1) has the role of a ministry facilitator, (2) attends ministry meetings, (3) volunteers to provide a service on behalf of the ministry.
Spiritual growth is the vision for Church.
This is a sample of questions Church can use to assess organizational readiness for implementing new changes.
