Sample Church Strategic Plan Toni Watson, MA| Indiana Wesleyan University
Sample Church Strategic PlanToni Watson, MA| Indiana Wesleyan University
Strategy Map
Vision or Mission Statement Church
INSERT VISION OR MISSION STATEMENT
HERE
Top Key Beliefs (Values)
INSERT KEY BELIEFS OR VALUES OF THE CHURCH
Stakeholder PerspectiveMetric 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
Member PerspectiveNon 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
TARGET USER GROUPS
VALUE PROPOSITION
Individuals Partnership
Families Service
Community Organizations
Spiritual Growth
Strategy Canvas Map for Church
Interactive Fel-lowship
Community Partnerships
Evangelism Unique Service Opportunities
Programs for Married Couples
Programs for Singles
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10
#Competitive Alternative Church The World
1Interactive Fellowship 6 7
2Community Partnerships 8 5
3 Evangelism 6 1
4Unique Service Opportunities 5 8
5Programs for Married Couples 3 5
6 Programs for Singles 3 10
Interactive Fellowship
Community Partnerships
Evangelism
Unique Service Opportunities
Programs for Married Couples
Programs for Singles
0 2 4 6 8 10 12
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
METRICS – Member PerspectiveThe 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.
Internal Processes
ProcessRequires
Implementation
Needs Improveme
ntCalendar and/or announcements of ministry service opportunities
X
Quarterly or bi-annual needs assessment for spiritual growth and development
X
Development of ministry process documentation and training plans for volunteers
X
Management of community partnerships X
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.
Member Relationship Management
StatusEngage intentional prayers focused on bringing new souls to Christ through membership at Church
Requires Enhancem
ent
Process: Seek New Members
Member Relationship Management
Process: Acquire New Members
StatusProvide evangelism education and increase opportunities for evangelism
Requires Enhanceme
nt
Member Relationship Management
Process: Retain Members
StatusRedefine the role of the New Member Ministry Team
Requires Enhancemen
t
Member Relationship Management
Process: Develop Member
RelationshipsStatus
Provide spiritual gifts assessment to connect members to ministry service
Requires Implementati
on
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.
Regulatory and Social Processes
StatusHire a part time volunteer management professional to oversee ministry administration and community partnerships
Requires Implementati
on
Report outcome measures from community partners
Requires Enhancement
REGULATORY & SOCIAL PROCESS METRICSChurch 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.
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
TANGIBLE OUTCOMESOn 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.
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?
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 progressChurch staff, select church leaders & additional team members All involved in the strategic planning Meetings & email Project Coordinator
Beginning and biweekly thereafter
Strategic Plan ProgressChurch 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 Professional Prior to implementation
Ministry restructure Ministry facilitators Impacted by changeEmail & face to face meeting
Pastor & Volunteer Management Professional Prior to implementation
Communications Plan
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
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