Metro NY District Annual Assembly 2012 Rev. Joan Van Becelaere Central East Regional Group (with adaptations of select material by Revs. Sue Phillips & Terasa Cooley)

“There is no power equal to a community discovering what it cares about…It is always like this; real change begins with the simple act of people talking about what they care about.”

 Margaret Wheatley

Overview

 Difference between Problem, Developmental and Frame-Bending/Strategic Planning  Definitions of Strategic Process and Elements  Benefits of a Strategic Process  Outline the Basic Process and Flow

Sources

   Holy Conversations, Gil Rendle & Alice Mann, Alban Institute, 2003.

Advanced Strategic Planning: A New Model for

Church and Ministry Leaders, Aubrey Malphurs, Baker Books, 2005

Memories, Hopes & Conversations: Appreciative

Inquiry & Congregational Change, Mark Lau Branson, Alban Institute, 2004.

Having a planning process is as important to the congregation’s future as architectural plans are to building a home

What we are

not

talking about!

 Dilbert

Planning: A Spiritual Discipline

       Not a “ Business Plan ” Not a Product, but a Process A form of discernment that parallels a process of personal spiritual growth Generative, not determinative Not a tug of war between factions, but a trusting in an emergence Purposeful and meaningful conversation, dialogue, about who we are & what we believe is important to do Holy Conversation!

Process of Discernment

Develop the capacity to see, to weigh, to listen, to discover our highest aspirations and deepest values as well as acknowledge our limits and understand our true identity...

Different Kinds of Planning

Problem Planning  Problem solving method to fix things  Goal: to return things to the way there were before the problem  Timetable: immediate and short term  Assumes that we have control over the situation  Not helpful in changing conditions over which we have limited control

Different Kinds of Planning

Developmental Planning  Long range planning  Asks: now that we have come this far, what’s next? What do we do now?

 Goal: to determine the next steps, building on what is presently being done.

 Timetable: 3-6 months, reviewed 1-2 years  Assumes that things are good and what we are currently doing is faithful and appropriate

Different Kinds of Planning

Frame Bending/Strategic Planning Process  Strategic planning process, paradigm shifting  Asks essential questions:    Who are we?

What are we called to do?

Who is our neighbor?

 Goal: to back to the roots and examine our purpose and call  Timetable: 12 to 18 months, ongoing review with major review every 3 years  Assumes that things are not working or things are changing  When the very purpose and nature of our ministry needs to be re-visioned

Definitions: Strategic Process

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A continuous and systemic process where people make decisions about changing for intended future outcomes, how outcomes are best accomplished, and how success is measured and evaluated.

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An envisioning process employed on a regular basis to design and redesign a specific ministry model that accomplishes a congregation’s mission in its unique ministry context.

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A structured conversation about what a group of people believe they are called to be or to do.

Strategic Hatching Process!

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“It may be hard for an egg

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To turn into a bird.

It would be a jolly sight harder for it to learn to fly while remaining an egg.

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We are like eggs at present,

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and you cannot go on indefinitely

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being just an ordinary decent egg.

We must be hatched or go bad.”

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--C.S. Lewis

For Consideration

Describe some changes you ’ ve noticed in your neighborhood in the last 5 years. What are the implications of these changes for the congregation?

Strategic planning as we conventionally conceive of it has become irrelevant or worse damaging. What is a good strategic plan? There is none. But there is a good strategic planning process .

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“Thriving on Chaos” – Tom Peters

Essential Questions

 Who are we? - identity question, congregation’s DNA  Who is our neighbor? - context question  What are we called to do? Where are we going? purpose, mission/vision question  How will we get there? - ministry strategy/planning process question

Purpose of Strategic Process

      Develop community – conversation process more important than “ product ” Understand more deeply the identity of the congregation To open minds to new possibilities Unleash the congregation ’ s full potential, building on its strengths Bring the future into being with thoughtfulness Include all of the congregation in a spiritual practice of organization-changing dialogue

Assumptions

      Strategic Process is not a detailed list of next steps Process needs leadership and structure New vision emerges during the process Not a way to “ fix ” the congregation Essential for congregation to be intimately involved but everyone does not have to agree If done well disagreements will emerge and choices will have to be made

When to Plan?

 Times of transition  New building  New programming  Changing context  Growth  Lack of growth or congregational decline  Now

Foundation

Strategic Process has its foundation in who we are, where we want to go, and how we will strive for our goals. This is built on the bedrock of clear:  Identity & Purpose  Values  Mission  Vision And the language we use shapes the what we create together.

Identity and Purpose

Purpose and Identity

 Who are we?

 What is the nature of faith communities today?  “Why MUST this congregation exist? Instead of – Why does this church exist?”  Questions for small groups…..”How do we differ from ACLU, etc.”  Handout: “Before Everything Else.”

Values Values

Values

 The faith community’s core beliefs that guide the mission and vision.

 Rarely articulated and often assumed.

 But in changing times, we can’t assume any longer.

 Handout – “Shared Core Values” exercise

 What do we believe?

 Intrinsic beliefs a congregation cherishes above all others.

 Shapes the mission and vision.

 Values clarification exercise.

Mission

“If a sailor has no destination

– no clear idea of where to go – the sailboat meanders or stays adrift. The sailor needs a destination in order to adjust the sails in relation to winds. Communities are no different. Without a destination (mission), their responses are random, habitual, or meaningless. Congregations with a vision set their sails. Leaders are sailors.”

(Peter Steinke)

Mission

 Leaders are the guardians of the Mission, need clarity to know what is & is not acceptable as part of the congregation’s planning  Implications for everything from budget to programming to behavioral covenants.  Helps leaders chart real goals, assess progress and make effective program choices in strategic process

Mission

 It’s what we do.

 Statement articulates our response to calling, does not create the call.

 Should be inspiring, brief and concise.

 Some say a single sentence – 9 words  Understood by a 12 year old  Recited by memory by members

Mission Example

Listen, Open, Serve First Unitarian, Rochester NY Creating connection by listening to our deepest selves, opening to life's gifts and serving needs greater than our own - every day!

Appreciative Inquiry Approach

Choose the positive as a focus for inquiry Inquire into stories of life-giving forces Identify themes that emerge from the stories Create shared images for a preferred future Find innovative ways to create that future

From

Memories, Hopes and Conversations

Why Language Matters

 Language helps create our reality.  Shapes attitudes and focuses energy.  Vision of a positive future vs rehashing past failures.

 If you focus on mission and vision, then you know you can change lives.  If you focus on what you don’t have, then you won’t be able to do what you can.  Organizations are heliotropic (follow the energy.).

Focus on Strengths

When a congregation focuses on strength, it will look to the future and increase the potential for change or renewal.

Focus on Strengths

A group focused on weakness and what is wrong will fall into hopelessness, pathology, blame and deficits.

Focus on Strengths A group that looks to its strengths will build on them and move forward through change with grace.

For Consideration

Describe a time in your experience with the congregation when you felt most engaged, enlivened, and motivated...

What helped create that experience?

The Art of Asking Powerful Questions     Generates energy and motivation to explore Stimulates reflective thinking Challenges or alters assumptions Evokes more questions From “ The Art of Powerful Questions ” by Eric E. Vogt et al

Strategic Process Thinking

Who are we and who do we want to be?

What if we reach out in new ways?

What do we do well and why?

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For Consideration

Develop a powerful question for your congregation to consider.

Thinking Strategically About. . .

STRATEGIC PLANNING

Planning to accomplish our Mission & Vision.

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Are We Ready For This?

Where is the congregation in its life cycle?

What is the level of trust?

What is the memory/experience of previous planning efforts? Do we recognize a need to change?

Are we prepared for honest feedback even if it’s painful?

Are we willing to change the way we do business? How much leadership and energy is available for planning?

Is the church willing to spend the funds necessary?

Will we really implement what we create? Do what we say?

Will we hire a consultant? What commitment will we make to the process & its success? Do we have the vision to lead our congregation into uncharted waters?

For Consideration

How would you answer these questions...

‣ Where is the congregation in its life cycle?

‣ What is the level of trust?

‣ What is memory or experience of previous planning efforts?

‣ How much leadership and energy is available for planning?

Strategic Leadership Team

Establish an Strategic Leadership Team (SLT) of staff and lay leaders.

 Board ownership necessary  Board names the team (size – 5-7?)  Senior minister participates, does not chair  Functional better than representational  Name skills before people from

Holy Conversations

Good Team Members

     Ability to be proactive not reactive Open to new (or old) possibilities Distinguish between how and whether Willing to take the time needed Ability to function in the midst of disagreement

Strategic Leadership Team

People NOT to invite...

People TO invite...

‣ Indecisive people ‣ Open to new ideas and perspectives ‣ “ People-pleasers ” ‣ Comfortable discussing ideas ‣ Opponents of leadership or minister ‣ Who have the respect of many in the congregation ‣ Move too quickly to decisions ‣ Who can give time and energy to the process ‣ Unwilling to change themselves ‣ People with “ an agenda ”

Time Commitment

 Initial process - 9-12 months  meeting every 3-4 weeks  suggested Friday night 6-9pm and Saturday 8am-12 noon.

 Implementation also takes time  Congregation continues this process but on a less regular basis.

Strategic Process

Learning Thinking Assessing

Strategic Process

Planning Doing

Movement of Planning Process

Leadership

assessment/discernment lay out planning process

Congregation

share information

Strategic Leadership Team

gather information

Strategic Leadership Team

identify threads develop powerful questions

Small groups

listening circles

Strategic Leadership Team

develop provocative proposals

Small/interest groups

reflect on provocative proposals

Leadership

accountability holding the vision

Congregation

vote on plan

Strategic Leadership Team

hone proposals develop strategic plan

Everyone

implement the vision

Discernment Map

leadership planning team small groups whole congregation

Strategic Process Guiding Questions 1.

Where are we now? What kind of church are we?

  Church ministry analysis - tools to assess current ministry. resources, capabilities and core competencies Demographics, surveys, other research materials

2.

Where are we going?

  Powerful Questions -- If no changes are made, where will the organization be in 5 years? Are the answers satisfactory? If not, what specific actions must be taken to ensure change? Etc.

Provocative Proposals – create vision

3.

How will we get there?

  Deciding what things need to be done – goals/objectives. Implement those things that fulfill the congregation’s vision & mission 

4.

How do we know we are succeeding?

 Change process takes 3-10 years. Patience.

Assessment

5.

What have we learned and how do we incorporate our learning?

 Feeding learning back into the congregation.

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In the box Of Mediocrity?

Struggling to become better?

Vibrant? Alive?

Faltering?

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Where are we? (Information Gathering)

 Internal and External audits  Background information, congregational history  Look at your financial history and resources  What are your strengths? What has been working?

 List any significant issues present and future, internal or external  Local community situation  PERCEPT for great demographics

Where are we? (Information Gathering)

‣ Needs determine what data you seek ‣ Don ’ t reinvent the wheel; gather what you have

For Consideration

What information is available to you right now about the needs, concerns, and interests of the congregation?

What information is available about your community?

Where are we going?

Discernment

      Take your time Break the learnings into useful “ chunks ” Notice the threads running through it Develop your powerful questions Take the questions to the people Gather the feedback

Listening to the People

‣ Structured listening circles, NOT debates ‣ Frame the powerful questions ‣ Engage imaginations ‣ Take feedback, but don ’ t fear disagreement

Provocative Proposals

‣ State them in the affirmative, as if they are already happening ‣ Point to real desired possibilities (vision) ‣ Create new relationships in them (including intergenerational) ‣ Bridge the best of “ what is ” ‣ Necessitate new learning toward “ what may be ‣ Challenge the structural and institutional status quo from

Memories, Hopes and Conversations

A vision is a dream of hope for the future - captures imagination, mobilizes energy, connects people.

Vision

Healthy congregations are motivated by the creative tension between vision (goals, future) and reality (present).

Vision Unhealthy congregations

don’t deal with the tension

and lower the vision to match the current reality and live in the past.

How will we get there?

Break It Down

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Develop the “ chunks ” of the plan (goals)

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Make them spiritually engaging and compelling They should be doable, but also challenging, stretching Clear and short

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Don ’ t make them too specific Focus on action that gives life to the mission & vision.

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Share them with each applicable interest group and discuss again, create ownership

SMART Goals

 Specific  Measurable  Attainable  Realistic  Time Bound

Threads & Mission

‣ Look at what keeps emerging as common themes ‣ Hone it to 1-3 major points ‣ This is your operating MISSION.

‣ This should coincide with your mission statement. ‣ If not, then review and revise your mission statement.

Final Approval

‣ Present the full plan to the congregation ‣ Offer several discussion opportunities ‣ Solicit buy-in of influential congregants (past presidents, etc.) ‣ Bring it to the congregation for a vote ‣ Vote on the spirit, not the letter

Implementation

 Where the rubber meets the road  Who does what, when it will be completed, and how the church knows it is happening  Supportive budgeting  Failure of strategic plans – Announced with great fanfare and then sit on a shelf.

 Undermines the entire process.

 Leadership must encourage & coach & nudge for implementation.

Implementation

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Give It Back to the People

Ask each interest group in church to engage with the plan and develop their own Action Steps ‣ Institute accountability going to help make this happen for the congregation?

” “ How are you as a group ‣ What steps will you take to make this happen?

‣ How will the rest of the church know about this?

How do we know when we succeed?

 Assessment of congregation’s ministry  Ongoing review. What is our impact on internal and external community?

 Feedback used to update and revise implementation steps and goals  Celebrate successes!

Assessment

Develop report-back process for groups to share stories of manifesting the plan and mission...

What have we learned & how do we use it?

 Develop a procedure for comparing outcomes to the original plans.

 Use assessment information to improve and tweak the original priorities and plans.  Communicate learnings, changes and revisions.

 Create a continuous learning process.

Constant Themes

      Communication should increase as process becomes more detailed Always engage with the powerful questions Don ’ t be afraid of conflict Work toward emerging consensus, but don ’ t let agreement hold you hostage Make sure minister and staff are on board Speak your own truth; don ’ t speak for the congregation

Movement of Planning Process

Leadership

assessment/discernment lay out planning process

Congregation

share information

Strategic Leadership Team

gather information

Strategic Leadership Team

identify threads develop powerful questions

Small groups

listening circles

Strategic Leadership Team

develop provocative proposals

Small/interest groups

reflect on provocative proposals

Leadership

accountability holding the vision

Congregation

vote on plan

Strategic Leadership Team

hone proposals develop strategic plan

Everyone

implement the vision

Strategic Process

Learning Thinking Assessing

Strategic Process

Planning Doing

  

Finding the Balance

Be who you are; find the deepest and greatest potential Acknowledge your limitations; live fully within your gifts Dream boldly; make it real

Thank You For Coming!!!!!!

Comparison of Conventional and Visionary Strategic Process

Strategic Strategic Conventional Strategic Elements Process

1. Learning

Planning

Learns from past sources. Tends to preserve and rearrange established categories.

Visionary

Learns from all sources. Creates new categories.

2. Thinking Analysis - breaks goals down into steps.

Synthesis - uses intuition and creativity. It’s very “messy.” 3. Questions What was or what is?

What could be?

Comparison of Conventional and Visionary Strategic Process

Strategic Strategic Conventional Strategic Elements Process

4. Time orientation.

Planning

Past orientation. It works forward from the past. It is longterm & brings the past forward with it.

Visionary

Future It works backward.

More short-term, tend to break with the past.

5. Change 6. Future Assumes little change will take place.

More of the same - we can anticipate the future.

Assumes much change will take place.

Little of the same- we can create the future.

Comparison of Conventional and Visionary Strategic Process

Strategic Strategic Conventional Strategic Elements Process

7. Relationship

Planning

May impede visionary strategic planning elements

Visionary

May include some conventional 8. Control add Centralized - stick to the plan.

9. Team Less team involvement.

10. Decision Making Compromise 11. Planning Long-range Decentralized to & adjust the plan More team involvement.

Consensus Short-range

Problem Planning vs. Strategic Process

Problem Doing Things Right.

Planning: Strategic Process: Doing the Right Things

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Video on Mission

 http://www.youtube.com/watch?v=Qh6S9-j1URk