Metropolitan Community Churches Draft Strategic Plan

Transcription

1 Metropolitan Community Churches Draft Strategic Plan 1 LAST UPDATED

2 Governing Board Strategic Planning Framework and Background Governing Board Charter assigns it responsibility for strategic planning. Large complex organizations need advanced planning to set clear direction. Vision, Mission, and the Strategic Plan provide the basis for focusing resources where needs and opportunities are greatest. Best practice: do planning jointly with the Senior Leadership Team and the Governing Board. 2

3 Strategic Planning Purpose 3 Strategic Planning addresses accomplishing your denomination vision using finite resources Strategic Planning is an organizations process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Wikipedia.com Strategic Planning is a process that helps focus on aligning the unique gifts and resources that God has given your organization to take advantage of your opportunities. M3 Planning, Inc. Systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. BusinessDictionary.com

4 The Strategic Planning Model 4 Churches/Community Services/Support

5 MCC Denomination Vision Statement 5 Metropolitan Community Church is compelled by an unfinished calling and a prophetic destiny. We are a global movement of spiritually diverse people fully awake to God s enduring love. Following the example of Jesus and empowered by the Spirit, we demand, proclaim, and do justice in the world.

6 MCC Denomination Mission Statement 6 Be MCC: Transforming ourselves as we transform the world. Metropolitan Community Church is an increasingly global and diverse people who proclaim and practice a spirituality that is liberating and sufficiently profound to address the issues of our volatile, uncertain, and complex world. We are called to develop and equip leaders, congregations, and ministries to do the work of justice, act with compassion, and integrate sexuality and spirituality. We will do this through high value training, cutting edge theological exploration, expanding partnerships, and engaging with similarly minded justice movements.

7 Inclusion MCC Denomination Core Values Love is our greatest moral value and resisting exclusion is a primary focus of our ministry. We want to continue to be conduits of faith where everyone is included in the family of God and where all parts of our being are welcomed at God s table. Community Offering a safe and open community for people to worship, learn, and grow in their faith is our deep desire. We are committed to equipping ourselves and each other to do the work that God has called us to do in the world. Spiritual Transformation Providing a message of liberation from the oppressive religious environment of our day or to those experiencing God for the first time is what guides our ministry. We believe that when people are invited to experience God through the life and ministry of Christ, lives will be transformed. Justice 7 Working to talk less and do more, we are committed to resisting the structures that oppress people and standing with those who suffer under the weight of oppressive systems, being guided always by our commitment to Global Human Rights.

8 MCC Denomination Breakthrough Objectives 8 Growth Finances #5 Build a culture of generosity to achieve our vision and mission. #1 Become a growing multi-cultural, international, spiritual community. Vision Mission Justice #2 Boldly claim our prophetic role as a justice movement for the 21 st century. #4 Cultivate, nurture, and deploy lay and clergy leaders that are equipped and empowered to carry out our global mission. People #3 Expand the number of healthy, vibrant churches and ministries. Congregations and Ministries

9 MCC Strategic Plan Breakthrough Objec=ve #1 Global Growth Become a growing mul=- cultural, interna=onal, spiritual community. (Global includes US) Priority Ac=ons 1.1 Establish a virtual MCC presence in English, French, German, Portuguese, Spanish and at least one Asian language by Q that func%ons synergis%cally with local church virtual outreach programs offers high- quality and culturally relevant spiritual community, pastoral care, and spiritual development, has paricipaion equal to the average weekly akendance in all brick- and- mortar MCC congregaions. 1.2 Register UFMCC officially as a church in Mexico and achieve legal status in at least one country each in Africa, Asia, Australasia, and Europe by Q Develop and present to General Conference a plan for achieving greater internaional diversity across MCC leadership by Q Annually review and update MCC s global strategies for the educaion and training of lay and clergy leaders completed by Q Develop at least 60 new healthy, vibrant, contribuing, and culturally authenic churches led by competent lay and clergy leaders, with 30 of these new churches located in the U.S and 30 located in Africa, Asia, Australasia, Canada, Europe, and LaIn America/Caribbean by Q Celebrate a world- class 2016 General Conference that unites and inspires MCC, including the consideraion of a renewed Statement of Faith and a Global Covenant. 1.7 Annually increase the overall awareness of MCC in the world. 9

10 MCC Strategic Plan Breakthrough Objec=ve #2 Jus=ce Boldly claim our prophe=c role as a jus=ce movement for the 21st century. Priority Ac=ons 2.1 Expand visibility for the Moderator and MCC Leaders at internaional jusice events beginning Q Expand Global JusIce InsItute advocacy, visibility, and capacity. 2.3 Strengthen and expand MCC organizaion- wide focus on faith- based social acion, jusice, and acivism by Q through a system- wide review of top- level programs and recommendaions for beker integraion of jusice elements in core programs. 2.4 Enlist 10 congregaions (from various countries) as anchor congregaions* to resource and assist the Global JusIce InsItute in its work by Q In partnership with the MCC Senior Leadership Team and Global JusIce InsItute, create training curriculum in faith- based Human Rights Advocacy that can be offered at the local church level and recruit/train 20 paricipants by Q * strategic partners that are healthy, strong, and sufficiently commi8ed to this par%cular outreach and ministry. These strategic partners would also assist local congrega%ons in MCC to contribute to the work of GJI. 10

11 MCC Strategic Plan Breakthrough Objec=ve #3 Congrega=ons and Ministries Expand the number of healthy, vibrant churches and ministries. Priority Ac=ons 3.1 Enhance MCC Networks to effecively create connecion, care, communicaion, and resourcing with and through local churches and ministries by Q and review annually. 3.2 Train and deploy a group of nine lay and clergy leaders to teach summits, assist churches in pastoral search, and provide intervenion in churches as needed by Q4 2014, increasing the number to 18 by Q Increase the number of healthy and vibrant churches by at least 10% annually beginning Q Develop a sustainable pool of trained pastors for transiional ministry by Q

12 MCC Strategic Plan Breakthrough Objec=ve #4 People Cul=vate, nurture, and deploy lay and clergy leaders that are equipped and empowered to carry out our global mission. Priority Ac=ons 4.1 Expand Clergy Well- being programming annually. 4.2 Host and record leadership development webinars through the MCC On Line Learning Center by Q Webinars will be idenified and developed by the Senior Leadership Team. 4.3 Complete a highly successful moderator transiion that supports the akainment of our vision and mission. 4.4 Train and cerify 300 lay people to provide transformaive leadership at the local and denominaional levels in MCC by General Conference Increase and deploy the number of trained and equipped senior/solo pastors, as well as staff pastors, to equal the number of churches in MCC by Q Create an Academy for Spiritual FormaIon for MCC devoted to the intersecions of spirituality, sexuality, gender idenity and expression, leadership development, and jusice by Q Annually align the organizaion with the strategic plan. 12

13 MCC Strategic Plan Breakthrough Objec=ve #5 Finances Build a culture of generosity to achieve our vision and mission. Priority Ac=ons 5.1 Create and share comprehensive generosity/ stewardship resources that are designed for local churches reflecing MCC s diverse cultures, naionaliies and languages by Q Annually evaluate and update pracices, policies, and procedures that enhance relaionship- building between local churches and the denominaion in order to improve current and consistent paricipaion in assessments staring Q Invest in development of alternaive sources of income to sustain the denominaion (outside of the current assessment model) by Q Increase annual targets of income for operaions by 10% per year staring Q Annually expand financial capacity to fund our vision and mission. 5.6 Plan and implement a 50 th anniversary major campaign launched by Q

14 MCC Strategic Plan Implementation The Strategic Plan is implemented through Annual Plans derived directly from the five-year Priority Action Plan. Each year the denomination will develop and implement an Annual Plan inclusive of all Breakthrough Objectives. The Annual Plan will include the Priority Actions due that year and other current-year actions necessary to complete future year Actions. Annual Senior Leadership Team and Governing Board goals, denomination budgets and investments, and work processes will be aligned with the Strategic Plan. 14

15 MCC Strategic Plan Evaluation Annual Plan progress will be measured and reviewed monthly. Bi-annually, the Governing Board will review performance against the Strategic Plan to ensure progress is being made and the spirit of the plan is being achieved. Results will be reported annually. [Significant achievements will be reported and celebrated as they occur.] Progress will inform a Strategic Plan progress forum at the next General Conference in 2016 and used in the development of the next strategic plan. 15