Salt & LIGHT STRATEGIC PLAN

Transcription

1 Salt & LIGHT STRATEGIC PLAN t o You are the salt of the earth, but if salt has lost its taste, how can its saltiness be restored?... You are the light of the world. A city built on a hill cannot be hid. No one after lighting a lamp puts it under a bushel basket, but on the lamp stand, and it gives light to all in the house. Matthew 5:13-15 Salt & Light Strategic Planning Team Members The Rev. Susan Barnes Vickie Blumhagen Laurie Brown Tom Canby The Rev. Christine Faulstich Nora Foster Linda Fryer Jean Fuller Jill Gilbert Susan Goodman April Kerwin Kevin McGillicuddy Jim Michael Dyke Miller Betty Mitchell Mark Monroe Scott Murphy Armando Ruiz Consultants: Betsy Aylin, PhD and Mary Parmer Matt Thompson Francie Thurman Christian von Wupperfeld The Rev. Merrill Wade Doug Webster Len Winter WITH APPROVAL BY THE VESTRY, DECEMBER 2011

2 Table of Contents INTRODUCTION III Section I: OVERVIEW A. Plan Summary B. Strategic Framework C. What We Will Do Section II. TAKING STOCK A. Summary Description B. Key Themes Section III. VISION FULFILLMENT A. Current, Future State and Goals Section IV. STRATEGIES AND ACTIONS A. Work of the Satellite Teams B. Action Plans Section V. ENACTING THE PLAN A. Governance and Monitoring Plan B. Communication C. Conclusion VI. APPENDIX i A. Strategic Planning Process Schedule i B. List of Documents Reviewed i C. Founding Characteristics of St. Matthew s ii D. Focus Group Themes ii E. Survey Results iii F. List of People Interviewed vi G. Results of Interviews vii H. Prioritization Survey Results viii I. Resource Recommendations x II

3 INTRODUCTION St. Matthew s Episcopal Church seeks to live out the Gospel, serving as a light to the world and bringing flavor to the community it touches. Over the last nine months, the parish has engaged in a strategic planning process to understand where the church is now and how its light might best shine into the future. A group of 24 people, clergy, lay, and staff, came together over this planning period to envision a pathway for the parish, looking forward five years. With funding from a Lilly Endowment grant, the parish hired a consultant to guide the planning process and worked through a multi-phase process to arrive at the point we are today. This report is the outcome of many conversations and meetings which have engaged nearly every member of the parish in one way or another. In the full report, you will find a description of the key themes from several months of information gathering through surveys, focus groups, and interviews. You will be introduced to the Strategic Framework which will provide those inside and outside the parish with a clear description of St. Matthew s and who we aspire to be as we serve Christ and reflect Christ s love to the world. As we opened ourselves to hear and respond to God s call for the parish, we created a vision and accepted challenges to live out that vision. These are also described here. Finally, with the help of over 100 parishioners serving on Satellite Teams, we created action plans to ensure that the vision we now share becomes a reality. The Vestry of St. Matthew s has now approved the Strategic Framework as the church s official Strategic Plan. This plan is an outline that will be brought to life by all of us, as we enact the ideas presented in this document. We are deeply grateful to all who have touched this project, including our clergy, the Salt and Light Strategic Planning team, those who worked on Satellite teams, and our consultants, Betsy Aylin and Mary Parmer. And, we would like to thank every one of you who gave the team input, ideas, and support. Of course, we could not have done this without the generous support of the Lilly Endowment who gave us a grant that supported the Rector s sabbatical as well as this planning process. We, the Salt and Light Team, are pleased to share with you this work, created through many hours and days of conversation, reflection, and prayer. We believe the Plan reflects who we are as a Christian community and will serve as a meaningful guide to St. Matthew s over the next several years. When we look at what we have planned and the people who are here and will come, we feel deeply hopeful about the ways we will grow to more brightly reflect the love of Christ to all people. On behalf of the team: The Rev. Merrill Wade Rector, St. Matthew s Episcopal Church, Austin Scott Murphy Chairman, Salt and Light Strategic Planning Team III

4 Section I: OVERVIEW A. Plan Summary WHY A STRATEGIC PLAN St. Matthew s is a vital and gifted parish that wanted to discern how it could best fulfill God s purpose for the parish in the future. With funding from a Lilly Endowment Grant, which included a sabbatical by the rector, the parish engaged in a strategic planning process to look forward five to seven years and create a compelling picture of what the church would do and be as it moved into the next chapter of its life. WHAT WAS DONE We gathered together a group of lay and clergy leaders of varied interests, length of membership, and age with significant input from the parish to pray and work together to envision the future. The strategic plan was created in a three-phase process. Phase I: CURRENT STATE ASSESSMENT. This phase was aimed at describing the state of the parish in the spring of It began with data gathering more than 24,000 data points to understand St. Matthew s today and 2011 Salt and Light Team to articulate our strengths and uncover any areas of unmet needs. We held four focus groups in May, attended by 48 members of varying ages and length of membership, facilitated by our consultants Betsy Aylin and Mary Parmer. The Salt and Light Team interviewed 59 people in person or on the phone. We conducted a parish wide on-line survey in June and early July and had responses from 262 people nearly two-thirds of the average Sunday attendance. And, we reviewed existing information and reports, including parish financial and demographic data, city-wide census information, and historical descriptions and reports. From these we drew some conclusions that are described in the themes later in this report. Phase II: ENVISION THE FUTURE. In Phase II, we built on the information gathered in Phase I and developed a Strategic Framework and Goals that will guide the parish in the future. We developed purpose, mission, and vision statements, and selected and defined a set of core values that we believe undergird our actions and decisions. We also defined eight Key Results Areas and selected goals that we believe are critical to fulfilling our purpose, mission, and vision. Phase III: STRATEGIC IMPLEMENTATION. This phase resulted in an Implementation Plan that will make the purpose, mission, and vision a reality as goals are fulfilled. Eight Satellite Teams made up of 16 leaders and 103 parish volunteers, reviewed the current and future state descriptions for their assigned Key Result Area. They developed strategies and action plans to achieve the goals that were set, and described the necessary resources to carry out the action plans. The Salt and Light Planning Team then developed an Oversight Plan to guide and support implementation of the Strategic Plan over the next several years. Leaders were recruited to set the direction and gather parishioners together to carry out the plans for each Key Result Area. 1

5 WHAT YOU TOLD US In the many conversations that were held and written responses we reviewed, we heard many important things about St. Matthew s and your experience of the church and its people. In the full report following, you will find a detailed discussion of the 29 themes coming out of our information gathering. Here are some of the most common themes: The church was built to serve Northwest Austin and has grown over the years. The focus has been and continues to be to help many people to know and love Christ in a personal way. The church has a tradition of strong education, retreats, lay leadership, and informal worship. ȇ ȇ People come to St. Matthew s through friends and through the relationship with clergy, and because of its convenient location. They find St. Matthew s to be a welcoming, warm, and unpretentious community. However, some find it challenging to get beyond the initial warmth to a deeper engagement and some newcomers wanted a different orientation process. ȇ ȇ St. Matthew s is truly an intergenerational church and people like that aspect of parish life. Everyone is welcome from infants to seniors. There is, however, a desire for the church to be more diverse in ethnicity and age, attracting more young adults and families. ȇ ȇ Support for families is evident and an attraction to newcomers who have found a place at St. Matthew s. At St. Matthew s, families can worship together with their children, and there are opportunities for education and service for all ages. ȇ ȇ People at St. Matthew s see themselves as sharing a journey in faith that has deep and personal meaning for their lives. They find friends at the church interested in growing spiritually and sharing life s challenges with each other. Outreach is essential to the parish s identity and a foundation of how it should live out its faith. People at St. Matthew s see this as a Gospel imperative, and they seek to serve in a broad variety of ways. There is interest in even more outreach and hands-on opportunities for youth and families. Spiritual growth, Biblical study, and theological education are foundational offerings and are valued for their richness, open presentation, and variety. People would like even more offerings, including more frequent speakers, retreats, and special events for the parish and the community. Liturgy and music are important expressions of faith for people at St. Matthew s who value the Episcopal tradition and the quality of the music program. However, there are varied musical preferences and people wonder if additional services or styles of worship would attract new members. People at St. Matthew s are highly engaged in the life of the parish and its service to others. Clergy and lay leaders at St. Matthew s have been influential in people s lives and draw new people to the parish. Communication about the many activities and events at the church is critical to people knowing what is offered and engaging with others. While many improvements have been made, including updating the website, communication continues to be a challenge. The use of new technologies as well as new or renewed communication practices can help parishioners and the community be aware of all that St. Matthew s is and offers. Christian formation of youth and children is viewed as highly important and not at the level or consistency many would like. Improvements in children and youth programs are desired and viewed as a way to attract and build stronger bonds with families, grow youth leaders, and provide spiritual formation for the next generation of the church. 2

6 VISION AND CORE VALUES FOR THE FUTURE As the Salt and Light Strategic Planning Team began to envision the future, we sought to build on the many strengths of the parish and its best traditions while addressing unmet needs and new opportunities for the future. In a series of meetings, we discussed the key issues and interests we heard from the parish in interviews, focus groups, and survey responses and combined those with our own ideas. Through these in-depth discussions, we drafted and redrafted what we call the Strategic Framework, which includes statements of purpose, mission, core values, and vision for the parish. We discovered eight themes within our vision for the future that we believe are critical to becoming who we want to be. We call these Key Result Areas and they provided the framework for action planning. The Key Result Areas are these: 1. Invitation, Welcome, and Connection, 2. Worship and Music, 3. Spiritual Growth and Christian Education, 4. Parish Life, 5. Outreach, 6. Pastoral Care, 7. Stewardship, 8. Campus and Technology. As we thought about the purpose and mission of the church and our vision for the future, we discerned a set of values that we believe characterize St. Matthew s. These values underlie and are core to who we are as a Church and we believe they will guide our actions and decisions now and in the future. Following is the Strategic Framework that is the high level description of who we are, what we are about, and what we seek to become over the next several years. B. Strategic Framework Our Purpose St. Matthew s Episcopal Church is a place where people share a journey of faith, manifesting Christ s vision for transforming the world. Our Mission St. Matthew s is a loving, sacramental community, welcoming all to share life s joys and challenges as a family; to learn and grow in Christ; and to passionately serve each other, Austin, and the world. We invite you to join us. CORE VALUES CELEBRATORY: Join with us as we joyfully celebrate our life together, sharing spiritual fellowship, fun, learning, and love. SACRAMENTAL COMMUNITY: We are sustained by the presence of Christ in Word and Sacrament, from which our communal and personal prayer flows. Our sacramental rites are at the heart of our identity. All are invited and welcome. AUTHENTICITY: We value living our lives without pretense. With us, you will find a place where you can be yourself, accepted as you are. LEARNING: The journey of faith is one of life-long learning, as we continuously seek to go deeper, learn more, and grow in wisdom. We don t have all the answers, but we love the questions. 3 When I think of St. Matthew s the words that come to mind are: friendly, accepting, loving, caring, grace, eclectic, warm, diversified in leadership, active church community, supportive people. -Focus Group Participant

7 RESPONSIBILITY and RESPONSIVENESS: We are a vital and engaged people eager to live our faith by sharing our time, gifts, and leadership skills. We take responsibility for the care of each other and this place. We are ready to serve, and everyone contributes. RESPECT: At St. Matthew s we respect one another; we respect the spiritual tradition we have received; and we respect the diversity of views that mark our community. Here, we see the image of God in each person and know that together we are the Body of Christ. LOVE: We believe the heart of the Gospel is a call to love one another as God loves us. Prayerfully, and with God s grace, we seek to serve all people as Christ would. VISION FOR THE FUTURE Invitation, Welcome, & Connection St. Matthew s is a welcoming and growing community of diverse people and ages where it is easy to enter and to engage. The people of St. Matthew s regularly invite others to share in the life of this lively, accepting community. Here, there is a place for everyone. WORSHIP & MUSIC Our worship touches people and impacts lives. Worship and musical offerings are a core expression of our faith Episcopal in heritage, sacramental in nature, rich in variety, and open to all. SPIRITUAL GROWTH and CHRISTIAN EDUCATION We are a spiritual people on a journey, seeking to grow deeper in understanding, wisdom, and faith. At St. Matthew s, we find guidance and companionship along the way. Our programs are varied, drawing on the talent, knowledge, and experiences of many. Our aim is to reflect Christ more and more. PASTORAL CARE The people of St. Matthew s care for each other through the ups and downs of life. We celebrate each others joys and accompany each other through difficult times. Our care is both tangible and spiritual. We are a community of hope. STEWARDSHIP For us, stewardship is about generously sharing the many gifts, talents, and resources we have been given both individually and as a church. We take a long-term view as we seek both to take care of the demands of today and build the framework for tomorrow. CAMPUS and TECHNOLOGY Our campus is a great resource for our parish and the larger community, where people engage in worship, prayer, conversation, social gatherings, teaching, learning, and celebration. We have created a space that is beautiful, inviting, peaceful, and people-oriented. PARISH LIFE People at St. Matthew s enjoy each other as we engage in a wide range of activities and events. We eat and pray together, learn, talk and listen together, work together, share our life s stories, and celebrate together. Children and youth are as active and valued as seniors in this intergenerational family. We are a vital community attuned to God s presence and grounded in the love of Christ. OUTREACH At St. Matthew s we see compassionate service as central to who we are called to be as Christians. We look outside our parish and respond to the need for healing, reconciliation, and lifesustaining support for many in our community and the world. We share generously and broadly. Daily prayer services are offered in the peaceful Bell Tower 4

8 Key Result Areas and Goals 1. Invitation, Welcome, and Connection A. Build a more demographically and age-diverse congregation. B. Retain a higher percent of those who visit St. Matthew s by strengthening the newcomer program to ensure ease of entry and integration into the life of St. Matthew s. C. Increase the frequency of parishioners inviting friends to church. D. Create multiple opportunities for non-parish groups associated with St. Matthew s to participate in the life and worship of St. Matthew s church. E. Become a virtual parish, leveraging technology to support the engagement of non-mobile and traveling members. 2. Worship and Music A. Double the current attendance at Sunday worship services to approximately 800 people per week. B. Expand the types and frequency of worship services offered. C. Expand the music program to support all major worship services. 3. Spiritual Growth and Christian Education A. Engage every parishioner in one or more learning or spiritual formation classes, retreats, or educational events per year. B. Increase opportunities for the study of the Bible, the Episcopal Church and its sacramental tradition, theological study and discussion, and the breadth of spiritual practices. C. Re-vision our educational ministry offerings for children and youth, to attract, engage and support their moral and faith development. D. Consistently solicit feedback, including through an annual needs assessment, to plan and improve spiritual formation and education programs and offerings. Trust in the Lord with all your heart, and lean not on your own understanding; in all your ways acknowledge Him, and He shall direct your paths. (Proverbs 3:5-6) 4. Parish Life A. Create a community center or gathering place that provides a place for people to gather for learning, conversation, cultural events, and social gatherings. B. Increase the number of small group offerings for those within and outside the church. C. Offer special events each year, including educational events, parish-wide social gatherings, and special music events. D. Establish a parish life committee to coordinate the ongoing activities of the parish. E. Create a comprehensive communication plan that supports the Implementation Plan and Goals. 5. Outreach A. Demonstrate in words and actions a bold commitment to serving the needs of the local and global community. 5

9 B. Heighten awareness of Outreach, including communication about its purpose, activities, goals, and how to get involved. C. Increase the amount of money dedicated to Outreach to 10% of the annual budget (after National and Diocesan giving). D. Increase opportunities for hands-on outreach and service, including opportunities for family and youth involvement. 6. Pastoral Care A. Create a comprehensive parish pastoral care program in which clergy, laity, and staff together serve the pastoral needs of the congregation. B. Offer a training program to support the parish pastoral care program. C. Provide education and support for life transitions of parish members of all ages. 7. Stewardship A. Create and enact 5-7 year financial plan that sets annual growth goals for operation, capital, and endowment funds, eliminates the debt created in the remodeling of Huffman Hall, and supports plans for future growth. B. Find ways to generate new and increased donations to the Endowment Fund, enabling more Fund distributions. C. A higher percentage of parishioners will make an annual pledge and the average pledge amount will increase out of a sense of thanksgiving. 8. Campus and Technology A. Review and update the campus architectural master plan to address current and future campus needs, establishing annual goals, priorities, and plans. B. Establish priorities, cost/budget, and work plan for ongoing maintenance and improvements to the campus, and carry out the work plan. C. Create and enact a technology master plan establishing goals, resource requirements, and a work plan. D. Review, update, and enact the Memorial Garden master plan creating an outdoor space that invites people to come, sit, and enjoy the beauty of creation. C. What We Will Do The detailed action plans along with the full list of Satellite team members is available in Section IV of this document. Although many exciting plans were created, some we are most looking forward to implementing are these: Invitation, Welcome, and Connection Formalize an Invitation, Weclome and Connection Council - to ensure effective support and integration of newcomers Train members of the parish on inviting and welcoming newcomers Being intentional about inviting friends to church Worship and Music Start a Wednesday evening worship service with a meal Offer a Sunday evening service focused on those not attracted to our Sunday morning services Spiritual Growth and Christian Education Begin a parish-wide education program in 2012 Create a variety of educational and spiritual growth offerings for the whole parish 6

10 Revitalized youth offerings, including a youth and young adult leadership development program Formalize a Spiritual Growth and Christian Education Council to work with clergy to oversee this work Parish Life Open a gathering place a space where people from the neighborhood and parish can gather for conversation, reading, work, or other social events Establish a Parish Life Committee to further develop parish activities and special events Outreach Hold a Parish-wide mission trip in 2013 Partner with other faith communities on Outreach projects Pastoral Care Establish a Pastoral Care Council to work with clergy to respond to the pastoral needs of the parish Create a connection network to link people in the parish to better address pastoral needs Create a training program to prepare lay persons as care givers Stewardship Create a comprehensive 5 to 7 year financial plan that includes operations, capital, and endowment fund plans and budgets Offer year-round education program to broaden and deepen our understanding of stewardship Campus and Technology Leverage technology we have and will obtain to make church worship and activities accessible to more people at more times and in more places Refresh and implement the St. Matthew s Campus Master Plan to support current and future activities In the next section of this document, we describe the information gathering process we went through in the early stages of the strategic planning process. You will also find a more detailed description of the information we collected and analyzed. Additionally, the Appendix contains various charts and information used in the planning process. 7

11 Section II. TAKING STOCK A. Summary Description The first step in the process of developing the Salt and Light Strategic Plan was to understand the identifying characteristics of St. Matthew s and its current state. To get a clear picture of what was valued, the strengths of the parish, and what needs were unmet, the team drew from four forms of information gathering: 1. a series of four focus groups, one-on-one interviews, 3. a parish-wide survey, 4. a review of existing documents and data. From this very broad base of information, containing more than 24,000 data points, we distilled a picture of the parish that we believe is accurate, and on which we built the Strategic Framework and Implementation Plan. Following is a summary of what we did and learned from our four sources. 1. Focus Groups Four focus groups were held in May 2011 facilitated by our consultants, Betsy Aylin and Mary Parmer, using a common set of questions for each group. Verbatim notes were taken during the discussion and shared with the Salt and Light Team, who pulled out important points. The make up of each group was designed to be homogenous and to draw from different parish demographic groups. The table below shows the make up of each group, the date the focus group was held, the number participating, the average length of membership in the group, and a comment on the make-up of the group. Group Make-up Date # Present Length of Membership Comment Group 1: New members under 40 5/ years Homogenous group Group 2: Singles 5/ years Mixed ages, interests Group 3: Seniors & baby boomers 5/ years Somewhat mixed, mostly senior Group 4: Parents with school-aged children 5/ years Homogenous group The discussion in these groups was lively and free-flowing with many different perspectives articulated. The value of the focus groups was to give the team a depth of understanding about various perspectives on a given question. For example, while music was important to many, views varied as to the type of music desired, its place in the service, or in one case whether it detracted from the quiet of the early Sunday service. We gained insight into the importance of creating an appealing youth program as well as the need to improve upper elementary classes. We heard a great deal about how warm and welcoming the parish is in general, although newcomer integration issues were also identified. The summary of themes on the following chart captures the key points garnered from these groups. The following chart shows the themes that came up, how many people mentioned that theme, and in which group they came up. Also summarized is the groups response to St. Matthew s purpose, what they would like to see changed, and what they see as challenges. 8

12 The table below shows the key points of discussion in the four focus groups: Newcomers Singles, Mixed Ages Love the music Want tradition not new age church Day school important, an entry point Need to improve website (mentioned prior to new website implementation) Use more technology, social media Create pockets of intimacy More social time on Sunday Make church more visible More focus on seniors Draw more young people, couples Purpose spiritual growth, education, worship Change children s ministry, add staff Challenge attract new people, keep seniors engaged, be all things to all people Seniors Some found it hard to enter Want more information available Need to improve integration of new people Some want to join with mixed groups to socialize Some want singles groups Want more variety, times of worship Seniors in group have hearing, mobility issues and want support Purpose visible presence, engagement with community Change music, worship, no consensus Challenge integration of new people, defining this group Parents Friends important, social, fun group Hearing, seeing, mobility an issue Want small groups in homes Want support for later stages of life Want quiet before service Concerned about support for youth Recommend more use of technology Purpose home, family for all, outreach Change music for participation, as in the past Challenge keeping seniors engaged Clergy a plus, welcoming, supportive, easy to know Church open, friendly Day school important, entry point Outreach highly important Need programs that fit with busy schedule and are practical Use more social media, technology Sanctuary doesn t match warmth of parish Purpose visible presence, engagement with community Change sanctuary, improve upper elementary program, newcomer entry Challenge making time I think the church strives to bring each person, regardless of age, to a closer relationship with God we offer many different opportunities to make that connection. -Focus Group Participant 9

13 2. Interviews As a way to increase input beyond the focus groups and to get additional in-depth perspectives, the Salt and Light Team conducted one-on-one interviews with 59 parishioners in person or by phone. The team was first trained by the consultant on how to conduct interviews using a pre-set interview guide and then how to report information in a common format for accurate summary and comparison between interviews. The table below shows the most common responses to the ten interview questions. The number in the right column is a count of the individuals who mentioned this theme. While the numbers seem small compared to the size of the interview pool, even a handful of common themes in response to open-ended questions is meaningful. Interview Themes by Question # of Responses 1a. How long at St. Matts (average years) 19 Yrs Ave 1b Reason came there Friends - Invited, recommended 11 Welcoming, Open, Friendly 9 Liturgy, Episcopal worship, semi-formal 7 2. Time you were touched or engaged Clergy interaction, got us involved 9 Pastoral support by clergy (illness, death, etc, ) 9 Education: (Class, Bible study, Discovery class, Art of engaging Holy Scripture) 7 Liturgy (including Palm Sunday, Christmas, Easter) 7 Positive atmosphere 6 3a. Purpose of St. Matthew s Outreach to community, put people into mission 15 Know Christ, Grow in Christ, and share Christ s love, make Christ known 14 Spread God s love in the world, joy, peace, healing 10 Build community, connection, make people feel at home 7 Bring Christ to bear on life of people 6 3b. Rate How Well We Fulfill that Purpose Feel good about fulfilling purpose 9 Could improve, fulfilling poorly 9 Better than most, great outreach, great job 8 Many offerings, programs for congregations 6 4. Describe St. Matthew s Open, welcoming, warm, friendly 27 Loving, caring, concerned 15 Strong sense of community, harmony, family-feeling 13 Non-judgmental, accepting, free-thinking, diverse ideas, inclusive 12 Diversity of ages, couples, singles, sexual orientation 11 Worship/liturgy & Eucharist, comfortable, traditional, mixed 9 10

14 Interview Themes by Question # of Responses 5. What is valued? Clergy support, leadership, approachability, diversity, 25 strength, role model, active retired clergy. Welcoming, warm, friendly, accepting, loving community, Betty s welcome, kindness 14 Good, diverse programs and ministries 11 Outreach, homeless, variety of offerings 8 Worship, Eucharist 7 Music (spirituality of music) 7 Support for whole family 7 Children s programs, ministries 7 Actively engaged congregation 6 6. What Supports Your Spiritual Development? Sermons 13 Bible study, classes, Art of Engaging Holy Scripture, Beth Moore 12 Liturgy, including 7am Wed service, Eucharist, 8am service 11 Loving support of lay and clergy, listening, Susan the heart 7 Plenty of opportunities to get involved, serve 7 Support during life transitions, when needed 6 Clergy approachable, responsive to questions, issues 6 Feeling of belonging, part of community, being welcomed 6 7. Outreach Like that we do it, services we provide 22 Doing a great job, great services, leader in the community 14 Important part of who we are, faith work is critical 13 Not involved, young children, elderly 12 Lots of opportunities 6 8. Frustrations and Disappointments None could be identified 13 Needed healing from parish divisions in 1990s 7 Many opportunities to learn and grow from Scripture, and 7 want a variety of adult education offerings More or different outreach, mission trips, more focus in outreach efforts 7 Youth group need to attract and retain youth, needs male & female leadership, miss prior youth minister, too many leadership changes 6 11

15 3. Surveys A web-based survey was designed and conducted with the assistance of our consultant. The survey included 84 items rated on a scale of 5 (strongly agree) to 1 (strongly disagree) and five open-ended items inviting comments from parishioners. The survey was available from early June into early July in both the on-line and paper versions. A total of 262 surveys were received, including over 30 returned by mail. The response rate was approximately two-thirds of average Sunday attendance. This high response rate gives us confidence that what we saw in the survey provided an accurate picture of the congregation as a whole. Demographic information was also requested and we received responses from all age groupings, as well as from all segments representing length of membership. When information was analyzed, the team looked at results from both the whole set of respondents and by demographic segments, noting differences between groups. We received between 150 and 200 responses to each open-ended question. These results were themed by frequency as well as reviewed for useful suggestions. The overall average of all items on the survey was 3.99 of a possible 5, which the team was pleased with. The largest number of responses came from the more senior, longer-term members, and the fewest was from the youngest, newer members. The highest and lowest rated items were these: HIGHEST RATED ITEMS #5. I m happy to be a member (4.53) #1. This church is hospitable, welcoming (4.46) #17. I expect to be here 3 years from now (4.46) #77. Our facilities are kept clean (4.38) #64. I trust the leaders of St. Matt s (4.35) #71. St. Matt s sees itself as a spiritual home (4.33) #6. Our congregation welcomes all people (4.32) LOWEST RATED ITEMS #38. Our youth program is appealing to my teenager (3.07) #3. I have often invited others to visit our church (3.28) #40. I believe we offer appropriate content for kids (3.54) #39. Our adult Christian Ed program is appealing (3.54) #10. People seek out visitors to welcome them (3.54) #47. I have attended retreats, education offerings (3.6) The survey asked about eight areas of church life and activity. Each area had between 5 and eight rated items. The average rating of all responses to all questions in a given area are shown below, listed from highest to lowest rated items. SURVEY TOPIC AVERAGE RATING Welcome and Community 4.13 Facilities and Resources 4.10 Worship, Prayer, and Spirituality 4.08 Vision and Mission 4.03 Engagement 4.03 Outreach 3.95 Leadership 3.91 Programs and Ministries 3.74 I was drawn to St. Matthew s by the beauty and spirituality of the worship service. -Survey Response A table showing the average ratings for all survey questions, including by demographic groups is available in the appendix. 12

16 4. Data Review The Salt and Light Team reviewed a number of documents and sources of data to further clarify the status of the parish as well as its history. We also heard a presentation by the City of Austin demographer to better understand the demographic make-up of Austin, including North Austin. We also looked at how the parish compares with other Episcopal churches in Austin, based on a Diocesan statistical report and looked at the make up of the parish based on current church records. A full list of the documents reviewed is found in the appendix. Some data points of particular note in the information we reviewed were these: The congregation is 56.4% female and 43.6% male St. Matthew s has about 1100 members on the roster The parish has 500 family units on its roster Average Sunday Attendance in 2010 was a little over 400 Members live in 41 zip codes We, like many Episcopal churches, have had a slight decline in average Sunday attendance (ASA) over the last five years We have had a slight increase in the number of people making pledges in last 4 years Average amount of those pledges has been steady or slightly up over the last five years Revenue and expenses have been flat for the past five years (about $1M) We operated in the black in 2010 We have a debt to be retired of about $120,000. Compared to the City of Austin, we are over represented in senior members Compared to the City of Austin, we are under represented in teen-agers and young adults. We do not draw heavily from the growing Latino population which is currently at 35% We do not draw from the small but growing Asian population found in North Austin All total, the group reviewed 24,000 data points in this first phase of strategic planning. This gives us a very solid base for understanding the parish, the people in it, our considerable strengths, what is valued about St. Matthew s, and where we have opportunities to grow and improve. Following are the key themes that surfaced out of the large amount of data we reviewed. B. Key Themes The breadth of the information gathering gave the Salt and Light Planning Team confidence that they had heard what was on people s minds and had a clear picture of parishioners varied interests, concerns, and ideas. Following is a summary of the most common themes. While other comments and ideas were heard and considered in the plan, the themes described following emerged in varied settings and broadly across many people and information sources. STRENGTHS: 1. Warm, welcoming, hospitable to newcomers. St. Matthew s is a community that is easy to enter, where all are welcomed, and where barriers to participation are low. People are friendly, welcoming, and hospitable including to those who are new. It is this characteristic of the church that was commented on most frequently 2. Community, family feeling, sense of belonging. At St. Matthew s, people feel connected with each other and there is a strong sense of community, even a family feeling. Many told of their sense of belonging at St. Matthew s a place where they feel at home. There are many strong friendships. People support each other through various life changes, joyful times, as well as difficult ones. 13

17 3. Worship and music. People value the Episcopal way of worshipping as it is lived out at St. Matthew s. Although some miss the folk mass style of liturgy and music of the past, many were drawn to the church because of the music and liturgy. The new children s liturgy meets the needs of young families with children, although the energy of that group is also missed in the larger service. 4. Clergy and lay leadership. Leaders were described as approachable, open, and trusted. Many people had been drawn to St. Matthew s because of clergy and lay leaders, and described ways they had been supported, taught, and befriended by these leaders. 5. Outreach and generosity. The church s commitment to outreach is one of the most important aspects of St. Matthew s to many people. People like to see the church helping others and making a contribution to the community, and many saw the church as generous. For some churches, outreach is nice to do. For people at St. Matthew s, it is a core element of their understanding of what it means to be the Church. Outreach is varied, plentiful, and highly regarded at St. Matthew s. 6. Spiritual home. One of the primary reasons people are at St. Matthew s is because they seek to strengthen the spiritual foundation of their lives and to grow in Christ. The people of St. Matthew s see themselves as spiritual people, seeking to grow in their faith, and to share that faith with others. Although there are varying preferences for how to express that faith, what may be described as the faith-journey is important to many. For some, the current mission statement expresses it well to know Christ, to grow in Christ, to share Christ s love with others. 7. Inter-generational engagement. People at St. Matthew s find the inter-generational make-up of the church to be a strength. Seniors are concerned about youth, and many are interested in what is happening with families and children. St. Matthew s is home to newborns through ninety-somethings. For many, St. Matthew s provides an experienced of inter-generational family that they can get nowhere else. 8. Episcopal faith. People are drawn to St. Matthew s in part because the unique expression of faith that is Episcopalian and because of the openness to differing ideas found at St. Matthew s. For some, this church has been a landing place for a couple s differing backgrounds, or for an individual s migration to a denomination they see as open and non-dogmatic. St. Matthew s provides the via media (middle way) that many value. TRENDS: 1. Aging population. At St. Matthew s, as in the region, the number of seniors is growing as the baby boomers move into their sixth decade. Also, seniors are moving into Austin - increasing the size of that age demographic. St. Matthew s has a higher percent of seniors than does the City of Austin, creating opportunities and challenges. 2. Growing population in Austin and North Austin. Austin is growing, including in a northwest direction. There are marked increases in the Hispanic and Asian population in the city, with Asian growth focused in Northwest and Northeast Austin. While the area immediately around the church may be limited in growth potential, having been already built out, there are near-by areas still adding population The opportunity and challenge for St. Matthew s is to grow with the city and the area. 3. Increasing cost of maintaining infrastructure. St. Matthew s was built in 1979, stands on 6.5 acres of land, and has school, sanctuary, office, parish hall, parking lot, and grounds to maintain. In addition, there is equipment and various infrastructural systems that require constant attention. As the building ages, repairs will be more frequent and the cost of materials, labor, and equipment will no doubt increase. 14

18 4. Individualism dominant in our culture. It is easy to become disconnected from others, given the fast-paced, work-intensive, individualistic nature of our culture. Many institutional, familial, and local connections that were a natural extension of the nuclear family in the past are less prevalent now, leading people to have to search out a sense of community. This factor draws some people to churches. 5. Growth in the number of young children at St. Matthew s. The number of young children at St. Matthew s is growing, and will hopefully continue to grow. The numbers of young families coming in from the Day School is larger than many suppose. As these babies, toddlers, and preschoolers grow up, they can potentially grow the membership and engagement in the youth program in years to come, if they continue their engagement with the church. 6. Attraction to large, non-denominational churches. Across the nation, in Austin, and in north Austin, some are drawn to large, non-denominational churches because of the broad array of programs and varied worship experiences they offer. While there has been no trend of exits from St. Matthew s to these churches, some members have chosen part or full time engagement with churches like Gateway. OPPORTUNITIES: 1. Raise our profile. Many see the location of St. Matthew s as ideal, and recognize the resources and talent the church has to offer. There is considerable interest in growing the church by increasing engagement in the community in a way that builds awareness of St. Matthew s and all it has to offer. Music offerings were cited as one way St. Matthew s has done this in the past and are a means for building awareness in the future. 2. Invite friends and family. There was an irony in the information we received. Many people came to St. Matthew s through the invitation or recommendation of friends. And yet, one of the lowest survey scores was on inviting others to church. Building comfort in this area is an opportunity that can strengthen the parish and provide an easy and effective way to increase the numbers and vitality of the church. 3. Leverage our campus resources. St. Matthew s has a lovely campus with very good facilities. The new youth building is a good resource, as is the recently remodeled Huffman Hall. Currently, many groups from St. Matthew s and the community use the church, including for musical performances, and parishioners are happy to share their church home. But there were many large and small ideas about how the campus could be further utilized to bring in and provide services for the community and for the parish. 4. Leverage the wealth of local talent as speakers, retreat leaders, etc. There is a desire for even more educational and special event and retreat offerings at St. Matthew s. Austin is blessed with several universities (University of Texas-Austin, St. Edward s University, and Concordia College) and two seminaries and a vast array of knowledgeable and engaging people that can provide information, inspiration, and an array of offerings of all types. The church can tap those rich resources for a variety of programs of all types. 5. Respond to a hunger for purpose and connection. When asked about the purpose of the church, people struggled to find words to express what they see as the underlying reason for the church to exist. In that conversation and in conversation with others, what comes through is people s need to be involved with something beyond their every day existence, and to connect with others in something that is deeply meaningful. The church can provide a way to connect with others as they share their journey in faith. 6. Location is accessible to all parts of Austin. The church s location between several major city thoroughfares, with easy access makes it an easy drive for most people. The church draws from 41 zip codes across the city. And it also is chosen because many of its parishioners live close by. The location of the church in proximity to Anderson High School is also viewed as an opportunity to be a good neighbor to that institution. 7. Use of technology and social media. As technologies, including communication technologies, develop and change, they offer new opportunities. But keeping up with new technologies and adopting them in a cost effective way is not easy. That is what St. Matthew s members would like to connect more through social media, to use technology to enhance information flow, educational experiences, and even worship. Ranging from social media, especially important to younger members, to sound enhancement in worship, technology can enhance members experience of the church. 15

19 CHALLENGES: 1. Communication. St. Matthew s, like most churches, struggles with reaching everyone in the parish in a timely manner, so all are informed about events, opportunities, programs, people, and schedules. Many noted the importance of the website as a tool for initial entry into St. Matthew s and for keeping abreast with activities and information. The recent changes in the website improved information access, although keeping information current and easily digestible will continue to be a challenge. For some members, verbal or paper communication is more important than on-line information. 2. Orientation and integration of new members. Although the warm welcome of the church draws people in, for some, getting beyond the surface level of interaction is difficult. There are many activities and classes and organizations to be part of at St. Matthew s, but getting people, especially new people, connected and engaged is not always easy. 3. Drawing youth (middle and high school students), holding their interest and engagement. Any parent knows that getting teens to church can be a struggle. St. Matthew s was once a recognized leader in Episcopal youth programs. Parishioners of all ages would like to see that happen again. A challenge is holding teens growing up in the church as well as attracting new teen members. 4. Build the youth program. The youth program has improved as a result of many people s efforts. And yet it is still not reaching many young people in the church, or in the community. It is believed that a long-term leadership commitment to this important age-group is needed. Some think better defined content and an overarching program plan would create a more sustainable program. Some see Anderson High School as an opportunity. Others think the focus needs to return to a more traditional and personal faith expression. Ideas abound from all ages. The barriers to attendance are high because of the demands school and social life place on youth at this time. 5. Program offerings and scheduling. St. Matthew s offers many classes, small groups, and programs. And there is a desire for more and different offerings and programs as well. People are busy and yet they would like to engage with the church in ways that support their spiritual development and fit into their sometimes over-scheduled lives. Finding alternative times and formats for programs, classes, and small groups is a desire of many. While there were a few areas for improvement, such as children s education for upper elementary, the dominant request was for more more classes, more speakers, more times, more special events, more Bible study, more social gatherings, more, more, more. 6. Offering on-going spiritual formation to all ages. While people at St. Matthew s value the community experience and come in part to be with friends, their deepest draw and the underlying purpose they see for the church is spiritual formation. As with music, people s interests and expression in the area of spirituality vary. For some, programs like Faith Alive and Cursillo captured a personal expression of faith that is missed. For others, the opportunity to wrestle openly with questions about faith and theology is a meaningful spiritual path. How a church offers basic tenets of faith in a way that is inviting to the unchurched and also nurtures the spirituality of those who have journeyed in faith for many years is an ongoing challenge. My 9 year said, Sunday School is just for little kids and I can t relate anymore. The Sunday School is wonderful up to this point - the 3rd grade. -Focus Group Participant 16

20 Section III. VISION FULFILLMENT A. Current, Future State and Goals To get a more detailed sense of how we wanted to move forward from where we are now, the Salt and Light Team described what they felt was the current state in the eight Key Result Areas that make up our Vision for the future, and gave a more detailed description of what we see as the potential future state in that area. Following are their suggestions, edited and enhanced by a different group of parishioners who served on Satellite Teams. These you will hear more about further in this report. The following pages provide the well-thought out descriptions of current and future states for our eight Key Result Areas. 1. Invitation, Welcome, and Connection Current State: St. Matthew s is viewed as warm, welcoming, friendly, down-to-earth Some have a hard time connecting after an initial interaction. There is opportunity for improving the integration and orientation of new members, including educating new members about opportunities to participate in church ministries and other activities. Leaders at St. Matthew s could increase the focus on educating the congregation about the importance of and opportunities for welcoming new members. Many would like to see more diversity (cultural, racial, age) in the congregation. Many would like to see the church draw more young families. There are mixed views about whether numeric growth would be beneficial to the church but some believe that numeric growth should be welcomed, not feared. St. Matthew s like most Episcopal churches has declined in number in the last decade, creating concern for some that the church be relevant and attractive to different ages and types of people, including non-episcopalians. Currently, church members come from 41 zip codes across Austin. Desired Future: St. Matthew s is a welcoming, friendly parish--easy to enter and where no one is a stranger. Not only is the initial engagement barrier-free, but people in the parish quickly open doors and build connections so that everyone finds a place. New members continue to attend worship service and become quickly integrated into the life of the parish. There are a variety of paths to St. Matthew s beyond the worship service, such as the Day School, music concerts, campus activities such as the Boy Scouts and Senior Activity Center. The congregation is diverse in age, interest, political affiliation, and cultural or national background, with young families as prevalent as seniors. The youth are visibly involved in worship services, outreach, and other parish activities. The intergenerational nature of the church is a draw for all ages. Many have come to the church through the invitation of friends and found the support for newcomers better than any they had experienced elsewhere. 17

21 The variety of worship services and classes, including numerous opportunities for small group involvement, offer something for everyone. The on-line information, including an introduction to the Episcopal Church and information on how to join St. Matthew s, makes it easy to find out what is going on and the communication network supports connecting with others. Goals for Invitation, Welcome and Connection A. Build a more demographically and age-diverse congregation. B. Retain a higher percent of those who visit St. Matthew s by strengthening the newcomer program to ensure ease of entry and integration into the life of St. Matthew s. C. Increase the frequency of parishioners inviting friends to church. D. Create multiple opportunities for non-parish groups associated with St. Matthew s to participate in the life and worship of St. Matthew s church. E. Become a virtual parish, leveraging technology to support the engagement of non-mobile and traveling members. 2. WORSHIP and MUSIC Current State: Corporate worship is important to people at St. Matthew s and is part of why people come there. St. Matthew s offers 4 Sunday Eucharistic Services as well as 2 mid-week Eucharistic Services, with special services appropriate to the church calendar. St. Matthew s offers Evening Prayer daily at 6:00 p.m. in the Cauley Bell Tower Chapel. The current style of worship and music is different than it was in the past and views about that change are mixed. Music is worship for many at St. Matthew s and is integral to the worship services. For many, music is valued and the range of offerings and musical styles appreciated. People generally find worship to be joyful and impactful. The diversity of messages/sermons is stimulating and inspirational. A few have described worship, sermons, and teaching to have moved from heart-based to head-based. Love envelops you when you walk in St. Matthew s. Here, a friend sings my song to me when I ve forgotten the words. -Interview Response Desired Future St. Matthew s worship touches all ages and is rich in variety of styles and music, drawing on both traditional Episcopal liturgy and contemporary expressions of that tradition. People of all ages love to come together to hear the Word of God, to pray together, sing together, and celebrate the sacramental presence of God. Worship at St. Matthew s is carried out in the spirit of the church open, vibrant, and deeply spiritual. Music is an expression of spirituality at St. Matthew s offered with the support of adult and children s choirs and a rich variety of styles and instruments. Worship is supported by technology which enhances the worship experience and makes services more accessible and available through the website, system, duplication of CDs of the Gospel reading and sermons, ALDs for the hearing impaired. Music is a significant tool of outreach and evangelism. 18

22 Sanctuary and other campus spaces are used in creative ways to enable groups of all sizes to worship in an environment that is inviting supportive, inclusive, open, and focused. Services are offered at a number of different times throughout the week and in different settings and May include non-english-language service Goals for Worship and Music A. Double the current attendance at Sunday worship services to approximately 800 people per week. B. Expand the types and frequency of worship services offered. C. Expand the music program to support all major worship services. 3. SPIRITUAL GROWTH and CHRISTIAN EDUCATION Current State The adult education program is viewed positively, but improvement is needed in upper elementary and youth. There is significant concern about what the youth program offers and how it attracts youth, although the current leadership is viewed positively. A desire for greater year-to-year continuity in the program and leadership was expressed. On-going small groups, Bible classes, and other support for spiritual development exist including annual retreats and special workshops. These are highly valued. Many would like more offerings, a greater variety of offerings, and offerings at different times. Many believe talented teachers and presenters are readily available as speakers and teachers. Spiritual formation and support is one of the main reasons people have come the church. The personal expression of faith that has been characteristic of St. Matthew s in the past is an important way to grow spiritually for some. Many have found an openness to questions and discussion at St. Matthew s that they value. Desired Future Spiritual formation and Christian Education are foundations of St. Matthew s, drawing people into the parish. People are actively committed to knowing Christ and growing in Christ. Learning and formational opportunities draw on and promote the diverse talent within the parish, in Austin, and beyond. Classes provide both practical and spiritual support for all ages and stages of life from infants to seniors. There are growth and education offerings on Sunday mornings as well as many times during the week in a variety of formats from large classes to intimate study groups to virtual classes on-line. Here people share their lives and their faith journey, learn who God created each of us to be, explore the emerging church, and learn about the Episcopal Church and spiritual practices. Spiritual and theological questions important to people are discussed openly in book groups and other small groups. Questions and curiosity are welcome, as we view our faith-journey are as an adventure than as dogma. Classes, retreats, and workshops support spiritual development and fellowship of members and clergy, creating a sense of community. Classes are well-planned by an education committee resulting in a broad and strong programs offered for children and youth, knowing that they are our corporate future. Goals for Spiritual Growth and Christian Education A. Engage every parishioner in one or more learning or spiritual formation classes, retreats, or educational events per year. B. Increase opportunities for the study of the Bible, the Episcopal Church and its sacramental tradition, theological study and discussion, and the breadth of spiritual practices. 19

23 C. Re-vision our educational ministry offerings for children and youth, to attract, engage and support their moral and faith development. D. Consistently solicit feedback, including through an annual needs assessment, to plan and improve spiritual formation and education programs and offerings. 4. PARISH LIFE Current State Many, many activities and opportunities for engagement are available at St. Matthew s. In fact, it is hard to know or be involved in everything that is going on. At St. Matthew s there is a strong intergenerational make-up and involvement that is highly valued. People expressed an interest in having more opportunities for social and parish-community gatherings both on Sunday morning and during the week. People value the church community and find in it an important and meaningful way to connect with people. Sharing stories and the faith-journey is part of the bedrock of St. Matthew s. Recent remodeling of Huffman Hall and the youth building provide opportunities for new and different parish activities. Desired Future St. Matthew s is a lively and very active community with many places for people to connect in ways that are meaningful, strengthening bonds and deepening spirituality. The number of small groups such as Connexions has grown so that people easily find a place that feeds and challenges them at a time that works for their schedule. Community life at St. Matthew s is built in part around high points of the sacred calendar, including Advent-Christmas, Lent-Easter, Pentecost, and other special days marked by special liturgical and musical offerings and social gatherings such as St. Matthew s Day. It is common to find people gathered in large or small groups to share coffee or a meal, including week-night parish dinners, worship, and educational offering. Parish life provides opportunities for engagement and support for all ends of the age spectrum from youth to seniors. A very active youth program attracts teens from the church and community and is building ever stronger relationships with the schools in the area and offers everything from tutoring to meals to retreats. A new community center or gathering place provides a quiet place for anyone to read, work on a computer, or to share conversation and a cup of coffee. The parish s community life is marked by hospitality and partnership to the Austin community as it offers space to a wide variety of community groups. Goals for Parish Life A. Create a community center or gathering place that provides a place for people to gather for learning, conversation, cultural events, and social gatherings. B. Increase the number of small group offerings for those within and outside the church. C. Offer special events each year, including educational events, parish-wide social gatherings, and special music events. D. Establish a parish life committee to coordinate the ongoing activities of the parish. E. Create a comprehensive communication plan that supports the Implementation Plan and Goals. 20

24 5. OUTREACH Current State The parish supports a significant amount of activities and programs in outreach as a way to reach out to the variety of needs in the community of Austin and the world. Outreach is extremely important to people in the parish and is a seen as part of the core of the church rather than something that is nice to do. The overall average rating on the June 2011 survey for the category of outreach was 3.95 of 5 quite high. St. Matthew s provides support for wide variety of charities and social programs with many parishioners working on these efforts. Some think there should be more focus and fewer offerings in outreach, while others like it the way it is. Some would like a greater variety of hands-on outreach opportunities, including for youth, seniors, and families. People of St. Matthew s are generous with their time, talent, and money in support of outreach and service efforts of the church. I see the mission of the whole Body of Christ is to be a servant to a suffering world. Not witnessing to our own religion, but tending to people s needs FIRST. -Survey Response Desired Future For people at St. Matthew s the church exists, in part, to reach out to and serve the needs of others. Some would call this mission focused - the church looking outward, focusing as much energy outside the parish as it does inside. People at St. Matthew s are proud of the work they do for others and many are involved in a variety of offerings which are responsive to the changing issues and problems that call for St. Matthew s engagement and support. The parish has always been generous with time and money, and that generosity has continued to grow over the years. Families, seniors, and youth are actively engaged in a variety of service projects and through them are learning what it means to be Christ to the world. People at St. Matthew s seek to bring healing and relieve suffering in our broken work-whether that is in the neighborhood or across the globe. It is easy to find out what outreach needs and opportunities are through announcements, newsletters, and a variety of web- and social-media. Goals for Outreach A. Demonstrate in words and actions a bold commitment to serving the needs of the local and global community. B. Heighten awareness of Outreach, including communication about its purpose, activities, goals, and how to get involved. C. Increase the amount of money dedicated to Outreach to 10% of the annual budget (after National and Diocesan giving). D. Increase opportunity for hands-on outreach and service, including opportunities for family and youth involvement. 21

25 6. PASTORAL CARE Current State Informal networks of support are strong across the parish but not necessarily well-coordinated or publicized. Many people described the strong pastoral and spiritual support they received from each other and from the clergy through good times and difficult ones. Clergy and staff pastoral support is valued and is one reason people have come to St. Matthew s. The parish has made a commitment to establish a Diocesan program of lay ministry training and support for pastoral care called Community of Hope. There is room for improvement in the support structures for ensuring all get the care and pastoral support they need; for example in connecting knowledge of need to delivering care. Desired Future St. Matthew s is a true community in which people care deeply for each other and support each other through the whole of their lives. At St. Matthew s, clergy, staff, and lay persons engage in active partnership to support people at all times, but especially in times of life transitions and difficulties. Caring takes the form of deep listening, sharing struggles and joys, praying for the needs and hopes of others, meeting practical needs of daily living, and just being there. At St. Matthew s, people show they care by providing a variety of types of support through a well-planned program and a networking system that ensure support is there when it s needed. Members of the parish are trained to be pastoral caregivers through a multi-session course that equips them to effectively serve the spiritual and pastoral needs of parishioners and their families. Goals for Pastoral Care A. Create a comprehensive parish pastoral care program in which clergy, laity, and staff together serve the pastoral needs of the congregation. B. Offer a training program to support the parish pastoral care program. C. Provide education and support for life transitions for all parish members. 7. STEWARDSHIP Current State Pledges have increased slightly in the last few years, in spite of the downturn in the economy. The church s revenue covers its operational costs. A number of campus maintenance projects have been postponed because of budgetary constraints. The average pledge for St. Matthew s is below the Diocesan average for the first time in a number of years. The Endowment Committee has been active and the Endowment fund is currently at $361,000. The church completed a successful capital campaign in Currently the church has a small estimated debt of $120, The care and support both from the clergy and the lay people clergy will go out of their way when they need to... -Focus Group Participant

26 Parish leaders have set a goal of having stewardship education at least quarterly. People at St. Matthew s are generous with their time and talents, as well as with money. Many have taken roles of leadership that have served and strengthened the church. St. Matthew s has been a good steward of and generous with its campus and spaces, donating space for many special events and community meetings including cub scouts, neighborhood associations, narcotics anonymous, and fund-raising concerts. Desired Future St. Matthew s is a parish known for its generosity both to the church and to those in need in the larger community. People at St. Matthew s love to give and give out of love. They give money, time, talent, and leadership in a way that services the parish and the community and strengthens the church, making it sustainable for the future. Their year round stewardship program provides enough revenue to support the church s substantial campus facilities and its wide variety of programs. In addition, the endowment fund is a source of meaningful contribution to the overall work of the church allowing the church to offer valued programs, special events, and services. Year to year the pledged contributions to the church grow in number, as a percent of parish members, and in amount. This enables the support of current activities as well as the addition of new programs and staff, and an upgrade to the physical plant space for children and youth, knowing that they are our corporate future. Goals for Stewardship A. Create and enact a 5-7 year financial plan that sets annual growth goals for operation, capital, and endowment funds, eliminates the debt created in the remodeling of Huffman Hall, and supports plans for future growth. B. Find ways to generate new and increased donations to the Endowment Fund, enabling more Fund distributions. C. A higher percentage of parishioners will make an annual pledge and the average pledge amount will increase out of a sense of thanksgiving. 8. CAMPUS AND TECHNOLOGY Current State St. Matthew s is situated on 6+ acres of land with multiple buildings around a treed central green space. St. Matthew s is located in a suburban setting in North Austin close to several major thoroughfares including MoPac, Highway 183 and Loop 360, providing easy access to the church. The church completed a capital drive in 2010 which raised funds for the refurbishing of Huffman Hall, a large multi-use space, and for building the youth wing which also houses the St. Matthew s Day School for pre-school aged children. The variety of buildings and grounds needs require a significant amount of maintenance on an on-going basis, some of which has been deferred because of budget constraints. The campus is appealing and a pleasant space for the variety of activities and services offered. A number of people expressed a desire to see improvement in the Memorial Garden space to make it a more inviting, attractive natural setting. Some would like to see St. Matthew s Master Plan created many years ago, be reviewed, updated, and where still appropriate, enacted. Many recognize the need for technology and equipment upgrades and updates to support participation and information flow in church activities and services. There are mixed feelings about sanctuary space with some liking the simplicity and others finding it bland. Want increased flexibility of worship space or additional space for smaller services. 23

27 Desired Future St. Matthew s campus is beautiful, peaceful, up-to-date, and provides resources and environment for a variety of gatherings and offerings, including community worship services. A facility master plan provides a map for systematic development of the campus and facilities. At St. Matthew s, no space sits idle as the physical resources are leveraged to serve youth, seniors, and every age group in between and many in the community count it as a favored place for meeting. The Memorial Garden, now complete, provides an outdoor space that invites people to come, sit, and take in the beauty of creation in a meditative environment. There are numerous comfortable gathering spaces for small group conversation, and a dedicated gathering place with a library, and book store that is a favorite hang-out. The equipment and technology support the activities on the campus in a way that makes communication, work, and worship easier and reaches more people. The church is adopts of proven technologies that enhance operations and bring down costs. Although operating a multi-million dollar facility is costly, the parish has found ways to run and maintain the facility in a cost-effective way with the help of parishioners and service providers. and clergy, creating a sense of community. Goals for Campus and Technology A. Review and update the campus architectural master plan to address current and future campus needs, establishing annual goals, priorities, and plans. B. Establish priorities, cost/budget, and work plan for ongoing maintenance and improvements to the campus, and carry out the work plan. C. Create and enact a technology master plan establishing goals, resource requirements, and a work plan. D. Review, update, and enact the Memorial Garden master plan creating an outdoor space that invites people to come, sit, and enjoy the beauty of creation. 24

28 Section IV. STRATEGIES AND ACTIONS A. Work of the Satellite Teams Satellite Team Make-up The next step in the planning process was to develop detailed work plans to achieve the goals that were set in Phase II and that would be included in the Implementation Plan described in this and the next two sections of this report. The Implementation Plan includes strategies, actions, milestone markers, and a plan for oversight of the full implementation of the Strategic Plan. In designing the Strategic Plan process, it was recognized that many in the parish would have valuable input beyond the initial information gathering step, and the Satellite Teams were conceived of as a way to capture those valuable ideas and insights through broad-based input into the plan at a detailed level. Each Satellite team was led by a member of the Salt and Light Strategic Planning Team who served as liaison between the Satellite Team and the larger Salt and Light Team, and a lay leader not on the Salt and Light Team. The Consultant provided initial training for the leaders as well as a format for consistent reporting. Over 100 members of the parish signed up to develop the action plans in meetings with their teams. The participants in the Satellite teams are shown in the tables below. Invitation, Welcome & Connection Salt and Light Liaison: Len Winters Worship & Music Salt and Light Liaison: Jean Fuller & Christine Faulstich Spiritual Growth & Christian Education Salt and Light Liaison: Linda Fryer Parish Life Salt and Light Liaison: Mark Monroe Team Lead: Jeff Hobbs Team Lead: Kate Canby Team Lead: Susan Goodman Team Lead: Blythe Wilson Lisa Ard Becky Cunningham Mike Cunningham Robert Kelly Will Lutz Jane Michael Betty Mitchell Sharon von Wupperfled Janice Watkins Carol Webb Kay Whitney Jim Williams Sue Burton Bonnie Coleman Judy DeWitt Maly Hatheway Jill Henniger Clark Hughes Theresa Kahlke Ellen Legett Jill Miller Lesley Morehead Cathy Newman Amy Novak Bill Parmeter Mary-Lynn Polk Jack Robertson Beth Ann Sikes Jane Smith Billie Stallsworth Richard Sutch Susanne Tappe Kay Ballard Andrew Bushong John Chilstrom Joel Culpepper Christine Darby Jim Fryer Elise Green Kelli Hughes Hink Johnson Shelly Kirkgard Sandy Knight Kenny McDade Joanna McDonald Marty Novak Kip Oren Sharon Roberts Jeri Seidman Bill Smith Hank Smith Lynn Smith Crystal Wade Janice Watkins Kenneth Wright Nicole Banister Margaret Carpenter Alan Carson Buck Edwards Avery Goodgame Tony Hatheway Robert Kelly Claudia Machell Chuck Naeve Sharon Roberts Billie Stallsworth 25

29 Outreach Pastoral Care Stewardship Campus & Technology Salt and Light Liaison: April Kerwin Salt and Light Liaison: Dyke Miller Salt and Light Liaison: Nora Foster Salt and Light Liaison: Jim Michael Team Lead: Gloria Bankler Team Lead: Cynthia Wilson Team Lead: Matt Thompson Team Lead: Mary Nell Frucella Collins Aki Jerry Ballard Lucy Boyea Anne Clark Rita Eccles Lisa Hobbs Jane Michael Lesley Morehead Amy Novak Armando Ruiz Hank Smith Scott Telfer Bob Ascott Judy Bomar Jane Bugnand Betty Daniel Rita Eccles Betty Mitchell Nick Noy Nancy Parmeter Sharon Roberts Patti Shannon Hank Smith Julia Taylor Gladys Valles David Barrow Bill Kahlke Robert Kelly Michael Murphy John Sigg Allen Smith Clive Smith Joyce Statz Leon Whitney JP Cassar Lisa Coleman Caroline Cook Ellen Legett Joe McLean Don Neely Sharon Roberts Beth Ann Sikes Jimmy Sparks Jr. Sherm Strance Richard Sutch Biff Tatum Satellite Team Task Once the Strategic Framework and Goals were set, teams then went to work to develop action plans for each of the eight Key Result Areas, meeting between two and four times to formulate their plans. First, the teams reviewed and modified the draft descriptions of Current State and Future Vision for each Key Result Area, helping to validate what the Salt and Light Team heard from the parish. They then identify strategies, actions, and resources required to achieve the goals set for each area. Once the plans were complete, they were submitted to Scott Murphy, Chair of the Planning Committee, and Betsy Aylin, consultant for review and consolidation. Once the plans were consolidated, they were reviewed and modified by the Salt and Light Team. Satellite teams had to complete their work in only about one month, so they went to work quickly to develop their plans. The Salt and Light Team also set initial milestone deliverables and dates to ensure actions would move forward in tangible ways. See the Action Plans that follow to understand how the Satellite and Salt and Light Teams envision bringing the vision for St. Matthew s to life. B. Action Plans OVERVIEW OF ACTION PLANS The Action Plans developed by the Satellite Team with modification by the Salt and Light Team are shown as follows. Please note that while the Vestry has approved the Strategic Framework, it did not review and approve every action item included here. As the plan is implemented these action plans will be reviewed and modified. The Strategic Plan is a living document and, as such, will undergo changes as new opportunities arise and the need for change becomes evident. These plans are based on consensus. While not everyone agreed with every action or recommendation, the Salt and Light Team and Vestry agreed they could support the overall thrust of these plans. Some actions will be easy to implement and others more difficult; and a few would require considerable investment. The Action Plans move from the high level goals, through strategies to detailed actions. These are numbered to make obvious the alignment of actions with the goals and listed in sequential order. While the Action Plans do not include a calendar schedule, they do include at least initial proposed milestone dates by quarter, indicated 26

30 with a H. It is anticipated that parish members or staff will provide leadership for each of the Key Result Areas and will guide the implementation of the plans shown here. In some cases, Commissions already exist that align with the Key Result Areas, and in other cases, the Satellite Teams are recommending Councils to implement the Key Result Area. PRIORITIZATION RANKING As part of the Implementation Planning Process a prioritization survey was conducted with Salt and Light Team members, staff, and Satellite Team members to determine the relative priority among the more than 30 goals. A full description of the results of the prioritization survey is found in the Appendix. In the Action Plans shown following, you will find the priority ranking of each goal in the left hand column. As you review the rankings, keep in mind that all the goals are expected to be met. Those with ranking in the top 10 to 15, however, may get more attention sooner than those with a lower ranking. 27

31 KEY RESULT AREA AND GOALS PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q2 1. INVITATION, WELCOME, AND CONNECTION Publicize large parish events to the parish, groups associated with the church, and larger community Advertise parish events to Community Calendar and other free or low cost publications, including fliers at coffee shops and similar businesses within parishioners communities Circulate fliers and other communications of events to Day School families, Boy Scout troop, Senior Activity Center participants, and other community affiliates H 1.1 Build a more demographically and age-diverse congregation Research what other churches do to be inclusive and implement best practices Assess and address any factors that are barriers to easy entry of youth, families, and those who may not fit the current parish demographic Review, revise, maintain, and utilize newcomer report H Address the issue of visitors and newcomers who have never been baptized to ensure all feel welcome H Support clergy to enact practices that increase number of receptions, confirmations, and adult baptisms Create new parish events to provide opportunities for new visitors (and others associated with St. Matthew s) Encourage invitations to friends in every parishwide announcement regarding parish events Establish conversation/dialogue groups with diverse populations H 1.2 Retain a higher percent of those who visit St. Matthew s by strengthening the newcomer program to ensure ease of entry and integration into the life of St. Matthew s Create Invitation, Welcome & Connection Commission to develop strategies for discrete areas of marketing, newcomer socials, formal church membership, mentoring, and retention Appointment of Invitation, Welcome & Connection Commission Chair to lead Commission and Vestry liaison to report and update Vestry, and formation of Commission membership that represents broad demographics of parish, includes existing Newcomer Committee and events, and addresses other strategy items H 28

32 KEY RESULT AREA AND GOALS 1.3 Increase the frequency of parishioners inviting friends to church PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q2 (cont.) Create Invitation, Welcome & Connection Commission to develop strategies for discrete areas of marketing, newcomer socials, formal church membership, mentoring, and retention Invitation, Welcome & Connection Commission compiles list of parish volunteers representing broad demographics of parish who can be matched with new visitors and members for mentorship Create Directory of Ministries that provides list of and information on St. Matthew s ministries to circulate to new members H Provide a parish directory updated annually Revise newcomer approach and program Increase frequency and availability of membership listing and pictorial directory as tools for welcoming and mentoring new members H Revise and roll-out newcomer orientation H Provide training and encouragement to the congregation in reaching out to friends, coworkers, and neighbors Through sermons, Sunday School classes, small group discussions, etc. delve into the privilege, the responsibility, and the joy of sharing with others what we have experienced at St. Matthew s. This would be similar to the Stewardship Committee s I give because Provide a workshop to equip people to comfortably share their church with others - the diocese offers many possible speakers Use best practices and tips suggested by the diocese through its Newcomer Ministry Project H H Create special opportunities for members to invite friends to church Design several events or programs during the year to be especially attractive to newcomers and visitors H Broadly publicize those events within and beyond the parish and encourage parishioners to invite friends for those events 29

33 KEY RESULT AREA AND GOALS 1.4 Create multiple opportunities for non-parish groups associated with St. Matthew s to participate in the life and worship of St. Matthew s church 1.5 Become a virtual parish, leveraging technology to reach out to non-mobile and traveling members PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Coordinate regular campus improvement and other projects with Boy Scouts Create and develop joint worship services, service projects, and other events uniting St. Matthew s parishioners with Day School families, Boy Scouts, Senior Activity Center participants, local schools, and other groups Develop worship services for recognition of and participation by Day School, Boy Scouts, and other groups Make information about St. Matthew s more visibly available at music events held at St. Matthew s H Increase support for and visibility with area schools Invite parish to day of service for Day School or with other groups associated with the parish Make church information readily available to those associated with the church Make newsletters available to Day School and other groups associated with St. Matthew s H Put information about the church including links in Day School and other orientation packets H Create a true virtual parish utilizing technology Provide webcasts of worship services and archive past webcasts, consulting with Diocese and other churches for ideas and resources H Allow easier access to virtual parish for hearing impaired parishioners Create accessibility for home-bound, hospitalized or in-hospice parishioners who cannot access technology Provide voice-to-text worship services H Purchase tablet computers to bring to homebound, hospitalized or in-hospice parishioners so they can view/listen to worship services H Increase use of social media for St. Matthew s communications Create and maintain St. Matthew s Facebook page for regular communication of worship services, parish events and other activities H 30

34 KEY RESULT AREA AND GOALS 2. WORSHIP & MUSIC 2.1 Double the current combined attendance at all worship services to approximately 800 people per week PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Offer non-english speaking services led by speakers of other languages Continue offering concerts that appeal to a variety of ethnic cultural demographics Create a mix of worship and music offerings designed to appeal to diverse populations Explore opportunities to hold joint services with churches in the area, especially those with diverse demographic memberships Create a list of parishioners who speak other languages to assist with services and visitor communication H Ensure pews are adequately stocked with prayer books H Poll the Youth and young adults (20 s and 30 s) to determine the type of music desired H Create services and music with special appeal to youth and young adults, in order to decrease average age by 10 years Offer variety/styles of music within services or concerts geared toward the younger generation, addressing preferences Offer services that give the youth the opportunity to participate and lead More programs for children and youth, including summer program Design and implement a Junior or Family Ushers program H Increase the variety of 5:15 Sunday services H Add a Mid-week evening Eucharist with a meal H Expand the types and frequency of worship services Add special services periodically Continue to support music with a variety of musical instruments H Provide tools, devices, and support for those with special needs H 31

35 KEY RESULT AREA AND GOALS PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q2 2.2 Expand the music program to support all major worship services Assess the viability of purchasing and installing a pipe organ to support the quality of the worship and music Provide more variety of music at services, including guitar, Taize, etc Consider a dedicated capital campaign to raise funds for the pipe organ H Promote funding of the designated pipe organ account Offer guitar, Taize, drumming, harp and other instruments beside keyboard H Continue inviting other choral groups to participate on Sunday 2.3 Expand learning opportunities to support greater appreciation of the sacramental tradition of the Episcopal Church Offer a mid-week church night on Wednesday evenings w/eucharist, dinner, classes/meetings/rehearsals Increase opportunities during worship to learn of the Episcopal tradition Encourage groups to meet after dinner and Eucharist on Wednesday night Hire a chef to prepare evening meal Offer classes on traditions and liturgy (Episcopal 101) H Offer a instructed Eucharist at least once a year at the 10:30 service H Return to the use of the BCP and Hymnal in lieu of the printed program (1. To read the instructions and 2. To go green) 3. SPIRITUAL GROWTH AND CHRISTIAN EDUCTATION 3.1 Engage every parishioner in one or more learning or spiritual formation classes, retreats, or educational events each year Communicate educational opportunities to parishioners Provide support for people desiring to attend educational opportunities Centralize a church calendar of events and offerings H Publicize specific events / offerings Conduct a small fair for education offerings each semester H Provide multiple class times and offerings Offer child care, study hall, or tutoring during adult class times Record classes for subsequent listening or viewing H Utilize website as a resource for printed materials 32

36 KEY RESULT AREA AND GOALS 3.2. Increase opportunities for the study of the Bible, the Episcopal Church and its sacramental tradition, theological study and discussion, and the breadth of spiritual practices 3.3 Re-vision our educational ministry offerings for children and youth, to attract, engage and support their moral and faith development PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Develop a plan for expanding the Bible study offerings Encourage regular indepth study of the Bible Provide regular notification of ongoing Bible studies available in the community Create and implement a parish wide Bible-based program H Offer learning opportunities at various times during the week Engage our own and other experts for the teaching of spiritual practice development, as well as history and doctrines of the Episcopal church Offer learning opportunities through various media Provide notification of community offerings Offer multi-week Speaker Series with outside speakers H Establish a Youth Development Team as part of the Education Council to set goals and plans for upper elementary children and youth Review and revise current curriculum for upper elementary as needed to ensure meaningful offerings to that age group. H Growth from within Utilize a survey to identify spiritual gifts as well as best time and preferred educational offerings for youth Design educational programs and events to achieve identified goals for youth, with input from parents and youth H Provide leadership progression program for youth, grades 6-12 H Ensure consistent youth leadership (example, 3-year rotation on a 5-member Education Council) Create parent community-building opportunities throughout the year 33

37 KEY RESULT AREA AND GOALS 3.4 Consistently solicit feedback, including through an annual needs assessment, to plan and improve spiritual formation and education programs and offerings PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Growth from without- Exposure to outside community (bring in friends, neighbors) Have a unique short-term program offered more than one time within the same week Use latest technology tools Have a unique event (band, speaker, athlete, etc.) H Publicize events and classes for children and youth including directly through , web-pages, texting, and other social media Develop social media communication listing with s, phones, Facebook page, etc. H Create small youth communication/ publicity group of teens and adults to ensure appropriate and frequent communication H Create Spiritual Growth and Christian Education Council to set curriculum and programs and direction and to oversee type and quality of educational offerings Recruit and train Spiritual Growth and Christian Education Council Establish, design, and hold regular meetings H Establish sub-team for on-going logistical support of education H Establish and maintain registration processes to ensure ongoing communication with participants All classes / programs have signin forms with pertinent information H Distribute evaluations or complete online, completing first evaluation tool by Q2 H Follow up on evaluations via multiple methods Measure effectiveness of curriculum / programs on a regular basis Gather information and evaluate effectiveness of classes/programs Make further decisions re future offerings based on feedback Report to vestry and/or parish on results of educational and spiritual offerings H 34

38 KEY RESULT AREA AND GOALS PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q2 4. PARISH LIFE AND SPECIAL EVENTS 4.1 Create a community center or gathering place that provides a place for people to gather for learning, conversation, cultural events, and social gatherings Create a gathering place that provides an informal, comfortable place for people to meet, visit, drink coffee, read, browse the internet, have small gatherings, etc Partition off a section in Huffman Hall or find a smaller size room like the library for a gathering place; space needs to be located in a quiet area Publicize and open gathering place H Add outside area with café tables & chairs Lease nearby space for off-site gathering place H Grow existing groups Connexions group meet at restaurants, coffee houses etc. in addition to homes Recruit a small group coordinator to support small group offerings, coordinating with others as appropriate H 4.2 Increase the number of small group offerings for those within and outside the church Start new groups Have workshops for those interested in leading small groups including parishioners and non-members Hold orientation session for small groups to re-new and kick-off a variety of small group offerings H Begin a group for singles, either a mix of ages or keep it specific to certain age groups Hold a series of workshops on a broad array of topics ranging from art, health, language classes, to finance taught by volunteers from parish or outside experts H Offer engaging communicty building activities during the year for various age groups and interests Hold events and small group activities, organized and/or offered by interested parishioners for all ages (e.g. evening folk/line dancing, casino night, etc.) 4.3 Offer special events each year, including educational events, parish-wide social gatherings, and special music events Hold special music events throughout the year Present concerts by popular artists to attract younger members & teens H Hold special choir/music concerts organized by Jean Fuller 35

39 KEY RESULT AREA AND GOALS 4.4 Establish a parish life committee to coordinate the ongoing activities of the parish 5. OUTREACH 5.1 Demonstrate in words and actions a bold commitment to serving the needs of the local and global community PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Coordinate and publicize special events Create, maintain, and post a special events calendar making it available to the larger community as well as the parish Invite non-members to special events such as blessing of the animals H Outside speakers brought in both on the local and national levels to speak on a variety of topics Hold parish-wide special events with special invited speakers from the community or elsewhere H Provide volunteer support Hold Discovery Weekends and one-day retreats Offer some retreat-lilke events on-campus to minimize cost and increase accessibility H Committee, appointed by clergy, oversees and coordinates program details Clergy appoints/recruits chair person and members H Clergy consults with chair in defining role, structure, members terms, responsibilities, and communication expectations Identify leadership and membership who will re-fresh the Outreach Commission purpose and goals for the year H Re-fresh Outreach Commission, clarify goals of the program, and support on-going Outreach efforts Meet with stakeholders to receive feedback and ideas for Outreach going forward H Expand and formalize leadership roles and responsibilities of Outreach Commission with renewed enthusiasm and broad interest in the outreach program Extend an invitation to participate in Outreach Commission meetings to the various parish groups (e.g., youth, 20s & 30s, Vestry, etc.) Create a speakers series to inspire greater outreach participation and leadership Enhance referral capabilities for social services Identify, schedule, invite, and hold speaker and/ or adult education class with outreach speakers H Develop directory of services for easy referral H 36

40 KEY RESULT AREA AND GOALS 5.2 Heighten awareness of Outreach, including communication about its purpose, activities, goals, and how to get involved 5.3 Increase the amount of money dedicated to Outreach to 10% of the annual budget (after National and Diocesan giving) 5.4 Increase opportunity for hands-on outreach and service, including opportunities for family and youth involvement. PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Define outreach so parishioners have a broader understanding of when they are participating in outreach and to encourage further participation Communicate purpose, goals, and year-long plan for Outreach H Design a logo for Outreach Commission Create a formalized communication plan identify key individuals to serve as lead communicators and connectors H Determine best means of communication for event and audience and frequency required Increase funding dedication to Outreach incrementally, 1-2% each year Include a service pledge on Annual Pledge Cards to allow parishioners to commit to a certain number of volunteer hours each year H Create annual parish-wide days of service through the year Establish annual Day of Service, on which parishioners gather for worship at St. Matthew s and then disperse for service projects throughout the city. H Co-sponsor interfaith outreach efforts Work with interfaith community to partner with on various Outreach projects. H Host quarterly interfaith dinners for the community-at-large Offer monthly service project opportunities for youth and/or young children Establish annual schedule of projects, communicate, and solicit sign up. H Establish method for tracking service hours so that participants may be honored and rewarded for their service Plan one parish-wide mission trip each year Establish team to research and recommend locale and type of service. H Promote mission trip and recruit leaders and participants Carry out mission trip and assess impact. H 37

41 KEY RESULT AREA AND GOALS 6. PASTORAL CARE 6.1 Create a comprehensive parish pastoral care program in which clergy, laity, and staff together serve the pastoral needs of the congregation 6.2 Offer ongoing training program to support the parish community care program 6.3 Provide education and support for life transitions for all parish members PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Clergy initiates the council by identifying Lay and Staff participants H Establish a Pastoral Care Council consisting of clergy, staff, and lay participation with strategic objectives Expand the operational role of the Pastoral Care Council to provide connections between needs of the parish community and caregivers H Coordinate and operationalize existing and future care programs Establish methods for initial and on-going communications & publicity Identify pastoral care communications point of contact H Link with other communication point of contact for periodic internal and external program highlights Establish cadence and content for communication documents H Establish a strong network for identifying and assigning pastoral needs Expand as necessary existing training/education for ministries such as: Lay Eucharistic Visitors, Order of St. Luke, Safeguarding God s Children, Safeguarding God s People Identify pastoral care data point of contact H Create database of caregivers & their respective gifts H Identify contact channel to identify and assign needs H Continue the planned implementation of the Community of Hope training programs H First group training complete H Expand Community of Hope training/education for more caregivers Assess ongoing training needs & repeat as necessary H Pastoral Care Council identifies existing plans and communicates Review/revise the Senior Activity Center as needed Agree and communicate vision to parish H Identify topics/resources/ opportunities for future offerings H Review and assess current offerings and activities with feedback from seniors Plan and implement appropriate changes to update services to seniors Hire a part time nurse-practitioner NOTE: Discussed but not in teams submitted goals 38

42 KEY RESULT AREA AND GOALS 7. STEWARDSHIP 7.1 Create and enact a 5-7 year financial plan that sets annual growth goals for operation, capital, and endowment funds, eliminates the debt created in the remodeling of Huffman Hall, and supports plans for future growth 7.2 Find ways to generate new and increased donations to the Endowment Fund, enabling more Fund distributions PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Convene during March to June 2012 H H Develop a report back to the vestry by July 2012 H Form a long range planning committee to develop the financial implications of the strategic plan and develop a budget for the next 5 to 7 years Convene annually thereafter H Consider using the planning module in the financial software H Create content and delivery methodology for awareness campaign H Hold an annual awareness campaign which doesn t conflict with annual pledge drive to inform the congregation of the value of a stable and growing Endowment Fund Add a line for the permanent endowment fund on the pledge card we use for the operating budget, add a box that reads, I want to learn more about planned giving Provide for giving for life events in addition to death events; donations to endowments in celebration of the birth of a child, graduation, confirmation, marriage, etc Conduct a Capital Campaign to support non-construction giving, such as debt retirement, endowment fund, and maintenance. Summer 2012 H H H Offer an annual specific fundraising event (silent auction/dance/ raffle) the proceeds of which would be dedicated to the Endowment Fund Assign a committee chair H Lock on Model - consider St. James Jazz Festival H Launch first endowment event H 39

43 KEY RESULT AREA AND GOALS PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q2 7.3 A higher percentage of parishioners will make an annual pledge and the average pledge amount will increase out of a sense of thanksgiving 4, Establish a year-round stewardship education program that broadens our understanding of stewardship beyond pledging Add talents and time to the pledge card, or have a separate pledge card. Pledge a percentage of your time that you would spend on social media Identify the total number of hours volunteered throughout the year and celebrate. Tracking through a website H H Using diocesan and national church resources, identify year round program that will best suit our parish s needs Establish key stewardship principles and opportunities to communicate to congregation and new members a throughout the year (e.g., planned giving, matching corporate donations) Quarterly talks in Sunday school classes and in all worship services on what we mean by stewardship - content should include: Children, tithing, and maximizing corporate matching programs (added from the following three to omit) H H H H 8. CAMPUS AND TECHNOLOGY Appoint a team to create an architectural master plan Vestry appoints a team to update a master plan H 8.1 Review and update the campus architectural master plan to address current and future campus needs, establishing annual goals, priorities, and plans Obtain input from architectural master plan stakeholders Review architectural master plan to incorporate requirements and identify resources Prepare a funding plan to move toward completion of master plan with funds from annual budget or capital campaign Prepare an architectural master plan presentation Identify stakeholders H Meet with stakeholders to obtain and prioritize requirements H Revise master plan incorporating requirements H Obtain cost estimates for master plan and required resources H Prepare master plan presentation with cost estimates and required resources.obtain cost estimates for master plan and required resources Prepare a funding plan to move toward completion of master plan. H H 40

44 KEY RESULT AREA AND GOALS 8.2 Establish priorities, cost/ budget, and work plan for ongoing maintenance and improvements to the campus 8.3 Create and enact a technology master plan establishing goals, resource requirements, and a work plan PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Present updated architectural master plan to Vestry for action Present updated architectural master plan to Vestry for action H Buildings & Grounds Commission update and prioritize Maintenance / Improvement list Update and prioritize on-going Maintenance and Improvements list H Obtain cost estimates to update Maintenance/Improvement list and required resources Obtain cost estimates annually to update M&I list H Prepare M&I presentation with cost estimates and required resources H Prepare a work plan with cost estimates and resources to complete Maintenance/Improvement list Prepare a funding plan to move toward completion of M&I list H Present Maintenance/ Improvements work plan to vestry for action Present maintenance/improvements work plan to funding plan may consider increase in annual budget H Appoint a team to create a technology master plan Vestry appoints a team to create a master plan H Obtain input from technology stakeholders Coordinate technology requirements with architectural master plan team Identify stakeholders H Meet with stakeholders to obtain requirements H Meet with architectural master plan team to coordinate requirements H Create technology master plan and identify required resources Create master plan incorporating requirements and identify required resources H Obtain cost estimates for technology master plan and required resources Obtain cost estimates for master plan and required resources H Prepare technology master plan presentation Prepare master plan presentation with cost estimates and required resources H Prepare a funding plan to move toward completion of master technology plan H 41

45 KEY RESULT AREA AND GOALS 8.4 Review, update, and enact the memorial garden master plan creating an outdoor space that invites people to come, sit, and take in the beauty of creation PRI STRATEGIES ACTIONS Q1 Q2 Q3 Q4 Q1 Q Present technology master plan to Vestry for action Present technology master plan to Vestry for action H Buildings & Grounds Commission (B&G) with Memorial Garden Committee update Memorial Garden Master Plan Building and Grounds meet with Memorial Garden Committee appoint team to update master plan H Obtain input from Memorial Garden stakeholders Identify stakeholders H Meet with stakeholders to obtain and prioritize requirements H Coordinate Memorial Garden requirements with architectural master plan team Meet with architectural master plan team to coordinate requirements H Create Memorial Garden master plan and identify required resources Obtain cost estimates for Memorial Garden master plan and required resources and revise plan as necessary Create master plan incorporating requirements and identify required resources H Obtain cost estimates for master plan and required resource H Prepare master plan presentation with cost estimates and required resources H Prepare Memorial Garden master plan presentation Prepare a funding plan to move toward completion of master plan H Present Memorial Garden master plan to Vestry for action Present Memorial Garden master plan to Vestry for action H 42

46 Section V. ENACTING THE PLAN A. Governance and Monitoring Plan The Salt and Light Oversight Plan is designed to complement and enhance the existing organizational structure of the parish while providing specific oversight, coordination, communication, and administration for and among the eight Key Result Areas (KRA) defined by the Salt and Light Strategic Plan (SLSP). The execution of this Strategic Plan will involve the creation of new councils (which function under the supervision of the Rector). It will also impact existing commissions (which function under the leadership of the Wardens and Vestry). The Oversight Plan lays out how these newly formed and on-going councils and commissions (below entitled KRA teams) will be supported in their efforts and coordinated with each other, the Rector, Clergy, and Staff as they move forward with the proposed Strategic Plan. The Salt and Light Coordinator (SLC) will be responsible and accountable to the Rector, to ensure a suitable organization is developed and functioning effectively to carry out the specific strategies and actions to support the goals outlined in the SLSP. Specific responsibilities of the Salt and Light Coordinator include: Identify and recruit leaders for each Key Result Area (KRA) in consultation with the Rector and Wardens. Provide the leaders an overview of the plan along with Goals, Strategies, and Actions for each KRA. Work with leaders to recruit parish members for each KRA team in consultation with Rector and Wardens Work with KRA team leaders hold them accountable for creating and maintaining a meeting cadence and achieving teams goals and readouts specific to the Salt and Light plan. Monitor critical milestones for each KRA, noting gaps and work with appropriate KRA leader(s) for plans adjustments to remain on schedule. Provide [minimum of] quarterly SLSP updates to Vestry; perhaps more frequently in the first few months of implementation. KRA leaders will present team updates to Vestry at a cadence developed by the SLC and Vestry. In counsel with the Rector and Wardens updates of KRA activity will be reported to the parish as desired. Provide coordination amongst the KRA teams to avoid redundancy and ensure synchronization of efforts. Be a go to for the KRA teams for communication and resolution of obstacles that may inhibit achieving KRA goals. Develop a change process and governance, to include a minimum of the SLC, Rector, and Wardens, to review, assess, and make decisions involving materially changing specific goals set forth by the SLSP. Final material changes to the SLSP would require Vestry approval. Develop and maintain an executive scorecard highlighting KRA team progress in achieving goals specified by the Salt and Light Strategic Plan. Develop requirements for additional SLC support including a) SLC assistant (volunteer or staff) and b) Clergy and staff needs. 43

47 B. Communication In focus groups, surveys, and interviews we heard a lot about the importance of communication what was working and what was missing. Our revised website, updated in May, 2011, has been a significant improvement. However, there is more to be done to ensure that we are doing a good job of keeping the parish informed of our many activities as well as connecting people with each other. As you read through the Implementation Plan, you will see that communication ideas are embedded in the actions identified for every Key Result Area. We know each team will be seeking ways to invite and inform the parish about what is happening in their area. But we also believe there is a need to take a holistic look at communication across the whole parish. To do that, we will be forming a group to review the ideas that have been generated through this process and to strategize about the most effective way to tailor communication processes and content to address specific needs and to help people find exactly the information they would find helpful. There are many new communication options, including social media, and we will be exploring the best use of all communication methods and technologies. We know that all organizations struggle with communication, and St. Matthew s is no different. But we also know that communication keeps the vital parish connected and active. This Strategic Plan provides a framework for addressing our vast communication needs. C. Conclusion Your Place in the Future Through the strategic planning process, we learned just how gifted our parish is we are rich with capable, smart, dedicated people who want to share their journeys and their lives with others. As a congregation, we desire to grow in spiritual understanding of Christ and Christ s way. As we move forward to enact the bold plan laid out here, we know we will need many hands, hearts, and minds to join with us as we seek to reflect the light of Christ to the world. We know that, only with your support and active engagement, can the vision described here become a reality. There will be many, many opportunities to put your considerable talent to work, even as we struggle with the time and money demands inherent in a plan of this scope. There will be large and small ways to act whether in a church-wide mission trip or by making music on Sunday morning. As always, we will draw on the teaching and leadership skills so evident in this parish, but we also hope to build new leadership skills in youth and new members that will come to join us on our journey. What we ask of each of you is this-- engage in one or more of these key result areas and help us carry out the strategies that were so thoughtfully designed, so we can indeed fulfill our vision. Tell us when things are going well with the plan or when we are off course. Pray with us that we will heart-fully serve Christ and each other. Continue to live out our strengths in welcoming, learning, and loving. Guidance On The Plan And Its Use In the past nine months, many people in the parish have given time, energy, ideas, and input into the creation of this Strategic Plan. The team has put in more than 1,000 hours on the plan and we have sifted through more than 24,000 data points. We have prayed and sought to respond to the Gospel in this time and place. We have sought to listen to what is said and to the meaning beyond the words. We have drafted and redrafted, planned and re-planned seeking to create a path to the future for St. Matthew s that is true to who we are and open to where we are being led as a Christian Community. 44

48 Does this plan address everything important to our future? We have worked very hard to answer yes to that question. However, we know there are bound to be things we missed or misunderstood. As the plan is enacted, new understandings and ideas will emerge that were not considered here, but should be. We also recognize that part of the diversity of the parish is different perspectives and needs that cannot be fully integrated or met. We have taken a consensus approach, which means we won t please all the people all the time. We know that we cannot meet everyone s needs perfectly. We hope that we will meet many people s needs well at least some of the time. And we know that things will change it s inevitable and we embrace that fact. There may be consequences that result from our actions that we could not anticipate but need to deal with. And there will be new issues and unpredicted events that will come our way that will impact this plan. And there will be opportunities that we want to respond to that were not anticipated. For all of these reasons, we see this plan as a living document that guides us to the future but will be modified as we encountered the unexpected. Our hope is to fully embrace and live out this plan while also monitoring our progress and the results so that it changes as we change and grow. We believe the oversight structure and the good will of those engaged in bringing this plan to life will sustain the intent of this plan as we seek not only to meet the needs of our communities but to be that salt of the earth and that light of the world that Jesus modeled. As we conclude this plan, our prayer is one of gratitude for you, our friends, who have been with us along the way and for the guidance of the Spirit that has shown through this process. We also pray for the courage and strength to fulfill the vision set out here, as we seek to love and serve each other and the larger community of the world. And we offer this plan in thanksgiving for all the gifts we have been given, the first of which is God s gracious love for us. Behold, I am doing a new thing; now it springs forth, do you not perceive it? I will make a way in the wilderness and rivers in the desert. (Isaiah 43:19) 45

49 VI. APPENDIX A. Strategic Planning Process Schedule: Below is a graphic representation of the three phases and nearly year long process of the strategic plan. The team spent over 1,000 hours meeting as a whole group or in sub-teams. Phase I Phase II Phase III Current State Assessment Envision the Future Strategic Implementation H H H March May July September November January 2012 April June August October December 1. Orentation: March Information Gathering: May-July Document Review Focus Groups Surveys Interviews 3. Current State: June - August Review Results Take STOCK ID Themes 4. Discern the Future (strategic Framework): August-September Purpose Mission Vision and Values Key Result Area 5. Implementation Plan: October-November Goals and Metrics Priorities Action Plans 6. Prepare Plan: November-January Final Draft of Plan Communication Plan 7. Deliver Plan: January 2012 B. List of Documents Reviewed The following documents were reviewed as part of the information gathering process. Demographics from St. Matt s 2010 Financial statement 2011 Approved budget History of St. Matthew s ( ) Annual Parish Reports Day School Self-Study 2006 Capital Campaign feasibility study Capital Campaign Plan (2007) Demographics from City of Austin i

50 C. Founding Characteristics of St. Matthew s The following were identified as attributes of St. Matthew s in its first few decades. These characteristics were identified based on interviews with long time members, including the Rev. Chuck Huffman, rector emertus, and comments in focus groups. While this may not be a full picture, it describes the common factors we heard about St. Matthew s in the past. Many of these characteristics still apply today, and some the team sought to recapture or highlight in a significant way. Focus on experiential, personal expression of faith knowing Christ, responding to the Holy Spirit On the cutting-edge in liturgy/music Strong lay leadership Active engagement of members Built community through retreats Strong focus on education, speakers Fed through programs like Faith Alive and Cursillo Close friendships and supportive community Easy-going, friendly Growing as Austin grew Youth focus People highly engaged, attending frequently D. Focus Group Themes The chart below shows the response by the four focus groups represented in different colors to the question about why people came to St. Matthew s. Note that the most common reason is because of the church s friendly, welcoming attitude toward those who visit. Number of Mentions ii

51 E. Survey Results The table below shows the average rating and standard deviation for all who responded to the survey and also shows the average score by the various demographic groups based on peoples responses to those items. A few people did not select a demographic group and so were not included in the break-out groups but are included in the average score for all responses. St. Matthew's Survey Results July, 2011 TOTAL Age (# = 10) Age (# = 49) Age (# = 67) Age 65 + (# = 114) No ID (# = 13) WELCOME AND COMMUNITY (Mean 4.13) This church is hospitable and works to include newcomers This church really lives out its values in modeling Christ's love and reconciliation for all people I have often invited others to visit our church St. Matthew's has a good reputation in the community I am happy to be a member of this congregation Our congregation welcomes all people, regardless of age, race, gender, nationality, ethnicity, socioeconomic level, or any other factor. 7. We are encouraged to invite others to St. Matthew's I am comfortable approaching visitors or newcomers at St. Matthew's to speak about our church and its ministries We cultivate a strong sense of community in our church At St. Matthew's, most members seek out visitors to welcome them I see St. Matthew's as a community of friends or even a family I find members of this congregation to be very open and supportive of each other The website and other forms of communication make it easy to learn about the church and what it offers ENGAGEMENT (Mean = 4.03, omitting Q 23) I consider myself an active member of this congregation and feel engaged with this church As a member of this congregation, I feel empowered to share my gifts and talents within and outside the church I strive to live out the commitments made in my baptismal covenant I expect to still be a member of this church 3 years from now I know where to take concerns about something in the church If I am in need of support, I feel comfortable talking with some members of the church about my concern If I desire pastoral support, I feel comfortable going to a member of the clergy of this congregation I know what ministries and programs are available in this church It is easy to find out what is going on I wish I knew how to get more involved here iii

52 St. Matthew's Survey Results July, 2011 TOTAL iv Age (# = 10) Age (# = 49) Age (# = 67) Age 65 + (# = 114) No ID (# = 13) WORSHIP, PRAYER, & SPIRITUALITY (Mean = 4.08) Our worship impacts my daily life Our worship supports my spiritual growth I always get something out of our vibrant and relevant worship The worship schedule meets my needs Prayer is an important part of the life of this church Our worship services are truly joyful experiences for me I love the music at the 10:30 service The sermons by our clergy are well prepared, effectively delivered, and engaging The sermons by our clergy are relevant to my life and spiritually sustaining The 10:30 family Eucharist in B-18 serves children and their families well Lay persons play appropriately important roles in our worship services The design of our sanctuary supports a spirit of worship PROGRAMS AND MINISTRIES (Mean = 3.74) Overall, the ministries in this church are effective This church encourages and supports my learning and spiritual growth Our youth program is appealing to me or my teenagers Our Adult Christian Education programs are appealing to me I believe we offer the appropriate content in our children's programs Our offerings for teenagers include content that is important and appropriate for that age group I find the content of our adult education offerings to be helpful and interesting St. Matthew's supports my family's growth in Christ The activities and programs of this church appeal to me I am learning, growing, and deepening my understanding of my own faith Retreats and other opportunities for growth outside Sunday morning are important to me In addition to Sunday services and classes, I have attended a number of retreats, educational, and spiritual offerings The preaching and teaching at St. Matthew's has helped me to better understand the role and importance of stewardship. 49. Our church adequately responds to the needs and concerns of our oldest members My thinking about giving my time, talent, and financial resources has been impacted by the church's worship, programs, and teaching. 51. The St. Matthew's Day School and Church work together effectively to support children and their families

53 St. Matthew's Survey Results July, 2011 TOTAL v Age (# = 10) Age (# = 49) Age (# = 67) Age 65 + (# = 114) No ID (# = 13) 52. This church is responsive to changes in our congregation and community LEADERSHIP (Mean of all items = , omitting Q 55 mean = 3.91) I agree with the direction this church is moving In the last 3 years, conflict in this church has been well managed Decision making here is highly centralized with the rector and a few key leaders making most of the decisions Our vestry and other church leaders make timely, well informed decisions When I have suggested changes or improvements, I have found people in the church ready to listen I would say authority in this church is appropriately shared between clergy, other leaders Decision making and action is appropriately shared with the congregation I know what the vestry does and who some vestry members are Our leaders display a spirit of faith, humility, and service Our leaders regularly gather information and reflect on how we are doing as a church The leaders of St. Matthew's work together well I trust the leaders of St. Matthew's VISION AND MISSION (Mean = 4.03) At St. Matthew's we have a clear sense of our purpose as a church Our church has a clear sense of mission I support the mission of St. Matthew's because it aligns with my expectations of the church I believe the leadership at St. Matthew's is looking far enough into the future to be ready for emerging changes My values and interests are reflected in St. Matthew's mission statement When I think about St. Matthew's 3 to 7 years from now, I feel confident that we will be an important spiritual presence in the Austin area. 71. St Matthew's sees itself as a spiritual home for its members FACILITIES AND RESOURCES (Mean = 4.1) Our facilities are adequate for the current programs and activities of our church We open our facilities for community events and to other groups in a spirit of hospitality Our facilities are kept in good repair The grounds and buildings of St. Matthew's are welcoming St. Matthew's leaders and members are good stewards of the church's resources

54 St. Matthew's Survey Results July, 2011 TOTAL Age (# = 10) Age (# = 49) Age (# = 67) Age 65 + (# = 114) No ID (# = 13) 77. Our facilities are kept clean Our facilities and resources are adequate to the future of St. Matthew's as I envision it The church's use of electronic and social media is adequate to serve current and future members OUTREACH (Mean = 3.95) I am aware of the outreach activities and programs St. Matthew's carries out and supports I believe we do an effective job of serving people outside the church who are in need through various outreach efforts. 82. Our church's outreach ministry is important to me I have been actively involved in one or more of our outreach programs in the last 3 years St. Matthew's is recognized in the community for its outreach efforts Mean of the Mean (all questions) Mean without Questions 23 and F. List of People Interviewed The Salt and Light Team conducted 59 interviews after being trained by the consultant. The following people provided interviews of 30 minutes to one hour either on the phone or in-person. Each interview was documented. Interviewee Interviewer Interviewee Interviewer Interviewee Interviewer Ard, Lisa Brown, Laurie Crowl, Ashley Winter, Len Meihaus, Carolyn Thompson, Matt Ascott, Bob Kerwin, April Dettmann, Jim Thompson, Matt Moon, Elizabeth Michael, Jim Bailey, Marcia Murphy, Scott DeWeese Vicki Gilbert, Jill Morehead, Courtney Canby, Tom Ballard, Jerry Murphy, Scott DeWitt, Judy Ruiz, Armando Norman, Steve Thurman, Francie Bardsley, Beverly Murphy, Scott Dodson, Richard Miller, Dyke O Connell, Ann Michael, Jim Barrow, David Ruiz, Armando Eccles, Rita Blumhagen, Vickie Parker, Bob Brown, Laurie Billman, Beth Winter, Len Ferris, Yvonne Gilbert, Jill Parker, Margaret Brown, Laurie Bomar, Judith Monroe, Mark Frucella, Mary Nell McGillicuddy, Kevin Ryder, Peggy Murphy, Scott Boyd, Nancy Foster, Nora Goodgame, Avery Murphy, Scott Shannon, Geoff Canby, Tom Braun, Kristin Monroe, Mark Gray, Tim Brown, Laurie Smith, Bill Foster, Nora Braunsdorf, Eric Fryer, Linda Harrison, Cliff Blumhagen, Vickie Smith, Hank Kerwin, April Buros, Bill Fryer, Linda Henshaw, Mary Lou Monroe, Mark Tappe, Suzanne Murphy, Scott Bursk, Shelby Brown, Laurie Hilsabeck, Suzanne Foster, Nora Tatum, Sue Ruiz, Armando Burton, John McGillicuddy, Kevin Houston, Harriet Murphy, Scott Wasmuth, Robert Blumhagen, Vickie Busboom, Dean Winter, Len Huffman, Chuck Betsy Aylin Webb, Bob Webster, Doug Cage, Joanne Blumhagen, Vickie Jones, Sara Fryer, Linda Whitney, Leon Webster, Doug Campbell, Erin Kerwin, April Kirkgard, Shelly Ruiz, Armando Williams, Janet Michael, Jim Carpenter, Margaret Thurman, Francie Langston, Jeanne Kerwin, April Wilson, Chris Foster, Nora Clendenin, Babs McGillicuddy, Kevin Lanier, Sandy Thurman, Francie Yochen, Angela Gilbert, Jill Coleman, Bonnie Miller, Dyke Majcher, Dineen Miller, Dyke Cowan, Sheri Brown, Laurie McNeil, Tizzie Fryer, Linda vi

55 G. Results of Interviews Following is a Pareto chart of the responses to several of the interview questions. Frequency of Mentions The reason I came to St. Matthew s is... Frequency of Mentions If I could change one thing... vii

56 Frequency of Mentions My vision for the future... H. Prioritization Survey Results The table below shows the results of a survey in which members of the Salt and Light Team and the Satellite Teams rated each of the goals on their relative level of importance and urgency on a scale of 1 to 3. These 2 scores were then multiplied to get a priority score. The priority score represents the interaction of importance of the goal combined with how urgent people view it to be. The right hand column on the table shows how the goals ranked. While all the goals are important and will be a focus over the coming years, the results of this survey help us determine where to focus first. 1. WELCOME & GROWTH Urgency Importance Priority Ranking Goal 1.1: Encourage and nurture a more demographically diverse congregation Goal 1.2. Retain a higher percent of those who visit St. Matthew s by strengthening the newcomer program Goal 1.3: Increase the frequency of parishioners inviting friends to church Goal 1.4: Create multiple opportunities for non-parish groups to participate in the life and worship of St. Matthew s church Goal 1.5: Become a virtual parish, leveraging technology to reach out to non-mobile and traveling members WORSHIP & MUSIC Urgency Importance Priority Ranking Goal 2.1 Increase attendance at all worship services to 800 people per week Goal 2.2: Increase the variety of worship services offered Goal 2.3 Expand the music program to support all worship Goal 2.4 Expand learning opportunities to support greater appreciation of the sacramental tradition of the Episcopal Church viii