ANNISTON FIRST UNITED METHODIST CHURCH STRATEGIC PLAN

Transcription

1 ANNISTON FIRST UNITED METHODIST CHURCH STRATEGIC PLAN VALUES. The Back to the Future group examined a history of Anniston First and discovered values from the past that obviously produced the thread woven throughout its 131 years. Those values provided the basis for these plans for the next ten years. These values are: Christ centered/faith driven. Excellence. Hospitality. Outreach services. ENVIRONMENTAL SCAN Little economic growth projected for the area. The greatest potential for church growth lies in reaching the un-churched and the dechurched. The perception that the area around the church is unsafe requires attention for events held there. Parking/access to facilities is a problem. The concept of AFUMC s sphere needs to be regional, rather than just a community orientation. Vision and innovation will be required. An intentional outreach to include all ethnic groups is clearly called for. MISSION STATEMENT. The mission statement is a succinct statement of the primary focus of the church for the next ten years. Based on the values, it is an attempt to define clearly for anyone to see what this church will be doing. Offering the Life-Changing Grace of Christ. VISION STATEMENT. The vision statement provides a concise view of what success in the mission will produce. A

2 Community Transformed THRUSTS OF MINISTRY. The planning team examined all the proposed paths that may produce opportunities to offer the Life-Changing Grace of Christ. They identified the following four as the primary foci to accomplish that mission: Discipleship Ministries. Missions. Worship, Music & the Arts. Administration. In addition to the structures required by the United Methodist Book of Discipline, these Thrusts of Ministry will define the organizational scheme for the congregation. Each Thrust of Ministry contains several areas that will require intense congregational involvement as ways to fulfill members vows to support the church with prayers, presence, gifts, service, and witness. DISCIPLESHIP MINISTRIES INCLUDES Congregational Care higher percentage of our congregation participating actively every non-active member contacted on a regular basis members do not leave the church begin building a shepherding network especially for those not involved in other small groups or Sunday School classes establish a system for identifying inactive and in-need members create congregational care team Staff, volunteer leadership and team members required congregational care coordinator coordinators for each congregational care area (card ministry, Barnabas, homebound, etc.) Children s Ministry growth in number of children participating in children s ministry more regular participation before the confirmation program growth in adult leader participation greater number of children who remain active in youth group

3 Hire a new part-time children s director Evaluate need for children s team and structure of children s ministry staff and volunteer leadership church receives new members as a result of children s ministry New director organizes and implements structure of volunteers and leadership as recommended by 2013 evaluation 20% increase in number of children participating Begin assessing freshness of ministry space and develop a program for continually updating rooms Staff, volunteer leadership, and team members required director of children s ministry Sunday School teachers volunteers determined by evaluation Consider more and better use of Bridge facilities Overseers and evaluators SPRC pastors Youth Ministry growth in number of youth participating in youth group more regular participation throughout youth years increased number of non-parental volunteers clear vision established for youth ministry program Hire new director of youth ministry Define vision/purpose for each meeting time (Sunday morning, Sunday night, Wednesday night) Double youth participation in activities Establish mentoring program (adult-youth and/or youth/youth) Grow ministry to support/require a full-time director Staff, volunteer leadership, and team members required paid director of youth ministries network of adult workers with youth to support ministry Support director with ongoing training

4 video-based teaching aides and discussion starters social media for communication, discussion, and accountability Overseers and evaluators pastors Board of Stewards SPRC Singles Ministry new members join the church through singles ministry establish a leader as point of contact begin singles gatherings and evaluate felt needs and desires Staff, volunteer leadership, and team members required point of contact Young Adult Ministry new members join the church through singles ministry establish a leader as point of contact resume young adult gatherings and evaluate felt needs and desires Staff, volunteer leadership, and team members required point of contact Adult Sunday School Classes evaluate participation and leadership of all adult Sunday School classes Confirmation Classes Critical Success Indicators higher assimilation rate into youth group and church participation produces youth group and church members who have a devotion to the mission of the church evaluate effectiveness of current program create a sense of participation for confirmation consider transitioning confirmation under umbrella of youth ministry

5 Staff, volunteer leadership, and team members required Children s Ministries Director Youth Ministries Director pastors coordinator mentors Resources required confirmation curriculum Overseers and evaluators pastors Assimilation Critical Success Indicators every visitor engaged and invited to fuller participation every member or participant at AF in process of moving to the next level evaluate our engagement with visitors at each worship service have a process for assimilation in place that engages every visitor (in a manner appropriate for each worship gathering evaluate effectiveness of assimilation process Staff, volunteer leadership, and team members required more fully developed connexions team Resources required packages of information and gifts for every visitor Stewardship Training Expand stewardship to year-round holistic emphasis Leadership Training begin developing a regular schedule of identifying and training leaders every member participates in an inventory of spiritual gifts Staff, volunteer leadership, and team member required Committee on Lay Leadership in year-round effort to recruit and train leaders staff and leadership continually training and equipping volunteers in each ministry area

6 Small Groups Critical Success Indicators increased participation in small groups increased level of spirituality in congregation AFUMC becomes a church where no on stands alone new members join because of small groups pastors and core group learn about characteristics of successful small group ministries begin at least one new sustainable small group with intentional schedule and vision train worship greeters to help plug people in to small groups evaluate first year of ministry establish new groups and/or divide growing groups establish process to identify and train new leaders At least 70% of AF members involved in small groups Staff, volunteer leadership and team members required team of small group leaders (with process to continually develop new leaders) small groups coordinator small group books for participants identify places to meet FIRST STEPS Pete and Amy create job description for a Director of Discipleship Ministries based on a statement of purpose for each area and a statement of need by June 2013 Director of Discipleship Ministries identified by Lay Leadership Committee, approved by SPRC by July 2013 Individual starts to work January 2014 MISSIONS INCLUDES Charity All mission actions will use excellence over quantity of missions. Mission Team will educate congregation on the two tiers of mission by December Increase mission giving by 1% every year starting from a baseline of 10% of revenue. Encourage congregational involvement in hands-on-mission to 50%. Charity is either a short term response to a disaster or an on-going deficient in the community that will take years to resolve, but the need is now. Actions must be in coordination with resolving the larger problem for the long term. There must be an end-date. Mission area POC's responsible for reporting number of people serving and served.

7 Create Charity Mission projects that involve both giving and hands-on. Encourage 2% of congregation to be involved in hands-on Charity Missions. Increase Mission giving by 1% every year starting from a baseline of 10% of revenue. Consolidate all Charity missions using CE, InterFaith Ministries, and the Unified Resource Center (Located across the street). Have plan ready by Spring Identify mission area POCs by December 2013 Evaluate Charity Missions to ensure they comply with our Mission and Vision, annually. Adjust and revise as needed. 10% of congregation involved in Charity hands-on missions. 30% of congregation involved in Charity hands-on missions. Enlarge our vision for Charity Missions. Review program annually. 50% of congregation involved in Charity hands-on missions. Train leaders in Mission leading and managing members-in-ministry. Provide opportunities for congregation to identify and meet the needs in our community. Coordination with other groups and churches to meet the long term problems confronting poverty and injustice. Train and enable workers to do mission. Partner with Interfaith in Charity Checker so we can be faithful stewards of God's money given by God's people. Coordination and collaboration with EMC Overseers and evaluators Mission Team PAT Mission - Walk Alongside Create plan to provide Mission opportunities in which the congregation identifies needs in the community that only a relationship with Christ will solve by personal involvement and commitment to people. Offer hope, and break the cycle of poverty. Offering the life changing love and grace of God. Increase mission giving by 1% every year starting from a baseline of 10% of revenue. Encourage congregational involvement in hands-on-mission to 50%. Create and plan for Missions that reaches our community, our region, and our world. With the goal of spreading the word of hope and life found in Christ. Both in our giving, and in actual mission opportunities. Plan and implement Mission trips. Encourage 1% of congregation to participate in Missions and 10% of congregation to give generously above and beyond their tithe to mission.

8 Reevaluate Missions. Establish on-going mission trips for the congregation and other interested persons. Encourage 6% of congregation to participate in Missions and 20% of congregation to give generously above and beyond their tithe to mission. Encourage 20% of congregation to participate in Missions, and 80% of congregation to give generously above and beyond their tithe to mission Encourage 40% of congregation to participate in Missions, and 100% of congregation to give generously above and beyond their tithe to mission. Training of leaders and members-in-ministry in mission work. Coordination and collaboration with EMC. Use all available means to increase productivity. Evaluators and overseers Mission Team PAT Evangelism 100% of congregation fulfilling membership vows of being a witness, presence, by giving, by service and prayers. Increase the attendance to membership ratio. As of August 2012 the ratio is 40%, improve annually by 10%. Determine attendance patterns, and encourage parishioners to attend at least one more Sunday in their cycle of attendance. Focus on those not yet here and on those who are members but no longer attend. Use the ideas of ATTRACT ATTACH and ACTIVATE. 5% of congregation trained and involved in outreach and disciple making ministry. Initiate training by Spring 2013, have 1% of congregation trained by December Design a discipleship program with graduating classes offered every year by December Achieve ratio of 50% of attendance to membership ratio. Create a team to collect attendance patterns, then formulate a plan to help parishioners to increase their attendance by one Sunday per attending pattern. Critique our programming, and level of friendliness to new comers. Initiate events to attract first time visitors and offer excellence in worship to bring them back. 10% of congregation trained and involved in outreach and disciple making ministry. Achieve ratio of 75% of attendance to membership ratio. 65% of congregation trained and involved in outreach and disciple making ministry. Achieve ratio of 90% of attendance to membership ratio. 100% of congregation trained and involved in outreach and disciple making ministry. Achieve ratio of 98% of attendance to membership ratio.

9 Train leaders in Relational Evangelism and other methods of witness. Obtain training materials for effective classroom use. Add training to Fall and Spring Wednesday training sessions with graduating levels of classes. Design and create a discipleship program. Increase awareness of members to visitors. Create small Group opportunities, develop Shepherds for those who are not connected. Use all available means to witness through such media as Facebook, Twitter, Book clubs, social clubs, and other media yet to be invented. Evaluators and overseers Pastoral Staff Disabilities Ministries Increase awareness of opportunities for disability ministries by December Ensure congregation is educated on disability awareness. Create a warm and inviting environment for mobility challenged persons by making the sanctuary and chapel wheel chair accessible. Spaces that are not awkward for the disabled person. Establish deaf facilitators in each worship service as needed. Encourage new and continued disability ministries available and advertise in the community welcoming all. Plan to make the chancel area mobility challenged accessible. Have disabled persons in positions of leadership in the church and in worship. All areas of the Campus accessible to disabled persons with programs and ministries for the disabled. Trustees develop plan in coordination with the disability awareness director to create wheel chair spaces in the sanctuary and Chapel. Train people in disability awareness. Advertise our openness to disabled persons. Encourage congregation to participate in WEBNAIRS (free by the GBOD) and participate in district and Conference training Overseers and evaluators Disability awareness director Trustees Leadership Development in Community Create Leadership Anniston to encourage young people in disadvantaged environments to breakout of hopelessness and find what is possible.

10 Create a program and plan to initiate. Recruit leaders from Community, Government, and Commerce to mentor young people. Have plan available by December Initiate plan and train mentors, and recruit candidates. Have a cycle of classes that last for a period of 2 years, recruiting additional leaders and candidates. Have a staff person supervise the program Evaluate and plan additional training opportunities in region. Train persons in similar programs such as Leadership Huntsville, and Leadership Trinity. Obtain curriculum from successful programs. Design a program that will custom fit our community with the goal of transforming young lives. Use all media available now and in the future. Evaluators and overseers Pastoral Staff PAT Connectional Ministries Become a Regional resource for Churches in the Connection by Extend the influence of the church into the surrounding communities by offering excellence in staff expertise, training resources, and passion to walk along-side other churches within our denomination. Offer resources building, staff, members-in-ministry, study materials, and training to churches in the Region by December Reach and interact with West Anniston UMC's in all areas. Plan and develop resource database for connectional churches. Demand excellence in all activities, programs and Events to remain a regional church resource. Create satellite sites to meet the changing shifts of demographics to export the DNA of a healthy church. Database of resources and advertising of options on Web page and District web page. Train staff and members-in-ministry to export their gifts and graces in churches within the connection. Identify demographic trends to determine areas not serviced by a Methodist church. Use all available media current and future. Evaluators and overseers

11 Trustees PAT Ecumenical Ministries Connect to other denominational churches and faiths in community to consolidate our charity and ministry opportunities. Pastoral staff involved in new ministerial organization. By September Foster and encourage joint ventures and mission/ministry events. Work closely with other denominations in being agents of transformation in our community. At least 2 events per year that target the community with the love of God. Combined worship at least three times a year and at least three joint mission projects focused on the community. Pastoral Staff in relationship with other churches and denominations and faith communities. Strengthen ties with Community Enabler, InterFaith Ministries, Unified Resource Center, and others. all available Overseers and evaluators Pastoral staff Mission team PAT Recreation Critical Success Indicators Develop age appropriate activities as entrance points to the church. Create affinity groups to enhance friendships and bonding. Design and create programs to meet needs. Create a plan and identify a person to lead. Design and plan activities for all age groups, that encourage people to invite friends, neighbors, and acquaintances. By 2014 Identify needs and congregational wishes by December 2014 Train and identify a leader to coordinate with staff person to plan and implement programs. Provide templates from other churches. All available now and in the future. Overseers and evaluators

12 PAT FIRST STEPS Be sure missions team knows the difference between charity and walk-alongside mission. Create a plan with mission opportunities and need in the community. o Increase mission giving. o Have 50% of congregation involved in mission. Instilling in every ministry the spiritual nature of mission. Plan and implement mission trips. WORSHIP, MUSIC, & THE ARTS INCLUDES Critical Success Indicators Number of different opportunities offered. Number of people involved in each ministry. Degree of integration of ministries into other ministries. Perceived impact of these ministries on the mission of the church. (Offering the life-changing grace of Christ.) Worship Styles Survey attendees at each service to learn how that service may be improved and attract more people. Recruit and train multiple people to manage sound/projection systems. Ensure the content of music matches the theme for each service. Develop relationships with resources with leaders who can lead worship in different styles. Include the names of all who contribute to the services (greeters, ushers, acolytes, crucifer, etc.) in the bulletin. Find a way to add closed circuit TV screens discreetly in each worship area. In addition to the early informal service, the contemporary, and the traditional services, add a service in the African-American tradition and a service with southern gospel or bluegrass music. One course annually in hymnody. One course annually to teach new hymns/songs. One well-attended worship service per week that reflects varieties of preferences in styles of music and liturgy. Informal small church style. Contemporary. Traditional/semi-liturgical. Southern Gospel/Blue Grass. African-American. Hispanic. Redesign the chancel area of the Sanctuary to provide space for the choir to face the congregation while keeping the aisle to the altar open. Hospitality

13 Assess signage throughout the campus with a view to welcoming newcomers (Rest Rooms, Nursery, Class Rooms, etc.). Recruit and train greeters for each service. Evaluate the quality of facilities and care of nursery during services; respond to any deficits. Provide information packet to each visitor regarding all the opportunities for spiritual growth and ministry provided by the church. Develop a routine transportation route before each Sunday service. Provide CDs of worship services and special music events to use in visitation and to include in visitors packets. Place church directories in worship areas so that people can refer to them and learn the names of others in worship. Enlarge the balcony and narthex. Create a functional welcome center in the narthex. Have a trained cadre of greeters and ushers in each service. Greeters in parking lots (with umbrellas when it is raining.) Mid-Week message to stimulate interest in the next week s worship services. Put recordings of major services on website. Ensure that each worship space is handicap accessible. Build a drive-thru access to the sanctuary (possibly from the alley by the rear entrance through the prayer garden to the breezeway). Provide comprehensive hospitality services from parking lot to the pew. Choir and Music Groups Incorporate small music groups and individuals into a brief program for fellowship on Wednesday night suppers (perhaps from 5:40-5:50). Provide necessary support to all musical groups o Chancel Choir. o Praise Band. o Children s Choirs. o Youth Choir. o Bell Choir. o Early Bird Choir. o PNEUMA. o Orchestra. o Ensembles. Conduct a survey of the congregation to determine if any additional musical services may be desired. Develop a storage plan for all church musical instruments and props. As additional worship services are added, provide musical/choir support for each. Pursue additional part-time staff to support varieties of choirs. Provide private lessons for church musicians in voice and varieties of instruments. Employ music groups in evangelism and promotional activities. Provide top quality opportunities for singing in varieties of styles of music. Ensure choirs/singing group is available for each worship service.

14 Maximize the use of Internet to promote music activities and consequently the opportunities at Anniston First. Special Events Provide at least five special music-oriented events annually using church musicians. Provide at least three annual musical events with outstanding outside artists. Anniston First UMC will be known as the regional center of great church music (a miniconservatory of church music). Visiting Musicians Establish a clearly-defined policy regarding qualifications for anyone allowed to use church musical instruments Develop a list of potential candidates to be invited for special guest musical presentations. Arts Produce at least one play per year. Conduct an art fair that allows displays of visual arts, such as: paintings woodcarving knitting quilting Conduct at least one annual artistic event, such as: nutrition/cooking literary presentation/author liturgical dance recital Be identified as the region s best source for religious art and music-art education. FIRST STEPS Re-write job descriptions for the Director of Music and the Worship Leader for the Bridge by December 2012 ADMINISTRATION INCLUDES Staff SPRC studies staffing levels and completes job descriptions by December Streamline BOS and Committees in accordance with BOD 2012 by creating locally designed format by December 2014 Charge Conference. Create unpaid staff positions, with job descriptions and lines of authority and responsibility. Realign staff to meet the priority and focus of mission and vision.

15 Staff for the next level of Church growth. Evaluate staff on their ability to lead the church to the next level. Emphasize and demand continuing education for staff, starting at program areas: Children, Youth, Small Group and Worship. Assess and evaluated current staffing levels and job descriptions and re-write by December Create a plan that realigns staffing to meet community reality and Mission with both paid and unpaid staff. Final plan presented to the BOS by December Evaluate the need for a person to oversee Trusts long term re-appointed annually. Establish an annual volunteer (Ministry Celebration) consider working into EMC. Have a specific celebration for each ministry area. Consider addition to pastoral staff to meet mission focus in future. Implement staffing plan and include unpaid staff in the process and then evaluate annually. Consider an unpaid staff as Administrator for day-to-day operations of church. Assess realignment and adjust as needed evaluate annually. Become a staff led church which is guided and given boundaries by the BOS and committees. Implement plan incorporating paid and unpaid staff Train staff in supervising paid and unpaid staff; recruiting unpaid staff, and creating job descriptions for unpaid staff. Recruit staff to lead the church to the next level. Provide training opportunities for church leadership in how, and what the church needs to function at the next level of growth. Emphasize continuing education for staff. Train staff paid and unpaid in appropriate use of technology (A/V, etc), Marketing, and creating a database of skills and create training options for each area of mission and ministry. Evaluators and overseers SPRC PAT Trustees Facilities Critical Success Indicators Trustees and Properties create maintenance plan by December Create on-going training sessions for Trustee responsibilities. All facilities used to maximum benefit, provide adequate parking, and address safety on and around the campus. Create a priority list of maintenance repairs and replacement. Create a scheduled maintenance program - check annually. All buildings ready for use by December 2013.

16 Survey on parking options by January Visitor parking signage by June Design and plan for multi-media in Sanctuary by June Incorporate organ fund into stewardship campaign along with missions for Create a maintenance fund (rainy day fund could be a replenishment of the Trust used to finance the Bridge) equal to annual Trustees budget. Establish a an unpaid staff position as buildings and grounds Supervisor, and create a job description. Plan to use every part of the campus for mission accomplishment. Ensure signage is clear and user friendly, along with lighting on campus. Create new lighting in the main sanctuary and Bridge to add to the worship experience. Complete fund raiser for the organ refurbishment fund. Finalize installation of multimedia in Sanctuary. Study clergy housing options for needs in the future, i.e., schools, and location. Evaluate and revise maintenance program. Designated new parking areas, and increase of golf carts. Consider partnering with other UMC. Study future needs for growth and expansion. Consider satellite sites, to where the demographic has moved. Persons to create list, and monitor and create priority listing. Identify persons with skills to assist church in maintenance program. Institute a rotation training class for Trustees to pass on corporate knowledge. Consider funding through EMC and Capital Campaign. Create database of repair/replace and on-going maintenance in a calendar so notifications will be sent when maintenance needed. Check Maintenance module in ACS. Evaluators and overseers Trustees Properties Committee Policies Trustees in cooperation and coordination with Ministry areas, and Program areas. Provide tenants with policies required by December Evaluate building usage. Create policies to support and enhance mission. Ensure all groups who use facilities complete mission building usage policy. Coordinate with SPRC to update/revise employee handbook. Create policies on emergency procedures, response responsibilities. Initiate Policies that govern building usage so that every part of the campus is utilized. Reevaluate all policies and realign with mission - annually.

17 Revisit policies and update. Use policy templates for every area, create training opportunities and training for new staff paid and unpaid Create PDF files for all policies and procedures on AF Server. Password protect files dealing with property sales and acquisition. Evaluators and overseers Trustees PAT CONTINGENCY PLAN Internal objections from some in the congregation. o Build consensus in the congregation. Internal lack of action. o Ensure someone is responsible to ensure followup. External other churches may object. o Try to find an understanding for why we are moving in this direction. IMPLEMENTATION PLAN Prepare a brightly enhanced brochure to use as visual asset in explaining the plan (Stacy Booth). Present to the Board of Stewards by September 23, 2012 (Lee Taylor, Lay Leader) Present to the Charge Conference later. Feature the plan in the October Newsletter. Present to each worship service in October (April for 8:30 and 10:30 Traditional, Lee Taylor for Contemporary). PAC meets to assess progress in March 2013 (at 6 month point). No one knows for sure what the next ten years will hold for the East Central Alabama area. This plan provides the basis for the best guess of what God is intending for Anniston First during these uncertain years. One thing we do know for sure is as Jeremiah 29:11 tells us: For surely I know the plans I have for you, says the Lord, plans for your welfare and not for harm, to give you a future with hope. As these specific plans are implemented, we solicit the prayerful support of all God s people to ensure they are taken to completion. As unforeseen events occur, on-course corrections may be required. But these plans will provide us a blueprint for the next ten years. May God bless us as we Offer the life-changing grace of Christ.