LONG RANGE MINISTRY PLAN

History / Background LONG RANGE MINISTRY PLAN 2017-2021 St. Marys United Methodist Church was founded in 1799. Existing church records go back no further than 1839, but somewhere in the town, perhaps the town hall, Methodists were meeting. Our first church was built in 1812 on the current site of the existing Chapel. Methodism was established in Florida in 1822 through the efforts of pastors appointed to serve in St. Marys. That year, Elijah Sinclair was appointed to serve both St. Marys and Amelia Island. In 1981, St. Marys United Methodist Church was recognized as a Historical Site in Methodism when documentation proved that the St. Marys Church was the tie between Georgia and Florida Methodism. A historical marker beside the door of the chapel commemorates this. In 1858 St. Marys United Methodist Church built the existing Chapel. The bell that had hung in the old church since 1838 was placed in the new chapel. From 1863 to 1865, public buildings in St. Marys were closed by order of Federal military authorities. Church records state, "St. Marys was in the possession of the enemy during the war, the church was closed, and the flock scattered." During that time, the Union troops used the Chapel as a butcher shop. Changes to the Chapel began in 1892 with the removal of the balcony and installation of gas lights. Choir space was provided, the building repainted, and both a porch and chimney were added later. St. Marys has a rich tradition of strong partnership with other churches in our community. The original church building was given to an African-American congregation. The African-American congregation moved the building to a location on Osborne Street, across from the current City Hall and on the corner of the property where St. Marys Elementary School now stands. This building was used until 1949 when it was demolished. The African-American congregation moved further up Osborne Street and built a new structure on the site where Greater Trinity UMC is currently located. On October 27, 1909, one of Methodism s great ministers, Arthur J. Moore, received his license to preach while serving as assistant to St. Marys pastor John W. Simmons. After he became Bishop, Arthur Moore credited Pastor Simmons with many of the ideals and convictions that remained with him throughout his great life as his ministry eventually extended worldwide. St. Marys has offered a fertile training ground for the growth and training of pastors over the years. 1

During the 1900s, the town of St. Marys experienced economic growth, causing church membership changes with many new families moving in. In these years, a transition in the mood of church reports is seen from the concern for the spiritual needs of the membership to an emphasis on the physical plant of the church. Yet the church's work continued to move forward through the next decades. By 1952, St. Marys had become a station church, which meant we were no longer on a circuit of churches. Modern buildings joined the historical with the construction of a new brick parsonage in 1958 and dedicated as the Signora Bachlott Memorial. The following year, an education building housing classrooms, a study, kitchen, and social hall was completed to replace an older frame structure built in the 1930s. The new sanctuary with a seating capacity of 360 opened on September 11, 1966. Now 50 years later, we continue to benefit from the foresight and faithfulness of those who came before us. The opening of Kings Bay Naval Submarine Base in the late 1970's-early 1980's brought rapid growth to the area and to the church - so much that additional space was needed for the growing Sunday School. The house next to the parsonage (now dedicated as the Mildred Ray Building) was purchased in 1988 for office space. A new education building and larger fellowship hall was opened in 1993, and named Bailey Hall. A new parsonage was built in 1999, with the church offices moving into the old parsonage. The Helping Hands Food Pantry was originally established in 2003 working out of the church office. In 2005, the ministry moved to the Ray Building where it remained until the moved to its present location on Church Street in 2016. The Ray Building was renovated in 2016. It became The Starting Line and its current use is primarily for youth ministries. Known in the first few years as St. Marys UMC Preschool, the name was changed to Happy Apple Academy in 1983. Under the leadership of Ginna Stein, the academy delivers a Christian based preschool curriculum to over 100 children, ages 2 ½ to 5 each year. As we move toward the 35 th anniversary of the start of this ministry, we celebrate the many lives that have been influenced by the leaders and teachers in this outreach of the church. Much has changed over the past 217 years, yet the church has not wavered from its mission to make disciples of Jesus Christ for the transformation of St. Marys and the world. We build on this history to create the future of St. Marys United Methodist Church. The source for much of the above information is found in the book, St. Marys United Methodist Church 1799-1999, written by Eloise Bailey Thompson. 2

The Purpose of St. Marys United Methodist Church As United Methodists, our mission is to create and grow disciples of Jesus Christ for the transformation of St. Marys and the world. As the congregation of SMUMC, we are called to fulfill this mission through worship and outreach. We worship the God that blesses us with life as well as with the grace, compassion, community and hope to live this life. We worship the God that is creator of all things. We are a congregation in a loving relationship with our creator. We share the joy of this relationship through worship with other believers and in outreach to those that may not yet be believers. Worship gives us the strength to reach out to others in new and creative ways in response to the God who loves us. The Purpose of the Long Range Ministry Plan Upon recommendation by the Board of Trustees, the Church Council approved in June 2016 the formation of a long range planning team and the hiring of church consultant, Dr. Phil Schroeder to develop a ministry plan that would guide the goals and activities for SMUMC for the next five years. While the plan will provide a general framework for ministry activities and goals for the next five years, church staff and church council will also develop detailed implementation plans in response to the plan and specific to their areas of responsibility. The Long Range Planning Team Members of the Long Range Planning Team were identified and recruited by the Nominations Committee of the church and approved in a special charge conference. Team members represent a broad range in age, church tenure, gender, and interest areas. They include: Jeff Barker (Chair) Robert Bennett Lesley Young Tom Conkright Yamy Bauers Amanda James Jeff Miller Judy Goodson Michael Stephens Donna Franklin Pat Winn Dale Hoylman Misty Mock Mike Brandon Cindy Fitzgerald Laurie Lentz Jim Lomis Michael Green Each member of the planning team invested significant time and energy during the planning process. 3

Background Data Demographic information was gathered using US Census data, the current draft of the St. Marys Master Plan, and Mission Insite an internet-based, community engagement specialist for faith and nonprofit groups. Based on this information, the following demographic data was gathered and explored: As of 2015, St. Marys had a population of 17,968, a growth rate of about 4.9% over the 5-year period since 2010. Assuming a similar growth rate, the population will increase by approximately 140 people per year over the next five years. Table 1: General Population Jurisdiction 2000 2010 2015 % Change % Change (Census) (Census) (Estimate) 2000-2010 2010-2015 St. Marys 13,761 17,121 17,968 24.4% 4.9% Camden County 43,664 50,513 52,102 15.7% 3.1% Georgia 8,186,453 9,687,653 10,214,860 18.3% 5.4% Source: U.S. Census Bureau Based on Mission Insite projections, the following groups represent the fastest growing groups in our community over the next 5 years: - Families and empty nesters, ages 35-54 (25% increase) - Families with children, ages 5-17 (18.7% increase) - Singles and young families, ages 25-34 (14.3% increase) - Seniors age 65 and over (13.4% increase) (Note: Data below is exclusive of Kings Bay Naval Base) Summary: Phase of Life 2010 2016 2021 2010 2016 2021 Before Formal Schooling: Ages 0 to 4 2,289 2,057 2,275 8.4% 7.3% 7.2% Required Formal Schooling: Ages 5 to 17 5,509 5,456 5,884 20.2% 19.5% 18.7% College/Career Starts: Ages 18 to 24 3,074 2,847 3,061 11.3% 10.2% 9.7% Singles and Young Families: Ages 25 to 34 4,063 4,300 4,505 14.9% 15.4% 14.3% Families and Empty Nesters: Ages 35 to 54 7,171 7,060 7,882 26.3% 25.2% 25.0% Enrichment Years Singles/Couples: Ages 55 to 64 2,593 3,027 3,681 9.5% 10.8% 11.7% Retirement Opportunities: Age 65 and over 2,530 3,260 4,212 9.3% 11.6% 13.4% 4

Based on answers to Quadrennial Data survey questions, the top 3 things people in our area are looking for in a church is one that: - Provides traditional worship services - Provides Family oriented activities - Offers Bible or Scripture study/prayer groups A recent estimate of Camden County churches indicates about 88 active churches with about 27 located in the 31558 Zip Code. There are eight United Methodist Churches in Camden County and two UMCs in the 31558 Zip Code. Geographically, St. Marys is bounded by the Crooked River to the north, Cumberland Sound to the east and the St. Marys River to the south. Travel to Historic St. Marys (other than boat) is limited to access only from a western direction via Osborne Road. People traveling to SMUMC will pass by or near at least 20 other Christian churches representing all other major denominations and many non-denominational churches. Only St. Marys First Baptist Church is located further south than St. Marys UMC. Current SMUMC Data 1. Membership a. Total members = 801 b. Active members* = 413(estimate) c. New members 2016 = 27 * Members are considered active if they participate at least once per month and live in the St. Marys area. 2. Worship a. Average attendance - 2014 = 187-2015 = 214-2016 = 200 Note: In 2014, the church held only one worship service during the summer months and then transitioned permanently from two worship services to one beginning June 7, 2015. Therefore, attendance data may not be comparable year-to-year. b. Highest Sunday attendance - 2014 = April 20 (Easter) = 347-2015 = April 12 (Happy Apple Sunday) = 416-2016 = March 27 (Easter) 331 5

The Planning Process The LRPT used Dr. Kennon Callahan s book 12 Keys to an Effective Church as a guide for evaluating SMUMC, the basic premise being that strong, healthy churches build on the strengths with which God blesses them. Dr. Callahan divides these strengths into 2 groups (relational / functional), with six subsets under each grouping. a. Six keys are relational (they pertain to people & ministry to people). b. Six keys are functional (they pertain to objects or the function of someone or something. Example: building maintenance, parking, money). c. Effective churches have 9 of the 12 Keys in place; the majority of the 9 are relational keys. d. The relational characteristics are the sources of satisfaction in a congregation. The functional characteristics are the source of dissatisfaction in a congregation. Note: There is no direct correlation between the sources of satisfaction & dissatisfaction in a congregation. To lower the level of dissatisfaction does not raise the level of satisfaction. To raise the level of satisfaction does not lower the level of dissatisfaction. e. Renewing a congregation begins by building on current strengths. The Relational Keys 1. Specific, Concrete, Mission Oriented Outreach The mission-oriented church has 1 or 2 outreach missions in the community. These programs help directly with one of these areas: a life stage, a human hurt and hope, a common interest, or a community concern. They deliver concrete, effective help with persons and groups and are well known and well respected in the community. Think of our community; when the name of our church comes up, which of our outreach missions comes to mind? 2. Shepherding Pastoral and Lay Visitation. Mission oriented churches visit the unchurched, newcomers, and members on a regular basis. They visit with persons in the hospital, homebound, independent living, assisted living, and nursing homes. They visit with congregation members, constituents, family, and friends. The whole congregation, not just the pastor or staff, are involved in shepherding visitations. We visit in times of everyday, ordinary life, with celebrative events, and hope-filled events as well. 3. Corporate, Dynamic Worship/Stirring, Helpful Worship There is a warmth and welcome by the congregation towards each other and visitors. Music is inspirational and dynamic (dynamic means has energy & power to uplift ). Quality and character of the preaching is helpful and hopeful. Worship has little to do with church growth. It has much to do with helping people grow in lives of grace. 6

4. Significant Relational Groups/ Mission oriented churches are constantly starting new caring groups in which people may discover roots, place, and belonging with God and each other. A strong, healthy congregation has groups that are open, inclusive, warm and welcoming. They have a healthy balance of one-time, seasonal, short-term, long-term, and weekly, monthly, and year-round groups. 5. Strong Leadership Resources Mission oriented churches nurture leaders to be relational and caring with individuals and groups in the congregation and local community. The leaders follow the four steps of leadership: loving, listening, learning and leading. They encourage the leadership qualities of competency, continuity and mutual leadership. Leaders are committed to helping others to find grace, compassion, community, meaning and hope. 6. Streamlined Structure and Solid, Participatory Decision Making Mission oriented churches plan on the basis of their strengths, hopes and objectives. They have a streamlined organizational structure based on fulfilling their key objectives. Healthy, strong congregations have an openness in their decision-making process; the more ownership people have, the more committed they are to shared success. Everyone is encouraged to participate in the central, strategic decisions that shape the present and future of the congregation. The Functional Keys 1. Several Competent Programs and Activities. Mission oriented churches know that people attract people more than programs do. Generally, they have 2 to 3 competent programs that serve rather than use people. Strong, healthy congregations serve many people in the church and community with these programs. The programs and activities should be directly linked to our major, specific, concrete mission and objectives. 2. Open Accessibility. A location that is physically accessible and leaders who are accessible to the community are both important. Strong, healthy congregations have location accessibility, site accessibility, building accessibility, and people accessibility. Visitors feel welcomed when they enter the campus, can easily find their way, and feel a sense of warmth and welcome by congregation. 7

3. High Visibility. Successful mission oriented churches have a high degree of geographical and grapevine visibility with churched and unchurched persons in the community. Strong, healthy congregations have helpful signs and seasonal points of interest, which give high visibility. They have excellent communication visibility with the congregation and the community (including social media). They have excellent people visibility in a worthwhile community project or program. 4. Adequate Parking, Land, and Landscaping. Strong, healthy congregations own sufficient, usable land for the present and the foreseeable future mission. They have landscaping that contributes to the first impression of an open and spacious, warm and welcoming, inviting and gracious spirit. They have adequate parking for 10 major Sundays of the year, and adequate parking for normal Sundays and weekday use. (One parking space permits 1.75 persons to participate in church.) 5. Adequate Space and Facilities. Strong, healthy congregations balance land, landscaping, parking and facilities. Strong, healthy congregations have well maintained: worship home, fellowship hall (gathering area), kitchen, classrooms, nursery, storage, and restrooms. They strive to have flexibility in their space, which allows facilities to be used for a variety of purposes. 6. Solid Financial Resources. Mission oriented churches tend to put their money into people rather than property. They exercise responsible, courageous stewardship. Strong, healthy congregations are made up of generous people (they share their time, gifts, resources, prayers and presence). Strong congregations offer multiple ways to give financially: spontaneous gifts, major community Sundays, special planned offerings, major projects, annual giving, and legacy giving. People give themselves and their material resources generously when they can see a clear, specific mission that delivers concrete help to others. Tragically, too many churches have concentrated on the functional rather than the relational factors. p. xii. The Twelve Keys are listed in order of priority and importance. (Relational Keys are more important that Functional. But you need a healthy balance.) To be a strong, healthy congregation you need to be fulfilling 9 of these Keys. You need 5 Relational Strengths, and 4 Functional Strengths to make up your 9. Congregations should focus on their strengths and building on them, not trying to provide all 12. By focusing on your strengths and having fun, your growth areas (weaknesses) will naturally improve. The Relational Keys are the sources of satisfaction in a congregation. The Functional Keys are the source of dissatisfaction in a congregation. You have to lower dissatisfaction while raising the level of satisfaction. You raise satisfaction by focusing on the Relational characteristics. You lower dissatisfaction by focusing on Functional characteristics. In a healthy congregation, the source of satisfaction (relational) are stronger than the sources of dissatisfaction (functional). 8

Strong, healthy congregations provide a sense of compassion, community, and hope. Compassion, community and hope are more encouraging than challenge, reasonability, and commitment. Compassion casting is more helpful than vision casting. Compassion is why people follow vision. Team Observations The 18-member LRPT was divided into six, 3-person teams with each team tasked with researching and evaluating one key relational characteristic and one key functional characteristic for SMUMC. The following is a summary of their observations. Relational Characteristics are sources of satisfaction. They are person-centered and people-centered. The more well established they are, the greater the level of satisfaction in a congregation. The six relational characteristics are: 1. One Mission Outreach is an outward focus, the major mission outreach of the church to the community, what the church is most known and respected for. Observations: The team identified three strong mission outreach ministries of SMUMC - Helping Hands Food Pantry, Happy Apple Academy and Share-A-Meal. Further discussion by the planning team concluded that Happy Apple Academy is the primary and most recognized outreach ministry of SMUMC. 2. Shepherding Visitation is the capacity of a church to reach out in a loving, listening, learning and restoring manner to those (inside and outside the church) that are in need, that are newcomers, first-time worshipers, visitors to the area, etc. Observations: The team concluded that significant improvement has been underway in this area of ministry over the past few years. 3. Stirring, Helpful Worship is worship that is warm, winsome, and welcoming with music that is inspiring and dynamic, with preaching that is helpful and hopeful, and that is stirring, with balance, power and movement. Observations: The team also recognized significant improvement in this area of the past few years. 4. Significant Relational Groupings is the fostering of open, inclusive, warm and welcoming groups within the church. Observations: The team concluded that many of our groupings are administrative in nature (church council, Trustees, etc.) and traditional (Sunday school, UMW, etc.). There is a recent trend to increase such groupings (Wed. evening Bible study, No Man Left Behind, etc.). 5. Strong Leadership Team & Resources promotes achievements, not activities and a focus on capturing and expanding current strengths with an eye on strategically adding new strengths. Observations: The team observed a lack of long-term planning, key objectives and a limited number of people in leadership roles. 9

6. Streamlined Structure and Solid, Participatory Decision Making. A Solid Decision Process fosters decisions that reflect wisdom, judgment, compassion and common sense in an appropriately timely manner. Observations: The team observed a lack of key objectives and a need for a simple structure for decision-making. Functional Characteristics are sources of dissatisfaction. They are organizational and institutional. The more established they are, the lower the level of dissatisfaction. In general, people will accept / overlook functional deficiencies in lieu of significant relational strengths. The six functional characteristics are: 1. One Major Program is an inward focus, the major program of the church that serves the congregation. Observations: Although a variety of very good programing is in place in our church, the team concluded that SMUMC is not known for any one particular program thought to be the best throughout the surrounding community. 2. Open Accessibility is the location and accessibility of the church, the more centrally located to population and traffic patterns, the better. The greater the ease of accessibility to and around the campus, buildings and rooms the better. Observations: The geographic location of the church is not convenient to those living outside the Historical St. Mary s area. The location relative to traffic patterns is okay, but not ideal. 3. High Visibility is the potential for the community to see and know the church through internal and external communications. Observations: The geographic location of the church is not ideal with regards to visibility. Signage and communications need improvement. 4. Land, Landscaping, and Parking is the capacity of the church to own sufficient, usable land for current and future needs, for landscaping that is open, spacious, warm, welcoming and inviting, with parking that is adequate for the top 10 major Sundays of the year, e.g. Easter, Mother s Day, Christmas Eve, etc. Observations: Parking capacity is inadequate (current 92 parking spaces only accommodates 161 people) and limited available land for facility expansion. 5. Adequate Space and Facilities is the capacity of the church to provide proper accommodations for worship, fellowship, cooking, education, childcare, storage, and restrooms arranged in a practical and efficient fashion. Observations: Buildings and structures are aged, lack of storage, marginal routine maintenance capability and need to spruce up the campus. 10

6. Generous Giving is a congregation that lives the principles of giving, understands giving patterns and encourages generous giving. Observations: Special projects and personal interest projects tend to receive funding while the church continues to struggle to meet annual operating budgets. Recommendations According to Dr. Callahan, strong, healthy congregations deliver on nine of the twelve keys. However, the nine will vary from church to church based on the strengths and mission field of persons that God gives the church. A church does not need to do all twelve and in fact, trying to be good in all twelve will ultimately undermine the congregation s capacity to be good at any. Additionally, Dr. Callahan also observes that strong, healthy congregations focus on the strengths that God has given them in the following logistical manner: Claim your current strength Expand one current strength Add one new strength Act on your plan Yellow highlighting designates the lead implementer and party responsible for reporting to Church Council Relational Characteristics: 1. One Mission Outreach Claim Happy Apple Academy as our one specific mission outreach. Currently there are more than 50 families with children attending Happy Apple that claim no church home. Form a focus group* to work with Happy Apple leadership to research and implement (if feasible) the following ideas: A. Develop and implement plans to improve the communication of current programs and activities at SMUMC and develop additional opportunities that appeal to Happy Apple families (e.g. financial planning, parenting skills, life skills, recreational, etc.) Implementers: Happy Apple Focus Group* / Christian Education / Staff / Church Council Time Frame: Written plans completed by end of 2017 with details of the plan implemented by end of 2018. 11

B. Develop and implement plan to welcome and assimilate families with young children that visit SMUMC (e.g. prepare parents for children s church, invite children to Sunday school / children s activities). Implementers: Happy Apple Focus Group* / Staff Time Frame: Written plans completed and details of the plan implemented by end of 2017 C. Increased promotion of Happy Apple as a ministry of St. Marys UMC. Implementers: Happy Apple Focus Group* / Communication Committee Time Frame: Written plans completed and details of the plan implemented by end of 2017. D. Greater participation by SMUMC staff and laity during Happy Apple events (e.g. Orientation, graduation, Thanksgiving, Christmas, Easter) Implementers: Happy Apple Focus Group* / Senior Pastor / Staff Time Frame: Written plans completed by end of 2017 with details of the plan implemented by end of 2018. E. Written succession plan for current Happy Apple leadership. Implementers: Happy Apple Director / Senior Pastor Time Frame: Written plan complete by end of 2019 F. Explore the need / potential to expand the capacity of Happy Apple to serve more students. Implementers: Happy Apple Focus Group* Time Frame: Exploration and recommendations complete by end of 2018. * The Focus Group would be a temporary team consisting of a member of Happy Apple staff, a parent of a Happy Apple student and 3-5 members of SMUMC and selected by Happy Apple leadership. Once these ideas are explored and (when feasible) implemented, the Focus Group would be dissolved. 2. Stirring, Helpful Worship Expand worship as follows: A. Consider reinstating greeters or having ushers, parking lot attendants, etc. available outside of the narthex on Sunday morning to welcome members and guest and assist with any special needs they may have. Implementers: Senior Pastor / Worship Committee Time Frame: Written plan complete and details of the plan implemented by end of 2017 12

B. Recognize that our sweet spot is providing traditional worship service and with a firm understanding of what it means to be traditional. Form a focus group to meet with the pastor to explore and define traditional worship. Implementers: Senior Pastor / Focus Group selected by Senior Pastor Time Frame: Written description complete by end of 2017. C. Consider the addition of a 2 nd worship service that is appealing to those seeking a nontraditional worship service with a firm understanding of what it means to be non-traditional. Form a focus group to meet with the Senior Pastor to explore non-traditional worship service opportunities that are appropriate to our location and current demographic trends. Implementers: Senior Pastor / Focus Group selected by Senior Pastor Time Frame: Written description complete by end of 2018 D. Over the next five years, build worship attendance with an intentional focus on Special Sundays and follow-up with newcomers. (E.g. Happy Apple Sunday, etc.) Implementers: Senior Pastor / Worship Committee / Outreach & Assimilation Time Frame: Written plan complete by end of 2017 with details of the plan implemented during 2018-2021. E. Work with Congregational Development of the South Georgia Annual Conference to explore the potential for a new, off-campus ministry in an unconventional setting to reach unreached people in the St. Marys area who would not feel comfortable worshiping in a traditional church setting. Implementers: Senior Pastor / Focus Group appointed by Church Council. Time Frame: Focus Group created by end of 2018. Written recommendations complete by end of second Quarter 2019 including implementation schedule. 3. Significant Relational Groupings Add resources and efforts to increase the numbers and effectiveness of small groups. A. Add one new Sunday school class each year for new members and current members not already attending a Sunday School class. These could begin as short term educational opportunities that open the door to longer term commitments like Sunday School. Implementers: Christian Education Committee / Sr. Pastor / Outreach & Assimilation Time Frame: Written plans completed by end of 2017 with details of the plan implemented during 2018-2021 B. Launch empty nesters ministry in 2017. Implementers: Nominations committee will appoint Empty Nesters Committee Time Frame: Team appointed and ministry activities in place by end of 2017. 13

C. Create an environment that promotes small group formation outside of the church that leads to church. Implementers: Senior Pastor / Church Council Time Frame: Written plans completed by end of 2017 with details of the plan implemented 2018-2021. D. Expand and promote church sponsored recreational ministry activities. Implementers: Recreation Committee Time Frame: Written plans completed by end of 2017 with details of the plan implemented during 2018-2021 The following functional characteristics need to be addressed in support of the aforementioned relational keys. 1. Create a written plan to clean, repair and improve maintenance and janitorial services to the Children s Ministry / Happy Apple classrooms. Implementers: Trustees Time Frame: Written plans completed and details of the plan implemented by end of 2017. 2. Create a written plan to address the following facility needs in 2017 2021 A. Adequate sanctuary lighting, HVAC, interior paint / stain, carpet, pews, reduce clutter in narthex, etc. B. Cosmetic repairs to parlor, choir room, bell choir rooms, etc. C. Cosmetic repairs to all Sunday school classrooms. D. A/V upgrades for all classrooms. Implementers: Trustees Time Frame: Written plans completed by end of 2017 with details of the plan implemented according to a schedule developed by Trustees. 3. Increase number of parking spaces from 92 to 150. Implementers: Trustees Time Frame: Complete by end of 2017 4. Research current and future transportation needs. Implementers: Trustees Time Frame: Written plans developed and details of the plans implemented by end of 2017 14

5. Develop a 5-year plan that encourages generous giving necessary to underwrite the financial requirements of the 2017-2021 Ministry Plan. A. Stewardship / Income B. Capital expenditures C. Six sources of generous giving Spontaneous giving Major community Sundays Special planned Major project Annual giving Enduring gifts Implementers: Finance Committee Time Frame: Written plan completed by end of 2017 with details of the plan implemented during 2018-2021 according to a schedule developed by the Finance Committee. 6. Improve internal / external church communications A. Work with United Methodist Communications (UMCOM) to create a plan for increasing community awareness of our church. One suggestion is to rent billboard space in prominent location for one-year pilot to advertise SMUMC opportunities and activities. UMCOM may also be able to offer direction about grants, Facebook ads, etc. Implementers: Communications Time Frame: Written plan completed by end of 2017 with details of the plan implemented by end of 2018 B. Explore opportunities for more effective internal communications and breaking down silos* by intentional communications across ministry areas. Implementers: Church Council / Communications Time Frame: Written plan in place and details of the plan implemented by end of 2017 * The term breaking down silos in this case means to create an environment that fosters collaboration and the sharing of information, plans, ideas, etc. between the various committees, programs, staff, etc. 15

With these priorities in mind, we will continue to work on the other characteristics as follows: Relational Characteristics: 1. One Mission Outreach While Happy Apple should be a primary focus of SMUMC with regards to missional outreach, the Helping Hands Food Pantry and Share-A-Meal also received high marks. Therefore, continued emphasis and support of these outreach ministries is also a critical component of the 2017-2021 plan. It is recommended that the Mission Committee conduct an evaluation of both ministries and develop a plan to expand its explorations and efforts to meet a broader set of needs of their clients. It is also recommended that the Mission Committee explore the congregation s vision for mission as provided in Acts 1:8 and develop mission committee goals and activities for the next 5 years. Acts 1:8 states But you will receive power when the Holy Spirit has come upon you; and you will be my witnesses in Jerusalem, in all Judea and Samaria and to the ends of the earth. A. Explore congregation s vision for mission as provided in Acts 1:8. B. Evaluate the effectiveness of Helping Hands Food Ministry exploring ways to expand to meet a broader set of needs of their clients. C. Evaluate the effectiveness of Share-A-Meal exploring ways to expand to meet a broader set of needs of their clients. Implementers: Mission Committee Time Frame: Written plans complete for A by end of 2017, B & C by end of second quarter 2018 with details of the plans implemented during 2018-2021 according to a schedule developed by the mission committee. 2. Shepherding Visitation Continue to connect members of the congregation with the gifts and graces of care and compassion with opportunities to serve on the Congregational Care Committee. A. Document current plans with focus on improving effectiveness Implementers: Outreach and Assimilation / Congregational Care Time Frame: On going with focus on improving effectiveness of current plan 3. Strong Leadership Research and initiate a Leadership Development Curriculum to recruit and train church members for leadership positions within the church and community. A. Research & initiate Leadership Development Curriculum Implementers: Nominations Committee Time Frame: Plan complete by end of 2017 with details of the plan implemented by end of 2018. 16

4. Solid Decision Process Explore the possibility of a smaller, more effective church governing body. (E.g. One Board Model) A. Explore options for smaller, more effective church governing body Implementers: Church Council Time Frame: Evaluate options by end of 2019 with appropriate planning and implementation (if feasible) complete by 2021. Functional Characteristics: 1. One Major Program Explore options for enhancing existing programs A. Music Ministry Implementers: Senior Pastor / Director of Music Time Frame: Written plan complete by end of 2017 with details of plans implemented during 2018-2021. B. Children s Ministry Implementers: Senior Pastor / Director of Children s Ministry Time Frame: Written plan complete by end of 2017 with details of plans implemented during 2018-2021 C. Youth Ministry Implementers: Senior Pastor / Director of Youth Ministry Time Frame: Written plan complete by end of 2017 with details of plans implemented during 2018-2021 2. Open Accessibility Recognizing that our location relative to traffic patterns and geography somewhat limits the community s accessibility to the church, it is of vital importance that once people do find us, that our campus is inviting and easy to maneuver. Therefore, consideration should be given to the installation of additional maps, signs, etc. to assist people in locating restrooms, classrooms, Bailey Hall, etc. A. Install maps, signs, etc. to assist people in maneuvering the campus. Implementers: Trustees Time Frame: Written plans complete and details of the plans implemented by end of 2017 17

3. High Visibility Recognizing that our location limits our visibility to the community, create improved signage on Osborne Street and a billboard in a high traffic area (e.g. Walmart intersection). Attention to external communications and ensuring vehicles such as the website, Facebook etc. are continuously updated. Likewise, attention to internal communications and ensuring the various committees, staff, etc. are aware of on-going activities and the potential to collaborate. A. Maximize visibility of church in community Implementers: Communications Committee Time Frame: Written plan in place by end of 2017 with details of the plan implemented during 2018-2021 4. Land, Landscaping, and Parking A. Continue to provide well-groomed, inviting landscape. Implementers: Trustees Time Frame: On-going 5. Adequate Space and Facilities Recognizing that our facilities are aging and limited with regards to storage, classroom space, green space, etc. consider creative alternatives that maximize facilities, e.g. shared classrooms, additional worship services, etc. A. Evaluate creative alternatives that maximize facilities to meet current needs and future needs as ministry expands. Implementers: Trustees Time Frame: On going 6. Generous Giving Increase the number of opportunities for giving, taking advantage of major community Sundays, special events, major projects, enduring gifts, etc. shifting our focus from need (e.g. budget needs) to a focus on generosity and growth in one s individual faith journey (e.g. giving goals). Implementers: Finance Committee Time Frame: Written plan completed by end of 2017 with details of the plan implemented during 2018-2021 according to a schedule developed by the Finance Committee. 18

Planning, Implementation and Reporting The Church Council Chair and Lay Leader, in partnership with the Senior Pastor will be responsible for monitoring and communicating the progress of plan activities. As directed by the plan, the appropriate staff, committees, etc. will develop and present written plans to church council. Progress toward plan implementation will be reported in a written format at quarterly council meetings. In addition, a Long Range Ministry Plan Timetable has been developed to assist in tracking, celebrating and glorifying God for our progress. In January of each year, we will gather to celebrate the fruit of our work of the previous year. We will review the plan for the following four years and add goals annually as part of the annual Day of Visioning. Conclusion I can do all things through him who strengthens me. Philippians 4:13 (NRSV) 19