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Embed code for: LUMULI STRATEGIC PLAN
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4 STEPS TO CHURCH STRATEGIC PLANNING.
Strategic planning is an important part of the creation, development and growth of any organization. Church leaders who are interested in
https://smartchurchmanagement.com/keys-to-church-growth/church growth are not exempt from planning.
Church planning helps the organization map out strategic steps to achieve its
https://smartchurchmanagement.com/church-vision-mission-and-values-statement/mission and vision.
Churches can experience a level of success without a plan, but those who invest the time and resources into developing a specific strategy and plan can achieve success at a much quicker pace.
“Strategic planning is an organization’s process of defining its strategy or direction and making decisions on allocating its resources to pursue this strategy, including its capital or people.”
4 Steps to Church Strategic Planning
1. Create a Vision, Mission and Values Statement
It is difficult to know where to focus efforts and resources without being able to articulate what it is you are trying to do. Imagine taking leave in an office because the others are taking without first deciding what you are going to do or how you will spend your leave.
The first, and arguably most important, step of the strategic planning process is to create a
https://smartchurchmanagement.com/church-vision-mission-and-values-statement/church vision, mission and values statement. This process allows church Executive members and other church leaders to clarify why the church exists (mission) and what the church is trying to achieve (vision).
The mission and vision is what determines strategy, planning and
https://smartchurchmanagement.com/8-tips-for-leading-a-church-budget-committee/budgeting church resources.
2. Do (SWOT) Analysis
A SWOT analysis is a great exercise to go through because it identifies the key areas of the church that may need targeted resources as well as opportunities or opposing environmental factors that could affect
For example, if Pews program is a strength of the church, there may need to be continued or increased resources committed to it to ensure continued development and growth.
The SWOT analysis process can flush out many great ideas to help target development, growth and improvements.
To begin the SWOT process, think about the following:
Strengths: Characteristics of the church that may give it an advantage over others;
Weaknesses: Characteristics of the church that may be a disadvantage in relation to others;
Opportunities: Conditions outside the church that could potentially increase attendance or revenues;
Threats: Conditions outside the church that could create problems for the church.
Strength: The church is located on a busy street and has high visibility in the community.
Weakness: The Church is located in a plot without a land Title.
Opportunities: The church is located in an area with a high population of generous families
Threats: The church is located along a high way with no parking space.
3. Perform Gap Analysis
A gap analysis answers the question, “where are we compared to where we want to be”? The process looks at the vision – where do we want to go – and compares it to where we are currently.
The analysis can be in relation to Church program development, discipleship, financial viability or customer experience. All areas will be identified and targeted for strategy through the gap analysis process. An state example of Lumuli church’s current:
The church is built in a plot without a land title.
The church is lacking Pews.
The church requires painting and perimeter wall.
The church lacks parking space.
4. Write Organizational Goals
Once a SWOT and gap analysis is done, it is time to start writing goals. Goals are only as effective as the formalized process of achieving them. Many organizations use the
http://thethrivingsmallbusiness.com/what-are-smart-goals/SMART (specific, measurable, attainable, realistic, timely) goal process to ensure their goals are achievable. When writing a goal, filter it through the following questions:
Specific: Is the goal specific enough for clarity? Measurable: Is there a way to measure the success of the goal? Attainable: Is the goal truly attainable? Realistic: Is the goal realistically written? Timely: Is there a timeline associated to the goal to ensure a completion date?
Lumuli Sub Parish Goal example:
Plan, develop and implement Pews procurement program by October 2016.
Now if we look at this example, we need to ask the questions:
Is it specific – yes: keywords, plan, develop and implement
Is it measurable – yes: set deadline, by October 2016.
Is it attainable – yes: with ample resources
Is it realistic – yes: within the allotted time-frame
Now let’s take this a step further and create a goal document. Unless a goal is assigned to someone and is accomplished, it is merely words on a paper. When someone is responsible for completing a goal and is managed by a
https://smartchurchmanagement.com/performance-management-training/structured performance management process, goals have a much better chance of being completed.
Simplified Sample of Lumuli Sub-Parish Strategic Plan:
Action steps (how)
.Identify sample pew to be procured.
. Source for vendors.
.Source for funding.
This is obviously an oversimplified example of a
https://smartchurchmanagement.com/example-church-goals/ church goal but it provides a framework for identifying tactical steps and assigning accountability.
https://smartchurchmanagement.com/church-budget/budgeting process is also incorporated into strategic planning as each goal needs to have identified resources (people, time, money) devoted to it to be successful.
https://smartchurchmanagement.com/church-strategic-planning/strategic planning process should deliver a document that details organizational goals for the short term (3-6 months) and long-term (1-3 years). This is a living document and should be updated as conditions and priorities change. The most important part is getting it written down and assigning responsibility – whether it be an employee or volunteer – assign the task.
The beauty of having a written plan, is that once all of the time and effort is invested in the plan, it is just a matter of overseeing the plan to completion. This is done through a structured
http://thethrivingsmallbusiness.com/articles/what-are-the-advantages-and-disadvantages-of-performance-management/performance management process and should be monitored and reviewed at least quarterly or annually. Once a strategic plan is written with organizational goals, it is time to develop committees and
http://thethrivingsmallbusiness.com/articles/example-of-employee-goals/responsible persons’ goals.
Does our Sub-Parish/ parish have a strategic plan for its success?
What I have put down above is not a strategic plan but guidelines that can help us come up with one. It has a number of questions which we have to collectively answer in order to come up with what we want.
Leonard Odwongo Omare
Children’s Inn at NIH
7West Drive Bethesda-Maryland USA.
+202-705-7552.ience. All areas will be identified and targeted for strategy through the gap analysis process. An state example of Lumuli church’s current:
http://thethrivingsmallbusiness.com/what-are-smart-goals/SMART (specific, measurable, attaina