You Can Plan On It!

1. You Can Plan On It! Metro NY District Annual Assembly 2012 Rev. Joan Van Becelaere Central East Regional Group (with adaptations of select material by Revs. Sue Phillips & Terasa Cooley)

2. “There is no power equal to a community discovering what it cares about…It is always like this; real change begins with the simple act of people talking about what they care about.” • Margaret Wheatley

4. Overview • Difference between Problem, Developmental and Frame-Bending/Strategic Planning • Definitions of Strategic Process and Elements • Benefits of a Strategic Process • Outline the Basic Process and Flow

5. Sources • Holy Conversations, Gil Rendle & Alice Mann, Alban Institute, 2003. • Advanced Strategic Planning: A New Model for Church and Ministry Leaders, Aubrey Malphurs, Baker Books, 2005 • Memories, Hopes & Conversations: Appreciative Inquiry & Congregational Change, Mark Lau Branson, Alban Institute, 2004.

6. Having a planning process is as important to the congregation’s future as architectural plans are to building a home

7. What we are not talking about! • Dilbert

8. Planning: A Spiritual Discipline • Not a “Business Plan” • Not a Product, but a Process • A form of discernment that parallels a process of personal spiritual growth • Generative, not determinative • Not a tug of war between factions, but a trusting in an emergence • Purposeful and meaningful conversation, dialogue, about who we are & what we believe is important to do • Holy Conversation!

9. Process of Discernment Develop the capacity to see, to weigh, to listen, to discover our highest aspirations and deepest values as well as acknowledge our limits and understand our true identity...

10. Different Kinds of Planning Problem Planning • Problem solving method to fix things • Goal: to return things to the way there were before the problem • Timetable: immediate and short term • Assumes that we have control over the situation • Not helpful in changing conditions over which we have limited control

11. Different Kinds of Planning Developmental Planning • Long range planning • Asks: now that we have come this far, what’s next? What do we do now? • Goal: to determine the next steps, building on what is presently being done. • Timetable: 3-6 months, reviewed 1-2 years • Assumes that things are good and what we are currently doing is faithful and appropriate

12. Different Kinds of Planning Frame Bending/Strategic Planning Process • Strategic planning process, paradigm shifting • Asks essential questions: • Who are we? • What are we called to do? • Who is our neighbor? • Goal: to back to the roots and examine our purpose and call • Timetable: 12 to 18 months, ongoing review with major review every 3 years • Assumes that things are not working or things are changing • When the very purpose and nature of our ministry needs to be re-visioned

13. Definitions: Strategic Process • A continuous and systemic process where people make decisions about changing for intended future outcomes, how outcomes are best accomplished, and how success is measured and evaluated. • An envisioning process employed on a regular basis to design and redesign a specific ministry model that accomplishes a congregation’s mission in its unique ministry context. • A structured conversation about what a group of people believe they are called to be or to do.

14. Strategic Hatching Process! • “It may be hard for an egg • To turn into a bird. • It would be a jolly sight harder • for it to learn to fly while remaining an egg. • We are like eggs at present, • and you cannot go on indefinitely • being just an ordinary decent egg. • We must be hatched or go bad.” • --C.S. Lewis

15. For Consideration Describe some changes you’ve noticed in your neighborhood in the last 5 years. What are the implications of these changes for the congregation?

16. Strategic planning as we conventionally conceive of it has become irrelevant or worse damaging. What is a good strategic plan? There is none. But there is a good strategic planning process. • “Thriving on Chaos” – Tom Peters

18. Essential Questions • Who are we? - identity question, congregation’s DNA • Who is our neighbor? - context question • What are we called to do? Where are we going? - purpose, mission/vision question • How will we get there? - ministry strategy/planning process question

19. Purpose of Strategic Process • Develop community – conversation process more important than “product” • Understand more deeply the identity of the congregation • To open minds to new possibilities • Unleash the congregation’s full potential, building on its strengths • Bring the future into being with thoughtfulness • Include all of the congregation in a spiritual practice of organization-changing dialogue

20. Assumptions • Strategic Process is not a detailed list of next steps • Process needs leadership and structure • New vision emerges during the process • Not a way to “fix” the congregation • Essential for congregation to be intimately involved but everyone does not have to agree • If done well disagreements will emerge and choices will have to be made

21. When to Plan? • Times of transition • New building • New programming • Changing context • Growth • Lack of growth or congregational decline • Now

23. Foundation Strategic Process has its foundation in who we are, where we want to go, and how we will strive for our goals. This is built on the bedrock of clear: • Identity & Purpose • Values • Mission • Vision And the language we use shapes thewhat we create together.

24. Identity and Purpose

25. Purpose and Identity • Who are we? • What is the nature of faith communities today? • “Why MUST this congregation exist? Instead of – Why does this church exist?” • Questions for small groups…..”How do we differ from ACLU, etc.” • Handout: “Before Everything Else.”

26. Values Values

27. Values • The faith community’s core beliefs that guide the mission and vision. • Rarely articulated and often assumed. • But in changing times, we can’t assume any longer. • Handout – “Shared Core Values” exercise

28. What do we believe? • Intrinsic beliefs a congregation cherishes above all others. • Shapes the mission and vision. • Values clarification exercise.

29. Mission “If a sailor has no destination – no clear idea of where to go – the sailboat meanders or stays adrift. The sailor needs a destination in order to adjust the sails in relation to winds. Communities are no different. Without a destination (mission), their responses are random, habitual, or meaningless. Congregations with a vision set their sails. Leaders are sailors.” (Peter Steinke)

30. Mission • Leaders are the guardians of the Mission, need clarity to know what is & is not acceptable as part of the congregation’s planning • Implications for everything from budget to programming to behavioral covenants. • Helps leaders chart real goals, assess progress and make effective program choices in strategic process

31. Mission • It’s what we do. • Statement articulates our response to calling, does not create the call. • Should be inspiring, brief and concise. • Some say a single sentence – 9 words • Understood by a 12 year old • Recited by memory by members

32. Mission Example Listen, Open, Serve First Unitarian, Rochester NY Creating connection by listening to our deepest selves, opening to life's gifts and serving needs greater than our own - every day!

33. Appreciative Inquiry Approach Choose the positive as a focus for inquiry Inquire into stories of life-giving forces Identify themes that emerge from the stories Create shared images for a preferred future Find innovative ways to create that future From Memories, Hopes and Conversations

34. Why Language Matters • Language helps create our reality. • Shapes attitudes and focuses energy. • Vision of a positive future vs rehashing past failures. • If you focus on mission and vision, then you know you can change lives. • If you focus on what you don’t have, then you won’t be able to do what you can. • Organizations are heliotropic (follow the energy.).

36. Focus on Strengths When a congregation focuses on strength, it will look to the future and increase the potential for change or renewal.

37. Focus on Strengths A group focused on weakness and what is wrong will fall into hopelessness, pathology, blame and deficits.

38. Focus on Strengths A group that looks to its strengths will build on them and move forward through change with grace.

39. For Consideration Describe a time in your experience with the congregation when you felt most engaged, enlivened, and motivated... What helped create that experience?

40. The Art of Asking Powerful Questions • Generates energy and motivation to explore • Stimulates reflective thinking • Challenges or alters assumptions • Evokes more questions From “The Art of Powerful Questions” by Eric E. Vogt et al

41. Strategic Process Thinking • Why MUST we exit? • What do we have to offer people? • What if we reach out in new ways? • What is our unique ministry? • Who are we and who do we want to be? • What do we do well and why?

42. For Consideration Develop a powerful question for your congregation to consider.

43. Thinking Strategically STRATEGIC PLANNING About. . . Planning to accomplish our Mission & Vision.

44. Are We Ready For This? • Where is the congregation in its life cycle? • What is the level of trust? • What is the memory/experience of previous planning efforts? • Do we recognize a need to change? • Are we prepared for honest feedback even if it’s painful? • Are we willing to change the way we do business? • How much leadership and energy is available for planning? • Is the church willing to spend the funds necessary? • Will we really implement what we create? Do what we say? • Will we hire a consultant? • What commitment will we make to the process & its success? • Do we have the vision to lead our congregation into uncharted waters?

45. For Consideration How would you answer these questions... • Where is the congregation in its life cycle? • What is the level of trust? • What is memory or experience of previous planning efforts? • How much leadership and energy is available for planning?

46. Strategic Leadership Team Establish an Strategic Leadership Team (SLT) of staff and lay leaders. • Board ownership necessary • Board names the team (size – 5-7?) • Senior minister participates, does not chair • Functional better than representational • Name skills before people from Holy Conversations

47. Good Team Members • Ability to be proactive not reactive • Open to new (or old) possibilities • Distinguish between how and whether • Willing to take the time needed • Ability to function in the midst of disagreement

48. Strategic Leadership Team • Open to new ideas and perspectives • Comfortable discussing ideas • Who have the respect of many in the congregation • Who can give time and energy to the process People NOT to invite... People TO invite... • Indecisive people • “People-pleasers” • Opponents of leadership or minister • Move too quickly to decisions • Unwilling to change themselves • People with “an agenda”

49. Time Commitment • Initial process - 9-12 months • meeting every 3-4 weeks • suggested Friday night 6-9pm and Saturday 8am-12 noon. • Implementation also takes time • Congregation continues this process but on a less regular basis.

50. Strategic Process Strategic Process