Saint David's United Church Strategic Plan 2018 2020 - Saint David's United ...
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Saint David’s United Church
Strategic Plan
2018 - 2020
TABLE OF CONTENTS
Introduction .................................................................................................................................................. 3
History ........................................................................................................................................................... 3
Mission .......................................................................................................................................................... 4
Vision............................................................................................................................................................. 4
Governance ................................................................................................................................................... 4
Purpose of the Strategic Plan........................................................................................................................ 4
Our Environment .......................................................................................................................................... 5
Strategic Themes (5) ..................................................................................................................................... 7
1. Extended Hours - Seven Days, not just Sunday ............................................................................ 7
2. Radically Welcoming ..................................................................................................................... 7
3. Community Stewards .................................................................................................................... 8
4. Focused on Growth ....................................................................................................................... 8
5. Sharing Leadership ........................................................................................................................ 8
Risks and Mitigation ...................................................................................................................................... 8
Strategic Operating Plan ............................................................................................................................. 10
Conclusion ................................................................................................................................................... 11
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INTRODUCTION
The Board of directors and members of the congregation of Saint David’s United Church
(otherwise referred to as the Strategic Planning Group) developed this Strategic Plan after
considerable examination and analysis of strengths, environmental trends, and risks. This
document represents an intention to develop goals and measurements that are ambitious but
attainable, are fiscally responsible yet continue to improve on quality of service to the Saint
David’s community. The strategic priorities contemplated herein will be developed within the
capacity and capability available currently within the organization and, as required, using
outside resources.
The document provides guidance on the implementation and management of the strategy
using action planning and risk mitigation techniques to achieve the overarching Vision and stay
true to the Mission. This strategic plan has the support of the Board, Ministerial Team and
Members of the Congregation regarding these goals and strategies to advance Saint David’s
over the coming three-year period.
HISTORY
What is now known as Saint David’s United Church has a long and interesting history, and had
its humble beginnings in the waiting room of the local railway station in 1860, where everyone
met for worship.
The small congregation of 1860, over the years, grew to the point that in 1951, it became the
Rothesay/Quispamsis Pastoral Charge. They worshipped together with one minister until 1979.
At that time, growth was such that Quispamsis and Saint David’s became separate charges,
each with their own minister.
Also, in 1951, extensive renovations were required to improve the original structure that was
built in 1888. The improvements included a concrete basement and completion of the chapel
which transformed a hall into the church of its present New England style.
Later, in 1960, the year of the 100th anniversary, construction begun for a Christian Education
building. In 1988 the two buildings, the church sanctuary and the Christian Education building
were connected, and what you see now is the result of that ambitious project.
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MISSION
Build on the present and grow our ministry through diversity, progressiveness and by being
active in the community.
VISION
Saint David’s strives to be a caring and mutually supportive community where everyone is
welcome to explore what it means to be a beloved child of God and a committed follower of
Jesus, the Christ.
GOVERNANCE
Church business and worship affairs are governed by an Official Board comprised of officers and
committee chairs.
PURPOSE OF THE STRATEGIC PLAN
The purpose of this strategic plan is to guide efforts in the growth and development of Saint
David’s by setting clearly defined goals and measurements, with a focus on achieving these
goals while staying true to the guiding mission and values. Recognizing the need to live our
Vision and Mission with constraints of decreased attendance and an aging population, the
Board of Saint David’s United Church along with members of the congregation have
developed a three year strategic action plan. The risk mitigation strategy is built to anticipate
and respond to environmental forces and seize opportunities to advance Saint David’s Church
beyond today’s challenges and continue to serve its community to its fullest.
This process began with surveying the congregation using a Strengths, Weaknesses,
Opportunities and Threats (SWAT) analysis which led to the decision by the Board to hold a
more fulsome strategic planning session. The day-long event included discussions with the
Board and members of the congregation,
who identified priorities and key areas
that may impact Saint David’s in the
coming three-years. The team
participated in facilitated exercises, a
SOAR analysis (Strengths, Opportunities,
Aspirations, Results), Environmental Scan,
Scenario Planning, Risk Mitigation and
Action Planning, that led to the
development of a strategic plan centered
on the following five strategic themes:
1. Seven Days, not just Sunday
2. Radically Welcoming
3. Community Stewardship
4. Focused on Growth
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5. Sharing Leadership
The strategic planning process allowed for an opportunity to assess the fit and value of the
Mission Statement. The Mission is rooted in history, Christian values, and community.
Ministerial staff, board members and the congregation live and feel the mission intensely
throughout their work and interactions at Saint David’s United Church.
OUR ENVIRONMENT
The "environment" includes the physical, social, cultural, and spiritual factors which surround a
person. It includes all parts of the society in which a person lives, works, and worships.
The physical environment includes the visible material things which surround a human. It
refers to the country, city, or village in which they live. It refers to all that can be seen with the
natural eye such as buildings, land, animals, trees, mountains, material possessions, etc.
The social environment refers to the people who live in any physical environment. The social
environment is the people among whom we live, work, and worship.
The ministry landscape has experienced significant change in recent years due to changes in
social, cultural and spiritual trends and will continue to change given decreased attendance and
an ever-increasing aging population. To ensure a sustainable future that maintains the high
quality of services the congregation has come to expect, Saint David’s must continually scan the
environment to respond to the changes within their congregation and the community.
The many changes in the demographics of Rothesay, the economy and society will continue to
present certain challenges for the congregation of Saint David’s. The following was flagged as
current challenges by the Strategic Planning Group:
Physical Assets
Parking lot
Accessibility issues
Worship space cannot be multi-purpose due to set up
Available spaces are not technologically supportive
Kitchen is outdated, lack of Stewardship
Demographics
Mature (aging) congregation
Missing generations of 20’s, 30’s, 40’s
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P a g e 5| 12Demographics – increased average age of membership
Perception of affluence
Organizational Trends
Re-organization with more emphasis on regions
Fewer ministers to serve pastoral charges
Decreased attendance
Typically focused on Sunday, not 7 days
Societal Trends
Texting (pain & useful); Smart phones & social media
No day of rest, Entertainment
Family time is scarce
Need for immediacy
Lack of family time together, gatherings
Lack of perceived importance of Church for many people
Overly automated
Instances of harm from Church (abuse, etc.)
You can learn everything with Google, YouTube
Less social interaction in person
Constantly changing trends
Prevalence of Sunday activities competing for church time
Complex family dynamics; smaller families
Both parents working full-time and hours
Increase in contract workers therefore more transient families
Technology
Social media presence (visible on the web) – promotional tool
Streaming capability and live-stream
Change in communication methods
Technology updates are constant
Audio visual screens
More personal technology - hard of hearing aids / headphones
Closed-caption / tablets
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P a g e 6| 12STRATEGIC THEMES (5)
The Strategic planning session, discussions with the ministerial staff and youth helped the
Strategic Planning Group to surface five key themes through theses facilitated discussions.
These key priorities form the base by which the strategic operating planand corresponding
implementation actions will be developed.
1. Extended Hours - Seven Days, not just Sunday
The ability to reach congregation members and potential members on their terms and on their
schedule is required as part of responding in a proactive way to the changing environment.
Implementing creative ways to reach the community through technology, scheduling, outreach
and unique offerings will be paramount to the success of Saint David’s in the future.
2. Radically Welcoming
It is recognized as an opportunity to be more welcoming and forward thinking when it comes to
diversity, bringing the community into Saint David’s, and becoming a viable option for more
segments of the surrounding communities for ALL demographics. This would be part of Saint
David’s signature differentiator in the community – to be THE most welcoming organization in
the Valley by creating an experience that is all about developing a sense of belonging and
family. The youth group particularly emphasized this strategic pillar.
STRATEGIC PLAN 2018 - 2020/SAINT DAVID’S CHURCH
P a g e 7| 123. Community Stewards
The backbone of Saint David’s is its role as a steward in the community and living its mission to
provide a destination guided by Christian values. The theme of building relationships was a
constant and focussed on the need to leverage the relationships that Saint David’s has with its
members, local schools, and their community neighbors. Opportunities to expand into the
community through increased community services such as offering programs to the younger
demographic (age 20-40), offering out the facilities for group functions, better engaging shut-
ins by providing live stream options were examples. Developing partnerships with like-minded
individuals or organizations will create awareness for the quality work that Saint David’s
facilitates and can lead to opportunities to gain further outreach into the community.
4. Focused on Growth
The financial stability for Saint David’s is of the outmost importance, and this requires a bias
toward growth. This includes growth of the congregation, growth of income, growth of
attendance, growth of offerings and endowments. The important role Saint David’s plays in the
community will only be sustained by building and growing a strong,viable and relevant church.
Over the next three years, a consistent and intentional focus on growth will be a priority.
5. Sharing Leadership
A more inclusive approach to church and community leadership is required to increase
engagement within the church and among other churches. This strategic priority requires Saint
David’s to identify and take advantage of opportunities to work with other organizations and
churches within our community, build engagement internally by providing opportunities for
youth and others to lead, and create a sense of responsibility for leadership for every individual
involved with Saint David’s.
RISKS AND MITIGATION
There are potential areas of risk that may impede the achievement of the strategic priorities set
forth in this report. The following is a summary of those risks and potential mitigation
approaches to alleviate the impact of the risks.
Risk Details Mitigation Approach
• Fear of change, resistance toward change • Fast moving search committee
• Fear of making a mistake • Clear view of the strategic plan communicated to the
• Conflict search committee and the congregation
• Competition of opinions/ traditions btw existing • Execute on strategic plan
and new members • More support for Minister so she can support us
• Clear milestones in the strategic plan
• Discussions with ministerial staff to accept help
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P a g e 8| 12• If we are more inclusive we may lose some of our • Communication and education
senior membership
• Parking • Talk to Bell Aliant about their parking lot
• Look at expanding in some way
• Ministry team and all volunteers role clarity • Educate the board and congregation
• Clear roles, hold people accountable, communicate
• If we stick with only Sunday worship we won’t • Look at alternate worship times and opportunities
grow • Look at alternate ways of worshipping
• Community outreach fails, lose vision • Strengthen programs we have and develop new
programs
• Lack of funds • Endowment program
• Stewardship – UCC
• Increased attendance
• Legacy funds
• Increased communication to congregation
• No membership growth • Best practices of UCC
• Attract youth and families
• Lack of volunteers • Better sales and recruit
• Avoid burnout
• Lose members to other churches • Keep current with communication and programming
• Unwillingness to change; complacency and lack • Communicate advert and risk
of adaption • Show possible results – get buy-in
• Have a realistic plan
• Staff burnout • Volunteers to step up
• Support
STRATEGIC PLAN 2018 - 2020/SAINT DAVID’S CHURCH
P a g e 9| 12STRATEGIC OPERATING PLAN
Building on recent accomplishments and beginning to think forward into the future of Saint
David’s United Church, a strategic operating plan will be developed for implementation over
the next three years. The following is the outline of the plan, which is designed to guide
leadership through the first few steps in achieving their goals.
Strategic 2018 – Q1 2018 – Q2 2018 – Q3 + Q4
Theme (Jan-Mar) (Apr-Jun) (Jul-Dec)
Extended Plan for flexible worship Implement plan and
Hours program measure success
Radically Build a welcoming moment External
Welcoming into the services, meetings communication
and community events strategy including
welcoming advertising
Implement quarterly
special invite services Implement church
directory
Internal communication
strategy and plan
Community Community
Stewardship outreach plan
Focused on Strike a Search Committee Plan for new faces and New Minister
Growth for Second Minister new families orientation
Physical Asset plan (kitchen Reinstate membership
update, accessibility) committee
Endowment and
legacy planning plan
Share Create a volunteer plan Program developed
Leadership with clear roles for 20’s-40’s, seniors
Themed Sundays
Determine opportunities to
collaborate with
Quispamsis
STRATEGIC PLAN 2018 - 2020/SAINT DAVID’S CHURCH
P a g e 10| 12CONCLUSION
The Strategic Planning sessions consisted of a series of meetings with the Minister, Board,
Congregation Members and Youth. There is a pride among the Saint David’s Community that is
abundantly clear and is communicated in how the members live their Mission every day. The
Strategic Plan focuses on the next three-years and incorporates the major themes that were
identified throughout the
process as priorities to
continuing the growth
and sustainability of
the church.
Execution of this plan
will be a coordinated
two-pronged
approach with actions
to be facilitated by the
Board as well as those
facilitated by the
Ministerial Team .
Critical to the success
of this plan will be the
accountability process
(follow-up and follow
through), the
transparency of communication, and the celebration of success by the entire team as goals are
achieved and results are realized.
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