Strategic Planning Report - Fairhope Unitarian Fellowship
Transcription
Strategic Planning Report - Fairhope Unitarian Fellowship
Where Have We Been? Where Do We Want to Go? How Do We Get There? Strategic Planning Report April 13, 2015 Submitted by Don Sawyer 1 1. Introduction The “Fairhope Unitarian Fellowship (FUF) Survey of Members and Friends,” which was conducted and released in late 2014, provided the Board and membership with a fascinating glimpse into the makeup, interests, and aspirations of our Fellowship. Excellent data was captured on what FUF events and features were most supported, the ethical/spiritual views of the respondents, what they valued about the Fellowship, and general ideas on how they would like to see the FUF move forward. While the report contains invaluable information on our membership and friends, it was not intended to act as a plan for future development. As a result, the FUF Board was presented with a proposal to build on the information and momentum gained from the survey by conducting a formal strategic planning session with members and friends which would result in more formal recommendations regarding priority goals and objectives for the organization. This session was held from 1:30 to 4:30 on Sunday, April 13, 2015. 2. The Event Twenty-eight FUF members – nearly 25% of the FUF membership – and two friends – 30 participants in all -- gathered in the FUF hall for the strategic planning session. This is itself a number worth noting: to attract one out of four members to a three-hour strategizing session on a sunny Sunday after a one-hour service reflects a remarkable level of interest and commitment by the membership which far exceeded expectations, especially given the unavoidable absence of several board members. Such a significant level of participation also helps ensure that the results of the session are representative of the Fellowship as a whole. Facilitated by Don Sawyer, the session was interactive, participatory, and emphasized sharing about the organization’s past achievements, assessment of our current situation, and possible directions for the future. Participants were engaged and positive, representing the strong core of committed, capable and engaged members we have to build on. A brief overview of the day in the form of an agenda was presented, along with goals for the session: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Introductions Getting to know you: Take a stand Shape of the day: Purpose and outcomes; Goals, Objectives and Activities Appreciating the best of what is Why are we here? What is our mission? FUF Goals – Set and prioritized Objectives: Specific, measurable, attainable, relevant and time framed [3:30] Activities: What do we need to DO to meet our objectives and achieve our goals? Next steps: Action planning and recommendations Wrap up and conclusion 2 It was explained that the session built on the results of the survey and would involve reflecting on the past achievements and current elements of the FUF that we value, discussing why the organization is important to us and what we hope it can achieve in the future, establishing and prioritizing a set of broad goals for the organization, and identifying and prioritizing specific activities that will move us toward our larger organizational goals. This information would then be gathered into a report to the Board and membership that would assist them in planning for the future of the FUF and recommend specific ways to organize and invest our financial and human resources to achieve our goals 3. Take a Stand After brief introductions, participants joined in a “take a stand” activity designed to encourage active sharing on critical issues. The front of the hall was divided into two sections, one marked “Agree” and the other “Disagree.” A series of 10 questions was then read by the facilitator and participants had to position themselves on one side of the issue or the other – no fence-sitting was allowed. After the group had sorted themselves into “agree” and “disagree” sides, one volunteer from each group was asked to explain why he or she chose the side they did. The questions asked were written to reflect issues that have arisen in the survey and other Fellowship activities and to stimulate reflection and active participation: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. I have been a lifelong Unitarian Essentially I am an atheist If someone asks my religion, I say I am a Unitarian Unitarian-Universalism is a Christian denomination There is no other church or congregation in Fairhope I could be part of I consider myself a spiritual person I think the FUF needs to be more involved in local action for social justice If we are to survive, we need to attract younger members As Unitarians, we need to be more visible and active at the community level The main reason I’m part of the FUF is being with people who share my values Although an exact count was not taken, virtually every statement – in good Unitarian fashion – resulted in nearly even splits. The exceptions were the first and last statements. Out of the 30 participants, only three identified themselves as lifelong Unitarians, indicating again the eclectic background of our membership. Perhaps most significantly, in responding to the statement “The main reason I’m part of the FUF is being with people who share my values,” all 30 participants lined up quickly and enthusiastically on the “Agree” side. As one person pointed out, there was a bit of irony in that we had spent the previous 15 minutes arguing every issue but readily agreeing that we all shared similar values, illustrating that people can disagree strongly while still sharing common values and attitudes. In fact, this is precisely why we value the FUF. 4. Appreciating the best of what is: The next phase began by asking participants to reflect on their past experiences with the FUF, but from a positive perspective: “Looking at your entire experience as a member of the FUF, recall a high point, a time when you felt that the organization and what you were 3 doing as part of it was at its best -- when you felt most excited about the FUF and what you were doing. Describe the scene in detail. Who else was involved and how were they significant? How did the experience make you feel? What made it such a good experience?” Once participants had noted their personal “high points,” they formed small groups to share their experiences and report to the large group. These were noted on the flip chart: Figure A: FUF High Points from the Past Enjoying the music, especially the string quartet Attending new members class Participating in the non-fiction club Feeling relaxed and at home Changing art displays and general incorporation of the arts Discussing ideas and issues honestly Raising money for the Fairhope Library Playing music in various groups Being part of something – a community Only had to write in my name to be a member – no ritual or demands Group support when I had surgery and when I was moving Authentic, caring memorial service for a friend Being spiritual in a secular context General freedom to speak my mind Constructing and moving into our new building – built from the ground up Friday night picnics – food, wine, sunset and conversation among intelligent people Specific programs that were moving and informative Presentations by members – realizing the expertise and experience in our membership In this manner we began our session by looking at the positives and successes of the organization rather than focusing on its problems. Moreover, the obvious pleasure participants took in recalling and sharing good experiences from the past in their groups reminded us all that we are part of a healthy, caring and vital organization. 4. Why are we here? What is our mission? From here, participants were asked to respond to another question, ““Why are you involved with the Fairhope Unitarian Fellowship and what do you hope the organization will achieve or do now and the future that makes your involvement worthwhile?” This question was intended to promote reflection on the larger purpose of the FUF and what keeps us involved with it. Here participants were establishing not only their past reasons for involvement, but their hopes for the future. Individuals wrote out their responses to the question then met again in small groups to share their responses, combine similar ideas, and report them to the larger group. Results were recorded under the heading “Why are we here? Where do we want to go?” 4 There are many interesting aspects to the results of this exercise, but one of the most notable was the expression of the personal pleasure and security of being involved with a group of like-minded, thoughtful and engaged individuals. Figure B: “Why are you involved with the Fairhope Unitarian Fellowship and what do you hope the organization will achieve or do now and in the future that makes your involvement worthwhile?” Intellectual stimulation Opportunities for creative expression and learning: TED talks, community conversations, discussion of current events and other issues not occurring in other community venues Everyone’s opinion matters Openness of expression Socializing: food, pot lucks, picnics, great kitchen staff Comfort niche Similar political beliefs Support – both physical and emotional Fellowship Like-mindedness of membership Intimate and genuine personal connections and relationships Moral/ethical exploration by speakers, TED talks, etc. UU adult religious/moral education Committed leadership who can help us increase the noted qualities FUF an accepting community Comfortable – like the way we are Lack of religious ritual Attitude toward and concern for world events and environmental issues Like to see greater energy efficiency and consciousness in our own space Intimate small groups that are interconnected After the qualities that engage us were recorded and discussed, it was noted that the examples provided describe a stable, well-functioning organization. It was pointed out that the responses generally reflect a membership satisfied with the direction and operation of the FUF. Whereas some strategic planning occurs only when organizations find themselves in crisis, this is clearly not the case with us. Instead, we are operating from a strong base of common values and general approval of past and future direction. In this case, strategic planning occurs in the context of steady, thoughtful growth and development of the organization. 5. Fairhope Unitarian Fellowship Goals The group then switched its attention to the goals of the organization: broad purposes to which we are committed. At this point a distinction was made between broader goals and more focused, specific objectives (or activities) that would help achieve the larger goals. This distinction between goals and objectives was illustrated with the following chart: 5 Figure C: Goals and Objectives Goals Objectives Meaning The purpose toward which an endeavor is directed; the overall outcome we hope to attain. A specific target which, when concluded, should, contribute to the achievement of the larger goal. (Note: a goal can have several associated objectives) Example We want to grow our membership with particular emphasis on attracting younger members Increase our membership by 20% by January 2016; 25% of new members will be under 60 Action Contained in the action plan attached to the objectives Specific actions are devised that will contribute toward the successful accomplishment of the objective, which in turn supports attainment of the associated goal. Measure Goals may not be strictly measurable or tangible Must be measurable and tangible -- SMART Time frame Longer term Mid- to short-term Participants were then presented with a chart containing 12 tentative goals drawn from recommendations of members contained in the survey. Small groups were then asked to review the goals suggested and brainstorm additional goals – broad objectives that they would like to see the FUF work toward. After discussion, the groups reconvened and the listed goals were clarified and an additional five added for a total of 17 potential goals. Participants were then given four dots that they were to place by the goals they felt were most important and critical to ensure a successful organization over the next five years. The 17 goals* were then reviewed in terms of their priority as indicated by the participants. The results are reported in Figure D: FUF Goals. * During the voting, two additional goals were suggested. Unfortunately, they were introduced too late to include on the chart and vote on. These were Improve internal communication Increase fundraising to support FUF community projects 6 Figure D: FUF Goals Votes 16 15 11 10 9 8 7 6 6 5 5 1 1 1 1 0 0 Goal Increase diversity of membership and be more welcoming to all community members Improve sanctuary (e.g. improve sound system and add permanent screen) Maintain steady membership numbers Increase number of younger FUF members, especially families with children Develop better connections with new and potential members Improve environmental sustainability and efficiency of building Increase number and diversity of small group activities (e.g. canoe/kayak club) Improve quality of Sunday presentations by ensuring they apply to one or more UU principles Increase community outreach and engagement Provide better outreach support to ill and older members Respond to requests for more “spiritual” content while maintaining secular orientation Engage more members in FUF activities Revamp Sunday service format Increase use of FUF building by attracting outside users and expanding facilities Work towards greater financial stability Increase overall membership Hire a part-time minister 6. Objectives/Activities Now that broad goals had been discussed, the focus shifted to specific activities. As had been discussed, it was reiterated that while goals may not be directly measurable, objectives should be. Objectives can be differentiated from goals in several ways, best summed up in the following “SMART Objectives Table: Figure E: SMART Objectives SMART Objectives Specific: a clearly defined, focused activity (what are we going to do?) Measurable: success toward meeting the goal can be measured (how will we know if we have been successful?) Attainable: activities are realistic and can be achieved in a specific amount of time with available resources (do we have the resources necessary to be successful?) 7 Relevant: the specific activity is consistent with larger organizational goals and mission (will the activity move us toward our larger organizational goals?) and will be widely supported by the membership and engage them in implementation Time framed: activities have a clear start and end point Several examples of SMART objectives related to the goals already determined were suggested: By April 2016, 10% of membership will self-report as members of a visible minority or LGBT community A committee to review the priorities for improving the sanctuary will be struck by June 2016 and a report from them recommending costed improvement submitted to the Board by September 2016 An monthly review of membership will be conducted and reported to ensure that current membership numbers (127) is maintained or shows slight growth By September 2015, a complete environmental audit of the building will be completed and the report submitted to the Board with recommendations regarding increased energy efficiency and sustainability It was pointed out that in many cases, being able to determine whether an objective has been achieved requires establishing a baseline – the current situation. For example, in the first objective above, to know whether we have been successful, we must first determine our current level of visible minority and LGBT members. It was also noted that objectives can be useful even if they are not achieved. By being able to measure success – or lack of it – current activities and strategies can be reviewed and revised for greater effectiveness. After discussing objectives, it was pointed out that just as a goal is not an objective, an objective is not an activity. Activities are what we actually DO to achieve our objectives and, ultimately, our goals. Just as a goal can have several objectives, an objective can involve a number of activities. It was pointed out that simply carrying out an activity does not necessarily mean the objective itself was met. Achievement of the objective has to be measured in terms of the outcome set in the objective, which then helps determine whether the activity was a successful investment of time and energy and whether it needs to be expanded, modified or abandoned altogether. As a final activity, participants broke into threes and brainstormed activities they felt would contribute to achieving the goals and objectives already established. These were then reported and recorded on a chart. Once the activities were listed – 19 of them – participants were again given four dots to place by the activities they felt were most important and critical. The results are reported in Figure F: 8 Figure F: Possible Activities Prioritized Votes 10 9 9 8 8 8 7 6 6 4 4 3 3 3 3 1 1 1 Activity Print and pass out cards with UU principles to all visitors Create a team tasked with contacting and following up on new visitors Make UU principles more visible and incorporate into presentations Organize dinners for new members and celebrate their backgrounds and achievements Record presentations and post on You Tube and other sites Hang www.uua.org banner in front of building to encourage interest in UU principles and activities Create, sponsor and host a secular alcoholic support group Conduct a complete energy audit of building Strike committee to implement UU “Welcoming Congregation” policies Contact local college organizations and provide information and speakers Assign mentor to each new member Participate in Gay Pride parade and provide literature table Host LGBT youth meeting place Create and train secular bereavement group without to serve community members who are not religious Create team to investigate use of social media to publicize UU principles and expand awareness of FUF as a church alternative Host poetry readings in a “coffee house” setting Create LGBT inclusion committee Strike team committed to improving community-police relations It is worth noting that while there is a wide diversity of ideas about how the to be more actively engaged in reaching our goals, there are clear themes of reaching a wider constituency with both FUF activities and general UU information, improving our follow-up with visitors, and providing increased outreach services to underserved groups within our community. It was also understood that these activities were simply samples and far from comprehensive. Many other activities can and should evolve as the membership moves toward achieving its goals and objectives. 7. Next Steps: Action Planning and Recommendations During the planning session, it was noted on several occasions that it is not enough to identify goals, objectives and possible activities. It is only when FUF members commit themselves to carrying out the activities – and follow through with systematic, sustained action – that the goals we have identified will be achieved. A key to mobilizing sustained, focused action is an organizational structure that identifies both activities related to goals and objectives and specific individuals responsible for the tasks involved. Using a sample goal and objective, a possible action planning model was introduced and discussed. (See Appendix A) 9 8. Conclusion and Recommendations The strategic planning session met the objectives of the day and provided a forum for FUF members to come together and discuss the past, present and future of their organization. Based on comments from the participants, these discussions were affirming, productive and enjoyable. As a result of facilitating the session and compiling the results, below is a set of recommendations for Board consideration: Recommendation 1: that the Board hold a special meeting to review the information generated at the session and determine how it can be used to strategize for the future so that the FUF remains vital and is able to proactively meet challenges through thoughtful, systematic planning. Recommendation 2: One or more Board members be designated to coordinate Strategic Plan (SP) activity groups who would provide regular progress reports to the Board. Recommendation 3: Using the organization format above (Appendix A), teams -- drawing from the entire membership -- be formed around prioritized goals and activities and encouraged to meet independently and begin planning and implementing their projects. Major activities and accomplishments would be summarized at Sunday services along with invitations for additional input and participation. As well, progress reports, photos, and information for each project will be shared on the FUF web page and Facebook page. Recommendation 4: that once approved, the Strategic Plan (SP) be made available to the membership as a whole via the FUF web page and other social media. As well, in keeping with the principles of participatory research, hard copies will be provided to the 30 participants in the section for their information and feedback. Recommendation 5: An annual review of progress toward FUF goals be conducted and incorporated into the annual membership report along with financial and membership information Recommendation 6: that the Board assess current internal communication systems with the intent of better using all media at our disposal to improve communication within our membership to inform them of goals and related activities, as well as social groups, while inviting them to become more involved in the initiatives that are undertaken. Recommendation7: An FUF Publicity Committee be activated to begin expanding community, membership, and guest awareness of UU principles and FUF policies, including videoing presentations and submitting them to YouTube. As noted in the original proposal, “Ultimately, strategic planning is a management tool. The plan, and the data it produces, is only as good as management’s ability to use it.” This is the challenge for the Board and the FUF as a whole. No strategic plan, regardless of type or situation, can make the decisions for the organization. The strategic plan can only provide data to assist the organization to make betterinformed decisions about its future. The participants at the strategic planning session devoted their time, energy, experiences and knowledge to create a plan that can help us move effectively into the future. It is now up to all of us to make that plan a reality. 10 Appendix A: Action Planning Goal: Increase Diversity of Membership Objective 1: Double number of visible and LGBT members by December 2016 Action 1 Team leader Team members Tasks and responsibilities Outcome Completion date Specific action that will move organization closer to achieving overall goal and objectives Person primarily responsible for completion of action Individuals that will assist in completing the action How the action will be carried out – task analysis + person responsible Specific outcome expected Date the task is to be completed Team leader Team members Tasks and responsibilities Outcome Completion date Team leader Team members Tasks and responsibilities Outcome Completion date Implement Welcoming Congregation policies Action 2 Publicize UU principles and FUF as a welcoming home for secular minorities Action 3 Participate in Gay Pride parade and provide literature table 11