Part of The Congregational Handbook
The speed of change in congregational life means that planning for the future needs to be nimble and adaptable. Planning processes such that result in a static five-year strategic plan no longer meet the needs of congregations or the pace of change.
Instead, the Governing Board and Staff, using their nuanced and developed sense of the congregation’s mission, may develop a practice of continuous strategic planning, firmly grounded in the congregation’s mission. This “three-year rolling strategic plan” outlines a model you can use as a starting point.
| 3-Year Rolling Strategic Plan | 5-Year Static Strategic Plan |
|---|---|
| Reviewed and updated multiple times throughout the board year | Previous recommendation of the UUA & church consultants |
| Adaptable to changing circumstances and understanding of the mission of the congregation | Assumes the understanding of the congregation’s mission remains static for at least 5 years |
| Annually reviews the effectiveness of the plan and makes corrections | Normally reviewed every 5 years, and not regularly updated |
| Ongoing effort | Normally reviewed every 5 years, and not regularly updated |
Concept of a 3-Year Rolling Strategic Plan
Year 1
- 100% ready to be implemented
- Has clear goals, assignments, and mechanisms for accountability
- Is based in the congregation’s mission and current priorities
- During the year, the Board, Lay-Leadership, and the Staff work with Year 1 of plan as an implementable and accountable roadmap for the congregation’s priorities and work.
- The plan drives staff priorities and the Governing Board’s agenda
- The Board and the staff regularly return to the Year 1 plan to check on and report progress
- At the end of Fiscal Year, the Board and the Staff conduct a formal assessment of how Year 1 of the plan went
- What parts were completed? What did we learn?
- What parts were not completed and need to be rolled into Year 2?
- What parts were not completed, and should not be because of changing priorities? How might those parts adapt or be delayed?
- The Board and the Staff take the assessment to complete making Year 2 100% ready for implementation
- The Board and the Staff then take Year 3 and bring it from 25% to 60-75% ready to implement
Year 2
- 60-75% ready to be implemented in Year 1
- Has goals based on the assumed completion of the previous year’s goals, but may not yet have assignments or accountability
- Has room for flexibility for changes in situation or priorities
- At the beginning of the new FY, the former Year 2 becomes Year 1, and the former Year 3 becomes Year 2.
- At this point the Board and staff add a basic outline for a new Year 3 that is 25% ready for implementation.
- And the process begins again. The Board, Staff, and Lay Leadership make the new Year 1 their plan for the year, drawing Staff Priorities, Board Agendas, and priorities for the Lay Leadership from the new Year 1.
- The Staff and the Board begin to develop the new Year 2 from 60% ready to 100% ready for implementation
Year 3
- 25% ready to be implemented in Year 1
- Is primarily just an outline of potential goals, based on the development of the previous 2 years
Sample of a 3-Year Rolling Strategic Plan
First Year
| Year 1 | Year 2 | Year 3 |
|---|---|---|
| Goals for the upcoming congregational year that are fully ready for implementation, with assignments, a plan for implementation, and accountability | Goals for the next year out, some are new and some continue from previous goals, with some beginning planning for implementation | Potential goals for the second year out, some continuations from previous years and some new, but likely with very little planning for implementation |
Assessment of Plan After First Year
- Conducted either by the Board, or under the Board’s authority near the end of the Fiscal Year
- Staff and Lay Leadership very involved in providing input
- What was completed? What did we learn? What new opportunities arise from what was completed?
- What needs to be continued or adapted into the next year?
- What was not completed? Why? Were there obstacles? Did priorities change? How does the next 2 years of the Plan need to adapt?
Second Year
| Year 1 | Year 2 | Year 3 |
|---|---|---|
| Goals from Year 2, updated for the upcoming congregational year and are now fully ready for implementation, with assignments, a plan for implementation, and accountability | Goals for the next year out, some are new and some continue from previous goals, with some beginning planning for implementation | Potential goals for the second year out, some continuations from previous years and some new, but likely with very little planning for implementation |
Role of the Governing Board
- The Board is responsible for the process of ongoing strategic planning in the congregation
- This might mean the Governing Board makes this planning process a central part of their board work in some congregations
- In other congregations it might mean that the Board names a Standing Committee of the Board to conduct such planning, reporting to the Board
- The Board in either system is directly responsible for approving the plan, and assessing the implementation of the plan
Role of the Staff
- Staff members are primary information sources for developing any ongoing planning process, and should be involved, through their staff leadership, in plan development
- Staff members are also primary implementors of the plan, and should have the ability to provide feedback on implementation
- Senior Staff should be actively and directly involved in plan development
- Staff are not usually responsible for maintaining the process for planning
Role of the Congregation and Lay Leaders
- Congregation Members and Lay leaders (not directly involved in the planning standing committee) are primary sources for the information necessary in creating, developing, and assessing a Rolling Strategic Planning Process
- Engage with the Board and staff on mission and priority conversations
- Provide information to the planning team / board / staff
- Congregation Members and Lay Leaders are primary implementers of the plan for each year
Summary
- Planning should become an ongoing process of the Board, Staff, and Leaders… not a particular event
- Should be combined with ongoing work by the Board, Staff, and Leaders to deepen the congregation’s understanding of mission and resources, and the priorities that arise from these
- The key is to make planning a central part of the ongoing work of the Board… the Board is responsible for the process
- Planning should be adaptive and flexible for changing priorities, circumstances, and opportunities