Introduction
Plan ahead.
It
wasn’t raining when Noah built
the ark.
The
Strategic Plan for the Diocese of Algoma is a 5 year plan from 2009-2014 that
identifies where Algoma wants to be, and how it is going to get there.
The
plan was developed by the Executive Committee as a result of a resolution passed
at the Diocesan Synod in October 2007.
The Strategic Plan was written to articulate the future vision for
Algoma, and to develop specific priorities and initiatives that will drive the
vision to reality.
The
Strategic Plan is a detailed navigational tool of where we want to go, how we
are going to get there, and a concrete way to determine if we’re on course.
The
Strategic Planning Facilitators gratefully thank our Past Bishop, the Rt. Rev.
Ronald Ferris, our Bishop-Elect Stephen Andrews, all the diocesan staff, and the
Executive Committee for their support, hard work, creative contributions, and
prayerful discernment.
Background
This
plan is the first Strategic Plan of the Diocese; it was strongly endorsed by the
Rt. Rev. Ronald Ferris who retired as Diocesan Bishop on September 30, 2008, and
has been supported by the Rev. Dr. Stephen Andrews, who will be consecrated as
Bishop of Algoma on June 29, 2009.
The
Strategic Plan has been developed in order to meet the recommendations of the
findings of the Renewal in Mission Task
Force Report. The six person
Task Force, chaired by Tom Peppiatt, was appointed by the Bishop in consultation
with the Executive Committee to examine the operating structure of Algoma.
The appointment arose from a 2005 Diocesan Synod resolution.
The
Renewal in Mission Task Force surveyed clergy and lay people in Algoma, reviewed
secondary literature including diocesan statistics, and examined the strategic
plans of several Canadian and American dioceses. Their findings and
recommendations were presented at Synod 2007.
The
primary recommendation, subsequently approved at Synod, is to develop a 5 year
Diocesan Strategic Plan that includes identifiable goals, specific
strategies for timely implementation, annual assessment indicators, and costs
and resources required.
Strategic
Planning Process
The
time lines from the passed Synod resolutions were tight: develop a Strategic
Plan to be ready to distribute to each of the five deaneries in Algoma by the
summer of 2008.
Algoma is on the move and is committed to moving forward with a God-breathed
plan of commitment and action.
There
have been three Executive Committee meetings (February 2008, June 2008, and
November 2008) since the October 2007 Synod, and the majority of both 2 day
meetings was devoted to the development of the Strategic Plan.
As well, the facilitators have met extensively throughout the last
quarter of 2007 and 2008 to review the material, and to put the final plan
together.
The
2008 time line for the completion of the plan was achievable because of the
foundational work that had already been accomplished. As a result of the
extensive amount of information received from clergy and lay people in Algoma,
included in the Renewal in Mission Task
Force Final Report, the strategic planning process did not have to begin at
square one. The current operating
realities and perceptions of Algoma served as a vital source of background
material for the environmental scan, and the development of strategic
objectives.
The
process included:
4
The review of the Diocesan
mission statement
4
A SWOT analysis: an
internal audit of the strengths and weaknesses of the Diocese and an
environmental scan of the opportunities and threats
4
The discovery of Diocesan
core values
4
The formation of a
compelling vision statement
4
The development of 1 to
5 year strategic objectives and
4
The confirmation of
specific action plans with an articulation of action steps,
responsibilities, resources required, time lines, and measurements of success
What is
the
The
mission statement communicates the essence of what Algoma is striving to
accomplish. A strong mission
statement keeps our interest and reminds us of the overriding focus of the
Diocese.
One
of the most powerful mission statements ever developed was the one given by the
risen Christ to his disciples. The
Great Commission is: Go therefore and
make disciples of all nations, baptizing them in the name of the Father, and of
the Son, and of the Holy Spirit.”
Matthew 28:19
The
existing mission statement of the Diocese of Algoma was evaluated by the
Executive Committee, and considered to be an effective overview of the work and
purpose of Algoma.
As a
result, no changes were made to the current Mission Statement.
Our
To share in the gathering work of Christ so that His newness of life
overflows into our hearts, homes, churches, and community.
What did
we learn from the SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis?
The
SWOT analysis is an effective assessment tool used in strategic planning to
identify the Diocese’s internal strengths and weaknesses, and its external
opportunities and threats. The
findings helped in the identification of strategic priorities and initiatives;
they take advantage of the strengths of Algoma, and its inherent positive
attributes.
Internal Audit: Strengths and Weaknesses of Algoma
The
strengths of Algoma include:
4
Our Anglican liturgy and
Anglican traditions
4
Our Episcopal and Diocesan
leadership
4
Our committed lay people
and our ACW
4
Our collegial clergy
The
weaknesses of Algoma include:
4
Our widespread geography
4
Our fatiguing, aging and
declining congregations
4
Our numerous church
buildings
4
Our lack of communication,
and co-ordination
Environmental scan: Opportunities and threats
The
statistics significant to the geographic area of the widespread Diocese of
Algoma are well-known: church attendance is declining, there are financial
stresses on many parishes, the area population is declining, small communities
are losing primary industry, and many people have lost faith in organized
religion.
The
opportunities available to Algoma include:
4
Large numbers of
unchurched people who are looking for meaning and purpose in their lives
4
Technological advances
that facilitate communication in a large Diocese
4
Growing population of
First Nations people, many of whom are Anglican, moving into Algoma from
northern communities
The
threats that oppose the growth of the church in Algoma include:
4
Postmodern trends of
secularism, instant gratification, and conspicuous consumption
4
Loss of respect for the
church
4
Competition from other
Christian traditions, and non-Christian alternatives
4
Perceived breakup of the
Anglican Communion due to the issue of the blessing of same sex unions
The
acknowledgement of the environmental factors that impact the potential course of
Algoma enable us to develop meaningful initiatives that counteract the threats,
and capitalize on our opportunities by harnessing our strengths, and dealing
with the reality of our weaknesses.
What are
the Core Values of Algoma?
Be
kind and tender-hearted to one another.
Ephesians 4:32
Algoma’s core values are the overall priorities that drive its mission.
Core values include moral and ethical, theological, and operational
values. The core values were
explored and identified by the Executive Committee; core values are constant,
and specific to the Diocese.
The core values are congruent with our Diocesan mission statement.
Our
7 Core Values
I
will pour out my spirit on all flesh; your sons and your
daughters shall prophesy, your old men shall dream dreams
and your young men shall see visions.
Joel
2:28
What is
our Vision for the Future?
Our vision inspires us to reach for the stars; to actualize our exciting dreams for this Diocese.
The model for the development of a
Diocesan vision is from the Bible.
For example, God’s vision for
For the Lord your God is bringing you
into a good land, a land with flowing streams, with springs and underground
waters welling up in valleys and hills, a land of wheat and barley, of vines and
fig trees and pomegranates, a land of olive trees and honey; a land where you
may eat bread without scarcity, where you will lack nothing, a land whose stones
are iron and from whose hills you may mine copper.
You shall eat your fill and bless the Lord your God for the good land
that he has given you.
Deuteronomy
8:7-10
A vision statement is a clear, compelling, and inspirational description of how Algoma will or should operate at some point in the future. It is not where we are at the moment; it is our desired destination. It is only by thinking big, by striving to be as much of a visionary as Jesus was, that we begin to capture the energy and the excitement that comes from dreaming about our future, and participating in the Body of Christ.
Our vision flows out of our mission statement and our core values. Along with our Mission Statement, it is to be celebrated and published in all churches, and in all publications in Algoma.
Our Vision
We are joyful Anglicans, serving, growing, and proclaiming
Christ’s love in Algoma and beyond.
What are
the strategic objectives for Algoma?
Strategic Objectives form the basis for
determining the Action Plan for the Diocese in order to develop concrete steps
that can be taken to live out the
The Great Commandment of Jesus is a strategic objective, and a reflection of the priorities of our lives.
“You shall love the Lord your God with all your heart, with all your soul, and with all your mind. This is the first and great commandment. The second is like it. You shall love your neighbour as yourself.” Matthew 22:37-39
The 7 Strategic Objectives of this plan
reflect our 7 Core Values, and indicate specific priorities to be addressed in
Algoma.
Our
7 Strategic Objectives 2009-2014
Action
Plan 2009-2014
Strategic Objective 1:
Healthy Congregational Development
Strategies
To accomplish this, a professional facilitator, perhaps in the role of a Diocesan Congregational Development Officer, is required. This individual would work with Deanery teams, and the Executive Committee to research, develop, and finalize the Benchmarks. Once the person is hired, the process should take no more than six months and should become Diocesan policy upon approval by the Bishop and the Executive Committee.
This would be led by the Diocesan Congregational Development Officer and should be completed at the time Benchmarks are approved.
These should be undertaken by Deanery
Assessment Teams, led by the Territorial Archdeacon and in consultation with the
Diocesan Congregational Development Officer. Assessment Teams should complete
their work within twenty-four months of the approval of the Benchmarks.
This exercise would take place on a Deanery basis after the Assessment Teams have completed their tasks. The process would involve developing plans, resources and schedules for Parishes that fall below the established benchmarks and would determine alternative models of Ministry where required. Responsibility for this would lie with Deanery Officials and ultimately with the Bishop and the Executive Committee. This process should be completed within five years.
Strategic Objective 2: Authentic
Evangelism
Strategies
The Team would consist of Deanery
representatives with a passion for evangelism. Training would be provided and
co-ordinated by the Canon Missioner, appointed by the Bishop. The program and
work of the Diocesan Evangelism Team would be approved by the Executive
Committee. The Team should be in
place within one year and their work of spearheading, and monitoring evangelism
projects would be ongoing.
This would be co-ordinated through the Diocesan Evangelism Team and would include external resources. The goal is to have at least two effective teams in each Deanery by the end of 2010. Training should be ongoing for the five year period.
This program would also be managed by the Diocesan Evangelism Team and would explore and utilize external resources such as the Back to Church Program developed by the Church of England. A pilot ‘Back to Church’ Sunday was tested on September 28, 2008. The goal would be to develop an Algoma Come to Church program. The program should be delivered on an annual or semi annual basis beginning in 2010.
These could be developed through the Parish Evangelism teams and would utilize Diocesan and external resources as required.
This should take place in 2011 and should be developed by the Diocesan Evangelism Team, using recognized Anglican evangelists as resources.
Strategic Objective 3: Involved
Children and Youth
Strategies
This would be accomplished through the Program and Youth Consultant or a Diocesan Youth Co-ordinator, and would involve workshops and conferences with professional guest facilitators. To emphasize its importance, it would be overseen by the Bishop and implemented by the end of 2010.
External resources such as student
placement services at
This would include instructional kits for setting up after school programs, starting youth groups, etc. It would be overseen by the Program and Youth Consultant or a Diocesan Youth Co-ordinator in co-operation with Deanery child and youth workers. This program should be operational within two years.
This would be undertaken by the Youth Ministry Committee and accomplished by the end of 2009.
This would be the responsibility of the Youth Ministry Committee and Deanery officials and would be in place within two years.
Strategic Objective 4: Dynamic Communication
Strategies
This would require contracting a professional web designer as well as ensuring that Deaneries and Parishes have the necessary hardware. It will also require a training program for Deanery and Parish officials. The design should be complete within 12 months and the program should be fully in place within two years. As a newly-established sub-committee of the Executive Committee, the Communications Committee began the development of the new website in November 2008.
During January 2009, the synod office provided all Parishes with a framed copy of the Mission Statement, Vision Statement, and Core Values. Parishes were encouraged to post this plaque in a visible location.
Video conferencing requires the provision of Web Cams and microphones, should be the responsibility of the Executive Committee and should be in place within two years. Electronic Classrooms would result in the establishment of Deanery venues for group conferences and educational opportunities and should be in place by the end of 2011.
Projectors and software will be required for this initiative which should be overseen by the Communications Committee.
This would include working with local and regional media through public information programming. It could be co-ordinated through a Communications Committee appointed by the Executive Committee and should be in place within one year.
Strategic Objective 5: Empowering
Clergy and Lay Development
Strategies
This should be based, at least in part, on the Benchmarks for a healthy Parish, as outlined in Strategic Objective 1, Strategy 1. It should be overseen by the Executive Committee and in place by the end of 2010. It could begin with an annual interview process, led by the Archdeacons.
This would involve the Executive
Committee, Pastoral Chaplains and Archdeacons and should be in place by the end
of 2010. Consideration will be given to the Fresh Start program; this is a 2 yr.
dynamic program for new incumbents that is currently being used in several
dioceses in
This should be the responsibility of the Bishop and Archdeacons and the first conferences should be held in 2011 and annually, thereafter. The focus will be on providing relevant tools for ministry in the postmodern world.
This should be undertaken by the Bishop and Executive Committee, to be in place by the end of 2009.
This could be undertaken by the Synod Office and the Executive Archdeacon, established by the end of 2011, and updated annually. The material could be accessible through the diocesan website.
Strategies
This Committee would assist Parishes in developing programs to address local outreach and mission programs. The scope and membership of the Committee should be the responsibility of the Bishop and the Executive Committee and it should be in place in 2010.
This would require the reallocation of existing funds for outreach and mission. The Program could be initiated by the Diocesan Social Justice and Mission Committee and could be phased in over a four year period, beginning in 2010. The long-term goal is for each parish to allocate 10% of their offering to outreach.
These Workshops would be for vocational Deacons, permanent Deacons, and Parish Mission and Outreach leaders. They would be co-ordinated by the Diocesan Social Justice and Mission Committee and held annually beginning in 2011.
This would be developed and approved by the Executive Committee and in place by the end of 2010. Existing programs, such as the “Greening of the Church” will be sent to parishes, beginning in 2009.
Strategic Objective 7: Inspiring
Anglican Worship
Strategies
The Committee would be appointed by the Executive Committee and would consist of liturgists and Diocesan leaders. It would develop liturgical resources and educational material to assist Parishes in their worship. It should be in place by the end of 2009.
This would be the responsibility of the Excellence In Worship Committee and should be in place by the end of 2010.
This should be undertaken by the
Excellence in Worship Committee, considering the
|
Strategic Objectives |
Years 1-2
2009-2010 |
Years 3-5
2011-2013
|
|---|---|---|
|
1.
Healthy Congregational
Development
2.
Authentic Evangelism
3.
Involved Children and Youth
4.
Dynamic Communication
5.
Empowering Clergy and Lay
Development
6.
Effective Social Action through
7.
Inspiring Anglican Worship
|
Hire a Congregational Development Officer Develop benchmarks for a healthy parish Initiate workshops about maintaining healthy parishes
Establish a diocesan Evangelism Team Appoint a Canon Missioner Develop and train Parish Evangelism teams Provide information to clergy/lay leaders on effective Ministry to children/youth Develop guidelines for adults to affirm children/youth Develop tools to enhance child/youth involvement in parishes
Post mission/vision/core values in every church Re-design diocesan Website Explore media opportunities Develop a Clergy Evaluation process Provide a Mentorship Program for new incumbents Provide support for Clergy families Establish a Social Justice and Encourage Diocese and parishes to allocate a % of income to local mission Focus on the
Greening of the Church Create a diocesan excellence in worship committee
|
Implement the assessment process Rationalize buildings and resources Continue workshops Maintain training for Parish Evangelism Teams Develop an Evangelistic Mission tour to visit each Deanery Hire child/youth workers for each Deanery Develop youth initiatives for mission Establish electronic classrooms Explore the use of AV Media for worship Establish a resource base Establish regional ministry conferences Deliver discernment workshops Establish a worship resource page on the website Implement the Mystery Worshipper Program
|
Concluding Comments and Recommendations
With the approval of the Strategic Plan for the Anglican Diocese of Algoma, the Executive Committee, in consultation with the Deanery Councils, has fulfilled the mandate given to it by the Synod of 2007. The Plan is bold and exciting. It can change the nature of our Diocese, strengthen our core values and enhance our opportunities to serve, grow and proclaim Christ’s love in Algoma and beyond.
The great task ahead however, is to ensure the implementation of the Strategic Plan in a manner that is effective, affordable and measurable. Change and challenge will be an inevitable part of the process as must be compassion and understanding.
An effective Strategic Plan is results oriented. It demands action and it fosters change. There are 32 specific strategies outlined in this Strategic Plan and various groups and committees will be on the front line to ensure their completion.
The Strategic Plan calls for additional human and financial resources for the Diocese. There will be new staff positions and there will be a need to access external professional resources, in order to effectively implement the strategies contained in the Strategic Plan. There will also be a limited number of capital costs, especially in the area of effective communications. In order to accomplish this, there will need to be an examination of the resources, both human and financial, that we have within our current structure to meet the requirements of the Strategic Plan, as well as an assessment of the resources we lack in both these areas.
The Bishop and the Executive Committee, in consultation with the Treasurer, where applicable, are responsible for reviewing current financial obligations, reallocating financial and human resources and assessing savings that can be achieved through the implementation of the Strategic Plan. To this extent, the cost of implementing the Strategic Plan will be funded through the budgeting process of the Diocese. Cost measures within the Strategic Plan, should be phased in a manner that is bold and innovative in its determination to achieve the objectives of the Plan, consistent with responsible budgeting and financial planning and empathetic to current economic challenges.
In order to ensure the success of the Strategic Plan as a living and breathing document, the Facilitators make the following recommendations.
1. That the Strategic Plan for the Diocese of Algoma and the recommendations contained herein, be approved and adopted by the Executive Committee.
2. That the Strategic Plan be ``launched`` on a Diocesan wide basis, in a manner that complements and celebrates the consecration of Bishop Andrews.
3. That a Management Consulting firm be engaged to make recommendations to the Bishop and Executive Committee related to an administrative structure for the Diocese that meets the requirements and objectives of the Strategic Plan. The cost for this service should not exceed $20,000.00 and should be funded from the refund account related to Residential schools.
4. That a Strategic Plan Implementation Committee be appointed by the Bishop and the Executive Committee consisting of an equal number of Clergy and lay persons and with staff acting in an advisory capacity only. The Implementation Committee would report to the Executive Committee and would have the following responsibilities.
4 To recommend, in consultation with the Bishop and Treasurer, a Budget for the Strategic Plan and a Financial Strategy to achieve it.
4 To prioritize the strategic initiatives in the Strategic Plan consistent with urgency and financial resources.
4 To co-ordinate with the appropriate Working Groups, the implementation of the Strategic Initiatives and to oversee these activities.
4 To develop a process of measuring the effectiveness and implementation of the Strategic Plan that will include reporting progress to the Executive Committee, quarterly.
5. That the Executive Committee closely monitor, through the Implementation Committee, the progress of the Strategic Plan to ensure compliance, quality, and adherence to the principles outlined in the Plan.
6. That the Executive Committee formally report at each relevant Synod, in relation to the progress and effectiveness of the Action Items outlined in the Strategic Plan.
7. That inasmuch as the following two motions, which were referred by the 2007 Synod to the Executive Committee for consideration, appear to have been encompassed in the Strategic Planning process, they do not appear to require independent action, and will not be dealt with independently.
Motion #8
That this Synod request the Executive to strike a committee to review the structure and role of the Deanery Council and the role of the Archdeacons and recommend measures to increase their scope of responsibility and authority as outlined in the Task Force Report.
Motion #9
That this Synod request the Executive to strike a committee in collaboration with the deaneries to conduct an analysis of each congregation in the diocese using the Church Model criteria categorized by the Task Force and make recommendations.
May the grace of our Lord Jesus Christ and the love of God and the fellowship of the Holy Spirit, be with us all evermore.
The Rev. Deborah Kraft
Hugh Mackenzie
Facilitators
Ash Wednesday
February 25th, 2009