salt · no one after lighting a lamp puts it under a bushel basket, but on the lamp stand, and it...
TRANSCRIPT
The Rev. Susan Barnes Vickie Blumhagen Laurie Brown Tom Canby The Rev. Christine Faulstich Nora FosterLinda Fryer Jean Fuller Jill Gilbert
Susan Goodman April Kerwin Kevin McGillicuddy Jim Michael Dyke Miller Betty MitchellMark Monroe Scott Murphy Armando Ruiz
Matt Thompson Francie Thurman Christian von Wupperfeld The Rev. Merrill Wade Doug Webster Len Winter
“You are the salt of the earth, but if salt has lost its taste, how can its
saltiness be restored?... You are the light of the world. A city built on a
hill cannot be hid. No one after lighting a lamp puts it under a bushel basket,
but on the lamp stand, and it gives light to all in the house.” Matthew 5:13-15
Salt & LIGHTSTRATEGIC PLAN2 0 1 2 t o 2 0 1 7
WITH APPROVAL BY THE VESTRY, DECEMBER 2011
Salt & Light Strategic Planning Team Members
Consultants: Betsy Aylin, PhD and Mary Parmer
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Table of Contents
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . III
Section I: OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
A. Plan Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
B. Strategic Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
C. What We Will Do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Section II. TAKING STOCK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
A. Summary Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
B. Key Themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Section III. VISION FULFILLMENT . . . . . . . . . . . . . . . . . . . . . . . . . .17
A. Current, Future State and Goals . . . . . . . . . . . . . . . . . . . . . . . . . .17
Section IV. STRATEGIES AND ACTIONS . . . . . . . . . . . . . . . . . . . . . . .25
A. Work of the Satellite Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
B. Action Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Section V. ENACTING THE PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . .43
A. Governance and Monitoring Plan . . . . . . . . . . . . . . . . . . . . . . . . .43
B. Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
C. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
VI. APPENDIX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .i
A. Strategic Planning Process Schedule . . . . . . . . . . . . . . . . . . . . . . . . .i
B. List of Documents Reviewed . . . . . . . . . . . . . . . . . . . . . . . . . . . . .i
C. Founding Characteristics of St. Matthew’s . . . . . . . . . . . . . . . . . . . . . ii
D. Focus Group Themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
E. Survey Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
F. List of People Interviewed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi
G. Results of Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
H. Prioritization Survey Results . . . . . . . . . . . . . . . . . . . . . . . . . . . viii
I. Resource Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . x
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INTRODUCTION
St. Matthew’s Episcopal Church seeks to live out the Gospel, serving as a light to the world and bringing flavor to the community it touches. Over the last nine months, the parish has engaged in a strategic planning process to understand where the church is now and how its light might best shine into the future. A group of 24 people, clergy, lay, and staff, came together over this planning period to envision a pathway for the parish, looking forward five years. With funding from a Lilly Endowment grant, the parish hired a consultant to guide the planning process and worked through a multi-phase process to arrive at the point we are today.
This report is the outcome of many conversations and meetings which have engaged nearly every member of the parish in one way or another. In the full report, you will find a description of the key themes from several months of information gathering through surveys, focus groups, and interviews. You will be introduced to the Strategic Framework which will provide those inside and outside the parish with a clear description of St. Matthew’s and who we aspire to be as we serve Christ and reflect Christ’s love to the world. As we opened ourselves to hear and respond to God’s call for the parish, we created a vision and accepted challenges to live out that vision. These are also described here. Finally, with the help of over 100 parishioners serving on Satellite Teams, we created action plans to ensure that the vision we now share becomes a reality. The Vestry of St. Matthew’s has now approved the Strategic Framework as the church’s official 2012-2017 Strategic Plan. This plan is an outline that will be brought to life by all of us, as we enact the ideas presented in this document.
We are deeply grateful to all who have touched this project, including our clergy, the Salt and Light Strategic Planning team, those who worked on Satellite teams, and our consultants, Betsy Aylin and Mary Parmer. And, we would like to thank every one of you who gave the team input, ideas, and support. Of course, we could not have done this without the generous support of the Lilly Endowment who gave us a grant that supported the Rector’s sabbatical as well as this planning process.
We, the Salt and Light Team, are pleased to share with you this work, created through many hours and days of conversation, reflection, and prayer. We believe the Plan reflects who we are as a Christian community and will serve as a meaningful guide to St. Matthew’s over the next several years. When we look at what we have planned and the people who are here and will come, we feel deeply hopeful about the ways we will grow to more brightly reflect the love of Christ to all people.
On behalf of the team:
The Rev. Merrill Wade Scott MurphyRector, St. Matthew’s Episcopal Church, Austin Chairman, Salt and Light Strategic Planning Team
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Section I: OVERVIEW
A. Plan SummaryWHY A STRATEGIC PLANSt. Matthew’s is a vital and gifted parish that wanted to discern how it could best fulfill God’s purpose for the parish in the future. With funding from a Lilly Endowment Grant, which included a sabbatical by the rector, the parish engaged in a strategic planning process to look forward five to seven years and create a compelling picture of what the church would do and be as it moved into the next chapter of its life.
WHAT WAS DONEWe gathered together a group of lay and clergy leaders of varied interests, length of membership, and age with significant input from the parish to pray and work together to envision the future.
The strategic plan was created in a three-phase process. ȇ PHASE I: CURRENT STATE ASSESSMENT. This phase was aimed at describing the state of the parish in the spring of 2011. It began with data gathering—more than 24,000 data points—to understand St. Matthew’s today and to articulate our strengths and uncover any areas of unmet needs.
ȇ We held four focus groups in May, attended by 48 members of varying ages and length of membership, facilitated by our consultants Betsy Aylin and Mary Parmer.
• The Salt and Light Team interviewed 59 people in person or on the phone. • We conducted a parish wide on-line survey in June and early July and had responses from 262 people—
nearly two-thirds of the average Sunday attendance.• And, we reviewed existing information and reports, including parish financial and demographic data,
city-wide census information, and historical descriptions and reports. From these we drew some conclusions that are described in the themes later in this report.
ȇ PHASE II: ENVISION THE FUTURE. In Phase II, we built on the information gathered in Phase I and developed a Strategic Framework and Goals that will guide the parish in the future.
• We developed purpose, mission, and vision statements, and selected and defined a set of core values that we believe undergird our actions and decisions.
• We also defined eight Key Results Areas and selected goals that we believe are critical to fulfilling our purpose, mission, and vision.
ȇ PHASE III: STRATEGIC IMPLEMENTATION. This phase resulted in an Implementation Plan that will make the purpose, mission, and vision a reality as goals are fulfilled.
• Eight Satellite Teams made up of 16 leaders and 103 parish volunteers, reviewed the current and future state descriptions for their assigned Key Result Area.
• They developed strategies and action plans to achieve the goals that were set, and described the necessary resources to carry out the action plans.
• The Salt and Light Planning Team then developed an Oversight Plan to guide and support implementation of the Strategic Plan over the next several years.
• Leaders were recruited to set the direction and gather parishioners together to carry out the plans for each Key Result Area.
2011 Salt and Light Team
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WHAT YOU TOLD US In the many conversations that were held and written responses we reviewed, we heard many important things about St. Matthew’s and your experience of the church and its people. In the full report following, you will find a detailed discussion of the 29 themes coming out of our information gathering. Here are some of the most common themes:
ȇ The church was built to serve Northwest Austin and has grown over the years. The focus has been and continues to be to help many people to know and love Christ in a personal way. The church has a tradition of strong education, retreats, lay leadership, and informal worship.
ȇ People come to St. Matthew’s through friends and through the relationship with clergy, and because of its convenient location. They find St. Matthew’s to be a welcoming, warm, and unpretentious community. However, some find it challenging to get beyond the initial warmth to a deeper engagement and some newcomers wanted a different orientation process.
ȇ St. Matthew’s is truly an intergenerational church and people like that aspect of parish life. Everyone is welcome—from infants to seniors. There is, however, a desire for the church to be more diverse in ethnicity and age, attracting more young adults and families.
ȇ Support for families is evident and an attraction to newcomers who have found a place at St. Matthew’s. At St. Matthew’s, families can worship together with their children, and there are opportunities for education and service for all ages.
ȇ People at St. Matthew’s see themselves as sharing a journey in faith that has deep and personal meaning for their lives. They find friends at the church interested in growing spiritually and sharing life’s challenges with each other.
ȇ Outreach is essential to the parish’s identity and a foundation of how it should live out its faith. People at St. Matthew’s see this as a Gospel imperative, and they seek to serve in a broad variety of ways. There is interest in even more outreach and hands-on opportunities for youth and families.
ȇ Spiritual growth, Biblical study, and theological education are foundational offerings and are valued for their richness, open presentation, and variety. People would like even more offerings, including more frequent speakers, retreats, and special events for the parish and the community.
ȇ Liturgy and music are important expressions of faith for people at St. Matthew’s who value the Episcopal tradition and the quality of the music program. However, there are varied musical preferences and people wonder if additional services or styles of worship would attract new members.
ȇ People at St. Matthew’s are highly engaged in the life of the parish and its service to others. Clergy and lay leaders at St. Matthew’s have been influential in people’s lives and draw new people to the parish.
ȇ Communication about the many activities and events at the church is critical to people knowing what is offered and engaging with others. While many improvements have been made, including updating the website, communication continues to be a challenge. The use of new technologies as well as new or renewed communication practices can help parishioners and the community be aware of all that St. Matthew’s is and offers.
ȇ Christian formation of youth and children is viewed as highly important and not at the level or consistency many would like. Improvements in children and youth programs are desired and viewed as a way to attract and build stronger bonds with families, grow youth leaders, and provide spiritual formation for the next generation of the church.
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VISION AND CORE VALUES FOR THE FUTUREAs the Salt and Light Strategic Planning Team began to envision the future, we sought to build on the many strengths of the parish and its best traditions while addressing unmet needs and new opportunities for the future. In a series of meetings, we discussed the key issues and interests we heard from the parish in interviews, focus groups, and survey responses and combined those with our own ideas. Through these in-depth discussions, we drafted and redrafted what we call the Strategic Framework, which includes statements of purpose, mission, core values, and vision for the parish.
We discovered eight themes within our vision for the future that we believe are critical to becoming who we want to be. We call these Key Result Areas and they provided the framework for action planning.
The Key Result Areas are these:1. Invitation, Welcome, and Connection,2. Worship and Music, 3. Spiritual Growth and Christian Education,4. Parish Life,5. Outreach,6. Pastoral Care, 7. Stewardship, 8. Campus and Technology.
As we thought about the purpose and mission of the church and our vision for the future, we discerned a set of values that we believe characterize St. Matthew’s. These values underlie and are core to who we are as a Church and we believe they will guide our actions and decisions now and in the future.
Following is the Strategic Framework that is the high level description of who we are, what we are about, and what we seek to become over the next several years.
B. Strategic FrameworkOUR PURPOSESt. Matthew’s Episcopal Church is a place where people share a journey of faith, manifesting Christ’s vision for transforming the world.
OUR MISSIONSt. Matthew’s is a loving, sacramental community, welcoming all to share life’s joys and challenges as a family; to learn and grow in Christ; and to passionately serve each other, Austin, and the world. We invite you to join us.
CORE VALUES ȇ CELEBRATORY: Join with us as we joyfully celebrate our life together, sharing spiritual fellowship, fun, learning, and love.
ȇ SACRAMENTAL COMMUNITY: We are sustained by the presence of Christ in Word and Sacrament, from which our communal and personal prayer flows. Our sacramental rites are at the heart of our identity. All are invited and welcome.
ȇ AUTHENTICITY: We value living our lives without pretense. With us, you will find a place where you can be yourself, accepted as you are.
ȇ LEARNING: The journey of faith is one of life-long learning, as we continuously seek to go deeper, learn more, and grow in wisdom. We don’t have all the answers, but we love the questions.
“When I think of St. Matthew’s the words that come to mind are: friendly, accepting, loving, caring, grace, eclectic, warm, diversified in leadership, active church community, supportive people. ” -Focus Group Participant
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ȇ RESPONSIBILITY AND RESPONSIVENESS: We are a vital and engaged people eager to live our faith by sharing our time, gifts, and leadership skills. We take responsibility for the care of each other and this place. We are ready to serve, and everyone contributes.
ȇ RESPECT: At St. Matthew’s we respect one another; we respect the spiritual tradition we have received; and we respect the diversity of views that mark our community. Here, we see the image of God in each person and know that together we are the Body of Christ.
ȇ LOVE: We believe the heart of the Gospel is a call to love one another as God loves us. Prayerfully, and with God’s grace, we seek to serve all people as Christ would.
VISION FOR THE FUTURE
INVITATION, WELCOME, & CONNECTIONSt. Matthew’s is a welcoming and growing community of diverse people and ages where it is easy to enter and to engage. The people of St. Matthew’s regularly invite others to share in the life of this lively, accepting community. Here, there is a place for everyone.
WORSHIP & MUSICOur worship touches people and impacts lives. Worship and musical offerings are a core expression of our faith—Episcopal in heritage, sacramental in nature, rich in variety, and open to all.
SPIRITUAL GROWTH AND CHRISTIAN EDUCATIONWe are a spiritual people on a journey, seeking to grow deeper in understanding, wisdom, and faith. At St. Matthew’s, we find guidance and companionship along the way. Our programs are varied, drawing on the talent, knowledge, and experiences of many. Our aim is to reflect Christ more and more.
PARISH LIFEPeople at St. Matthew’s enjoy each other as we engage in a wide range of activities and events. We eat and pray together, learn, talk and listen together, work together, share our life’s stories, and celebrate together. Children and youth are as active and valued as seniors in this intergenerational family. We are a vital community attuned to God’s presence and grounded in the love of Christ.
OUTREACHAt St. Matthew’s we see compassionate service as central to who we are called to be as Christians. We look outside our parish and respond to the need for healing, reconciliation, and life-sustaining support for many in our community and the world. We share generously and broadly.
PASTORAL CAREThe people of St. Matthew’s care for each other through the ups and downs of life. We celebrate each others’ joys and accompany each other through difficult times. Our care is both tangible and spiritual. We are a community of hope.
STEWARDSHIPFor us, stewardship is about generously sharing the many gifts, talents, and resources we have been given both individually and as a church. We take a long-term view as we seek both to take care of the demands of today and build the framework for tomorrow.
CAMPUS AND TECHNOLOGYOur campus is a great resource for our parish and the larger community, where people engage in worship, prayer, conversation, social gatherings, teaching, learning, and celebration. We have created a space that is beautiful, inviting, peaceful, and people-oriented.
Daily prayer services are offered in the peaceful Bell Tower
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KEY RESULT AREAS AND GOALS 1. INVITATION, WELCOME, AND CONNECTION
A. Build a more demographically and age-diverse congregation.B. Retain a higher percent of those who visit St. Matthew’s by strengthening the newcomer program to ensure
ease of entry and integration into the life of St. Matthew’s. C. Increase the frequency of parishioners inviting friends to church.D. Create multiple opportunities for non-parish groups associated with St. Matthew’s to participate in the life
and worship of St. Matthew’s church.E. Become a “virtual parish,” leveraging technology to support the engagement of non-mobile and
traveling members.
2. WORSHIP AND MUSICA. Double the current attendance at Sunday worship services to approximately 800 people per week. B. Expand the types and frequency of worship services offered.C. Expand the music program to support all major worship services.
3. SPIRITUAL GROWTH AND CHRISTIAN EDUCATIONA. Engage every parishioner in one or more learning or spiritual formation classes, retreats, or educational
events per year.B. Increase opportunities for the study of the Bible, the Episcopal Church and its sacramental tradition,
theological study and discussion, and the breadth of spiritual practices.C. Re-vision our educational ministry offerings for children and youth, to attract, engage and support their
moral and faith development.D. Consistently solicit feedback, including through an annual needs assessment, to plan and improve spiritual
formation and education programs and offerings.
“ Trust in the Lord with all your heart, and lean not on your own understanding; in all your ways acknowledge Him, and He shall direct your paths.” (Proverbs 3:5-6)
4. PARISH LIFEA. Create a community center or gathering place that provides a place for people to gather for learning,
conversation, cultural events, and social gatherings.B. Increase the number of small group offerings for those within and outside the church.C. Offer special events each year, including educational events, parish-wide social gatherings, and special
music events.D. Establish a parish life committee to coordinate the ongoing activities of the parish.E. Create a comprehensive communication plan that supports the Implementation Plan and Goals.
5. OUTREACH A. Demonstrate in words and actions a bold commitment to serving the needs of the local and global
community.
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B. Heighten awareness of Outreach, including communication about its purpose, activities, goals, and how to get involved.
C. Increase the amount of money dedicated to Outreach to 10% of the annual budget (after National and Diocesan giving).
D. Increase opportunities for hands-on outreach and service, including opportunities for family and youth involvement.
6. PASTORAL CAREA. Create a comprehensive parish pastoral care program in which clergy, laity, and staff together serve the
pastoral needs of the congregation.B. Offer a training program to support the parish pastoral care program.C. Provide education and support for life transitions of parish members of all ages.
7. STEWARDSHIPA. Create and enact 5-7 year financial plan that sets annual growth goals for operation, capital, and endowment
funds, eliminates the debt created in the remodeling of Huffman Hall, and supports plans for future growth.B. Find ways to generate new and increased donations to the Endowment Fund, enabling more Fund
distributions.C. A higher percentage of parishioners will make an annual pledge and the average pledge amount will
increase out of a sense of thanksgiving.
8. CAMPUS AND TECHNOLOGYA. Review and update the campus architectural master plan to address current and future campus needs,
establishing annual goals, priorities, and plans. B. Establish priorities, cost/budget, and work plan for ongoing maintenance and improvements to the campus,
and carry out the work plan.C. Create and enact a technology master plan establishing goals, resource requirements, and a work plan.D. Review, update, and enact the Memorial Garden master plan creating an outdoor space that invites people
to come, sit, and enjoy the beauty of creation.
C. What We Will DoThe detailed action plans along with the full list of Satellite team members is available in Section IV of this document. Although many exciting plans were created, some we are most looking forward to implementing are these:
ȇ INVITATION, WELCOME, AND CONNECTION• Formalize an Invitation, Weclome and Connection Council - to ensure effective support and
integration of newcomers• Train members of the parish on inviting and welcoming newcomers• Being intentional about inviting friends to church
ȇ WORSHIP AND MUSIC• Start a Wednesday evening worship service with a meal• Offer a Sunday evening service focused on those not attracted to our Sunday morning services
ȇ SPIRITUAL GROWTH AND CHRISTIAN EDUCATION• Begin a parish-wide education program in 2012• Create a variety of educational and spiritual growth offerings for the whole parish
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• Revitalized youth offerings, including a youth and young adult leadership development program• Formalize a Spiritual Growth and Christian Education Council to work with clergy to oversee this work
ȇ PARISH LIFE • Open a gathering place—a space where people from the neighborhood and parish can gather for
conversation, reading, work, or other social events• Establish a Parish Life Committee to further develop parish activities and special events
ȇ OUTREACH• Hold a Parish-wide mission trip in 2013 • Partner with other faith communities on Outreach projects
ȇ PASTORAL CARE• Establish a Pastoral Care Council to work with clergy to respond to the pastoral needs of the parish• Create a “connection network” to link people in the parish to better address pastoral needs• Create a training program to prepare lay persons as care givers
ȇ STEWARDSHIP• Create a comprehensive 5 to 7 year financial plan that includes operations, capital, and endowment
fund plans and budgets• Offer year-round education program to broaden and deepen our understanding of stewardship
ȇ CAMPUS AND TECHNOLOGY• Leverage technology we have and will obtain to make church worship and activities accessible to more
people at more times and in more places• Refresh and implement the St. Matthew’s Campus Master Plan to support current and future activities
In the next section of this document, we describe the information gathering process we went through in the early stages of the strategic planning process. You will also find a more detailed description of the information we collected and analyzed. Additionally, the Appendix contains various charts and information used in the planning process.
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Section II. TAKING STOCK
A. Summary DescriptionThe first step in the process of developing the Salt and Light Strategic Plan was to understand the identifying characteristics of St. Matthew’s and its current state. To get a clear picture of what was valued, the strengths of the parish, and what needs were unmet, the team drew from four forms of information gathering: 1. a series of four focus groups, 2. 59 one-on-one interviews, 3. a parish-wide survey,4. a review of existing documents and data.
From this very broad base of information, containing more than 24,000 data points, we distilled a picture of the parish that we believe is accurate, and on which we built the Strategic Framework and Implementation Plan. Following is a summary of what we did and learned from our four sources.
1. FOCUS GROUPSFour focus groups were held in May 2011 facilitated by our consultants, Betsy Aylin and Mary Parmer, using a common set of questions for each group. Verbatim notes were taken during the discussion and shared with the Salt and Light Team, who pulled out important points. The make up of each group was designed to be homogenous and to draw from different parish demographic groups. The table below shows the make up of each group, the date the focus group was held, the number participating, the average length of membership in the group, and a comment on the make-up of the group.
Group Make-up Date # Present Length of Membership Comment
Group 1: New members under 40 5/15 12 3.9 years Homogenous group
Group 2: Singles 5/17 12 15.3 years Mixed ages, interests
Group 3: Seniors & baby boomers 5/19 13 30.9 years Somewhat mixed, mostly senior
Group 4: Parents with school-aged children 5/22 11 3.8 years Homogenous group
The discussion in these groups was lively and free-flowing with many different perspectives articulated. The value of the focus groups was to give the team a depth of understanding about various perspectives on a given question. For example, while music was important to many, views varied as to the type of music desired, its place in the service, or in one case whether it detracted from the quiet of the early Sunday service.
We gained insight into the importance of creating an appealing youth program as well as the need to improve upper elementary classes. We heard a great deal about how warm and welcoming the parish is in general, although newcomer integration issues were also identified. The summary of themes on the following chart captures the key points garnered from these groups. The following chart shows the themes that came up, how many people mentioned that theme, and in which group they came up. Also summarized is the groups’ response to St. Matthew’s purpose, what they would like to see changed, and what they see as challenges.
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The table below shows the key points of discussion in the four focus groups:
Newcomers Singles, Mixed Ages
• Love the music
• Want tradition—not “new age” church
• Day school important, an entry point
• Need to improve website (mentioned prior to new website implementation)
• Use more technology, social media
• Create “pockets of intimacy”
• More social time on Sunday
• Make church more visible
• More focus on seniors
• Draw more young people, couples
PURPOSE — spiritual growth, education, worship
CHANGE — children’s ministry, add staff
CHALLENGE — attract new people, keep seniors engaged, be all things to all people
• Some found it hard to enter
• Want more information available
• Need to improve integration of new people
• Some want to join with mixed groups to socialize
• Some want singles groups
• Want more variety, times of worship
• Seniors in group have hearing, mobility issues and want support
PURPOSE — visible presence, engagement with community
CHANGE — music, worship, no consensus
CHALLENGE — integration of new people, defining this group
Seniors Parents
• Friends important, social, fun group
• Hearing, seeing, mobility an issue
• Want small groups in homes
• Want support for later stages of life
• Want quiet before service
• Concerned about support for youth
• Recommend more use of technology
PURPOSE — home, family for all, outreach
CHANGE — music for participation, as in the past
CHALLENGE — keeping seniors engaged
• Clergy a plus, welcoming, supportive, easy to know
• Church open, friendly
• Day school important, entry point
• Outreach highly important
• Need programs that fit with busy schedule and are practical
• Use more social media, technology
• Sanctuary doesn’t match warmth of parish
PURPOSE — visible presence, engagement with community
CHANGE — sanctuary, improve upper elementary program, newcomer entry
CHALLENGE — making time
“ I think the church strives to bring each person, regardless of age, to a
closer relationship with God – we offer many different opportunities to
make that connection.” -Focus Group Participant
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2. INTERVIEWSAs a way to increase input beyond the focus groups and to get additional in-depth perspectives, the Salt and Light Team conducted one-on-one interviews with 59 parishioners in person or by phone. The team was first trained by the consultant on how to conduct interviews using a pre-set interview guide and then how to report information in a common format for accurate summary and comparison between interviews. The table below shows the most common responses to the ten interview questions. The number in the right column is a count of the individuals who mentioned this theme. While the numbers seem small compared to the size of the interview pool, even a handful of common themes in response to open-ended questions is meaningful.
Interview Themes by Quest ion # of Responses
1a. How long at St. Matts (average years) 19 Yrs Ave
1b Reason came there
• Friends - Invited, recommended 11
• Welcoming, Open, Friendly 9
• Liturgy, Episcopal worship, semi-formal 7
2. Time you were touched or engaged
• Clergy interaction, got us involved 9
• Pastoral support by clergy (illness, death, etc, ) 9
• Education: (Class, Bible study, Discovery class, Art of engaging Holy Scripture) 7
• Liturgy (including Palm Sunday, Christmas, Easter) 7
• Positive atmosphere 6
3a. Purpose of St. Matthew’s
• Outreach to community, put people into mission 15
• Know Christ, Grow in Christ, and share Christ’s love, make Christ known 14
• Spread God’s love in the world, joy, peace, healing 10
• Build community, connection, make people feel at home 7
• Bring Christ to bear on life of people 6
3b. Rate How Well We Fulfill that Purpose
• Feel good about fulfilling purpose 9
• Could improve, fulfilling poorly 9
• Better than most, great outreach, great job 8
• Many offerings, programs for congregations 6
4. Describe St. Matthew’s
• Open, welcoming, warm, friendly 27
• Loving, caring, concerned 15
• Strong sense of community, harmony, family-feeling 13
• Non-judgmental, accepting, free-thinking, diverse ideas, inclusive 12
• Diversity of ages, couples, singles, sexual orientation 11
• Worship/liturgy & Eucharist, comfortable, traditional, mixed 9
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Interview Themes by Quest ion # of Responses
5. What is valued?
• Clergy support, leadership, approachability, diversity, strength, role model, active retired clergy.
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• Welcoming, warm, friendly, accepting, loving community, Betty’s welcome, kindness 14
• Good, diverse programs and ministries 11
• Outreach, homeless, variety of offerings 8
• Worship, Eucharist 7
• Music (spirituality of music) 7
• Support for whole family 7
• Children’s programs, ministries 7
• Actively engaged congregation 6
6. What Supports Your Spiritual Development?
• Sermons 13
• Bible study, classes, Art of Engaging Holy Scripture, Beth Moore 12
• Liturgy, including 7am Wed service, Eucharist, 8am service 11
• Loving support of lay and clergy, listening, Susan “the heart” 7
• Plenty of opportunities to get involved, serve 7
• Support during life transitions, when needed 6
• Clergy approachable, responsive to questions, issues 6
• Feeling of belonging, part of community, being welcomed 6
7. Outreach
• Like that we do it, services we provide 22
• Doing a great job, great services, leader in the community 14
• Important part of who we are, faith work is critical 13
• Not involved, young children, elderly 12
• Lots of opportunities 6
8. Frustrations and Disappointments
• None could be identified 13
• Needed healing from parish divisions in 1990s 7
• Many opportunities to learn and grow from Scripture, and want a variety of adult education offerings
7
• More or different outreach, mission trips, more focus in outreach efforts 7
• Youth group — need to attract and retain youth, needs male & female leadership, miss prior youth minister, too many leadership changes
6
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3. SURVEYSA web-based survey was designed and conducted with the assistance of our consultant. The survey included 84 items rated on a scale of 5 (strongly agree) to 1 (strongly disagree) and five open-ended items inviting comments from parishioners. The survey was available from early June into early July in both the on-line and paper versions. A total of 262 surveys were received, including over 30 returned by mail. The response rate was approximately two-thirds of average Sunday attendance. This high response rate gives us confidence that what we saw in the survey provided an accurate picture of the congregation as a whole.
Demographic information was also requested and we received responses from all age groupings, as well as from all segments representing length of membership. When information was analyzed, the team looked at results from both the whole set of respondents and by demographic segments, noting differences between groups. We received between 150 and 200 responses to each open-ended question. These results were themed by frequency as well as reviewed for useful suggestions. The overall average of all items on the survey was 3.99 of a possible 5, which the team was pleased with. The largest number of responses came from the more senior, longer-term members, and the fewest was from the youngest, newer members.
The highest and lowest rated items were these:
ȇ HIGHEST RATED ITEMS• #5. I’m happy to be a member (4.53)• #1. This church is hospitable, welcoming (4.46)• #17. I expect to be here 3 years from now (4.46)• #77. Our facilities are kept clean (4.38)• #64. I trust the leaders of St. Matt’s (4.35)• #71. St. Matt’s sees itself as a spiritual home (4.33)• #6. Our congregation welcomes all people (4.32)
ȇ LOWEST RATED ITEMS• #38. Our youth program is appealing to my teenager (3.07)• #3. I have often invited others to visit our church (3.28)• #40. I believe we offer appropriate content for kids (3.54)• #39. Our adult Christian Ed program is appealing (3.54)• #10. People seek out visitors to welcome them (3.54)• #47. I have attended retreats, education offerings (3.6)
The survey asked about eight areas of church life and activity. Each area had between 5 and eight rated items. The average rating of all responses to all questions in a given area are shown below, listed from highest to lowest rated items.
SURVEY TOPIC AVERAGE RATING
Welcome and Community 4.13Facilities and Resources 4.10Worship, Prayer, and Spirituality 4.08Vision and Mission 4.03Engagement 4.03Outreach 3.95Leadership 3.91Programs and Ministries 3.74
A table showing the average ratings for all survey questions, including by demographic groups is available in the appendix.
“ I was drawn to
St. Matthew’s by
the beauty and
spirituality of the
worship service.” -Survey Response
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4. DATA REVIEWThe Salt and Light Team reviewed a number of documents and sources of data to further clarify the status of the parish as well as its history. We also heard a presentation by the City of Austin demographer to better understand the demographic make-up of Austin, including North Austin. We also looked at how the parish compares with other Episcopal churches in Austin, based on a Diocesan statistical report and looked at the make up of the parish based on current church records. A full list of the documents reviewed is found in the appendix.
Some data points of particular note in the information we reviewed were these:• The congregation is 56.4% female and 43.6% male• St. Matthew’s has about 1100 members on the roster• The parish has 500 family units on its roster• Average Sunday Attendance in 2010 was a little over 400• Members live in 41 zip codes• We, like many Episcopal churches, have had a slight decline in average Sunday attendance (ASA) over the
last five years • We have had a slight increase in the number of people making pledges in last 4 years• Average amount of those pledges has been steady or slightly up over the last five years• Revenue and expenses have been flat for the past five years (about $1M)• We operated in the black in 2010• We have a debt to be retired of about $120,000. • Compared to the City of Austin, we are over represented in senior members• Compared to the City of Austin, we are under represented in teen-agers and young adults.• We do not draw heavily from the growing Latino population which is currently at 35%• We do not draw from the small but growing Asian population found in North Austin
All total, the group reviewed 24,000 data points in this first phase of strategic planning. This gives us a very solid base for understanding the parish, the people in it, our considerable strengths, what is valued about St. Matthew’s, and where we have opportunities to grow and improve. Following are the key themes that surfaced out of the large amount of data we reviewed.
B. Key ThemesThe breadth of the information gathering gave the Salt and Light Planning Team confidence that they had heard what was on people’s minds and had a clear picture of parishioners varied interests, concerns, and ideas. Following is a summary of the most common themes. While other comments and ideas were heard and considered in the plan, the themes described following emerged in varied settings and broadly across many people and information sources.
STRENGTHS:1. WARM, WELCOMING, HOSPITABLE TO NEWCOMERS. St. Matthew’s is a community that is easy to
enter, where all are welcomed, and where barriers to participation are low. People are friendly, welcoming, and hospitable including to those who are new. It is this characteristic of the church that was commented on most frequently
2. COMMUNITY, FAMILY FEELING, SENSE OF BELONGING. At St. Matthew’s, people feel connected with each other and there is a strong sense of community, even a family feeling. Many told of their sense of belonging at St. Matthew’s—a place where they feel at home. There are many strong friendships. People support each other through various life changes, joyful times, as well as difficult ones.
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3. WORSHIP AND MUSIC. People value the Episcopal way of worshipping as it is lived out at St. Matthew’s. Although some miss the folk mass style of liturgy and music of the past, many were drawn to the church because of the music and liturgy. The new children’s liturgy meets the needs of young families with children, although the energy of that group is also missed in the larger service.
4. CLERGY AND LAY LEADERSHIP. Leaders were described as approachable, open, and trusted. Many people had been drawn to St. Matthew’s because of clergy and lay leaders, and described ways they had been supported, taught, and befriended by these leaders.
5. OUTREACH AND GENEROSITY. The church’s commitment to outreach is one of the most important aspects of St. Matthew’s to many people. People like to see the church helping others and making a contribution to the community, and many saw the church as generous. For some churches, outreach is “nice to do.” For people at St. Matthew’s, it is a core element of their understanding of what it means to be the Church. Outreach is varied, plentiful, and highly regarded at St. Matthew’s.
6. SPIRITUAL HOME. One of the primary reasons people are at St. Matthew’s is because they seek to strengthen the spiritual foundation of their lives and to grow in Christ. The people of St. Matthew’s see themselves as spiritual people, seeking to grow in their faith, and to share that faith with others. Although there are varying preferences for how to express that faith, what may be described as the “faith-journey” is important to many. For some, the current mission statement expresses it well—“to know Christ, to grow in Christ, to share Christ’s love” with others.
7. INTER-GENERATIONAL ENGAGEMENT. People at St. Matthew’s find the inter-generational make-up of the church to be a strength. Seniors are concerned about youth, and many are interested in what is happening with families and children. St. Matthew’s is home to newborns through “ninety-somethings”. For many, St. Matthew’s provides an experienced of inter-generational family that they can get nowhere else.
8. EPISCOPAL FAITH. People are drawn to St. Matthew’s in part because the unique expression of faith that is Episcopalian and because of the openness to differing ideas found at St. Matthew’s. For some, this church has been a landing place for a couple’s differing backgrounds, or for an individual’s migration to a denomination they see as open and non-dogmatic. St. Matthew’s provides the “via media” (middle way) that many value.
TRENDS:1. AGING POPULATION. At St. Matthew’s, as in the region, the number of seniors is growing as the baby
boomers move into their sixth decade. Also, seniors are moving into Austin - increasing the size of that age demographic. St. Matthew’s has a higher percent of seniors than does the City of Austin, creating opportunities and challenges.
2. GROWING POPULATION IN AUSTIN AND NORTH AUSTIN. Austin is growing, including in a northwest direction. There are marked increases in the Hispanic and Asian population in the city, with Asian growth focused in Northwest and Northeast Austin. While the area immediately around the church may be limited in growth potential, having been already built out, there are near-by areas still adding population The opportunity and challenge for St. Matthew’s is to grow with the city and the area.
3. INCREASING COST OF MAINTAINING INFRASTRUCTURE. St. Matthew’s was built in 1979, stands on 6.5 acres of land, and has school, sanctuary, office, parish hall, parking lot, and grounds to maintain. In addition, there is equipment and various infrastructural systems that require constant attention. As the building ages, repairs will be more frequent and the cost of materials, labor, and equipment will no doubt increase.
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4. INDIVIDUALISM DOMINANT IN OUR CULTURE. It is easy to become disconnected from others, given the fast-paced, work-intensive, individualistic nature of our culture. Many institutional, familial, and local connections that were a natural extension of the nuclear family in the past are less prevalent now, leading people to have to search out a sense of community. This factor draws some people to churches.
5. GROWTH IN THE NUMBER OF YOUNG CHILDREN AT ST. MATTHEW’S. The number of young children at St. Matthew’s is growing, and will hopefully continue to grow. The numbers of young families coming in from the Day School is larger than many suppose. As these babies, toddlers, and preschoolers grow up, they can potentially grow the membership and engagement in the youth program in years to come, if they continue their engagement with the church.
6. ATTRACTION TO LARGE, NON-DENOMINATIONAL CHURCHES. Across the nation, in Austin, and in north Austin, some are drawn to large, non-denominational churches because of the broad array of programs and varied worship experiences they offer. While there has been no trend of exits from St. Matthew’s to these churches, some members have chosen part or full time engagement with churches like Gateway.
OPPORTUNITIES:1. RAISE OUR PROFILE. Many see the location of St. Matthew’s as ideal, and recognize the resources and
talent the church has to offer. There is considerable interest in growing the church by increasing engagement in the community in a way that builds awareness of St. Matthew’s and all it has to offer. Music offerings were cited as one way St. Matthew’s has done this in the past and are a means for building awareness in the future.
2. INVITE FRIENDS AND FAMILY. There was an irony in the information we received. Many people came to St. Matthew’s through the invitation or recommendation of friends. And yet, one of the lowest survey scores was on inviting others to church. Building comfort in this area is an opportunity that can strengthen the parish and provide an easy and effective way to increase the numbers and vitality of the church.
3. LEVERAGE OUR CAMPUS RESOURCES. St. Matthew’s has a lovely campus with very good facilities. The new youth building is a good resource, as is the recently remodeled Huffman Hall. Currently, many groups from St. Matthew’s and the community use the church, including for musical performances, and parishioners are happy to share their church home. But there were many large and small ideas about how the campus could be further utilized to bring in and provide services for the community and for the parish.
4. LEVERAGE THE WEALTH OF LOCAL TALENT AS SPEAKERS, RETREAT LEADERS, ETC. There is a desire for even more educational and special event and retreat offerings at St. Matthew’s. Austin is blessed with several universities (University of Texas-Austin, St. Edward’s University, and Concordia College) and two seminaries and a vast array of knowledgeable and engaging people that can provide information, inspiration, and an array of offerings of all types. The church can tap those rich resources for a variety of programs of all types.
5. RESPOND TO A HUNGER FOR PURPOSE AND CONNECTION. When asked about the purpose of the church, people struggled to find words to express what they see as the underlying reason for the church to exist. In that conversation and in conversation with others, what comes through is people’s need to be involved with something beyond their every day existence, and to connect with others in something that is deeply meaningful. The church can provide a way to connect with others as they share their journey in faith.
6. LOCATION IS ACCESSIBLE TO ALL PARTS OF AUSTIN. The church’s location between several major city thoroughfares, with easy access makes it an easy drive for most people. The church draws from 41 zip codes across the city. And it also is chosen because many of its parishioners live close by. The location of the church in proximity to Anderson High School is also viewed as an opportunity to be a good neighbor to that institution.
7. USE OF TECHNOLOGY AND SOCIAL MEDIA. As technologies, including communication technologies, develop and change, they offer new opportunities. But keeping up with new technologies and adopting them in a cost effective way is not easy. That is what St. Matthew’s members would like—to connect more through social media, to use technology to enhance information flow, educational experiences, and even worship. Ranging from social media, especially important to younger members, to sound enhancement in worship, technology can enhance members experience of the church.
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CHALLENGES:1. COMMUNICATION. St. Matthew’s, like most churches, struggles with reaching everyone in the parish in
a timely manner, so all are informed about events, opportunities, programs, people, and schedules. Many noted the importance of the website as a tool for initial entry into St. Matthew’s and for keeping abreast with activities and information. The recent changes in the website improved information access, although keeping information current and easily digestible will continue to be a challenge. For some members, verbal or paper communication is more important than on-line information.
2. ORIENTATION AND INTEGRATION OF NEW MEMBERS. Although the warm welcome of the church draws people in, for some, getting beyond the surface level of interaction is difficult. There are many activities and classes and organizations to be part of at St. Matthew’s, but getting people, especially new people, connected and engaged is not always easy.
3. DRAWING YOUTH (MIDDLE AND HIGH SCHOOL STUDENTS), HOLDING THEIR INTEREST AND ENGAGEMENT. Any parent knows that getting teens to church can be a struggle. St. Matthew’s was once a recognized leader in Episcopal youth programs. Parishioners of all ages would like to see that happen again. A challenge is holding teens growing up in the church as well as attracting new teen members.
4. BUILD THE YOUTH PROGRAM. The youth program has improved as a result of many people’s efforts. And yet it is still not reaching many young people in the church, or in the community. It is believed that a long-term leadership commitment to this important age-group is needed. Some think better defined content and an overarching program plan would create a more sustainable program. Some see Anderson High School as an opportunity. Others think the focus needs to return to a more traditional and personal faith expression. Ideas abound from all ages. The barriers to attendance are high because of the demands school and social life place on youth at this time.
5. PROGRAM OFFERINGS AND SCHEDULING. St. Matthew’s offers many classes, small groups, and programs. And there is a desire for more and different offerings and programs as well. People are busy and yet they would like to engage with the church in ways that support their spiritual development and fit into their sometimes over-scheduled lives. Finding alternative times and formats for programs, classes, and small groups is a desire of many. While there were a few areas for improvement, such as children’s education for upper elementary, the dominant request was for more… more classes, more speakers, more times, more special events, more Bible study, more social gatherings, more, more, more.
6. OFFERING ON-GOING SPIRITUAL FORMATION TO ALL AGES. While people at St. Matthew’s value the community experience and come in part to be with friends, their deepest draw and the underlying purpose they see for the church is spiritual formation. As with music, people’s interests and expression in the area of spirituality vary. For some, programs like Faith Alive and Cursillo captured a personal expression of faith that is missed. For others, the opportunity to wrestle openly with questions about faith and theology is a meaningful spiritual path. How a church offers basic tenets of faith in a way that is inviting to the “un-churched” and also nurtures the spirituality of those who have journeyed in faith for many years is an on-going challenge.
“My 9 year said, ‘Sunday School is just for little kids and I can’t relate anymore. The Sunday School is wonderful up to this point - the 3rd grade.” -Focus Group Participant
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Section III. VISION FULFILLMENT
A. Current, Future State and GoalsTo get a more detailed sense of how we wanted to move forward from where we are now, the Salt and Light Team described what they felt was the current state in the eight Key Result Areas that make up our Vision for the future, and gave a more detailed description of what we see as the potential future state in that area. Following are their suggestions, edited and enhanced by a different group of parishioners who served on Satellite Teams. These you will hear more about further in this report. The following pages provide the well-thought out descriptions of current and future states for our eight Key Result Areas.
1. INVITATION, WELCOME, AND CONNECTIONCURRENT STATE:
• St. Matthew’s is viewed as warm, welcoming, friendly, down-to-earth• Some have a hard time connecting after an initial interaction.• There is opportunity for improving the integration and orientation of
new members, including educating new members about opportunities to participate in church ministries and other activities.
• Leaders at St. Matthew’s could increase the focus on educating the congregation about the importance of and opportunities for welcoming new members.
• Many would like to see more diversity (cultural, racial, age) in the congregation.
• Many would like to see the church draw more young families.• There are mixed views about whether numeric growth would be
beneficial to the church but some believe that numeric growth should be welcomed, not feared.
• St. Matthew’s like most Episcopal churches has declined in number in the last decade, creating concern for some that the church be relevant and attractive to different ages and types of people, including non-Episcopalians.
• Currently, church members come from 41 zip codes across Austin. DESIRED FUTURE:
• St. Matthew’s is a welcoming, friendly parish--easy to enter and where no one is a stranger.
• Not only is the initial engagement barrier-free, but people in the parish quickly open doors and build connections so that everyone finds a place.
• New members continue to attend worship service and become quickly integrated into the life of the parish.• There are a variety of paths to St. Matthew’s beyond the worship service, such as the Day School, music
concerts, campus activities such as the Boy Scouts and Senior Activity Center. • The congregation is diverse in age, interest, political affiliation, and cultural or national background, with
young families as prevalent as seniors. • The youth are visibly involved in worship services, outreach, and other parish activities.• The intergenerational nature of the church is a draw for all ages. • Many have come to the church through the invitation of friends and found the support for newcomers
better than any they had experienced elsewhere.
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• The variety of worship services and classes, including numerous opportunities for small group involvement, offer something for everyone.
• The on-line information, including an introduction to the Episcopal Church and information on how to join St. Matthew’s, makes it easy to find out what is going on and the communication network supports connecting with others.
GOALS FOR INVITATION, WELCOME AND CONNECTIONA. Build a more demographically and age-diverse congregation.B. Retain a higher percent of those who visit St. Matthew’s by strengthening the newcomer program to
ensure ease of entry and integration into the life of St. Matthew’s. C. Increase the frequency of parishioners inviting friends to church.D. Create multiple opportunities for non-parish groups associated with St. Matthew’s to participate in the
life and worship of St. Matthew’s church.E. Become a “virtual parish,” leveraging technology to support the engagement of non-mobile and
traveling members.
2. WORSHIP AND MUSICCURRENT STATE:
• Corporate worship is important to people at St. Matthew’s and is part of why people come there.• St. Matthew’s offers 4 Sunday Eucharistic Services as well as 2 mid-week Eucharistic Services, with special
services appropriate to the church calendar.• St. Matthew’s offers Evening Prayer daily at 6:00 p.m. in the Cauley Bell Tower Chapel.• The current style of worship and music is different than it was in the past and views about that change
are mixed.• Music is worship for many at St. Matthew’s and is integral to the worship services.• For many, music is valued and the range of offerings and musical styles appreciated.• People generally find worship to be joyful and impactful.• The diversity of messages/sermons is stimulating and inspirational.• A few have described worship, sermons, and teaching to have moved from heart-based to head-based.
“Love envelops you when you walk in St. Matthew’s. Here, a friend
sings my song to me when I’ve forgotten the words.” -Interview Response
DESIRED FUTURE• St. Matthew’s worship touches all ages and is rich in variety of styles and music, drawing on both
traditional Episcopal liturgy and contemporary expressions of that tradition.• People of all ages love to come together to hear the Word of God, to pray together, sing together, and
celebrate the sacramental presence of God.• Worship at St. Matthew’s is carried out in the spirit of the church—open, vibrant, and deeply spiritual. • Music is an expression of spirituality at St. Matthew’s offered with the support of adult and children’s
choirs and a rich variety of styles and instruments. • Worship is supported by technology which enhances the worship experience and makes services more
accessible and available through the website, email system, duplication of CDs of the Gospel reading and sermons, ALDs for the hearing impaired.
• Music is a significant tool of outreach and evangelism.
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• Sanctuary and other campus spaces are used in creative ways to enable groups of all sizes to worship in an environment that is inviting supportive, inclusive, open, and focused.
• Services are offered at a number of different times throughout the week and in different settings and May include non-English-language service
GOALS FOR WORSHIP AND MUSICA. Double the current attendance at Sunday worship services to approximately 800 people per week. B. Expand the types and frequency of worship services offered.C. Expand the music program to support all major worship services.
3. SPIRITUAL GROWTH AND CHRISTIAN EDUCATIONCURRENT STATE
• The adult education program is viewed positively, but improvement is needed in upper elementary and youth.
• There is significant concern about what the youth program offers and how it attracts youth, although the current leadership is viewed positively. A desire for greater year-to-year continuity in the program and leadership was expressed.
• On-going small groups, Bible classes, and other support for spiritual development exist including annual retreats and special workshops. These are highly valued.
• Many would like more offerings, a greater variety of offerings, and offerings at different times. • Many believe talented teachers and presenters are readily available as speakers and teachers.• Spiritual formation and support is one of the main reasons people have come the church.• The personal expression of faith that has been characteristic of St. Matthew’s in the past is an important
way to grow spiritually for some.• Many have found an openness to questions and discussion at St. Matthew’s that they value.
DESIRED FUTURE• Spiritual formation and Christian Education are foundations of St. Matthew’s, drawing people into the
parish. People are actively committed to knowing Christ and growing in Christ.• Learning and formational opportunities draw on and promote the diverse talent within the parish, in
Austin, and beyond.• Classes provide both practical and spiritual support for all ages and stages of life — from infants to seniors.• There are growth and education offerings on Sunday mornings as well as many times during the week in
a variety of formats from large classes to intimate study groups to “virtual classes” on-line. • Here people share their lives and their faith journey, learn who God created each of us to be, explore the
emerging church, and learn about the Episcopal Church and spiritual practices.• Spiritual and theological questions important to people are discussed openly in book groups and other
small groups. Questions and curiosity are welcome, as we view our faith-journey are as an adventure than as dogma.
• Classes, retreats, and workshops support spiritual development and fellowship of members and clergy, creating a sense of community.
• Classes are well-planned by an education committee resulting in a broad and strong programs offered for children and youth, knowing that they are our corporate future.
GOALS FOR SPIRITUAL GROWTH AND CHRISTIAN EDUCATIONA. Engage every parishioner in one or more learning or spiritual formation classes, retreats, or educational
events per year.B. Increase opportunities for the study of the Bible, the Episcopal Church and its sacramental tradition,
theological study and discussion, and the breadth of spiritual practices.
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C. Re-vision our educational ministry offerings for children and youth, to attract, engage and support their moral and faith development.
D. Consistently solicit feedback, including through an annual needs assessment, to plan and improve spiritual formation and education programs and offerings.
4. PARISH LIFE CURRENT STATE
• Many, many activities and opportunities for engagement are available at St. Matthew’s. In fact, it is hard to know or be involved in everything that is going on.
• At St. Matthew’s there is a strong intergenerational make-up and involvement that is highly valued.
• People expressed an interest in having more opportunities for social and parish-community gatherings both on Sunday morning and during the week.
• People value the church community and find in it an important and meaningful way to connect with people.
• Sharing stories and the faith-journey is part of the bedrock of St. Matthew’s.• Recent remodeling of Huffman Hall and the youth building provide
opportunities for new and different parish activities.
DESIRED FUTURE• St. Matthew’s is a lively and very active community with many places for
people to connect in ways that are meaningful, strengthening bonds and deepening spirituality.
• The number of small groups such as Connexions has grown so that people easily find a place that feeds and challenges them at a time that works for their schedule.
• Community life at St. Matthew’s is built in part around high points of the sacred calendar, including Advent-Christmas, Lent-Easter, Pentecost, and other special days marked by special liturgical and musical offerings and social gatherings such as St. Matthew’s Day.
• It is common to find people gathered in large or small groups to share coffee or a meal, including week-night parish dinners, worship, and educational offering.
• Parish life provides opportunities for engagement and support for all ends of the age spectrum—from youth to seniors.
• A very active youth program attracts teens from the church and community and is building ever stronger relationships with the schools in the area and offers everything from tutoring to meals to retreats.
• A new community center or gathering place provides a quiet place for anyone to read, work on a computer, or to share conversation and a cup of coffee.
• The parish’s community life is marked by hospitality and partnership to the Austin community as it offers space to a wide variety of community groups.
GOALS FOR PARISH LIFEA. Create a community center or gathering place that provides a place for people to gather for learning,
conversation, cultural events, and social gatherings.B. Increase the number of small group offerings for those within and outside the church.C. Offer special events each year, including educational events, parish-wide social gatherings, and special
music events.D. Establish a parish life committee to coordinate the ongoing activities of the parish.E. Create a comprehensive communication plan that supports the Implementation Plan and Goals.
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5. OUTREACHCURRENT STATE
• The parish supports a significant amount of activities and programs in outreach as a way to reach out to the variety of needs in the community of Austin and the world.
• Outreach is extremely important to people in the parish and is a seen as part of the core of the church rather than something that is nice to do.
• The overall average rating on the June 2011 survey for the category of outreach was 3.95 of 5—quite high. • St. Matthew’s provides support for wide variety of charities and social programs with many parishioners
working on these efforts. • Some think there should be more focus and fewer offerings in outreach, while others like it the way it is. • Some would like a greater variety of hands-on outreach opportunities, including for youth, seniors,
and families.• People of St. Matthew’s are generous with their time, talent, and money in support of outreach and
service efforts of the church.
“ I see the mission of the whole Body of Christ is to be a servant to a suffering world. Not witnessing to our own religion, but tending to people’s needs FIRST.” -Survey Response
DESIRED FUTURE• For people at St. Matthew’s the church exists, in part, to reach out to and serve the needs of others. • Some would call this mission focused - the church looking outward, focusing as much energy outside the
parish as it does inside. • People at St. Matthew’s are proud of the work they do for others and many are involved in a variety of
offerings which are responsive to the changing issues and problems that call for St. Matthew’s engagement and support.
• The parish has always been generous with time and money, and that generosity has continued to grow over the years.
• Families, seniors, and youth are actively engaged in a variety of service projects and through them are learning what it means to be Christ to the world.
• People at St. Matthew’s seek to bring healing and relieve suffering in our broken work-whether that is in the neighborhood or across the globe.
• It is easy to find out what outreach needs and opportunities are through announcements, newsletters, and a variety of web- and social-media.
GOALS FOR OUTREACHA. Demonstrate in words and actions a bold commitment to serving the needs of the local and
global community.B. Heighten awareness of Outreach, including communication about its purpose, activities, goals, and how
to get involved.C. Increase the amount of money dedicated to Outreach to 10% of the annual budget (after National and
Diocesan giving).D. Increase opportunity for hands-on outreach and service, including opportunities for family and
youth involvement.
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6. PASTORAL CARECURRENT STATE
• Informal networks of support are strong across the parish but not necessarily well-coordinated or publicized.
• Many people described the strong pastoral and spiritual support they received from each other and from the clergy through good times and difficult ones.
• Clergy and staff pastoral support is valued and is one reason people have come to St. Matthew’s.
• The parish has made a commitment to establish a Diocesan program of lay ministry training and support for pastoral care called Community of Hope.
• There is room for improvement in the support structures for ensuring all get the care and pastoral support they need; for example in connecting knowledge of need to delivering care.
DESIRED FUTURE• St. Matthew’s is a true community in which people care
deeply for each other and support each other through the whole of their lives.
• At St. Matthew’s, clergy, staff, and lay persons engage in active partnership to support people at all times, but especially in times of life transitions and difficulties.
• Caring takes the form of deep listening, sharing struggles and joys, praying for the needs and hopes of others, meeting practical needs of daily living, and just being there.
• At St. Matthew’s, people show they care by providing a variety of types of support through a well-planned program and a networking system that ensure support is there when it’s needed.
• Members of the parish are trained to be pastoral caregivers through a multi-session course that equips them to effectively serve the spiritual and pastoral needs of parishioners and their families.
GOALS FOR PASTORAL CAREA. Create a comprehensive parish pastoral care program in which clergy, laity, and staff together serve the
pastoral needs of the congregation.B. Offer a training program to support the parish pastoral care program.C. Provide education and support for life transitions for all parish members.
7. STEWARDSHIPCURRENT STATE
• Pledges have increased slightly in the last few years, in spite of the downturn in the economy.• The church’s revenue covers its operational costs. • A number of campus maintenance projects have been postponed because of budgetary constraints.• The average pledge for St. Matthew’s is below the Diocesan average for the first time in a number of years.• The Endowment Committee has been active and the Endowment fund is currently at $361,000.• The church completed a successful capital campaign in 2010.• Currently the church has a small estimated debt of $120,000.
“The care and support both from the clergy and the lay people – clergy will go out of their way when they need to...” -Focus Group Participant
23
• Parish leaders have set a goal of having stewardship education at least quarterly.• People at St. Matthew’s are generous with their time and talents, as well as with money. Many have taken
roles of leadership that have served and strengthened the church.• St. Matthew’s has been a good steward of and generous with its campus and spaces, donating space
for many special events and community meetings including cub scouts, neighborhood associations, narcotics anonymous, and fund-raising concerts.
DESIRED FUTURE• St. Matthew’s is a parish known for its generosity—both to the church and to those in need in the
larger community. • People at St. Matthew’s love to give and give out of love. They give money, time, talent, and leadership
in a way that services the parish and the community and strengthens the church, making it sustainable for the future.
• Their year round stewardship program provides enough revenue to support the church’s substantial campus facilities and its wide variety of programs.
• In addition, the endowment fund is a source of meaningful contribution to the overall work of the church allowing the church to offer valued programs, special events, and services.
• Year to year the pledged contributions to the church grow in number, as a percent of parish members, and in amount. This enables the support of current activities as well as the addition of new programs and staff, and an upgrade to the physical plant space for children and youth, knowing that they are our corporate future.
GOALS FOR STEWARDSHIPA. Create and enact a 5-7 year financial plan that sets annual growth goals for operation, capital, and
endowment funds, eliminates the debt created in the remodeling of Huffman Hall, and supports plans for future growth.
B. Find ways to generate new and increased donations to the Endowment Fund, enabling more Fund distributions.
C. A higher percentage of parishioners will make an annual pledge and the average pledge amount will increase out of a sense of thanksgiving.
8. CAMPUS AND TECHNOLOGYCURRENT STATE
• St. Matthew’s is situated on 6+ acres of land with multiple buildings around a treed central green space. • St. Matthew’s is located in a suburban setting in North Austin close to several major thoroughfares
including MoPac, Highway 183 and Loop 360, providing easy access to the church.• The church completed a capital drive in 2010 which raised funds for the refurbishing of Huffman Hall,
a large multi-use space, and for building the youth wing which also houses the St. Matthew’s Day School for pre-school aged children.
• The variety of buildings and grounds needs require a significant amount of maintenance on an on-going basis, some of which has been deferred because of budget constraints.
• The campus is appealing and a pleasant space for the variety of activities and services offered.• A number of people expressed a desire to see improvement in the Memorial Garden space to make it a
more inviting, attractive natural setting. • Some would like to see St. Matthew’s Master Plan created many years ago, be reviewed, updated, and
where still appropriate, enacted.• Many recognize the need for technology and equipment upgrades and updates to support participation
and information flow in church activities and services. • There are mixed feelings about sanctuary space with some liking the simplicity and others finding it bland.• Want increased flexibility of worship space or additional space for smaller services.
24
DESIRED FUTURE • St. Matthew’s campus is beautiful, peaceful, up-to-date, and provides resources and environment for a
variety of gatherings and offerings, including community worship services. • A facility master plan provides a map for systematic development of the campus and facilities. • At St. Matthew’s, no space sits idle as the physical resources are leveraged to serve youth, seniors, and
every age group in between and many in the community count it as a favored place for meeting. • The Memorial Garden, now complete, provides an outdoor space that invites people to come, sit, and
take in the beauty of creation in a meditative environment. • There are numerous comfortable gathering spaces for small group conversation, and a dedicated gathering
place with a library, and book store that is a favorite hang-out. • The equipment and technology support the activities on the campus in a way that makes communication,
work, and worship easier and reaches more people. • The church is adopts of proven technologies that enhance operations and bring down costs. • Although operating a multi-million dollar facility is costly, the parish has found ways to run and maintain
the facility in a cost-effective way with the help of parishioners and service providers. and clergy, creating a sense of community.
GOALS FOR CAMPUS AND TECHNOLOGYA. Review and update the campus architectural master plan to address current and future campus needs,
establishing annual goals, priorities, and plans. B. Establish priorities, cost/budget, and work plan for ongoing maintenance and improvements to the
campus, and carry out the work plan.C. Create and enact a technology master plan establishing goals, resource requirements, and a work plan.D. Review, update, and enact the Memorial Garden master plan creating an outdoor space that invites
people to come, sit, and enjoy the beauty of creation.
25
Section IV. STRATEGIES AND ACTIONS
A. Work of the Satellite Teams SATELLITE TEAM MAKE-UPThe next step in the planning process was to develop detailed work plans to achieve the goals that were set in Phase II and that would be included in the Implementation Plan described in this and the next two sections of this report. The Implementation Plan includes strategies, actions, milestone markers, and a plan for oversight of the full implementation of the Strategic Plan. In designing the Strategic Plan process, it was recognized that many in the parish would have valuable input beyond the initial information gathering step, and the Satellite Teams were conceived of as a way to capture those valuable ideas and insights through broad-based input into the plan at a detailed level.
Each Satellite team was led by a member of the Salt and Light Strategic Planning Team who served as liaison between the Satellite Team and the larger Salt and Light Team, and a lay leader not on the Salt and Light Team. The Consultant provided initial training for the leaders as well as a format for consistent reporting. Over 100 members of the parish signed up to develop the action plans in meetings with their teams. The participants in the Satellite teams are shown in the tables below.
Invitat ion, Welcome & Connection
Worship & Music Spir i tual Growth & Christ ian Education
Parish L i fe
Salt and Light Liaison: Len Winters
Salt and Light Liaison: Jean Fuller &
Christine Faulstich
Salt and Light Liaison: Linda Fryer
Salt and Light Liaison: Mark Monroe
Team Lead: Jeff Hobbs Team Lead: Kate Canby Team Lead: Susan Goodman Team Lead: Blythe Wilson
Lisa Ard Becky Cunningham Mike CunninghamRobert KellyWill LutzJane MichaelBetty MitchellSharon von WupperfledJanice WatkinsCarol WebbKay WhitneyJim Williams
Sue BurtonBonnie ColemanJudy DeWittMaly HathewayJill HennigerClark HughesTheresa KahlkeEllen LegettJill MillerLesley MoreheadCathy NewmanAmy NovakBill ParmeterMary-Lynn PolkJack RobertsonBeth Ann SikesJane SmithBillie StallsworthRichard SutchSusanne Tappe
Kay BallardAndrew BushongJohn ChilstromJoel CulpepperChristine DarbyJim FryerElise GreenKelli HughesHink JohnsonShelly KirkgardSandy KnightKenny McDadeJoanna McDonaldMarty NovakKip OrenSharon RobertsJeri SeidmanBill SmithHank SmithLynn SmithCrystal WadeJanice WatkinsKenneth Wright
Nicole BanisterMargaret CarpenterAlan CarsonBuck EdwardsAvery GoodgameTony HathewayRobert KellyClaudia MachellChuck NaeveSharon RobertsBillie Stallsworth
26
Outreach Pastoral Care Stewardship Campus & Technology
Salt and Light Liaison: April Kerwin
Salt and Light Liaison: Dyke Miller
Salt and Light Liaison: Nora Foster
Salt and Light Liaison: Jim Michael
Team Lead: Gloria Bankler Team Lead: Cynthia Wilson Team Lead: Matt Thompson Team Lead: Mary Nell Frucella
Collins AkiJerry BallardLucy BoyeaAnne ClarkRita EcclesLisa HobbsJane MichaelLesley MoreheadAmy NovakArmando RuizHank SmithScott Telfer
Bob AscottJudy BomarJane BugnandBetty DanielRita EcclesBetty MitchellNick NoyNancy ParmeterSharon RobertsPatti ShannonHank SmithJulia TaylorGladys Valles
David BarrowBill KahlkeRobert KellyMichael MurphyJohn SiggAllen SmithClive SmithJoyce StatzLeon Whitney
JP CassarLisa ColemanCaroline CookEllen LegettJoe McLeanDon NeelySharon RobertsBeth Ann SikesJimmy Sparks Jr.Sherm StranceRichard SutchBiff Tatum
SATELLITE TEAM TASKOnce the Strategic Framework and Goals were set, teams then went to work to develop action plans for each of the eight Key Result Areas, meeting between two and four times to formulate their plans. First, the teams reviewed and modified the draft descriptions of “Current State and Future Vision” for each Key Result Area, helping to validate what the Salt and Light Team heard from the parish. They then identify strategies, actions, and resources required to achieve the goals set for each area. Once the plans were complete, they were submitted to Scott Murphy, Chair of the Planning Committee, and Betsy Aylin, consultant for review and consolidation. Once the plans were consolidated, they were reviewed and modified by the Salt and Light Team. Satellite teams had to complete their work in only about one month, so they went to work quickly to develop their plans. The Salt and Light Team also set initial milestone deliverables and dates to ensure actions would move forward in tangible ways. See the Action Plans that follow to understand how the Satellite and Salt and Light Teams envision bringing the vision for St. Matthew’s to life.
B. Action Plans OVERVIEW OF ACTION PLANSThe Action Plans developed by the Satellite Team with modification by the Salt and Light Team are shown as follows. Please note that while the Vestry has approved the Strategic Framework, it did not review and approve every action item included here. As the plan is implemented these action plans will be reviewed and modified. The Strategic Plan is a living document and, as such, will undergo changes as new opportunities arise and the need for change becomes evident. These plans are based on consensus. While not everyone agreed with every action or recommendation, the Salt and Light Team and Vestry agreed they could support the overall thrust of these plans. Some actions will be easy to implement and others more difficult; and a few would require considerable investment.
The Action Plans move from the high level goals, through strategies to detailed actions. These are numbered to make obvious the alignment of actions with the goals and listed in sequential order. While the Action Plans do not include a calendar schedule, they do include at least initial proposed milestone dates by quarter, indicated
27
with a “H”. It is anticipated that parish members or staff will provide leadership for each of the Key Result Areas and will guide the implementation of the plans shown here. In some cases, Commissions already exist that align with the Key Result Areas, and in other cases, the Satellite Teams are recommending Councils to implement the Key Result Area.
PRIORITIZATION RANKINGAs part of the Implementation Planning Process a prioritization survey was conducted with Salt and Light Team members, staff, and Satellite Team members to determine the relative priority among the more than 30 goals. A full description of the results of the prioritization survey is found in the Appendix. In the Action Plans shown following, you will find the priority ranking of each goal in the left hand column. As you review the rankings, keep in mind that all the goals are expected to be met. Those with ranking in the top 10 to 15, however, may get more attention sooner than those with a lower ranking.
28
KE
Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
1. I
NV
ITAT
ION
, WEL
CO
ME,
AN
D C
ON
NEC
TIO
N
1.1
Bui
ld a
mor
e de
mog
raph
ical
ly
and
age-
dive
rse
cong
rega
tion
7
1.1.
1 P
ublic
ize
larg
e pa
rish
even
ts
to th
e pa
rish,
gro
ups a
ssoc
iate
d w
ith
the
chur
ch, a
nd la
rger
com
mun
ity
1.1.
1.1
Adv
ertis
e pa
rish
even
ts to
Com
mun
ity
Cal
enda
r and
oth
er fr
ee o
r low
cost
pub
licat
ions
, in
clud
ing
flier
s at c
offee
shop
s and
sim
ilar
busin
esse
s with
in p
arish
ione
rs’ c
omm
uniti
es
1.1.
1.2
Circ
ulat
e fli
ers a
nd o
ther
com
mun
icat
ions
of e
vent
s to
Day
Sch
ool f
amili
es, B
oy S
cout
troo
p, S
enio
r Act
ivity
C
ente
r par
ticip
ants
, and
oth
er co
mm
unity
affi
liate
s
H
1.1.
2
Rese
arch
wha
t oth
er
chur
ches
do
to b
e in
clus
ive
and
impl
emen
t bes
t pra
ctic
es
1.1.
2.1
Ass
ess a
nd a
ddre
ss a
ny fa
ctor
s tha
t are
ba
rrie
rs to
eas
y en
try
of y
outh
, fam
ilies
, and
thos
e w
ho m
ay n
ot fi
t the
cur
rent
par
ish d
emog
raph
ic
H
1.1.
2.2
Rev
iew,
revi
se, m
aint
ain,
and
ut
ilize
new
com
er re
port
H
1.1.
2.3
Add
ress
the
issue
of v
isito
rs a
nd n
ewco
mer
s who
ha
ve n
ever
bee
n ba
ptiz
ed to
ens
ure
all f
eel w
elco
me
1.1
.2.4
Sup
port
cler
gy to
ena
ct p
ract
ices
that
incr
ease
nu
mbe
r of r
ecep
tions
, con
firm
atio
ns, a
nd a
dult
bapt
isms
1.1.
3 C
reat
e ne
w p
arish
eve
nts
to p
rovi
de o
ppor
tuni
ties f
or n
ew
visit
ors (
and
othe
rs a
ssoc
iate
d w
ith S
t. M
atth
ew’s)
1.1.
3.1
Enc
oura
ge in
vita
tions
to fr
iend
s in
ever
y pa
rish-
wid
e e-
mai
l ann
ounc
emen
t reg
ardi
ng p
arish
eve
nts
1.1.
3.2
Est
ablis
h co
nver
satio
n/di
alog
ue
grou
ps w
ith d
iver
se p
opul
atio
ns
H
1.2
Ret
ain
a hi
gher
per
cent
of
thos
e w
ho v
isit
St. M
atth
ew’s
by
stre
ngth
enin
g th
e ne
wco
mer
pr
ogra
m to
ens
ure
ease
of e
ntry
and
in
tegr
atio
n in
to th
e lif
e of
St.
Mat
thew
’s
1
1.2.
1 C
reat
e In
vita
tion,
Wel
com
e &
Con
nect
ion
Com
miss
ion
to
deve
lop
stra
tegi
es fo
r disc
rete
ar
eas o
f mar
ketin
g, n
ewco
mer
so
cial
s, fo
rmal
chur
ch m
embe
rshi
p,
men
torin
g, a
nd re
tent
ion
1.2.
1.1
App
oint
men
t of I
nvita
tion,
Wel
com
e &
Con
nect
ion
Com
miss
ion
Cha
ir to
lead
Com
miss
ion
and
Vest
ry
liaiso
n to
repo
rt a
nd u
pdat
e Ve
stry
, and
form
atio
n of
Com
miss
ion
mem
bers
hip
that
repr
esen
ts b
road
de
mog
raph
ics o
f par
ish, i
nclu
des e
xist
ing
New
com
er
Com
mitt
ee a
nd e
vent
s, an
d ad
dres
ses o
ther
stra
tegy
item
s
H
29
KE
Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
(con
t.) 1
.2.1
Cre
ate
Invi
tatio
n,
Wel
com
e &
Con
nect
ion
Com
miss
ion
to d
evel
op st
rate
gies
for d
iscre
te
area
s of m
arke
ting,
new
com
er
soci
als,
form
al ch
urch
mem
bers
hip,
m
ento
ring,
and
rete
ntio
n
1.2.
1.2
Invi
tatio
n, W
elco
me
& C
onne
ctio
n C
omm
issio
n co
mpi
les l
ist o
f par
ish v
olun
teer
s rep
rese
ntin
g br
oad
dem
ogra
phic
s of p
arish
who
can
be
mat
ched
w
ith n
ew v
isito
rs a
nd m
embe
rs fo
r men
tors
hip
1.2.
1.3
Cre
ate
Dire
ctor
y of
Min
istrie
s tha
t pr
ovid
es li
st o
f and
info
rmat
ion
on S
t. M
atth
ew’s
min
istrie
s to
circ
ulat
e to
new
mem
bers
H
1.2.
1.4
Pro
vide
a p
arish
dire
ctor
y up
date
d an
nual
ly
1.2.
2 R
evise
new
com
er
appr
oach
and
pro
gram
1.2.
2.1
Incr
ease
freq
uenc
y an
d av
aila
bilit
y of
m
embe
rshi
p lis
ting
and
pict
oria
l dire
ctor
y as
tool
s fo
r wel
com
ing
and
men
torin
g ne
w m
embe
rs
H
1.2.
2.2
Rev
ise a
nd ro
ll-ou
t new
com
er o
rient
atio
n
H
1.3
Incr
ease
th
e fr
eque
ncy
of p
arish
ione
rs
invi
ting
frie
nds
to ch
urch
9
1.3.
1 P
rovi
de tr
aini
ng a
nd
enco
urag
emen
t to
the
cong
rega
tion
in re
achi
ng o
ut to
frie
nds,
co-
wor
kers
, and
nei
ghbo
rs
1.3.
1.1
Thro
ugh
serm
ons,
Sund
ay S
choo
l cla
sses
, sm
all
grou
p di
scus
sions
, etc
. del
ve in
to th
e pr
ivile
ge, t
he
resp
onsib
ility
, and
the
joy
of sh
arin
g w
ith o
ther
s wha
t we
have
exp
erie
nced
at S
t. M
atth
ew’s.
This
wou
ld b
e sim
ilar
to th
e St
ewar
dshi
p C
omm
ittee
’s “I
giv
e be
caus
e….”
1.3.
1.2
Pro
vide
a w
orks
hop
to e
quip
peo
ple
to
com
fort
ably
shar
e th
eir c
hurc
h w
ith o
ther
s - th
e di
oces
e off
ers m
any
poss
ible
spea
kers
H
1.3.
1.3
Use
“bes
t pra
ctic
es” a
nd ti
ps su
gges
ted
by th
e di
oces
e th
roug
h its
“New
com
er M
inist
ry P
roje
ct”
H
1.3.
2 C
reat
e sp
ecia
l opp
ortu
nitie
s for
m
embe
rs to
invi
te fr
iend
s to
chur
ch
1.3.
2.1
Des
ign
seve
ral e
vent
s or p
rogr
ams d
urin
g th
e ye
ar
to b
e es
peci
ally
attr
activ
e to
new
com
ers a
nd v
isito
rs
H
1.3.
2.2
Bro
adly
pub
liciz
e th
ose
even
ts w
ithin
and
be
yond
the
paris
h an
d en
cour
age
paris
hion
ers
to in
vite
frie
nds f
or th
ose
even
ts
30
KE
Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
1.4
Cre
ate
mul
tiple
op
port
uniti
es
for n
on-p
arish
gr
oups
ass
ocia
ted
with
St.
Mat
thew
’s to
par
ticip
ate
in th
e lif
e an
d w
orsh
ip o
f St.
Mat
thew
’s ch
urch
15
1.4.
1 C
reat
e an
d de
velo
p jo
int
wor
ship
serv
ices
, ser
vice
pro
ject
s, an
d ot
her e
vent
s uni
ting
St.
Mat
thew
’s pa
rishi
oner
s with
Day
Sc
hool
fam
ilies
, Boy
Sco
uts,
Seni
or
Act
ivity
Cen
ter p
artic
ipan
ts, l
ocal
sc
hool
s, an
d ot
her g
roup
s
1.4.
1.1
Coo
rdin
ate
regu
lar c
ampu
s im
prov
emen
t an
d ot
her p
roje
cts w
ith B
oy S
cout
s
1.4.
1.2
Dev
elop
wor
ship
serv
ices
for r
ecog
nitio
n of
and
pa
rtic
ipat
ion
by D
ay S
choo
l, Bo
y Sc
outs
, and
oth
er g
roup
s.
1.4.
1.3
Mak
e in
form
atio
n ab
out S
t. M
atth
ew’s
mor
e vi
sibly
avai
labl
e at
mus
ic e
vent
s hel
d at
St.
Mat
thew
’s
H
1.4.
1.4
Incr
ease
supp
ort f
or a
nd v
isibi
lity
with
are
a sc
hool
s
1.4.
1.5
Invi
te p
arish
to d
ay o
f ser
vice
for D
ay S
choo
l or
with
oth
er g
roup
s ass
ocia
ted
with
the
paris
h
1.4.
2 M
ake
chur
ch in
form
atio
n re
adily
avai
labl
e to
thos
e as
soci
ated
with
the
chur
ch
1.4.
2.1
Mak
e ne
wsle
tters
avai
labl
e to
Day
Sch
ool
and
othe
r gro
ups a
ssoc
iate
d w
ith S
t. M
atth
ew’s
H
1.4.
2.2
Put
info
rmat
ion
abou
t the
chur
ch in
clud
ing
links
in D
ay S
choo
l and
oth
er o
rient
atio
n pa
cket
s
H
1.5
Bec
ome
a “v
irtua
l par
ish,”
leve
ragi
ng
tech
nolo
gy to
re
ach
out t
o no
n-m
obile
and
tr
avel
ing
mem
bers
20
1.5.
1 C
reat
e a
true
virt
ual
paris
h ut
ilizi
ng te
chno
logy
1.5.
1.1
Prov
ide
web
cast
s of w
orsh
ip se
rvic
es a
nd
arch
ive
past
web
cast
s, co
nsul
ting
with
Dio
cese
an
d ot
her c
hurc
hes f
or id
eas a
nd re
sour
ces
H
1.5.
2 A
llow
eas
ier a
cces
s to
virt
ual p
arish
for h
earin
g im
paire
d pa
rishi
oner
s1.
5.2.
1 P
rovi
de v
oice
-to-
text
wor
ship
serv
ices
H
1.5.
3 C
reat
e ac
cess
ibili
ty fo
r ho
me-
boun
d, h
ospi
taliz
ed o
r in
-hos
pice
par
ishio
ners
who
ca
nnot
acc
ess t
echn
olog
y
1.5.
3.1
Pur
chas
e ta
blet
com
pute
rs to
brin
g to
hom
e-bo
und,
hos
pita
lized
or i
n-ho
spic
e pa
rishi
oner
s so
they
can
vie
w/li
sten
to w
orsh
ip se
rvic
es
H
1.5.
4 In
crea
se u
se o
f soc
ial m
edia
fo
r St.
Mat
thew
’s co
mm
unic
atio
ns
1.5.
4.1
Cre
ate
and
mai
ntai
n St
. Mat
thew
’s Fa
cebo
ok
page
for r
egul
ar co
mm
unic
atio
n of
wor
ship
se
rvic
es, p
arish
eve
nts a
nd o
ther
act
iviti
es
H
31
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Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
2. W
OR
SHIP
& M
USI
C
2.1
Dou
ble
the
curr
ent c
ombi
ned
atte
ndan
ce at
all
wor
ship
serv
ices
to
appr
oxim
atel
y 80
0 pe
ople
per
wee
k
24
2.1.
1 C
reat
e a
mix
of w
orsh
ip
and
mus
ic o
fferin
gs d
esig
ned
to
appe
al to
div
erse
pop
ulat
ions
2.1.
1.1
Offe
r non
-Eng
lish
spea
king
serv
ices
le
d by
spea
kers
of o
ther
lang
uage
s
2.1.
1.2
Con
tinue
offe
ring
conc
erts
that
appe
al
to a
var
iety
of e
thni
c cul
tura
l dem
ogra
phic
s
2.1.
1.3
Exp
lore
opp
ortu
nitie
s to
hold
join
t se
rvic
es w
ith ch
urch
es in
the
area
, esp
ecia
lly th
ose
with
div
erse
dem
ogra
phic
mem
bers
hips
2.1.
1.4
Cre
ate
a lis
t of p
arish
ione
rs w
ho sp
eak
othe
r la
ngua
ges t
o as
sist w
ith se
rvic
es a
nd v
isito
r com
mun
icat
ion
H
2.1.
1.5
Ens
ure
pew
s are
ade
quat
ely
stoc
ked
with
pra
yer b
ooks
H
2.1.
2 C
reat
e se
rvic
es a
nd m
usic
w
ith sp
ecia
l app
eal t
o yo
uth
and
youn
g ad
ults
, in
orde
r to
decr
ease
av
erag
e ag
e by
10
year
s
2.1.
2.1
Poll
the
Yout
h an
d yo
ung
adul
ts (2
0’s a
nd
30’s)
to d
eter
min
e th
e ty
pe o
f mus
ic d
esire
d
H
2.1.
2.2
Offe
r var
iety
/sty
les o
f mus
ic w
ithin
se
rvic
es o
r con
cert
s gea
red
tow
ard
the
youn
ger
gene
ratio
n, a
ddre
ssin
g pr
efer
ence
s
2.1.
2.3
Offe
r ser
vice
s tha
t giv
e th
e yo
uth
the
oppo
rtun
ity to
par
ticip
ate
and
lead
2.1.
2.4
Mor
e pr
ogra
ms f
or ch
ildre
n an
d yo
uth,
incl
udin
g su
mm
er p
rogr
am
2.1.
2.5
Des
ign
and
impl
emen
t a Ju
nior
or
Fam
ily U
sher
s pro
gram
H
2.1.
3 E
xpan
d th
e ty
pes a
nd
freq
uenc
y of
wor
ship
serv
ices
2.1.
3.1
Incr
ease
the
varie
ty o
f 5:
15 S
unda
y se
rvic
es
H
2.1.
3.2
Add
a M
id-w
eek
even
ing
Euch
arist
with
a m
eal
H
2.1.
3.3
Add
spec
ial s
ervi
ces p
erio
dica
lly
2.1.
3.4
Con
tinue
to su
ppor
t mus
ic w
ith
a va
riety
of m
usic
al in
stru
men
tsH
2.1.
3.5
Prov
ide
tool
s, de
vice
s, an
d su
ppor
t fo
r tho
se w
ith sp
ecia
l nee
dsH
32
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Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
2.2
Exp
and
the
mus
ic p
rogr
am to
su
ppor
t all
maj
or
wor
ship
serv
ices
31
2.2.
1 A
sses
s the
via
bilit
y of
pur
chas
ing
and
inst
allin
g a
pipe
org
an to
supp
ort
the
qual
ity o
f the
wor
ship
and
mus
ic
2.2.
1.1
Con
sider
a d
edic
ated
cap
ital c
ampa
ign
to ra
ise fu
nds f
or th
e pi
pe o
rgan
H
2.2.
1.2
Pro
mot
e fu
ndin
g of
the
desig
nate
d pi
pe o
rgan
acc
ount
2.2.
2 P
rovi
de m
ore
varie
ty o
f mus
ic at
se
rvic
es, i
nclu
ding
gui
tar,
Taiz
e, et
c.
2.2.
2.1
Offe
r gui
tar,
Taiz
e, dr
umm
ing,
har
p an
d ot
her i
nstr
umen
ts b
esid
e ke
yboa
rd
H
2.2.
2.2
Con
tinue
invi
ting
othe
r cho
ral
grou
ps to
par
ticip
ate
on S
unda
y
2.3
Exp
and
lear
ning
op
port
uniti
es to
su
ppor
t gre
ater
ap
prec
iatio
n of
th
e sa
cram
enta
l tr
aditi
on o
f the
Ep
iscop
al C
hurc
h
26
2.3.
1 O
ffer a
mid
-wee
k ch
urch
nig
ht
on W
edne
sday
eve
ning
s w/E
ucha
rist,
dinn
er, c
lass
es/m
eetin
gs/r
ehea
rsal
s
2.3.
1.1
Enco
urag
e gr
oups
to m
eet a
fter d
inne
r an
d Eu
char
ist o
n W
edne
sday
nig
ht
2.3.
1.2
Hire
a ch
ef to
pre
pare
eve
ning
mea
l
2.3.
1.3
Offe
r cla
sses
on
trad
ition
s an
d lit
urgy
(Epi
scop
al 1
01)
H
2.3.
2 In
crea
se o
ppor
tuni
ties
durin
g w
orsh
ip to
lear
n of
th
e Ep
iscop
al tr
aditi
on
2.3.
2.1
Offe
r a in
stru
cted
Euc
haris
t at l
east
on
ce a
yea
r at t
he 1
0:30
serv
ice
H
2.3.
2.2
Ret
urn
to th
e us
e of
the
BCP
and
Hym
nal i
n lie
u of
the
prin
ted
prog
ram
(1. T
o re
ad th
e in
stru
ctio
ns a
nd 2
. To
go g
reen
)
3. S
PIR
ITU
AL
GR
OW
TH A
ND
CH
RIS
TIA
N E
DU
CTA
TIO
N
3.1
Eng
age
ever
y pa
rishi
oner
in o
ne
or m
ore
lear
ning
or
spiri
tual
form
atio
n cl
asse
s, re
trea
ts,
or e
duca
tiona
l ev
ents
eac
h ye
ar
14
3.1.
1 C
omm
unic
ate
educ
atio
nal
oppo
rtun
ities
to p
arish
ione
rs
3.1.
1.1
Cen
tral
ize
a ch
urch
cal
enda
r of e
vent
s and
offe
rings
H
3.1.
1.2
Pub
liciz
e sp
ecifi
c eve
nts /
offe
rings
3.1.
1.3
Con
duct
a sm
all “
fair”
for
educ
atio
n off
erin
gs e
ach
sem
este
r
H
3.1.
2 Pr
ovid
e su
ppor
t for
pe
ople
des
iring
to at
tend
ed
ucat
iona
l opp
ortu
nitie
s
3.1.
2.1
Prov
ide
mul
tiple
clas
s tim
es a
nd o
fferin
gs
3.1.
2.2
Offe
r chi
ld c
are,
stud
y ha
ll, o
r tu
torin
g du
ring
adul
t cla
ss ti
mes
3.1.
2.3
Reco
rd cl
asse
s for
subs
eque
nt li
sten
ing
or v
iew
ing
H
3.1.
2.4
Util
ize
web
site
as a
reso
urce
for p
rinte
d m
ater
ials
33
KE
Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
3.2.
Incr
ease
op
port
uniti
es
for t
he st
udy
of
the
Bibl
e, th
e Ep
iscop
al C
hurc
h an
d its
sacr
amen
tal
trad
ition
, th
eolo
gica
l stu
dy
and
disc
ussio
n,
and
the
brea
dth
of
spiri
tual
pra
ctic
es
25
3.2.
1 En
cour
age
regu
lar i
n-de
pth
stud
y of
the
Bibl
e
3.2.
1.1
Dev
elop
a p
lan
for e
xpan
ding
th
e Bi
ble
stud
y off
erin
gs
3.2.
1.2
Prov
ide
regu
lar n
otifi
catio
n of
ong
oing
Bi
ble
stud
ies a
vaila
ble
in th
e co
mm
unity
3.2.
1.3
Cre
ate
and
impl
emen
t a p
arish
w
ide
Bibl
e-ba
sed
prog
ram
H
3.2.
2 En
gage
our
ow
n an
d ot
her e
xper
ts
for t
he te
achi
ng o
f spi
ritua
l pra
ctic
e de
velo
pmen
t, as
wel
l as h
istor
y an
d do
ctrin
es o
f the
Epi
scop
al ch
urch
3.2.
2.1
Offe
r lea
rnin
g op
port
uniti
es at
va
rious
tim
es d
urin
g th
e w
eek
3.2.
2.2
Offe
r lea
rnin
g op
port
uniti
es th
roug
h va
rious
med
ia
3.2.
2.3
Prov
ide
notifi
catio
n of
com
mun
ity o
fferin
gs
3.2.
2.4
Offe
r mul
ti-w
eek
Spea
ker
Serie
s with
out
side
spea
kers
H
3.3
Re-
visio
n ou
r edu
catio
nal
min
istry
offe
rings
fo
r chi
ldre
n an
d yo
uth,
to at
trac
t, en
gage
and
supp
ort
thei
r mor
al a
nd
faith
dev
elop
men
t
53.
3.1
Gro
wth
from
with
in
3.3.
1.1
Esta
blish
a Y
outh
Dev
elop
men
t Tea
m a
s pa
rt o
f the
Edu
catio
n C
ounc
il to
set g
oals
and
plan
s for
upp
er el
emen
tary
child
ren
and
yout
h
3.3.
1.2
Rev
iew
and
revi
se c
urre
nt c
urric
ulum
fo
r upp
er el
emen
tary
as n
eede
d to
ens
ure
mea
ning
ful o
fferin
gs to
that
age
gro
up.
H
3.3.
1.3
Util
ize
a su
rvey
to id
entif
y sp
iritu
al g
ifts a
s wel
l as
best
tim
e an
d pr
efer
red
educ
atio
nal o
fferin
gs fo
r you
th
3.3.
1.4
Des
ign
educ
atio
nal p
rogr
ams a
nd
even
ts to
ach
ieve
iden
tified
goa
ls fo
r you
th,
with
inpu
t fro
m p
aren
ts a
nd y
outh
H
3.3.
1.5
Prov
ide
lead
ersh
ip p
rogr
essio
n pr
ogra
m fo
r you
th, g
rade
s 6-1
2H
3.3.
1.6
Ensu
re co
nsist
ent y
outh
lead
ersh
ip (e
xam
ple,
3-ye
ar ro
tatio
n on
a 5
-mem
ber E
duca
tion
Cou
ncil)
3.3.
1.7
Cre
ate
pare
nt co
mm
unity
-bui
ldin
g op
port
uniti
es th
roug
hout
the
year
34
KE
Y R
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AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
3.3
.2 G
row
th fr
om w
ithou
t-
Expo
sure
to o
utsid
e co
mm
unity
(b
ring
in fr
iend
s, ne
ighb
ors)
3.3.
2.1
Hav
e a
uniq
ue sh
ort-
term
pro
gram
offe
red
mor
e th
an o
ne ti
me
with
in th
e sa
me
wee
k
3.3.
2.2
Use
late
st te
chno
logy
tool
s
3.3.
2.3
Hav
e a
uniq
ue e
vent
(ban
d, sp
eake
r, at
hlet
e, et
c.)
H
3.3.
3 P
ublic
ize
even
ts a
nd cl
asse
s fo
r chi
ldre
n an
d yo
uth
incl
udin
g di
rect
ly th
roug
h em
ail,
web
-pag
es,
text
ing,
and
oth
er so
cial
med
ia
3.3.
3.1
Dev
elop
soci
al m
edia
com
mun
icat
ion
listin
g w
ith e
mai
ls, p
hone
s, Fa
cebo
ok p
age,
etc.
H
3.3.
3.2
Cre
ate
smal
l you
th co
mm
unic
atio
n/pu
blic
ity g
roup
of t
eens
and
adu
lts to
ens
ure
appr
opria
te a
nd fr
eque
nt co
mm
unic
atio
n
H
3.4
Con
siste
ntly
so
licit
feed
back
, in
clud
ing
thro
ugh
an a
nnua
l nee
ds
asse
ssm
ent,
to
plan
and
impr
ove
spiri
tual
form
atio
n an
d ed
ucat
ion
prog
ram
s and
off
erin
gs
33
3.4.
1 C
reat
e Sp
iritu
al G
row
th a
nd
Chr
istia
n Ed
ucat
ion
Cou
ncil
to
set c
urric
ulum
and
pro
gram
s an
d di
rect
ion
and
to o
vers
ee ty
pe a
nd
qual
ity o
f edu
catio
nal o
fferin
gs
3.4.
1.1
Rec
ruit
and
trai
n Sp
iritu
al G
row
th
and
Chr
istia
n Ed
ucat
ion
Cou
ncil
3.4.
1.2
Esta
blish
, des
ign,
and
hol
d re
gula
r mee
tings
H
3.4.
1.3
Est
ablis
h su
b-te
am fo
r on-
goin
g lo
gist
ical
supp
ort o
f edu
catio
n
H
3.4.
2 E
stab
lish
and
mai
ntai
n re
gist
ratio
n pr
oces
ses t
o en
sure
on-
goin
g co
mm
unic
atio
n w
ith p
artic
ipan
ts
3.4.
2.1
All
clas
ses /
pro
gram
s hav
e sig
n-in
form
s with
per
tinen
t inf
orm
atio
n
H
3.4.
3 M
easu
re e
ffect
iven
ess
of c
urric
ulum
/ pr
ogra
ms
on a
regu
lar b
asis
3.4.
3.1
Dist
ribut
e ev
alua
tions
or c
ompl
ete
onlin
e, co
mpl
etin
g fir
st e
valu
atio
n to
ol b
y Q
2
H
3.4.
3.2
Follo
w u
p on
eva
luat
ions
via
mul
tiple
met
hods
3.4.
2.3
Gat
her i
nfor
mat
ion
and
eval
uate
eff
ectiv
enes
s of c
lass
es/p
rogr
ams
3.4.
2.4
Mak
e fu
rthe
r dec
ision
s re
futu
re
offer
ings
bas
ed o
n fe
edba
ck
3.4.
2.5
Rep
ort t
o ve
stry
and
/or p
arish
on
resu
lts
of e
duca
tiona
l and
spiri
tual
offe
rings
H
35
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Y R
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ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
4.
PAR
ISH
LIF
E A
ND
SPE
CIA
L EV
ENT
S
4.1
Cre
ate
a co
mm
unity
cent
er
or g
athe
ring
plac
e th
at p
rovi
des a
pl
ace
for p
eopl
e to
ga
ther
for l
earn
ing,
co
nver
satio
n,
cultu
ral e
vent
s, an
d so
cial
gat
herin
gs
23
4.1.
1 C
reat
e a
gath
erin
g pl
ace
that
pr
ovid
es a
n in
form
al, c
omfo
rtab
le
plac
e fo
r peo
ple
to m
eet,
visit
, drin
k co
ffee,
read
, bro
wse
the
inte
rnet
, ha
ve sm
all g
athe
rings
, etc
.
4.1.
1.1
Par
titio
n off
a se
ctio
n in
Huff
man
Hal
l or fi
nd
a sm
alle
r siz
e ro
om li
ke th
e lib
rary
for a
gat
herin
g pl
ace;
spac
e ne
eds t
o be
loca
ted
in a
qui
et a
rea
H
4.1.
1.2
Pub
liciz
e an
d op
en g
athe
ring
plac
e
H
4.1.
1.2
Add
out
side
area
with
caf
é ta
bles
& ch
airs
4.1.
1.3
Lea
se n
earb
y sp
ace
for o
ff-sit
e ga
ther
ing
plac
e
4.2
Incr
ease
the
num
ber o
f sm
all
grou
p off
erin
gs fo
r th
ose
with
in a
nd
outs
ide
the
chur
ch
27
4.2.
1 G
row
exi
stin
g gr
oups
4.2.
1.1
Con
nexi
ons g
roup
mee
t at r
esta
uran
ts,
coffe
e ho
uses
etc
. in
addi
tion
to h
omes
4.2.
2 S
tart
new
gro
ups
4.2.
2.1
Rec
ruit
a sm
all g
roup
coor
dina
tor t
o su
ppor
t sm
all
grou
p off
erin
gs, c
oord
inat
ing
with
oth
ers a
s app
ropr
iate
H
4.2.
2.2
Hol
d or
ient
atio
n se
ssio
n fo
r sm
all g
roup
s to
re-n
ew a
nd k
ick-
off a
var
iety
of s
mal
l gro
up o
fferin
gsH
4.2.
2.3
Beg
in a
gro
up fo
r sin
gles
, eith
er a
mix
of
ages
or k
eep
it sp
ecifi
c to
cert
ain
age
grou
ps
4.2.
3 H
ave
wor
ksho
ps fo
r tho
se
inte
rest
ed in
lead
ing
smal
l gr
oups
incl
udin
g pa
rishi
oner
s an
d no
n-m
embe
rs
4.2.
3.1.
Hol
d a
serie
s of w
orks
hops
on
a br
oad
arra
y of
to
pics
rang
ing
from
art
, hea
lth, l
angu
age
clas
ses,
to fi
nanc
e ta
ught
by
volu
ntee
rs fr
om p
arish
or o
utsid
e ex
pert
s
H
4.2.
4 O
ffer e
ngag
ing
com
mun
icty
bu
ildin
g ac
tiviti
es d
urin
g th
e yea
r fo
r var
ious
age g
roup
s and
inte
rests
4.2.
4.1
Hol
d ev
ents
and
smal
l gro
up a
ctiv
ities
, org
aniz
ed
and/
or o
ffere
d by
inte
rest
ed p
arish
ione
rs fo
r all
ages
(e
.g. e
veni
ng fo
lk/li
ne d
anci
ng, c
asin
o ni
ght,
etc.)
4.3
Offe
r spe
cial
ev
ents
each
ye
ar, i
nclu
ding
ed
ucat
iona
l eve
nts,
paris
h-w
ide s
ocia
l ga
ther
ings
, and
sp
ecia
l mus
ic ev
ents
184.
3.1
Hol
d sp
ecia
l mus
ic
even
ts th
roug
hout
the
year
4.3.
1.1
Pre
sent
conc
erts
by
popu
lar a
rtist
s to
attr
act y
oung
er m
embe
rs &
teen
sH
4.3.
1.2
Hol
d sp
ecia
l cho
ir/m
usic
conc
erts
or
gani
zed
by Je
an F
ulle
r
36
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Y R
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AR
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ND
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ALS
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IES
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TIO
NS
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20
13
Q1
Q2
Q3
Q4
Q1
Q2
4.3.
2 C
oord
inat
e an
d pu
blic
ize
spec
ial e
vent
s
4.3.
2.1
Cre
ate,
mai
ntai
n, a
nd p
ost a
spec
ial
even
ts c
alen
dar m
akin
g it
avai
labl
e to
the
larg
er co
mm
unity
as w
ell a
s the
par
ish
H
4.3.
3.2
Invi
te n
on-m
embe
rs to
spec
ial
even
ts su
ch a
s ble
ssin
g of
the
anim
als
4.3.
3 O
utsid
e sp
eake
rs b
roug
ht in
bo
th o
n th
e lo
cal a
nd n
atio
nal l
evel
s to
spea
k on
a v
arie
ty o
f top
ics
4.3.
3.1
Hol
d pa
rish-
wid
e sp
ecia
l eve
nts w
ith sp
ecia
l in
vite
d sp
eake
rs fr
om th
e co
mm
unity
or e
lsew
here
H
4.3.
3.2
Pro
vide
vol
unte
er su
ppor
t
4.3.
5 H
old
Disc
over
y W
eeke
nds
and
one-
day
retr
eats
4.3.
5.1
Offe
r som
e re
trea
t-lil
ke e
vent
s on-
cam
pus
to m
inim
ize
cost
and
incr
ease
acc
essib
ility
H
4.4
Esta
blish
a pa
rish
life c
omm
ittee
to
coor
dina
te th
e on
goin
g ac
tiviti
es
of th
e par
ish
194.
4.1
Com
mitt
ee, a
ppoi
nted
by
cler
gy, o
vers
ees a
nd
coor
dina
tes p
rogr
am d
etai
ls
4.4.
1.1
Cle
rgy
appo
ints
/rec
ruits
chai
r per
son
and
mem
bers
H
4.4.
1.2
Cle
rgy
cons
ults
with
chai
r in
defin
ing
role
, str
uctu
re, m
embe
rs te
rms,
resp
onsib
ilitie
s, an
d co
mm
unic
atio
n ex
pect
atio
ns
5.
OU
TREA
CH
5.1
Dem
onst
rate
in
wor
ds a
nd a
ctio
ns
a bo
ld co
mm
itmen
t to
serv
ing
the
need
s of
the
loca
l and
gl
obal
com
mun
ity
8
5.1.
1 R
e-fr
esh
Out
reac
h C
omm
issio
n,
clar
ify g
oals
of th
e pr
ogra
m, a
nd
supp
ort o
n-go
ing
Out
reac
h eff
orts
5.1.
1.1
Iden
tify
lead
ersh
ip a
nd m
embe
rshi
p w
ho w
ill re
-fre
sh th
e O
utre
ach
Com
miss
ion
purp
ose
and
goal
s for
the
year
H
5.1.
1.2
Mee
t with
stak
ehol
ders
to re
ceiv
e fe
edba
ck
and
idea
s for
Out
reac
h go
ing
forw
ard
H
5.1.
1.3
Exp
and
and
form
aliz
e le
ader
ship
role
s and
re
spon
sibili
ties o
f Out
reac
h C
omm
issio
n w
ith re
new
ed
enth
usia
sm a
nd b
road
inte
rest
in th
e ou
trea
ch p
rogr
am
5.1.
1.4
Exte
nd a
n in
vita
tion
to p
artic
ipat
e in
O
utre
ach
Com
miss
ion
mee
tings
to th
e va
rious
pa
rish
grou
ps (e
.g.,
yout
h, 2
0s &
30s
, Ves
try,
etc.)
5.1.
2 C
reat
e a
spea
kers
serie
s to
insp
ire g
reat
er o
utre
ach
part
icip
atio
n an
d le
ader
ship
5.1.
2.1
Iden
tify,
sche
dule
, inv
ite, a
nd h
old
spea
ker a
nd/
or a
dult
educ
atio
n cl
ass w
ith o
utre
ach
spea
kers
H
5.1.
3 E
nhan
ce re
ferr
al
capa
bilit
ies f
or so
cial
serv
ices
5.1.
3.1
Dev
elop
dire
ctor
y of
serv
ices
for e
asy
refe
rral
H
37
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Y R
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AR
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ND
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ALS
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IS
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NS
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20
13
Q1
Q2
Q3
Q4
Q1
Q2
5.2
Hei
ghte
n aw
aren
ess o
f O
utre
ach,
incl
udin
g co
mm
unic
atio
n ab
out i
ts p
urpo
se,
activ
ities
, goa
ls, a
nd
how
to g
et in
volv
ed
5.
2.1
Defi
ne “o
utre
ach”
so p
arish
ione
rs
have
a b
road
er u
nder
stan
ding
of w
hen
they
are
par
ticip
atin
g in
“out
reac
h” a
nd
to e
ncou
rage
furt
her p
artic
ipat
ion
5.2.
1.1
Com
mun
icat
e pu
rpos
e, go
als,
and
year
-long
pla
n fo
r Out
reac
hH
5.
2.2
Cre
ate
a fo
rmal
ized
co
mm
unic
atio
n pl
an
5.2.
2.1
Des
ign
a lo
go fo
r Out
reac
h C
omm
issio
n
5.2.
2.2
iden
tify
key
indi
vidu
als t
o se
rve
as
lead
com
mun
icat
ors a
nd co
nnec
tors
H
5.2.
2.3
Det
erm
ine
best
mea
ns o
f com
mun
icat
ion
for e
vent
and
audi
ence
and
freq
uenc
y re
quire
d
5.3
Incr
ease
the
amou
nt o
f mon
ey
dedi
cate
d to
O
utre
ach
to 1
0% o
f th
e an
nual
bud
get
(afte
r Nat
iona
l and
D
ioce
san
givi
ng)
345.
3.1
Incr
ease
fund
ing
dedi
catio
n to
O
utre
ach
incr
emen
tally
, 1-2
% e
ach
year
5.3.
1.1
Incl
ude
a “s
ervi
ce p
ledg
e” o
n A
nnua
l Pl
edge
Car
ds to
allo
w p
arish
ione
rs to
com
mit
to a
ce
rtai
n nu
mbe
r of v
olun
teer
hou
rs e
ach
year
H
5.4
Incr
ease
op
port
unity
fo
r han
ds-o
n ou
trea
ch a
nd
serv
ice,
incl
udin
g op
port
uniti
es fo
r fa
mily
and
you
th
invo
lvem
ent.
10
5.4.
1 C
reat
e an
nual
par
ish-w
ide
days
of s
ervi
ce th
roug
h th
e ye
ar
5.4.
1.1
Est
ablis
h an
nual
“Day
of S
ervi
ce,”
on w
hich
pa
rishi
oner
s gat
her f
or w
orsh
ip at
St.
Mat
thew
’s an
d th
en d
isper
se fo
r ser
vice
pro
ject
s thr
ough
out t
he ci
ty.
H
5.4.
2 C
o-sp
onso
r int
erfa
ith
outr
each
effo
rts.
5.4.
2.1
Wor
k w
ith in
terf
aith
com
mun
ity to
pa
rtne
r with
on
vario
us O
utre
ach
proj
ects
.H
5.4.
2 .2
Hos
t qua
rter
ly in
terf
aith
din
ners
fo
r the
com
mun
ity-a
t-la
rge.
5.4.
3 O
ffer m
onth
ly se
rvic
e pr
ojec
t opp
ortu
nitie
s for
you
th
and/
or y
oung
child
ren
5.4.
3.1
Est
ablis
h an
nual
sche
dule
of p
roje
cts,
com
mun
icat
e, an
d so
licit
sign
up.
H
5.4.
3.2
Est
ablis
h m
etho
d fo
r tra
ckin
g se
rvic
e ho
urs s
o th
at
part
icip
ants
may
be h
onor
ed an
d re
war
ded
for t
heir
serv
ice.
5.4.
4 P
lan
one
paris
h-w
ide
miss
ion
trip
eac
h ye
ar
5.4.
4.1
Est
ablis
h te
am to
rese
arch
and
re
com
men
d lo
cale
and
type
of s
ervi
ce.
H
5.4.
4.2
Pro
mot
e m
issio
n tr
ip a
nd
recr
uit l
eade
rs a
nd p
artic
ipan
ts
5.4.
4.3
Car
ry o
ut m
issio
n tr
ip a
nd a
sses
s im
pact
.
H
38
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Y R
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AR
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ALS
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NS
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20
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Q1
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Q3
Q4
Q1
Q2
6.
PA
STO
RA
L C
AR
E
6.1
Cre
ate
a co
mpr
ehen
sive
paris
h pa
stor
al c
are
prog
ram
in w
hich
cl
ergy
, lai
ty, a
nd
staff
toge
ther
serv
e th
e pa
stor
al n
eeds
of
the
cong
rega
tion
22
6.1.
1 E
stab
lish
a Pa
stor
al C
are
Cou
ncil
cons
istin
g of
cler
gy, s
taff,
and
lay
part
icip
atio
n w
ith st
rate
gic o
bjec
tives
6.1.
1.1
Cle
rgy
initi
ates
the
coun
cil b
y id
entif
ying
Lay
and
Sta
ff pa
rtic
ipan
tsH
6.1.
1.2
Exp
and
the
oper
atio
nal r
ole
of th
e Pa
stor
al
Car
e C
ounc
il to
pro
vide
conn
ectio
ns b
etw
een
need
s of t
he p
arish
com
mun
ity a
nd c
areg
iver
s
H
6.1.
1.3
Coo
rdin
ate
and
oper
atio
naliz
e ex
istin
g an
d fu
ture
car
e pr
ogra
ms
6.1.
2 E
stab
lish
met
hods
for i
nitia
l and
on
-goi
ng co
mm
unic
atio
ns &
pub
licity
6.1.
2.1
Iden
tify p
asto
ral c
are c
omm
unic
atio
ns p
oint
of c
onta
ctH
6.1.
2.2
Link
with
oth
er co
mm
unic
atio
n po
int o
f con
tact
fo
r per
iodi
c int
erna
l and
ext
erna
l pro
gram
hig
hlig
hts
6.1.
2.3
Esta
blish
cad
ence
and
cont
ent
for c
omm
unic
atio
n do
cum
ents
H
6.1.
3 E
stab
lish
a st
rong
net
wor
k fo
r id
entif
ying
and
assig
ning
pas
tora
l nee
ds
6.1.
3.1
Iden
tify
past
oral
car
e da
ta p
oint
of c
onta
ctH
6.2.
3.2
Cre
ate
data
base
of c
areg
iver
s & th
eir r
espe
ctiv
e gi
fts
H
6.2.
3.3
Iden
tify
cont
act c
hann
el to
iden
tify
and
assig
n ne
eds
H
6.2
Offe
r ong
oing
tr
aini
ng p
rogr
am
to su
ppor
t the
pa
rish
com
mun
ity
care
pro
gram
32
6.2.
1 E
xpan
d as
nec
essa
ry ex
istin
g tr
aini
ng/e
duca
tion
for m
inist
ries
such
as: L
ay E
ucha
ristic
Visi
tors
, O
rder
of S
t. Lu
ke, S
afeg
uard
ing
God
’s C
hild
ren,
Saf
egua
rdin
g G
od’s
Peop
le
6.2.
1.1
Con
tinue
the
plan
ned
impl
emen
tatio
n of
th
e C
omm
unity
of H
ope
trai
ning
pro
gram
sH
6.2.
1.2
Firs
t gro
up tr
aini
ng co
mpl
ete
H
6.2.
2 E
xpan
d C
omm
unity
of H
ope
trai
ning
/edu
catio
n fo
r mor
e ca
regi
vers
6.2.
2.1A
sses
s ong
oing
trai
ning
nee
ds &
repe
at a
s nec
essa
ry
H
6.3
Pro
vide
ed
ucat
ion
and
supp
ort f
or li
fe
tran
sitio
ns fo
r all
paris
h m
embe
rs
21
6.3.
1 P
asto
ral C
are
Cou
ncil
iden
tifies
ex
istin
g pl
ans a
nd co
mm
unic
ates
6.3.
1.1
Agr
ee a
nd co
mm
unic
ate
visio
n to
par
ish
H
6.3.
2.1
Iden
tify
topi
cs/r
esou
rces
/op
port
uniti
es fo
r fut
ure
offer
ings
H
6.3.
2 R
evie
w/r
evise
the
Seni
or
Act
ivity
Cen
ter
as n
eede
d
6.3.
2.1
Rev
iew
and
ass
ess c
urre
nt o
fferin
gs
and
activ
ities
with
feed
back
from
seni
ors
6.3.
2.2
Pla
n an
d im
plem
ent a
ppro
pria
te
chan
ges t
o up
date
serv
ices
to se
nior
s
6.3.
2.3
Hire
a p
art t
ime
nurs
e-pr
actit
ione
r NO
TE:
Disc
usse
d bu
t not
in te
ams s
ubm
itted
goa
ls
39
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Y R
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ALS
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Q4
Q1
Q2
7. S
TEW
AR
DSH
IP
7.1
Cre
ate
and
enac
t a 5
-7 y
ear
finan
cial
pla
n th
at se
ts a
nnua
l gr
owth
goa
ls fo
r op
erat
ion,
cap
ital,
and
endo
wm
ent
fund
s, el
imin
ates
th
e de
bt cr
eate
d in
the
rem
odel
ing
of H
uffm
an H
all,
and
supp
orts
pla
ns
for f
utur
e gr
owth
6
7.1.
1 F
orm
a lo
ng ra
nge
plan
ning
com
mitt
ee to
dev
elop
th
e fin
anci
al im
plic
atio
ns o
f th
e st
rate
gic p
lan
and
deve
lop
a bu
dget
for t
he n
ext 5
to 7
yea
rs
7.1.
1.1
C
onve
ne d
urin
g M
arch
to Ju
ne 2
012
HH
7.1.
1.2
D
evel
op a
repo
rt b
ack
to th
e ve
stry
by
July
201
2
H
7.1.
1.3
Con
vene
ann
ually
ther
eafte
r
H
7.1.
1.4
C
onsid
er u
sing
the
plan
ning
m
odul
e in
the
finan
cial
softw
are
H
7.2
Find
way
s to
gen
erat
e ne
w
and
incr
ease
d do
natio
ns to
the
Endo
wm
ent F
und,
en
ablin
g m
ore
Fund
dist
ribut
ions
30
7.2.
1 H
old
an a
nnua
l aw
aren
ess
cam
paig
n w
hich
doe
sn’t
confl
ict w
ith
annu
al p
ledg
e dr
ive
to in
form
the
cong
rega
tion
of th
e va
lue
of a
stab
le
and
grow
ing
Endo
wm
ent F
und
7.2.
1.1
Cre
ate
cont
ent a
nd d
eliv
ery
met
hodo
logy
for a
war
enes
s cam
paig
n
H
7.2.
1.2
Add
a li
ne fo
r the
per
man
ent e
ndow
men
t fun
d on
th
e pl
edge
car
d w
e us
e fo
r the
ope
ratin
g bu
dget
, add
a b
ox
that
read
s, “I
wan
t to
lear
n m
ore
abou
t pla
nned
giv
ing”
H
7.2.
1.3
Pro
vide
for g
ivin
g fo
r life
eve
nts i
n ad
ditio
n to
de
ath
even
ts; d
onat
ions
to e
ndow
men
ts in
cele
brat
ion
of
the
birt
h of
a ch
ild, g
radu
atio
n, co
nfirm
atio
n, m
arria
ge, e
tc.
H
7.2.
1.4
Con
duct
a C
apita
l Cam
paig
n to
supp
ort
non-
cons
truc
tion
givi
ng, s
uch
as d
ebt r
etire
men
t,
endo
wm
ent f
und,
and
mai
nten
ance
. Su
mm
er 2
012
H
7.2.
2 O
ffer a
n an
nual
spec
ific
fund
raisi
ng e
vent
(sile
nt au
ctio
n/da
nce/
raffl
e) th
e pr
ocee
ds o
f whi
ch w
ould
be
dedi
cate
d to
the
Endo
wm
ent F
und
7.2.
2.1
Ass
ign
a co
mm
ittee
chai
r
H
7.2.
2.2
Loc
k on
Mod
el -
cons
ider
St.
Jam
es Ja
zz F
estiv
al
H
7.2.
2.3
Laun
ch fi
rst e
ndow
men
t eve
nt
H
40
KE
Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
7.3
A h
ighe
r pe
rcen
tage
of
paris
hion
ers
will
mak
e an
an
nual
ple
dge
and
the
aver
age
pled
ge a
mou
nt
will
incr
ease
ou
t of a
sens
e of
th
anks
givi
ng
4, 29
7.3.
1 E
stab
lish
a ye
ar-r
ound
st
ewar
dshi
p ed
ucat
ion
prog
ram
th
at b
road
ens o
ur u
nder
stan
ding
of
stew
ards
hip
beyo
nd p
ledg
ing
7.3.
1.1
Add
tale
nts a
nd ti
me
to th
e pl
edge
car
d, o
r ha
ve a
sepa
rate
ple
dge
card
. Pl
edge
a p
erce
ntag
e of
yo
ur ti
me
that
you
wou
ld sp
end
on so
cial
med
ia
H
7.3.
1.2
Iden
tify t
he to
tal n
umbe
r of h
ours
volu
ntee
red
thro
ugho
ut th
e yea
r and
celeb
rate
. Tra
ckin
g th
roug
h a w
ebsit
e
H
H
7.3.
1.3
Usin
g di
oces
an an
d na
tiona
l chu
rch
reso
urce
s, id
entif
y ye
ar ro
und
prog
ram
th
at w
ill b
est s
uit o
ur p
arish
’s ne
eds
H
7.3.
1.4
Est
ablis
h ke
y st
ewar
dshi
p pr
inci
ples
and
op
port
uniti
es to
com
mun
icat
e to
cong
rega
tion
and
new
mem
bers
a th
roug
hout
the
year
(e.g
., pl
anne
d gi
ving
, mat
chin
g co
rpor
ate
dona
tions
)
H
7.3.
1.5
Qua
rterly
talk
s in
Sund
ay sc
hool
clas
ses a
nd in
all
wor
ship
serv
ices o
n w
hat w
e mea
n by
stew
ards
hip
- con
tent
sh
ould
inclu
de: C
hild
ren,
tith
ing,
and
max
imizi
ng co
rpor
ate
mat
chin
g pr
ogra
ms (
adde
d fro
m th
e fol
low
ing
thre
e to
omit)
H
8. C
AM
PUS
AN
D T
ECH
NO
LOG
Y
8.1
Rev
iew
and
up
date
the
cam
pus
arch
itect
ural
mas
ter
plan
to a
ddre
ss
curr
ent a
nd fu
ture
ca
mpu
s nee
ds,
esta
blish
ing
annu
al
goal
s, pr
iorit
ies,
and
plan
s
16
8.1.
1 A
ppoi
nt a
team
to cr
eate
an
arc
hite
ctur
al m
aste
r pla
n8.
1.1.
1 Ve
stry
appo
ints
a te
am to
upd
ate
a m
aste
r pla
n
H
8.1.
2 O
btai
n in
put f
rom
arc
hite
ctur
al
mas
ter p
lan
stak
ehol
ders
8.1.
2.1
Iden
tify
stak
ehol
ders
H
8.1.
2.2
Mee
t with
stak
ehol
ders
to o
btai
n an
d pr
iorit
ize
requ
irem
ents
H
8.1.
3 R
evie
w a
rchi
tect
ural
mas
ter
plan
to in
corp
orat
e re
quire
men
ts
and
iden
tify
reso
urce
s8.
1.3.
1 Re
vise
mas
ter p
lan
inco
rpor
atin
g re
quire
men
ts
H
8.1.
4 P
repa
re a
fund
ing
plan
to
mov
e to
war
d co
mpl
etio
n of
mas
ter
plan
with
fund
s fro
m a
nnua
l bu
dget
or c
apita
l cam
paig
n
8.1.
4.1
Obt
ain
cost
est
imat
es fo
r mas
ter
plan
and
requ
ired
reso
urce
s
H
8.1.
5 P
repa
re a
n ar
chite
ctur
al
mas
ter p
lan
pres
enta
tion
8.1.
5.1
Pre
pare
mas
ter p
lan
pres
enta
tion
with
co
st e
stim
ates
and
requ
ired
reso
urce
s.Obt
ain
cost
es
timat
es fo
r mas
ter p
lan
and
requ
ired
reso
urce
s
H
8.1.
5.2
Pre
pare
a fu
ndin
g pl
an to
mov
e to
war
d co
mpl
etio
n of
mas
ter p
lan.
H
41
KE
Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
8.1.
6 P
rese
nt u
pdat
ed a
rchi
tect
ural
m
aste
r pla
n to
Ves
try
for a
ctio
n8.
1.6.
1 P
rese
nt u
pdat
ed a
rchi
tect
ural
m
aste
r pla
n to
Ves
try
for a
ctio
nH
8.2
Est
ablis
h pr
iorit
ies,
cost
/bu
dget
, and
wor
k pl
an fo
r ong
oing
m
aint
enan
ce a
nd
impr
ovem
ents
to
the
cam
pus
2
8.2.
1 B
uild
ings
& G
roun
ds
Com
miss
ion
upda
te a
nd p
riorit
ize
Mai
nten
ance
/ Im
prov
emen
t list
8.2.
1.1
Upd
ate
and
prio
ritiz
e on
-goi
ng
Mai
nten
ance
and
Impr
ovem
ents
list
H
8.2.
2 O
btai
n co
st e
stim
ates
to
upda
te M
aint
enan
ce/I
mpr
ovem
ent
list a
nd re
quire
d re
sour
ces
8.2.
2.1
Obt
ain
cost
est
imat
es a
nnua
lly to
upd
ate
M&
I list
H
8.2.
2.2
Pre
pare
M&
I pre
sent
atio
n w
ith co
st
estim
ates
and
requ
ired
reso
urce
s
H
8.2.
3 P
repa
re a
wor
k pl
an w
ith co
st
estim
ates
and
reso
urce
s to
com
plet
e M
aint
enan
ce/I
mpr
ovem
ent l
ist
8.2.
3.1
Prep
are
a fu
ndin
g pl
an to
mov
e to
war
d co
mpl
etio
n of
M&
I list
H
8.2.
4 P
rese
nt M
aint
enan
ce/
Impr
ovem
ents
wor
k pl
an
to v
estr
y fo
r act
ion
8.2.
4.1
Pre
sent
mai
nten
ance
/impr
ovem
ents
wor
k pl
an to
fu
ndin
g pl
an m
ay co
nsid
er in
crea
se in
ann
ual b
udge
t
H
8.3
Cre
ate
and
enac
t a te
chno
logy
m
aste
r pla
n es
tabl
ishin
g go
als,
reso
urce
re
quire
men
ts,
and
a w
ork
plan
13
8.3.
1 A
ppoi
nt a
team
to cr
eate
a
tech
nolo
gy m
aste
r pla
n8.
3.1.
1 V
estr
y ap
poin
ts a
team
to cr
eate
a m
aste
r pla
n
H
8.3.
2 O
btai
n in
put f
rom
te
chno
logy
stak
ehol
ders
8.3.
2.1
Iden
tify
stak
ehol
ders
H
8.3.
2.2
Mee
t with
stak
ehol
ders
to o
btai
n re
quire
men
ts
H
8.3.
3 C
oord
inat
e te
chno
logy
re
quire
men
ts w
ith a
rchi
tect
ural
m
aste
r pla
n te
am
8.3.
3.1
Mee
t with
arc
hite
ctur
al m
aste
r pla
n te
am to
coor
dina
te re
quire
men
ts
H
8.3.
4 C
reat
e te
chno
logy
mas
ter p
lan
and
iden
tify
requ
ired
reso
urce
s8.
3.4.
1 C
reat
e m
aste
r pla
n in
corp
orat
ing
requ
irem
ents
and
iden
tify
requ
ired
reso
urce
s
H
8.3.
5 O
btai
n co
st e
stim
ates
fo
r tec
hnol
ogy
mas
ter p
lan
and
requ
ired
reso
urce
s
8.3.
5.1.
Obt
ain
cost
est
imat
es fo
r mas
ter
plan
and
requ
ired
reso
urce
s
H
8.3.
6 P
repa
re te
chno
logy
m
aste
r pla
n pr
esen
tatio
n
8.3.
6.1
Prep
are
mas
ter p
lan
pres
enta
tion
with
co
st e
stim
ates
and
requ
ired
reso
urce
s
H
8.3.
6.2
Prep
are
a fu
ndin
g pl
an to
mov
e to
war
d co
mpl
etio
n of
mas
ter t
echn
olog
y pl
an
H
42
KE
Y R
ES
ULT
AR
EA
A
ND
GO
ALS
PR
IS
TRA
TEG
IES
AC
TIO
NS
20
12
20
13
Q1
Q2
Q3
Q4
Q1
Q2
8.3.
7 P
rese
nt te
chno
logy
mas
ter
plan
to V
estr
y fo
r act
ion
8.3.
7.1.
Pre
sent
tech
nolo
gy m
aste
r pla
n to
Ves
try
for a
ctio
nH
8.4
Rev
iew,
upd
ate,
and
enac
t the
m
emor
ial g
arde
n m
aste
r pla
n cr
eatin
g “a
n ou
tdoo
r spa
ce
that
invi
tes p
eopl
e to
com
e, sit
, and
ta
ke in
the
beau
ty
of cr
eatio
n
35
8.4.
1 B
uild
ings
& G
roun
ds
Com
miss
ion
(B&
G) w
ith M
emor
ial
Gar
den
Com
mitt
ee u
pdat
e M
emor
ial G
arde
n M
aste
r Pla
n
8.4.
1.1
Bui
ldin
g an
d G
roun
ds m
eet w
ith M
emor
ial
Gar
den
Com
mitt
ee ap
poin
t tea
m to
upd
ate
mas
ter p
lan
H
8.4.
2 O
btai
n in
put f
rom
Mem
oria
l G
arde
n st
akeh
olde
rs
8.4.
2.1
Iden
tify
stak
ehol
ders
H
8.4.
2.2
Mee
t with
stak
ehol
ders
to o
btai
n an
d pr
iorit
ize
requ
irem
ents
H
8.4.
3 C
oord
inat
e M
emor
ial
Gar
den
requ
irem
ents
with
ar
chite
ctur
al m
aste
r pla
n te
am
8.4.
3.1
Mee
t with
arc
hite
ctur
al m
aste
r pla
n te
am to
coor
dina
te re
quire
men
ts
H
8.4.
4 C
reat
e M
emor
ial G
arde
n m
aste
r pl
an a
nd id
entif
y re
quire
d re
sour
ces
8.4.
4.1
Cre
ate
mas
ter p
lan
inco
rpor
atin
g re
quire
men
ts a
nd id
entif
y re
quire
d re
sour
ces
H
8.4.
5 O
btai
n co
st e
stim
ates
for
Mem
oria
l Gar
den
mas
ter p
lan
and
requ
ired
reso
urce
s and
re
vise
pla
n as
nec
essa
ry
8.4.
5.1
Obt
ain
cost
est
imat
es fo
r mas
ter
plan
and
requ
ired
reso
urce
H
8.4.
6 P
repa
re M
emor
ial G
arde
n m
aste
r pla
n pr
esen
tatio
n
8.4.
6.1
Prep
are
mas
ter p
lan
pres
enta
tion
with
co
st e
stim
ates
and
requ
ired
reso
urce
s
H
8.4.
6.2
Prep
are
a fu
ndin
g pl
an to
mov
e to
war
d co
mpl
etio
n of
mas
ter p
lan
H
8.4.
7 P
rese
nt M
emor
ial G
arde
n m
aste
r pla
n to
Ves
try
for a
ctio
n8.
4.7.
1. P
rese
nt M
emor
ial G
arde
n m
aste
r pla
n to
Ves
try
for a
ctio
n
H
43
Section V. ENACTING THE PLAN
A. Governance and Monitoring PlanThe Salt and Light Oversight Plan is designed to complement and enhance the existing organizational structure of the parish while providing specific oversight, coordination, communication, and administration for and among the eight Key Result Areas (KRA) defined by the Salt and Light Strategic Plan (SLSP). The execution of this Strategic Plan will involve the creation of new councils (which function under the supervision of the Rector). It will also impact existing commissions (which function under the leadership of the Wardens and Vestry). The Oversight Plan lays out how these newly formed and on-going councils and commissions (below entitled KRA teams) will be supported in their efforts and coordinated with each other, the Rector, Clergy, and Staff as they move forward with the proposed Strategic Plan.
The Salt and Light Coordinator (SLC) will be responsible and accountable to the Rector, to ensure a suitable organization is developed and functioning effectively to carry out the specific strategies and actions to support the goals outlined in the SLSP. Specific responsibilities of the Salt and Light Coordinator include:
ȇ Identify and recruit leaders for each Key Result Area (KRA) in consultation with the Rector and Wardens.• Provide the leaders an overview of the plan along with Goals, Strategies, and Actions for each KRA.•Work with leaders to recruit parish members for each KRA team – in consultation with Rector
and Wardens ȇ Work with KRA team leaders – hold them accountable for creating and maintaining a meeting cadence and achieving teams’ goals and readouts specific to the Salt and Light plan.
ȇ Monitor critical milestones for each KRA, noting gaps and work with appropriate KRA leader(s) for plans adjustments to remain on schedule.
ȇ Provide [minimum of] quarterly SLSP updates to Vestry; perhaps more frequently in the first few months of implementation.
• KRA leaders will present team updates to Vestry at a cadence developed by the SLC and Vestry.• In counsel with the Rector and Wardens – updates of KRA activity will be reported to the parish
as desired. ȇ Provide coordination amongst the KRA teams to avoid redundancy and ensure synchronization of efforts. ȇ Be a “go to” for the KRA teams for communication and resolution of obstacles that may inhibit achieving KRA goals.
ȇ Develop a change process and governance, to include a minimum of the SLC, Rector, and Wardens, to review, assess, and make decisions involving materially changing specific goals set forth by the SLSP. Final material changes to the SLSP would require Vestry approval.
ȇ Develop and maintain an executive scorecard highlighting KRA team progress in achieving goals specified by the Salt and Light Strategic Plan.
ȇ Develop requirements for additional SLC support including a) SLC assistant (volunteer or staff) and b) Clergy and staff needs.
44
B. CommunicationIn focus groups, surveys, and interviews we heard a lot about the importance of communication—what was working and what was missing. Our revised website, updated in May, 2011, has been a significant improvement. However, there is more to be done to ensure that we are doing a good job of keeping the parish informed of our many activities as well as connecting people with each other. As you read through the Implementation Plan, you will see that communication ideas are embedded in the actions identified for every Key Result Area. We know each team will be seeking ways to invite and inform the parish about what is happening in their area. But we also believe there is a need to take a holistic look at communication across the whole parish. To do that, we will be forming a group to review the ideas that have been generated through this process and to strategize about the most effective way to tailor communication processes and content to address specific needs and to help people find exactly the information they would find helpful. There are many new communication options, including social media, and we will be exploring the best use of all communication methods and technologies. We know that all organizations struggle with communication, and St. Matthew’s is no different. But we also know that communication keeps the vital parish connected and active. This Strategic Plan provides a framework for addressing our vast communication needs.
C. ConclusionYOUR PLACE IN THE FUTUREThrough the strategic planning process, we learned just how gifted our parish is—we are rich with capable, smart, dedicated people who want to share their journeys and their lives with others. As a congregation, we desire to grow in spiritual understanding of Christ and Christ’s way. As we move forward to enact the bold plan laid out here, we know we will need many hands, hearts, and minds to join with us as we seek to reflect the light of Christ to the world.
We know that, only with your support and active engagement, can the vision described here become a reality. There will be many, many opportunities to put your considerable talent to work, even as we struggle with the time and money demands inherent in a plan of this scope. There will be large and small ways to act—whether in a church-wide mission trip or by making music on Sunday morning. As always, we will draw on the teaching and leadership skills so evident in this parish, but we also hope to build new leadership skills in youth and new members that will come to join us on our journey.
What we ask of each of you is this-- engage in one or more of these key result areas and help us carry out the strategies that were so thoughtfully designed, so we can indeed fulfill our vision. Tell us when things are going well with the plan or when we are off course. Pray with us that we will heart-fully serve Christ and each other. Continue to live out our strengths in welcoming, learning, and loving.
GUIDANCE ON THE PLAN AND ITS USE In the past nine months, many people in the parish have given time, energy, ideas, and input into the creation of this Strategic Plan. The team has put in more than 1,000 hours on the plan and we have sifted through more than 24,000 data points. We have prayed and sought to respond to the Gospel in this time and place. We have sought to listen to what is said and to the meaning beyond the words. We have drafted and redrafted, planned and re-planned seeking to create a path to the future for St. Matthew’s that is true to who we are and open to where we are being led as a Christian Community.
45
Does this plan address everything important to our future? We have worked very hard to answer yes to that question. However, we know there are bound to be things we missed or misunderstood. As the plan is enacted, new understandings and ideas will emerge that were not considered here, but should be. We also recognize that part of the diversity of the parish is different perspectives and needs that cannot be fully integrated or met. We have taken a consensus approach, which means we won’t please all the people all the time. We know that we cannot meet everyone’s needs perfectly. We hope that we will meet many people’s needs well at least some of the time.
And we know that things will change—it’s inevitable and we embrace that fact. There may be consequences that result from our actions that we could not anticipate but need to deal with. And there will be new issues and unpredicted events that will come our way that will impact this plan. And there will be opportunities that we want to respond to that were not anticipated.
For all of these reasons, we see this plan as a living document that guides us to the future but will be modified as we encountered the unexpected. Our hope is to fully embrace and live out this plan while also monitoring our progress and the results so that it changes as we change and grow. We believe the oversight structure and the good will of those engaged in bringing this plan to life will sustain the intent of this plan as we seek not only to meet the needs of our communities but to be that “salt of the earth” and that “light of the world” that Jesus modeled.
As we conclude this plan, our prayer is one of gratitude for you, our friends, who have been with us along the way and for the guidance of the Spirit that has shown through this process. We also pray for the courage and strength to fulfill the vision set out here, as we seek to love and serve each other and the larger community of the world. And we offer this plan in thanksgiving for all the gifts we have been given, the first of which is God’s gracious love for us.
“Behold, I am doing a new thing; now it springs forth,
do you not perceive it? I will make a way in the wilderness
and rivers in the desert.” (Isaiah 43:19)
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VI. APPENDIX
A. Strategic Planning Process Schedule:Below is a graphic representation of the three phases and nearly year long process of the strategic plan. The team spent over 1,000 hours meeting as a whole group or in sub-teams.
1. ORENTATION: MARCH 2011
2. INFORMATION GATHERING: MAY-JULY• Document Review• Focus Groups• Surveys• Interviews
3. CURRENT STATE: JUNE - AUGUST• Review Results• Take STOCK• ID Themes
4. DISCERN THE FUTURE (strategic Framework): AUGUST-SEPTEMbER• Purpose• Mission• Vision and Values• Key Result Area
5. IMPLEMENTATION PLAN: OCTObER-NOVEMbER• Goals and Metrics• Priorities• Action Plans
6. PREPARE PLAN: NOVEMbER-JANUARY• Final Draft of Plan• Communication Plan
7. DELIVER PLAN: JANUARY 2012
B. List of Documents ReviewedThe following documents were reviewed as part of the information gathering process.
• Demographics from St. Matt’s• 2010 Financial statement• 2011 Approved budget• History of St. Matthew’s (1958-2008)• Annual Parish Reports• Day School Self-Study• 2006 Capital Campaign feasibility study• Capital Campaign Plan (2007)• Demographics from City of Austin
PHASE I PHASE I I PHASE I I I Current State Assessment Envision the Future Strategic Implementation
H H HMarch
April May
June July
August September
October November
December January 2012
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C. Founding Characteristics of St. Matthew’sThe following were identified as attributes of St. Matthew’s in its first few decades. These characteristics were identified based on interviews with long time members, including the Rev. Chuck Huffman, rector emertus, and comments in focus groups. While this may not be a full picture, it describes the common factors we heard about St. Matthew’s in the past. Many of these characteristics still apply today, and some the team sought to recapture or highlight in a significant way.
• Focus on experiential, personal expression of faith – “knowing Christ”, responding to the Holy Spirit• On the “cutting-edge” in liturgy/music• Strong lay leadership • Active engagement of members• Built community through retreats • Strong focus on education, speakers• Fed through programs like Faith Alive and Cursillo• Close friendships and supportive community• Easy-going, friendly• Growing as Austin grew• Youth focus• People highly engaged, attending frequently
D. Focus Group ThemesThe chart below shows the response by the four focus groups represented in different colors to the question about why people came to St. Matthew’s. Note that the most common reason is because of the church’s friendly, welcoming attitude toward those who visit.
Num
ber
of M
entio
ns
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E. Survey ResultsThe table below shows the average rating and standard deviation for all who responded to the survey and also shows the average score by the various demographic groups based on peoples responses to those items. A few people did not select a demographic group and so were not included in the break-out groups but are included in the average score for all responses.
St . Matthew's Survey Results July, 2011 TOTAL
Age 15-35
(# = 10)
Age 36-50
(# = 49)
Age 51-65
(# = 67)
Age 65 +
(# = 114)
No ID (# = 13)
WELCOME AND COMMUNITY (MEAN 4.13) 4.13 4.39 4.07 3.98 4.21 3.951. This church is hospitable and works to include newcomers. 4.46 4.80 4.42 4.30 4.54 4.292. This church really lives out its values in modeling
Christ's love and reconciliation for all people. 4.33 4.60 4.43 4.10 4.40 4.00
3. I have often invited others to visit our church. 3.28 4.00 3.35 2.99 3.35 3.124. St. Matthew's has a good reputation in the community. 4.2 4.20 4.22 4.09 4.25 4.005. I am happy to be a member of this congregation. 4.53 4.90 4.53 4.35 4.60 4.386. Our congregation welcomes all people, regardless
of age, race, gender, nationality, ethnicity, socio-economic level, or any other factor.
4.32 4.60 4.25 4.12 4.43 4.24
7. We are encouraged to invite others to St. Matthew's. 4.2 4.60 3.91 4.18 4.29 4.068. I am comfortable approaching visitors or newcomers at St.
Matthew's to speak about our church and its ministries. 3.97 3.40 3.86 3.75 4.18 3.71
9. We cultivate a strong sense of community in our church. 4.25 4.20 4.14 4.09 4.37 4.2410. At St. Matthew's, most members seek
out visitors to welcome them. 3.54 4.20 3.45 3.36 3.61 3.31
11. I see St. Matthew's as a community of friends or even a family. 4.26 4.50 4.17 4.22 4.30 3.94
12. I find members of this congregation to be very open and supportive of each other. 4.2 4.50 4.06 4.14 4.27 4.00
13. The website and other forms of communication make it easy to learn about the church and what it offers. 4.15 4.60 4.12 4.01 4.19 4.06
ENGAGEMENT (MEAN = 4.03, OMITTING Q 23) 4.17 4.36 4.14 4.08 4.22 3.9414. I consider myself an active member of this
congregation and feel engaged with this church. 4.07 3.80 3.98 3.84 4.26 3.81
15. As a member of this congregation, I feel empowered to share my gifts and talents within and outside the church. 4.04 4.30 4.02 3.93 4.08 3.75
16. I strive to live out the commitments made in my baptismal covenant. 4.29 4.80 4.20 4.19 4.34 4.27
17. I expect to still be a member of this church 3 years from now. 4.46 4.70 4.43 4.25 4.56 4.19
18. I know where to take concerns about something in the church. 4.13 4.10 4.10 4.09 4.16 3.87
19. If I am in need of support, I feel comfortable talking with some members of the church about my concern. 4.06 4.00 4.04 4.02 4.09 3.69
20. If I desire pastoral support, I feel comfortable going to a member of the clergy of this congregation. 4.2 4.60 4.23 4.20 4.15 3.94
21. I know what ministries and programs are available in this church. 4.2 4.40 4.08 4.13 4.26 4.06
22. It is easy to find out what is going on. 4.11 4.50 4.14 4.06 4.10 3.8723. I wish I knew how to get more involved here. 2.72 2.90 2.61 2.64 2.79 2.75
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St . Matthew's Survey Results July, 2011 TOTAL
Age 15-35
(# = 10)
Age 36-50
(# = 49)
Age 51-65
(# = 67)
Age 65 +
(# = 114)
No ID (# = 13)
WORSHIP, PRAYER, & SPIRITUALITY (MEAN = 4.08) 4.08 4.27 4.01 3.93 4.17 3.7924. Our worship impacts my daily life. 4.01 4.10 3.84 3.79 4.19 3.6225. Our worship supports my spiritual growth. 4.08 4.50 4.04 3.87 4.17 3.8526. I always get something out of our
vibrant and relevant worship. 3.96 4.30 3.88 3.72 4.09 3.33
27. The worship schedule meets my needs. 4.13 4.20 3.90 3.95 4.31 3.9228. Prayer is an important part of the life of this church. 4.29 4.30 4.10 4.24 4.39 4.2329. Our worship services are truly joyful experiences for me. 4.06 4.50 4.00 3.77 4.20 3.8530. I love the music at the 10:30 service. 4.1 4.50 4.00 3.88 4.23 3.6931. The sermons by our clergy are well prepared,
effectively delivered, and engaging. 4.27 4.50 4.29 4.25 4.26 4.08
32. The sermons by our clergy are relevant to my life and spiritually sustaining. 4.1 4.40 4.16 4.05 4.08 3.77
33. The 10:30 family Eucharist in B-18 serves children and their families well. 3.81 3.89 4.04 3.68 3.77 3.67
34. Lay persons play appropriately important roles in our worship services. 4.33 4.00 4.29 4.33 4.37 4.08
35. The design of our sanctuary supports a spirit of worship. 3.8 4.00 3.63 3.63 3.94 3.38PROGRAMS AND MINISTRIES (MEAN = 3.74) 3.74 3.96 3.71 3.63 3.80 3.7536. Overall, the ministries in this church are effective. 4.12 4.20 4.02 3.97 4.24 4.0937. This church encourages and supports
my learning and spiritual growth. 4.02 4.30 4.00 3.88 4.07 3.82
38. Our youth program is appealing to me or my teenagers. 3.07 3.22 2.93 3.11 3.11 3.5639. Our Adult Christian Education
programs are appealing to me. 3.54 3.80 3.50 3.36 3.64 3.64
40. I believe we offer the appropriate content in our children's programs. 3.54 3.89 3.74 3.48 3.43 3.67
41. Our offerings for teenagers include content that is important and appropriate for that age group. 3.21 3.44 3.24 3.20 3.17 3.56
42. I find the content of our adult education offerings to be helpful and interesting. 3.67 3.89 3.71 3.53 3.72 3.73
43. St. Matthew's supports my family's growth in Christ. 3.8 4.44 3.86 3.54 3.87 4.0044. The activities and programs of this church appeal to me. 3.96 4.40 3.92 3.72 4.08 3.9145. I am learning, growing, and deepening
my understanding of my own faith. 4 4.30 4.00 3.88 4.05 3.91
46. Retreats and other opportunities for growth outside Sunday morning are important to me. 3.82 4.10 3.71 3.77 3.87 3.55
47. In addition to Sunday services and classes, I have attended a number of retreats, educational, and spiritual offerings. 3.6 2.90 3.18 3.60 3.82 3.55
48. The preaching and teaching at St. Matthew's has helped me to better understand the role and importance of stewardship.
3.93 4.20 3.86 3.76 4.02 3.82
49. Our church adequately responds to the needs and concerns of our oldest members. 4.01 4.00 4.11 3.97 4.00 3.64
50. My thinking about giving my time, talent, and financial resources has been impacted by the church's worship, programs, and teaching.
3.93 4.30 3.90 3.75 4.01 3.91
51. The St. Matthew's Day School and Church work together effectively to support children and their families. 3.71 3.75 3.57 3.74 3.77 3.67
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St . Matthew's Survey Results July, 2011 TOTAL
Age 15-35
(# = 10)
Age 36-50
(# = 49)
Age 51-65
(# = 67)
Age 65 +
(# = 114)
No ID (# = 13)
52. This church is responsive to changes in our congregation and community. 3.68 4.20 3.73 3.49 3.73 3.73
LEADERSHIP (MEAN OF ALL ITEMS = 3.87, OMITTING Q 55 MEAN = 3.91)
3.87 3.82 3.94 3.76 3.83 3.623.91 3.86 3.97 3.81 3.86 3.62
53. I agree with the direction this church is moving. 3.82 4.40 3.96 3.58 3.86 3.5554. In the last 3 years, conflict in this
church has been well managed. 3.97 3.40 4.14 3.86 4.00 3.82
55. Decision making here is highly centralized with the rector and a few key leaders making most of the decisions. 3.42 3.33 3.59 3.27 3.45 3.55
56. Our vestry and other church leaders make timely, well informed decisions. 3.82 3.90 4.10 3.83 3.85 3.55
57. When I have suggested changes or improvements, I have found people in the church ready to listen. 3.97 3.44 3.51 3.33 3.43 3.18
58. I would say authority in this church is appropriately shared between clergy, other leaders. 3.83 3.89 3.83 3.82 3.83 3.40
59. Decision making and action is appropriately shared with the congregation. 3.71 3.60 3.79 3.68 3.71 3.64
60. I know what the vestry does and who some vestry members are. 4.02 3.70 3.94 4.12 4.03 3.64
61. Our leaders display a spirit of faith, humility, and service. 3.54 3.90 3.55 3.52 3.52 3.3662. Our leaders regularly gather information and
reflect on how we are doing as a church. 3.84 3.89 4.00 3.75 3.82 3.64
63. The leaders of St. Matthew's work together well. 4.15 3.89 4.35 4.11 4.12 4.0064. I trust the leaders of St. Matthew's. 4.35 4.50 4.49 4.28 4.31 4.09VISION AND MISSION (MEAN = 4.03) 4.03 4.45 3.97 3.91 4.08 3.7265. At St. Matthew's we have a clear sense
of our purpose as a church. 3.93 4.56 3.94 3.76 3.98 3.55
66. Our church has a clear sense of mission. 3.95 4.40 3.88 3.79 4.02 3.6067. I support the mission of St. Matthew's because it
aligns with my expectations of the church. 4 4.30 4.06 3.82 4.04 3.36
68. I believe the leadership at St. Matthew's is looking far enough into the future to be ready for emerging changes. 3.79 4.40 3.61 3.68 3.88 3.64
69. My values and interests are reflected in St. Matthew's mission statement. 4.16 4.50 4.02 3.98 4.28 4.00
70. When I think about St. Matthew's 3 to 7 years from now, I feel confident that we will be an important spiritual presence in the Austin area.
4.05 4.30 3.98 4.00 4.08 3.91
71. St Matthew's sees itself as a spiritual home for its members. 4.33 4.70 4.29 4.34 4.31 4.00
FACILITIES AND RESOURCES (MEAN = 4.1) 4.10 4.28 3.89 4.08 4.18 4.1572. Our facilities are adequate for the current
programs and activities of our church. 4.06 4.00 3.82 3.98 4.20 4.20
73. We open our facilities for community events and to other groups in a spirit of hospitality. 4.44 4.56 4.37 4.54 4.40 4.30
74. Our facilities are kept in good repair. 4.12 4.50 3.86 4.24 4.12 4.2075. The grounds and buildings of St.
Matthew's are welcoming. 4.05 4.40 3.75 4.12 4.11 4.00
76. St. Matthew's leaders and members are good stewards of the church's resources. 4.22 4.70 4.12 4.16 4.25 4.20
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St . Matthew's Survey Results July, 2011 TOTAL
Age 15-35
(# = 10)
Age 36-50
(# = 49)
Age 51-65
(# = 67)
Age 65 +
(# = 114)
No ID (# = 13)
77. Our facilities are kept clean. 4.38 4.70 4.31 4.37 4.38 4.4078. Our facilities and resources are adequate to the
future of St. Matthew's as I envision it. 3.89 4.10 3.58 3.79 4.04 4.20
79. The church's use of electronic and social media is adequate to serve current and future members. 3.65 3.30 3.35 3.42 3.93 3.70
OUTREACH (MEAN = 3.95) 3.95 3.80 3.84 3.92 4.02 3.8080. I am aware of the outreach activities and programs
St. Matthew's carries out and supports. 4.12 4.20 3.86 4.10 4.23 4.00
81. I believe we do an effective job of serving people outside the church who are in need through various outreach efforts.
4.08 4.30 4.08 3.97 4.12 4.11
82. Our church's outreach ministry is important to me. 4.18 4.30 4.06 4.15 4.23 4.0083. I have been actively involved in one or more of
our outreach programs in the last 3 years. 3.53 2.60 3.38 3.69 3.59 3.10
84. St. Matthew's is recognized in the community for its outreach efforts. 3.82 3.60 3.83 3.66 3.93 3.80
MEAN OF THE MEAN (ALL QUESTIONS) 3.97 4.14 3.92 3.86 4.02 4.02MEAN WITHOUT QUESTIONS 23 AND 55 3.99 4.16 3.94 3.88 4.04 3.83
F. List of People InterviewedThe Salt and Light Team conducted 59 interviews after being trained by the consultant. The following people provided interviews of 30 minutes to one hour either on the phone or in-person. Each interview was documented.
Interviewee Interviewer Interviewee Interviewer Interviewee InterviewerArd, Lisa Brown, Laurie Crowl, Ashley Winter, Len Meihaus, Carolyn Thompson, MattAscott, Bob Kerwin, April Dettmann, Jim Thompson, Matt Moon, Elizabeth Michael, JimBailey, Marcia Murphy, Scott DeWeese Vicki Gilbert, Jill Morehead, Courtney Canby, TomBallard, Jerry Murphy, Scott DeWitt, Judy Ruiz, Armando Norman, Steve Thurman, FrancieBardsley, Beverly Murphy, Scott Dodson, Richard Miller, Dyke O’Connell, Ann Michael, JimBarrow, David Ruiz, Armando Eccles, Rita Blumhagen, Vickie Parker, Bob Brown, LaurieBillman, Beth Winter, Len Ferris, Yvonne Gilbert, Jill Parker, Margaret Brown, LaurieBomar, Judith Monroe, Mark Frucella, Mary Nell McGillicuddy, Kevin Ryder, Peggy Murphy, ScottBoyd, Nancy Foster, Nora Goodgame, Avery Murphy, Scott Shannon, Geoff Canby, TomBraun, Kristin Monroe, Mark Gray, Tim Brown, Laurie Smith, Bill Foster, NoraBraunsdorf, Eric Fryer, Linda Harrison, Cliff Blumhagen, Vickie Smith, Hank Kerwin, AprilBuros, Bill Fryer, Linda Henshaw, Mary Lou Monroe, Mark Tappe, Suzanne Murphy, ScottBursk, Shelby Brown, Laurie Hilsabeck, Suzanne Foster, Nora Tatum, Sue Ruiz, ArmandoBurton, John McGillicuddy, Kevin Houston, Harriet Murphy, Scott Wasmuth, Robert Blumhagen, VickieBusboom, Dean Winter, Len Huffman, Chuck Betsy Aylin Webb, Bob Webster, DougCage, Joanne Blumhagen, Vickie Jones, Sara Fryer, Linda Whitney, Leon Webster, DougCampbell, Erin Kerwin, April Kirkgard, Shelly Ruiz, Armando Williams, Janet Michael, JimCarpenter, Margaret Thurman, Francie Langston, Jeanne Kerwin, April Wilson, Chris Foster, NoraClendenin, Babs McGillicuddy, Kevin Lanier, Sandy Thurman, Francie Yochen, Angela Gilbert, JillColeman, Bonnie Miller, Dyke Majcher, Dineen Miller, DykeCowan, Sheri Brown, Laurie McNeil, Tizzie Fryer, Linda
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G. Results of InterviewsFollowing is a Pareto chart of the responses to several of the interview questions.
THE REASON I CAME TO ST. MATTHEW’S IS. . .
Frequency of Mentions
Frequency of Mentions
IF I COULD CHANGE ONE THING...
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H. Prioritization Survey ResultsThe table below shows the results of a survey in which members of the Salt and Light Team and the Satellite Teams rated each of the goals on their relative level of importance and urgency on a scale of 1 to 3. These 2 scores were then multiplied to get a priority score. The priority score represents the interaction of importance of the goal combined with how urgent people view it to be. The right hand column on the table shows how the goals ranked. While all the goals are important and will be a focus over the coming years, the results of this survey help us determine where to focus first.
1. WELCOME & GROWTH Urgency Importance Pr ior i ty Ranking
Goal 1.1: Encourage and nurture a more demographically diverse congregation. 2.11 2.4 5.07 7
Goal 1.2. Retain a higher percent of those who visit St. Matthew’s by strengthening the newcomer program. 2.46 2.69 6.6 1
Goal 1.3: Increase the frequency of parishioners inviting friends to church. 2.11 2.29 4.83 9Goal 1.4: Create multiple opportunities for non-parish groups to participate in the life and worship of St. Matthew’s church. 2.00 2.29 4.57 15
Goal 1.5: Become a “virtual parish,” leveraging technology to reach out to non-mobile and traveling members. 1.89 2.14 4.04 20
2. WORSHIP & MUSIC Urgency Importance Pr ior i ty Ranking
Goal 2.1 Increase attendance at all worship services to 800 people per week. 1.71 2.26 3.87 24
Goal 2.2: Increase the variety of worship services offered. 1.71 2.09 3.58 28Goal 2.3 Expand the music program to support all worship. 1.79 1.89 3.38 31Goal 2.4 Expand learning opportunities to support greater appreciation of the sacramental tradition of the Episcopal Church. 1.77 2.14 3.8 26
MY VISION FOR THE FUTURE.. .
Frequency of Mentions
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3. SPIRITUAL GROWTH INCLUDING CHRISTIAN EDUCATION Urgency Importance Pr ior i ty Ranking
Goal 3.1: Engage every parishioner in one or more learning or spiritual formation classes, retreats, or educational event per year.
1.91 2.39 4.58 14
Goal 3.2: Consistently solicit feedback, including through an annual needs assessment, to plan and improve spiritual formation and education programs and offerings.
1.59 1.97 3.13 33
Goal 3.3: Increase opportunities for the study of the Bible, the Episcopal Church and its sacramental tradition, theological study and discussion, and the breadth of spiritual practices.
1.82 2.12 3.86 25
Goal 3.4: Re-vision our educational ministry offerings, especially those for children and youth, to attract, engage and support their moral and faith development.
2.26 2.56 5.79 5
Goal 3.5 Create a specific program and focus on developing leaders including youth leaders. 2.03 2.32 4.72 12
4. PARISH LIFE & SPECIAL EVENTS Urgency Importance Pr ior i ty Ranking
Goal 4.1 Create a community center that provides a place for people to gather for learning, conversation, cultural events, and social gatherings. 1.82 2.15 3.91 23
Goal 4.2: Increase the number of small group offerings for those within and outside the church. 1.82 2.06 3.74 27
Goal 4.3: Offer special events each year, including educational events, parish-wide social gatherings, and special music events. 1.88 2.24 4.22 18
Goal 4.4: Establish a parish life committee to coordinate the ongoing activities of the parish. 1.97 2.09 4.12 19
5. OUTREACH Urgency Importance Pr ior i ty Ranking
Goal 5.1 Remain boldly committed in words and actions to serving the needs of the local and global community. 2.13 2.38 5.06 8
Goal 5.2 Increase the amount of money dedicated to Outreach to 10% of the annual budget (after National and Diocesan giving). 1.64 1.88 . 3.07 34
Goal 5.3 Increase opportunity for hands-on outreach and service, especially opportunities for family and youth. 2.09 2.29 4.79 10
Goal 5.4: Heighten awareness of Outreach, including communication about its purpose, activities, goals, and how to get involved.
2.09 2.26 4.73 11
6. PARISH COMMUNITY CARE Urgency Importance Pr ior i ty Ranking
Goal 6.1 Create a comprehensive parish community care program shared by clergy, laity, and staff. 1.85 2.12 3.92 22
Goal 6.2: Offer training program to support the parish community care program. 1.67 1.94 3.24 32
Goal 6.3: Provide education and support for life transitions for all parish members. 1.88 2.09 3.93 21
7. STEWARDSHIP Urgency Importance Pr ior i ty Ranking
Goal 7.1: Create and enact 5-7 year financial plan that sets annual growth goals for operation, capital, and endowment funds. 2.32 2.47 5.74 6
Goal 7.2 Find additional ways to generate donations to the endowment fund which allows for more distributions. 1.79 1.91 3.43 30
Goal 7.3 Increase # of pledges by the same percentage as the increase in membership. 2.29 2.56 5.87 4
Goal 7.4 Increase the individual pledge amount to a level above the Diocese average. 1.82 1.91 3.48 29
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Goal 7.5 Establish a year-round stewardship education program that broadens our understanding of stewardship beyond pledging. 1.97 2.18 4.29 17
8. CAMPUS & TECHNOLOGY Urgency Importance Pr ior i ty Ranking
Goal 8.1 Review and update the architectural campus master plan establishing priorities and plans for enacting the plans (to accommodate future programs and activities.)
1.97 2.26 4.46 16
Goal 8.2 Establish priorities, cost/budget, and work plan for ongoing maintenance and improvements to the campus. 2.39 2.69 6.43 2
Goal 8.3 Create and enact a technology master plan establishing goals, resource requirements, and a work plan. 2.06 2.25 4.64 13
Goal 8.4 Review and update the memorial garden master plan creating an outdoor space that invites people to come, sit, and take in the beauty of creation.
1.53 1.82 2.78 35
9. COMMUNICATION Urgency Importance Pr ior i ty Ranking
Goal 9.1 Create a comprehensive communication plan that supports the implementation of the strategic plan and goals. 2.36 2.55 6.02 3
I. Resource RecommendationsThe table below is a summary of the results submitted by the Satellite Teams suggesting the new or additional resources—financial, space, and people—they believe are needed to carry out the action plans that their teams developed. These ideas have not been specifically reviewed and approved by the vestry. As the parish begins to implement this Strategic Plan, actions will be reviewed and resources requested at the appropriate time. References to specific goal numbers may be inaccurate due to changes in action plans.
Resources Recommended—Space and Financial People
WELCOME AND GROWTH
FOR GOAL 5: Basic tablet (approx. $350 each); software (approx. $100)and digital voice recorder (approx. $100) for voice-to-text worship services
WORSHIP & MUSIC
SPACE & FACILITIES:
• New pipe organ designed and built for St. Matthew’s Sanctuary
• Huffman Hall for some of the services geared for the Youth
• Wilson Room or Bell Tower Chapel for mid-week evening service
NEW FINANCIAL SUPPORT: $1,000,000.00
• Part-time youth worker
• Ordained clergy for Eucharists
FORMATION AND EDUCATION
EQUIPMENT: Up-to-date technology for communicating with youth and offering programs
SPACE: May eventually need to have portable dividers in Huffman Hall and B-13
NEW FINANCIAL SUPPORT:
• For purchase of study and spiritual formation materials, charge
• For speakers and teachers, take donations at the event
• For all child care, every meeting has a $1.00 basket to off-set costs
A Christian Education Council should be established first. Method of selection: By parish, like Vestry, etc
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PARISH LIFE AND SPECIAL EVENTS
GOAL 1: Create a community center
EQUIPMENT: Furniture: café tables & chairs, “living room” type furniture to fit in selected room/space, wi-fi, smaller coffee maker, overhead tent for outdoor gathering place. (Note: Building & Grounds. Another option, could have a separate gathering place committee consisting of 1 Associate Vestry member, 1 Building & Grounds member and the rest from the parish.
NEW OR MODIFIED SPACE OR FACILITIES REQUIRED: Goal #1: Begin by partitioning off a section in Huffman Hall or find a smaller size room like the library that would work as the gathering place A smaller room is preferred to encourage small gatherings for casual conversation or small group gatherings.
FINANCIAL SUPPORT: $1,000 or amount to be determined
GOAL #1: Create a Parish Life Council or Associate Vestry and a specific gathering place committee that it is a part of
GOAL #2: Connexions –individual or couple who would like to oversee the additional Connexions groups
The workshops –someone in the office appointed for this responsibility
Additional bible studies – individuals who feel strongly to lead a Bible study
GOAL #2:
SPACE: Bible study groups may need to use a room on campus depending on where the group decides to meet.
COMMUNICATION: List in the Monthly and Weekly Word what programs are happening at the church.
GOAL #3:
• Concerts for young adults & teens would need the youth building.
• Speakers would be in Huffman Hall
• Parish wide events to be held in HH or outside on the campus-weather permitting
• Various parts of St. Matthew’s campus
SPACE: Depending on the activity, a room on campus may be needed for suggested activities.
FINANCIAL SUPPORT:
• Concerts: $1,000-$3,000
• Speakers: local $200 or free
• Parish wide events to either be free or a nominal donation asked for per family attending. These gatherings are meant to be at no cost or very little.
• Discovery Weekends & 1-Day retreats to have nominal charges to cover materials
GOAL#2: Volunteer to lead/organize some of the suggested activities for seniors. (see list of suggestions)
GOAL #3: Ask Christine and possibly Jean to be in charge of this event (concerts).
Speaker program could be run by AV. Alan Carson may volunteer to book speakers.
Parish wide events (2-3 per year) sponsored by the Parish Life Council.
Discovery Weekends and 1-Day retreats sponsored by AV and clergy
OUTREACH
GOAL: Clergy and head of specific Outreach programs to launch campaign with possible funding from Endowment.
RESOURCE: Those overseeing the Good Faith Fund.
Stewardship will update pledge cards to include volunteer hours pledged.
RESOURCE: Establish Outreach Chair and Clergy to meet quarterly with neighboring faith communities and report back to Commission and to parish.
Resource for both 2.1 & 2.2 – Commission will identify individuals or organizations to assist in establishing a plan for greater awareness of Outreach
Clergy & Rising Chair of Outreach Commission
Recommend establishing three officer positions, Former Chair (advisor), Chair and Rising Chair. Rising Chair is tasked with working with clergy to recruit individuals for short-term Outreach programs, including the upcoming Rising Chair position. All positions will have a one-year term limit
Vestry support and action per plan (Goals 3.1, 3.2)
Lay person to provide background research. Clergy to lead service day.
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Commission member to provide background research and report to Clergy and Outreach Commission on additional resource needed.
Clergy to serve as pastor on mission trip
PASTORAL CARE
Office for staff
COH administrative expenses
Staff to lead in this area
Expanded role for COH training and support
Care Council may require additional staff as role expands
STEWARDSHIP
Committee for Financial Plan (3-5)
Chair of Capital Campaign
Committee Chair – Annual Endowment Event
Lots of time and talent
CAMPUS AND TECHNOLOGY
FINANCIAL SUPPORT:
St. Matt’s may need a capital campaign to fund Campus & Technology action plans.
SPACE: To be determined by teams.
People should be appointed to teams by the Vestry from nominations received via a process to be determined by the Vestry.
NOTES FROM PARISH LIFE SATELLITE TEAM: The Parish Life committee would like to add a couple of suggestions when considering programs: Remember to have some daytime activities for seniors who may not want to drive at night and offer seniors an “advisory” position on some committees or when planning an event. The purpose is for the seniors to share past experience when a similar event was held, what worked and what did not work. Some seniors still want to be involved but do not want to chair the event. It was suggested that we sell the Episcopal car decals in the commons area and maybe having some made that say St. Matthew’s and includes our website – a great way to advertise!