Elements of a
Strategic Plan
by Nancy D. Olsen and A plan spells out where an organization is s 7HAT IS THE DIFFERENCE BETWEEN MISSION
Howard W. Olsen, Ph.D. going over the next year or more and how and vision?
it is going to get there. A strategic plan is a s 7HICH COMES lRSTOBJECTIVES OR
DO YOU KNOW where your church is management tool that serves the purpose goals?
going? What will your church be like in of helping an organization do a better job, s (OW DO THEY WORK TOGETHER
three years? Will you be a few steps clos- and it improves organizations because a
er to realizing your vision? If you do not plan focuses the energy, resources, and This is probably the most widely de-
change anything, will the future be any time of everyone in the organization in the bated part of strategic planning. Every
different than the past? One sure-fire way same direction. person you ask will provide a different
to impact your church’s future is to dust answer. Ignore the semantics and focus on
off an old tool—the Strategic Plan. Strategic planning does not have to be establishing a framework. What matters is
mysterious, complicated, or time-con- having a combination of long-term and
No one strategic model fits all organiza- suming. In fact, it should be quick, simple, short-term markers to keep your church
tions, but the planning process includes and easily executed. Additionally, strategic moving in the right direction.
certain basic elements that all churches planning is not just something you cross
can use to explore their vision, goals, and off your list of “to-dos”—you must cre- Think of the elements of a typical strategic
next steps of an effective strategic plan. ate a culture of strategic thinking, so your plan in the hierarchy as outlined in Figure
strategic planning does not become an 1:
WHY DO A STRATEGIC PLAN? annual retreat but, instead, a part of daily
Strategic planning is a process that helps decision making. s -ISSION—To define the organization’s
focus on aligning the unique gifts and purpose. Why do we exist?
resources that God has given your A good strategic plan achieves the
organization to take advantage of your following: s 6ALUES—To clarify what you stand for
opportunities. Scripture says, “Be very and believe in.
careful, then, how you live—not as un- s 2EmECTS THE VALUES OF THE ORGANIZATION
wise but as wise, making the most of every s #LEARLY DElNES WHAT IS MOST IMPORTANT s 37/4—To assess the particular
opportunity” (Ephesians 5:15–16). As you for achieving success. strengths, weaknesses, opportunities
do the planning, let God do the directing. s !SSISTS EVERYONE IN DAILY DECISION and threats that are strategically impor-
making. tant to your church. (SWOT is a filtering
For the Christian, this is not simply s 'ETS EVERYONE ON THE SAME PAGE tool to assess where you are now.)
projection-based planning but the real- focused and pulling in the same
ization that through prayer and obedience direction. s !DVANTAGE—To define what you do
you can be a catalyst to help bring about a s #REATES A CULTURE OF STRATEGIC THINKING best. What do you do best?
future that is in alignment with God’s will. and a part of daily decision making.
Through prayer, the framework for a plan s 6ISION—To explain where you are
can be established. We do the planning, WHAT ARE THE ELEMENTS OF A headed. Where do we want to be in five
but God does the directing. STRATEGIC PLAN? years?
There are several different components
WHAT IS STRATEGIC PLANNING? or pieces in a strategic plan. The typi- s /RGANIZATION
WIDE 3TRATEGY—How will
Simply put, a strategic plan is the formal- cal questions people have relating to the you get to your vision? What is the route
ized road map that describes how your elements are the following: you will take?
organization executes the chosen strategy.
Core Values/Beliefs
To create a mission statement you need to
Enduring core beliefs to adhere to no matter what mountain you climb.
understand how God has uniquely gifted
your church with core strengths, abili-
Vision (5–10 year)
ties, and gifts. You need to embrace your
The specific mountain you are currently trying to climb – the “where.”
church’s uniqueness and develop plans
around it. With this in mind, your mission
Organization-Wide Strategies
statement will be one that expresses God’s
The route you intend to take and the general methods you intend to use to reach the top of that
call on your church—focusing on who you
specific mountain.
are and what you do.
s 7HY DO WE EXIST
Goals (1–3 year) and Actions
s 7HAT IS 'ODS PURPOSE FOR OUR CHURCH
Specific methods for climbing the sections of rock and ice that confront you right now. These would
s (OW CAN WE WITH LIMITED RESOURCES
be analogous to detailed annual plans for getting things done this year on the way to the five-year
really make a difference?
vision.
s /BJECTIVES—To connect your mission 2 is a simple, yet clear way of looking at s 4O GATHER TO WORSHIP AND BECOME
to your vision. What are the long-term, the whole plan. (see pages 26–27) By plac- empowered to serve.
3-year out strategic priorities you need ing all the elements of the plan into three s 4O BE AN OASIS OF FAITH AT A BUSY
to perform in order to achieve your areas, you can clearly see how the pieces crossroad.
vision? fit together. Each area has certain compo- s 4O HELP OUR COMMUNITY EXPERIENCE
nents of the plan. The three areas are Jesus in a real and relevant way.
s 'OALS—To set goals that convert the s 4O BUILD AN OVERCOMING CHURCH OUT
strategic objectives into specific per- s 7HERE ARE WE NOW of broken lives through the power of
formance targets. What are the one- s 7HERE ARE WE GOING Jesus.
year goals you are trying to achieve to s (OW WILL WE GET THERE s 4O EXALT THE ,ORD EQUIP THE BELIEVER
support your objectives? evangelize the world, and expand the
WHERE ARE WE NOW? Kingdom.
s !CTION—To set specific action plans As you think about where your organiza- s 4O PRESENT AUTHENTIC #HRISTIANITY TO
that lead to implementing your goals. tion is now, you want to look at your foun- our families, community, country and
What are the 30, 60, 90 days actions? dational elements (mission and values) to world.
make sure there has not been a change.
s 3CORECARD—To measure and manage More than likely, you will not revise these 6alues
your strategic plan. What are the key two areas very often. Then you want to Values are enduring, passionate, and dis-
performance measures you can track look at your current strategic position, tinctive core beliefs. They are guiding
in order to monitor if you are achieving which is where you look at what is hap- principles that never change. Values are
your goals? pening internally and externally to deter- why we do what we do and what we stand
mine how you need to shift and change. for. They are beliefs that guide the con-
HOW DO THE ELEMENTS FIT Here are your foundational elements: duct, activities, and goals of the organiza-
TOGETHER? tion. Values are deeply held convictions,
Because it is easy to confuse how all the el- -ission priorities, and underlying assumptions
ements of a plan come together and where Mission defines your purpose—the pur- which influence our attitudes and behav-
they go, the visual Strategy Map in Figure pose for which you were founded and iors. They have intrinsic value and impor-
Summary
s /NE SURE
lRE WAY TO IMPACT YOUR CHURCHS s 4HERE ARE SEVERAL DIFFERENT COMPONENTS OR s #OMMUNICATE THE PLAN TO EVERYONE IN YOUR
future is to dust off an old tool—the Stra- pieces in a strategic plan which are dis- ORGANIZATION ! STRATEGIC PLAN IS A LIVING
tegic Plan. cussed in this article. dynamic document. Strategic planning is
about keeping the plan active so that it does
s .O ONE STRATEGIC MODEL lTS ALL ORGANIZA- s 3TRATEGIC PLANNING NEEDS INCLUDE SETTING not gather that proverbial dust.
tions, but the planning process includes GOALS TO BUILD ON YOUR CHURCHS STRENGTHS
certain basic elements that all churches SHORE UP THE WEAKNESSES CAPITALIZE ON THE Authors
can use for next steps of an effective OPPORTUNITIES AND RECOGNIZE THE THREATS $R (OWARD 7 /LSEN IS
strategic plan. the president and Nancy
s &ORMING A STRATEGIC VISION SHOULD PROVIDE Olsen is the vice president
s 3TRATEGIC PLANNING IS A PROCESS THAT HELPS long-term direction and infuse the church of M3 Planning, Inc., a
focus on aligning the unique gifts and with a sense of purposeful action. lRM THAT SPECIALIZES IN
resources that God has given your HELPING ORGANIZATIONS
ORGANIZATION TO TAKE ADVANTAGE OF YOUR s 3TRATEGIC OBJECTIVES STATE THE BROAD DIRECTION develop their strategy to
opportunities. and goals and work towards converting your accomplish their growth
mission into actions that will accomplish plans. They can be reached
s ! STRATEGIC PLAN IS THE FORMALIZED ROAD your vision and help sustain your unique VIA THEIR 7EB SITE AT WWW
MAP THAT DESCRIBES HOW YOUR ORGANIZATION advantage. mychurchplan.com.
executes the chosen strategy.
s 3TRATEGY ESTABLISHES A WAY TO MATCH YOUR
CHURCHS STRENGTHS WITH OPPORTUNITIES SO THAT
your church comes to mind when people
have a need.
Scorecard
How we measure success
Unique Advantage
Just what is a unique advantage? It is sim-
ply the answer to “what does your church s 7HAT DOES YOUR CHURCH DO BEST 6ision
do best?” Your unique advantage is what s 7HAT CAN YOUR ORGANIZATION POTENTIALLY A vision is a picture of what your church’s
your church does or potentially could do do better than any other organization? future makeup will be and where the
better than similar organizations. The s 7HAT UNIQUE SKILLS RESOURCES GIFTS AND organization is headed. Vision provides
result of a well-developed and execut- capabilities has God placed in your a clear mental picture, by faith, of what
ed strategic plan is to develop a unique church? your church will look like in five to ten
advantage. It is what you do best that years from now. Forming a strategic
draws constituents/stakeholders to use Examples: vision should provide long-term direc-
your programs and services instead of tion, delineate the organizational activi-
similar organizations. Successful church- s 7E ARE YOUNG
MINDED PROGRESSIVE AND ties to be pursued, the capabilities it plans
es deliberately make choices to be unique culturally relevant messengers of the to develop, and infuse the church with a
and different in activities that they are re- Gospel of Christ. sense of purposeful action. It serves as a
ally, really good at doing and they focus all s 7E HAVE A PRIME LOCATION unifying focal point for everyone in the
of their energy in these areas. s 7E HAVE "IBLE
BASED PREACHING organization like a North Star. It delineates
s 7E ARE A CHURCH OF SMALL HOME GROUPS the future focus and where the church is
Your unique advantages are the founda- s 7E HAVE AN EXTENSIVE CARE MINISTRY going.
tion, the cornerstone of your strategic s 7E HAVE A STRONG YOUTH MINISTRY
plan. Throughout the planning process A Godly vision is based on God’s will for
you will need to evaluate every part of WHERE ARE WE GOING? the church. It is a picture of seeking the
your plan to determine whether it sup- The elements of the question, “Where are needs of other people and meeting those
ports or detracts from this. we going?” help you answer other ques- needs. It is vitally connected to the heart
tions, such as, What will my church look of God and His perspective. A vision which
To identify your unique advantages ask like in the future? Where are we headed? is inspired by God is God-sized and will
the following questions: What is the future I want to create for my require the power of God to fulfill. A Godly
church? The following elements help you vision makes your heart surge, carries you
define the future for your church: to heights you never dreamed possible,
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An administrator devoted to the successful give you things He wants you to do. Hold
your plans before the Lord.
implementation of the plan is key. The plan
The following is an explanation of the cri-
needs to be supported with people, money, time, teria for SMART goals:
systems, and, above all, communication. s Specific—Goals must answer the ques-
tions: How much? What kind of perfor-
mance is to be accomplished?”
To write objectives ask these questions: Examples:
s Measurable—Goals must be stated
s 7HAT ARE THE KEY ACTIVITIES THAT YOU s /VERALL.UMBER OF LIVES CHANGED in measurable or quantifiable terms:
need to perform in order to achieve s ST YEAR"IRTH OF THE CHURCH Can we measure this goal? How will we
your vision? s ND YEAR,EADERSHIP DEVELOPMENT know if we achieved this goal?
s 7HAT AREAS DO WE NEED TO FOCUS ON OVER s RD YEAR'ROWTH
the next 3–5 years to accomplish our s TH YEAR$ISCIPLESHIP s Aggressive yet Achievable—Is the goal
vision? s TH YEAR#OMMUNITY OUTREACH aggressive yet achievable? Goals must
s TH YEAR)NTERNATIONAL OUTREACH provide a stretch that inspires people
Examples: to aim higher. Set goals you know you
Goals convert your strategic objectives can realistically achieve.
s 4O IMPACT STRATEGICALLY MORE LIVES EACH into specific performance targets. Effec-
year. tive SMART goals clearly state what you s Relevant/Realistic—Is the goal rele-
s 4O MANAGE OUR CHURCH ON A lSCALLY want to accomplish, when you want to vant to achieving the objective? Goals
sound operating basis. accomplish it, how you are going to do it, must maintain consistency and focus.
s %XPAND PROGRAMSSERVICES TO EXISTING and who is going to be responsible. Each
congregation. goal should be specific and measurable. s Time Specific—Is the goal time spe-
s 4O SERVE MORE PEOPLE IN THE COMMUNI- With short-term goals, the organization cific? Goals must answer the question,
ty through new programs and services. converts the mission, vision, and long- “by when is it to be accomplished?”
s 4O IMPROVE INTERNAL PROCESS CONTINU- term objectives into performance targets.
ally to realize efficiencies. Realistic goals ought to serve as a tool for Write goals by asking these questions:
s 4O IMPROVE INTERNAL COMMUNICATIONS stretching an organization to reach its full
s 4O DEVELOP THE LEADERSHIP ABILITIES AND potential. s 7HAT ARE THE n TO nYEAR GOALS WE ARE
potential of our staff. trying to achieve to support our strate-
It is important for the church to view gic objective?
Strategy goals as motivational targets, and excit- s 7HAT ARE YOUR SPECIlC MEASURABLE AND
Strategy establishes a way to match your ing, measurable milestones for the future. realistic targets of accomplishment?
church’s strengths with opportunities so Think about achieving them in a 12–18
that your church comes to mind when month timeframe. Write goals to build Action Items
people have a need. A strategy is like an your unique advantage. Additionally, use Action items are plans that set spe-
umbrella. It is a general statement(s) that your SWOT analysis to write goals. Match cific actions that lead to implementing
guides and covers a set of activities. You your strengths with opportunities, shore your goals. Action items are basically a
can develop one strategy for your church up your weaknesses and guard against “To-Do List” for each goal. It involves list-
or guiding statement for each year. threats. ing out the concrete steps that you need to
Strategy answers the question “how.” It accomplish in order to achieve your goals.
explains how you will travel to your final Goals can be difficult to set because they An action plan explains who is going to do
destination. should be faith-stretching without being what, by when, and in what order for the
presumptuous. church to reach its goals. The design and
Consider listing the top one to two strat- implementation of the action planning
egies or long-term activities your church Goals ought to serve as a tool for stretch- depend on the nature and needs of the
needs to pursue in order to achieve its ing a church to reach its full potential. organization.
vision by asking how will we achieve our This means setting them high enough to
vision and how can we best match our be challenging to energize the organiza- To ensure implementation of action
strengths in a way that provides value and tion and its strategy. Prayerfully seek God’s items, it is important to assign responsi-
is perceived by our constituents? guidance in setting faith goals. Let God bilities and deadlines. A great method to
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