Vision and PerspectiveStrategicPlanningParticipative

For ships without a clear destination, there exist no good winds.(Dutch proverb)

In a community of faith with planning, there is also the effective application of all of the communitys possibilities, which helps the community reach its objectives.In a faith community without planning, all human and financial resources, all programs and activities lose a large part of their constructive dimension.

Planning, at first, seeks the removal of obstacles, seeks to facilitate, simplify and clarify ones path.What is Strategic Planning?According to the dictionary, planning is a process that brings to an organization a coordinated set of actions, in pursuit of determined objectives.Literally, the word planning or to plan means to make something flat. Something flat is smooth, without lumps, or also clear, simple, easy.

What is Strategic Planning?Applied to organizations, it acquires the following meaning: The art of effectively applying available resources and exploring existing favorable conditions in order to reach determined objectives.Strategic planning is, therefore, planning with a particular quality: strategy.The word strategy comes from military language.

Planning in the Church?In the church, we are accustomed to non-measurable categories such as faith, love and hope. Truly these are fruits of divine action, from Gods Spirit, and not of our strategies and plans.At first, strategic planning seems interesting only for businesses and secular institutions.

Planning in the Bible?We have various indications that planning is recognized in the Bible.Moses received the counsel of his father-in-law Jethro to better organize his attention to the people in Exodus 18.

In Ecclesiastes 10:10, we hear the wise counsel: If the ax is dull and its edge unsharpened, more strength is needed but skill will bring success.

Jesus, speaking to his disciples in Luke 24, recommends counting the costs precisely of future efforts and their consequences:

Who among you, if you were to build a tower, would not sit down first to calculate the expenses, to see if you have enough to finish? And what king, when he undertakes a campaign against another, does not sit first to consider whether ten thousand men will be enough to confront the other, who comes against him with twenty thousand?

Paul lists among the strengths of the New-Testament the gift of kybernesis, orgininally the art of piloting or directing a ship. It is the gift of administering (1 Cor 12:28) or the gift of direction in the community.To sail a ship in New Testament times required much ability, knowledge, and planning capacity. Sailing had to be carefully planned. Knowledge of the sea was primordial, as was knowledge the coasts, astronomy, and strategic use of winds and maritime currents. All of this was undertaken to safely reach the port of destination.Therefore the boat became the ship of the Church (according to Matthew 8:23-27; 14:22-23). Sailing a ship called the Church, assuming the task of church leadership, is to assume responsibility for planning with criteria for the safe navigation of the Gods people as they walk their path.

Guide for congregational strategic planning:Definition of protagonists/actors in SPDefinition of the congregations missionAnalysis of the situationIdentification of the main problemFormulation of the central objectiveElaboration of an action mapImplementation - Evaluation

What is the period we want to plan?1) Definition of the protagonists/actors in SP:Who is going to plan?Who are the partners?Whom should we invite?What is the role of advisors and mediators?

2)Definition of the faith communitys mission:Eventually this step can be substituted for the formulation of the project.Who are we? What is our identity?Why are we here? What is our job? What is our goal?What kind of church do we envision?

3) Anlisis de situacin

Eventually select the main cause of the main problem.4. Identification of the principal problemWhat is the problem with which the majority is related; the one that articulates the others?Understand the problems qualities.The main problem is not necessarily the worst problem or the most immediate.

Formulating the project5. Formulation of the central objectiveHow do we propose to solve the main problem, eliminating its cause(s)?The central objective is the opposite of the main problem.

Evaluate the viability of the action plan.6. Developing a plan of actionConstruct a path in order to arrive at the expected results.What do we need to do in order to reach our central objective?Eventually the central objective could be broken down into specific objectives.The action plan is the set of actions, each one with an indicator for the anticipated results, with their relative timeframes, actors or institutions responsible and the necessary resources to reach the expected results.

At the end of the proposed period: general evaluation.7) Implementation and EvaluationDisseminating the strategic plan.Monitoring the execution of the activities, modifying them if necessary.Supporting those who are responsible for the actions in the strategic plan.Incorporation of new challenges according to practice dynamic reality.Making a permanent agenda of meetings for management and evaluation.

Requesting reports from those responsible: What was planned and what was realized? What was planned and not realized? What was not planned but realized nonetheless?