From Jay Lavelle

1. How do we define ourselves?
 
The liberal/progressive church in Central Massachusetts
The church that looks to the future without ignoring our history and our Judeo-Christian heritage
 
 
2.  What is our "brand identity"?
 
o       21st Century Church
 
 
3.  How do we brand the experience and not just the product? (this ties in with leveraging)
 
o       Emphasize our uniqueness, downplay connections to UUA and other churches
o       Publicize existing events to community
o       Create and/or sponsor events aimed at community
o       New technologies:  web, Facebook, Twitter, YouTube, podcasting
o       Old technologies:  radio, print, CDs
o       Open houses once or twice a year with lots of advertising
 
 
4.  What will the hardest part of this?
 
Motivating the congregation
 
— Jay Lavelle

From Randy Ingham

The one area where Worcester is expanding is in academic and scientific institutions. It appears to me that, this segment of the population is a natural for the message of Unitarianism. But, it has been my experience that very few of these people have any real knowledge about our religion. It is a positive thing that proselytizing is frowned on by Unitarianism; but, there are tasetful ways to educate a group about our values and religion. The fact that this segment of the population has more resources is not a negative thing. If we are to expand our service to the most needy, we will need more resources.

Another way to serve the community, would be to host self-help and networking groups for professionals who have been recently terminated. Such groups have been hosted by churches in the New York area. Although a lot more is going on at Church, it would appear that there is room for further expansion in the use of our great building. Such expansion should be done with one eye on service and the other on bringing in new parishioners.

Finally, Worcester has a growing population of people with oriental heritage (much to my joy). Again, it would seem to me that the Unitarian message would be appealing to many from this expanding segment. Of course, it is always hard for new groups of people to be comfortable, until one reaches a certain mass. But, my hope is that we will be as welcoming to them as we are with those rejected by other groups.

Change is difficult, but it is also exciting and brings many rewards.

Respectfully submitted,
Randy Ingham

From Leon Scanlon

I want our church to be known for nurturing the spiritual life of individuals and families so that all go out into the world revitalized to suport ourselves, our families, and our communities.

Thanks, Committee members.

Leone Scanlon

From Lee Reid

I want our church to be know for its inspiring sermons, its thriving religious education program, as well as its service and justice work.
Lee Reid

Strategic Planning Committee
First Unitarian Worcester

From Steve Knox

I want our church to be known for its compassionate acts in the service of all

From Rev. Barbara Merritt

I want our church to be known for "welcoming all souls with hospitality, and sending all away in peace."  (quoting Thomas Merton on the Desert Fathers)

Revised (3/22/09) Strategic Goals 2009

First Unitarian Church Worcester

Strategic Goals for 2009

Strategic Planning Committee

Statement of Need

Two critical current needs for First Unitarian Church of Worcester are to be growing and solvent.  We intend to address these needs in multiple ways.  We will strive to be a more open and welcoming community, inviting all sincere seekers to participate in a congregation of shared ministries.  We will be known as a congregation that reaches out and gives to the community.  We will put special emphasis on revising our programs and services to be more relevant to young adults, children and families.  Our governance will be more intentional by asking all lay leadership and professional staff to set annual goals and assess measurable progress toward them.  The annual goals will be in alignment with the broad strategic goals for 2009 below, derived from the UUA assessment workshop.

Broad strategic goals for 2009:

 

·         Develop and implement a process of ongoing assessment, strategizing and goal setting

·         Rev up communications. Improve communications within the church and with the greater community by ethically and tastefully marketing the work of the church

·         Give greater visibility to our community outreach efforts and provide support, recognition and encouragement to the groups and individuals who carry out these vital ministries

·         Extend our hands to those who are searching (with an emphasis on young adults and young families), and to those who have left.

·         Revitalize our welcoming and membership process

·         Revamp pledge system

·         Engage the congregation and professional staff in a process to identify a vision of our congregation for 2015 and to consider updates and revisions to the current mission and values statements.

 

Benchmarks [some with suggested targets] by which we will assess our efforts to toward achieving our goals

 

·         Increase membership [by 20 pledge units] in 2009

·         Increase the number of young adults [50% of new members] and children in the congregation

·         Increase median pledge [by 25%]

·         Increase frequency and variety of communications to the congregation and the wider community [web page, blog(s), face book, etc …]

·         Increase frequency of current (and develop new) ministries in service to the wider community [measured as number of groups and/or individuals carrying out social action ministries]

·         Given need is expressed by the congregation, deliver an updated Mission / Vision statement for ratification at 2010 Annual Meeting

 

--
Strategic Planning Committee
First Unitarian Worcester

Draft of Preliminary Strategic Goals

A critical current need for First Unitarian Church of Worcester is to be solvent and growing.  We intend to address this need in multiple ways.  We will strive to be a more open and welcoming community, inviting all sincere seekers to participate in a congregation of shared ministries.  We will put special emphasis on revising our programs and services to be more relevant to young adults and young families.  Our governance will be more intentional by asking all lay leadership and professional staff to set annual goals and assess measurable progress toward them.  The annual goals will be in alignment with the broad strategic goals below, derived from the UUA assessment workshop.

 

Broad strategic goals for 2009:

 

·       Develop and implement a process of ongoing assessment, strategizing and goal setting

·       Rev up communications. Improve communications within the church and with the greater community by ethically and tastefully marketing the work of the church

·       Extend our hands to those who are searching (with an emphasis on young adults and young families), and those who have left.

·       Revitalize our welcoming and membership process

·       Revamp pledge system

·       Engage the congregation and professional staff in revising and updating our stated Mission and Vision.