Where Have We Been? Where Do We Want to Go?
How Do We Get There?
Strategic Planning Report
April 13, 2015
Submitted by Don Sawyer
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1. Introduction
The “Fairhope Unitarian Fellowship (FUF) Survey of Members and Friends,” which was conducted and
released in late 2014, provided the Board and membership with a fascinating glimpse into the makeup,
interests, and aspirations of our Fellowship. Excellent data was captured on what FUF events and
features were most supported, the ethical/spiritual views of the respondents, what they valued about
the Fellowship, and general ideas on how they would like to see the FUF move forward.
While the report contains invaluable information on our membership and friends, it was not intended to
act as a plan for future development. As a result, the FUF Board was presented with a proposal to build
on the information and momentum gained from the survey by conducting a formal strategic planning
session with members and friends which would result in more formal recommendations regarding
priority goals and objectives for the organization. This session was held from 1:30 to 4:30 on Sunday,
April 13, 2015.
2. The Event
Twenty-eight FUF members – nearly 25% of the FUF membership – and two friends – 30 participants in
all -- gathered in the FUF hall for the strategic planning session. This is itself a number worth noting: to
attract one out of four members to a three-hour strategizing session on a sunny Sunday after a one-hour
service reflects a remarkable level of interest and commitment by the membership which far exceeded
expectations, especially given the unavoidable absence of several board members. Such a significant
level of participation also helps ensure that the results of the session are representative of the
Fellowship as a whole.
Facilitated by Don Sawyer, the session was interactive, participatory, and emphasized sharing about the
organization’s past achievements, assessment of our current situation, and possible directions for the
future. Participants were engaged and positive, representing the strong core of committed, capable and
engaged members we have to build on.
A brief overview of the day in the form of an agenda was presented, along with goals for the session:
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Introductions
Getting to know you: Take a stand
Shape of the day: Purpose and outcomes; Goals, Objectives and Activities
Appreciating the best of what is
Why are we here? What is our mission?
FUF Goals – Set and prioritized
Objectives: Specific, measurable, attainable, relevant and time framed [3:30]
Activities: What do we need to DO to meet our objectives and achieve our goals?
Next steps: Action planning and recommendations
Wrap up and conclusion
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It was explained that the session built on the results of the survey and would involve reflecting on the
past achievements and current elements of the FUF that we value, discussing why the organization is
important to us and what we hope it can achieve in the future, establishing and prioritizing a set of
broad goals for the organization, and identifying and prioritizing specific activities that will move us
toward our larger organizational goals. This information would then be gathered into a report to the
Board and membership that would assist them in planning for the future of the FUF and recommend
specific ways to organize and invest our financial and human resources to achieve our goals
3. Take a Stand
After brief introductions, participants joined in a “take a stand” activity designed to encourage active
sharing on critical issues. The front of the hall was divided into two sections, one marked “Agree” and
the other “Disagree.” A series of 10 questions was then read by the facilitator and participants had to
position themselves on one side of the issue or the other – no fence-sitting was allowed. After the
group had sorted themselves into “agree” and “disagree” sides, one volunteer from each group was
asked to explain why he or she chose the side they did. The questions asked were written to reflect
issues that have arisen in the survey and other Fellowship activities and to stimulate reflection and
active participation:
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10.
I have been a lifelong Unitarian
Essentially I am an atheist
If someone asks my religion, I say I am a Unitarian
Unitarian-Universalism is a Christian denomination
There is no other church or congregation in Fairhope I could be part of
I consider myself a spiritual person
I think the FUF needs to be more involved in local action for social justice
If we are to survive, we need to attract younger members
As Unitarians, we need to be more visible and active at the community level
The main reason I’m part of the FUF is being with people who share my values
Although an exact count was not taken, virtually every statement – in good Unitarian fashion –
resulted in nearly even splits. The exceptions were the first and last statements. Out of the 30
participants, only three identified themselves as lifelong Unitarians, indicating again the eclectic
background of our membership. Perhaps most significantly, in responding to the statement “The
main reason I’m part of the FUF is being with people who share my values,” all 30 participants lined
up quickly and enthusiastically on the “Agree” side. As one person pointed out, there was a bit of
irony in that we had spent the previous 15 minutes arguing every issue but readily agreeing that we
all shared similar values, illustrating that people can disagree strongly while still sharing common
values and attitudes. In fact, this is precisely why we value the FUF.
4. Appreciating the best of what is: The next phase began by asking participants to reflect on their past
experiences with the FUF, but from a positive perspective: “Looking at your entire experience as a
member of the FUF, recall a high point, a time when you felt that the organization and what you were
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doing as part of it was at its best -- when you felt most excited about the FUF and what you were doing.
Describe the scene in detail. Who else was involved and how were they significant? How did the
experience make you feel? What made it such a good experience?”
Once participants had noted their personal “high points,” they formed small groups to share their
experiences and report to the large group. These were noted on the flip chart:
Figure A: FUF High Points from the Past
Enjoying the music, especially the string quartet
Attending new members class
Participating in the non-fiction club
Feeling relaxed and at home
Changing art displays and general incorporation of the arts
Discussing ideas and issues honestly
Raising money for the Fairhope Library
Playing music in various groups
Being part of something – a community
Only had to write in my name to be a member – no ritual or demands
Group support when I had surgery and when I was moving
Authentic, caring memorial service for a friend
Being spiritual in a secular context
General freedom to speak my mind
Constructing and moving into our new building – built from the ground up
Friday night picnics – food, wine, sunset and conversation among intelligent people
Specific programs that were moving and informative
Presentations by members – realizing the expertise and experience in our membership
In this manner we began our session by looking at the positives and successes of the organization rather
than focusing on its problems. Moreover, the obvious pleasure participants took in recalling and sharing
good experiences from the past in their groups reminded us all that we are part of a healthy, caring and
vital organization.
4. Why are we here? What is our mission? From here, participants were asked to respond to another
question, ““Why are you involved with the Fairhope Unitarian Fellowship and what do you hope the
organization will achieve or do now and the future that makes your involvement worthwhile?” This
question was intended to promote reflection on the larger purpose of the FUF and what keeps us
involved with it. Here participants were establishing not only their past reasons for involvement, but
their hopes for the future. Individuals wrote out their responses to the question then met again in small
groups to share their responses, combine similar ideas, and report them to the larger group. Results
were recorded under the heading “Why are we here? Where do we want to go?”
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There are many interesting aspects to the results of this exercise, but one of the most notable was the
expression of the personal pleasure and security of being involved with a group of like-minded,
thoughtful and engaged individuals.
Figure B: “Why are you involved with the Fairhope Unitarian Fellowship and what do you hope
the organization will achieve or do now and in the future that makes your involvement worthwhile?”
Intellectual stimulation
Opportunities for creative expression and learning: TED talks, community conversations,
discussion of current events and other issues not occurring in other community venues
Everyone’s opinion matters
Openness of expression
Socializing: food, pot lucks, picnics, great kitchen staff
Comfort niche
Similar political beliefs
Support – both physical and emotional
Fellowship
Like-mindedness of membership
Intimate and genuine personal connections and relationships
Moral/ethical exploration by speakers, TED talks, etc.
UU adult religious/moral education
Committed leadership who can help us increase the noted qualities
FUF an accepting community
Comfortable – like the way we are
Lack of religious ritual
Attitude toward and concern for world events and environmental issues
Like to see greater energy efficiency and consciousness in our own space
Intimate small groups that are interconnected
After the qualities that engage us were recorded and discussed, it was noted that the examples provided
describe a stable, well-functioning organization. It was pointed out that the responses generally reflect
a membership satisfied with the direction and operation of the FUF. Whereas some strategic planning
occurs only when organizations find themselves in crisis, this is clearly not the case with us. Instead, we
are operating from a strong base of common values and general approval of past and future direction.
In this case, strategic planning occurs in the context of steady, thoughtful growth and development of
the organization.
5. Fairhope Unitarian Fellowship Goals
The group then switched its attention to the goals of the organization: broad purposes to which we are
committed. At this point a distinction was made between broader goals and more focused, specific
objectives (or activities) that would help achieve the larger goals. This distinction between goals and
objectives was illustrated with the following chart:
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Figure C: Goals and Objectives
Goals
Objectives
Meaning
The purpose toward which an
endeavor is directed; the overall
outcome we hope to attain.
A specific target which, when concluded, should,
contribute to the achievement of the larger goal.
(Note: a goal can have several associated objectives)
Example
We want to grow our
membership with particular
emphasis on attracting younger
members
Increase our membership by 20% by January 2016;
25% of new members will be under 60
Action
Contained in the action plan
attached to the objectives
Specific actions are devised that will contribute
toward the successful accomplishment of the
objective, which in turn supports attainment of the
associated goal.
Measure
Goals may not be strictly
measurable or tangible
Must be measurable and tangible -- SMART
Time
frame
Longer term
Mid- to short-term
Participants were then presented with a chart containing 12 tentative goals drawn from
recommendations of members contained in the survey. Small groups were then asked to review the
goals suggested and brainstorm additional goals – broad objectives that they would like to see the FUF
work toward. After discussion, the groups reconvened and the listed goals were clarified and an
additional five added for a total of 17 potential goals. Participants were then given four dots that they
were to place by the goals they felt were most important and critical to ensure a successful organization
over the next five years.
The 17 goals* were then reviewed in terms of their priority as indicated by the participants. The results
are reported in Figure D: FUF Goals.
* During the voting, two additional goals were suggested. Unfortunately, they were introduced too late
to include on the chart and vote on. These were
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Improve internal communication
Increase fundraising to support FUF community projects
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Figure D: FUF Goals
Votes
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15
11
10
9
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7
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6
5
5
1
1
1
1
0
0
Goal
Increase diversity of membership and be more welcoming to all community
members
Improve sanctuary (e.g. improve sound system and add permanent screen)
Maintain steady membership numbers
Increase number of younger FUF members, especially families with children
Develop better connections with new and potential members
Improve environmental sustainability and efficiency of building
Increase number and diversity of small group activities (e.g. canoe/kayak club)
Improve quality of Sunday presentations by ensuring they apply to one or
more UU principles
Increase community outreach and engagement
Provide better outreach support to ill and older members
Respond to requests for more “spiritual” content while maintaining secular
orientation
Engage more members in FUF activities
Revamp Sunday service format
Increase use of FUF building by attracting outside users and expanding
facilities
Work towards greater financial stability
Increase overall membership
Hire a part-time minister
6. Objectives/Activities
Now that broad goals had been discussed, the focus shifted to specific activities. As had been discussed,
it was reiterated that while goals may not be directly measurable, objectives should be. Objectives can
be differentiated from goals in several ways, best summed up in the following “SMART Objectives Table:
Figure E: SMART Objectives
SMART Objectives
Specific: a clearly defined, focused activity (what are we going to do?)
Measurable: success toward meeting the goal can be measured (how will we know if we have been
successful?)
Attainable: activities are realistic and can be achieved in a specific amount of time with available
resources (do we have the resources necessary to be successful?)
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Relevant: the specific activity is consistent with larger organizational goals and mission (will the
activity move us toward our larger organizational goals?) and will be widely supported by the
membership and engage them in implementation
Time framed: activities have a clear start and end point
Several examples of SMART objectives related to the goals already determined were suggested:
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By April 2016, 10% of membership will self-report as members of a visible minority or LGBT
community
A committee to review the priorities for improving the sanctuary will be struck by June 2016 and
a report from them recommending costed improvement submitted to the Board by September
2016
An monthly review of membership will be conducted and reported to ensure that current
membership numbers (127) is maintained or shows slight growth
By September 2015, a complete environmental audit of the building will be completed and the
report submitted to the Board with recommendations regarding increased energy efficiency and
sustainability
It was pointed out that in many cases, being able to determine whether an objective has been achieved
requires establishing a baseline – the current situation. For example, in the first objective above, to
know whether we have been successful, we must first determine our current level of visible minority
and LGBT members. It was also noted that objectives can be useful even if they are not achieved. By
being able to measure success – or lack of it – current activities and strategies can be reviewed and
revised for greater effectiveness.
After discussing objectives, it was pointed out that just as a goal is not an objective, an objective is not
an activity. Activities are what we actually DO to achieve our objectives and, ultimately, our goals. Just
as a goal can have several objectives, an objective can involve a number of activities. It was pointed out
that simply carrying out an activity does not necessarily mean the objective itself was met. Achievement
of the objective has to be measured in terms of the outcome set in the objective, which then helps
determine whether the activity was a successful investment of time and energy and whether it needs to
be expanded, modified or abandoned altogether.
As a final activity, participants broke into threes and brainstormed activities they felt would contribute
to achieving the goals and objectives already established. These were then reported and recorded on a
chart. Once the activities were listed – 19 of them – participants were again given four dots to place by
the activities they felt were most important and critical. The results are reported in Figure F:
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Figure F: Possible Activities Prioritized
Votes
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9
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3
3
3
3
1
1
1
Activity
Print and pass out cards with UU principles to all visitors
Create a team tasked with contacting and following up on new visitors
Make UU principles more visible and incorporate into presentations
Organize dinners for new members and celebrate their backgrounds and
achievements
Record presentations and post on You Tube and other sites
Hang www.uua.org banner in front of building to encourage interest in UU principles
and activities
Create, sponsor and host a secular alcoholic support group
Conduct a complete energy audit of building
Strike committee to implement UU “Welcoming Congregation” policies
Contact local college organizations and provide information and speakers
Assign mentor to each new member
Participate in Gay Pride parade and provide literature table
Host LGBT youth meeting place
Create and train secular bereavement group without to serve community members
who are not religious
Create team to investigate use of social media to publicize UU principles and expand
awareness of FUF as a church alternative
Host poetry readings in a “coffee house” setting
Create LGBT inclusion committee
Strike team committed to improving community-police relations
It is worth noting that while there is a wide diversity of ideas about how the to be more actively engaged
in reaching our goals, there are clear themes of reaching a wider constituency with both FUF activities
and general UU information, improving our follow-up with visitors, and providing increased outreach
services to underserved groups within our community. It was also understood that these activities were
simply samples and far from comprehensive. Many other activities can and should evolve as the
membership moves toward achieving its goals and objectives.
7. Next Steps: Action Planning and Recommendations
During the planning session, it was noted on several occasions that it is not enough to identify goals,
objectives and possible activities. It is only when FUF members commit themselves to carrying out the
activities – and follow through with systematic, sustained action – that the goals we have identified will
be achieved. A key to mobilizing sustained, focused action is an organizational structure that identifies
both activities related to goals and objectives and specific individuals responsible for the tasks involved.
Using a sample goal and objective, a possible action planning model was introduced and discussed. (See
Appendix A)
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8. Conclusion and Recommendations
The strategic planning session met the objectives of the day and provided a forum for FUF members to
come together and discuss the past, present and future of their organization. Based on comments from
the participants, these discussions were affirming, productive and enjoyable. As a result of facilitating
the session and compiling the results, below is a set of recommendations for Board consideration:
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Recommendation 1: that the Board hold a special meeting to review the information generated
at the session and determine how it can be used to strategize for the future so that the FUF
remains vital and is able to proactively meet challenges through thoughtful, systematic planning.
Recommendation 2: One or more Board members be designated to coordinate Strategic Plan
(SP) activity groups who would provide regular progress reports to the Board.
Recommendation 3: Using the organization format above (Appendix A), teams -- drawing from
the entire membership -- be formed around prioritized goals and activities and encouraged to
meet independently and begin planning and implementing their projects. Major activities and
accomplishments would be summarized at Sunday services along with invitations for additional
input and participation. As well, progress reports, photos, and information for each project will
be shared on the FUF web page and Facebook page.
Recommendation 4: that once approved, the Strategic Plan (SP) be made available to the
membership as a whole via the FUF web page and other social media. As well, in keeping with
the principles of participatory research, hard copies will be provided to the 30 participants in the
section for their information and feedback.
Recommendation 5: An annual review of progress toward FUF goals be conducted and
incorporated into the annual membership report along with financial and membership
information
Recommendation 6: that the Board assess current internal communication systems with the
intent of better using all media at our disposal to improve communication within our
membership to inform them of goals and related activities, as well as social groups, while
inviting them to become more involved in the initiatives that are undertaken.
Recommendation7: An FUF Publicity Committee be activated to begin expanding community,
membership, and guest awareness of UU principles and FUF policies, including videoing
presentations and submitting them to YouTube.
As noted in the original proposal, “Ultimately, strategic planning is a management tool. The plan, and
the data it produces, is only as good as management’s ability to use it.” This is the challenge for the
Board and the FUF as a whole. No strategic plan, regardless of type or situation, can make the decisions
for the organization. The strategic plan can only provide data to assist the organization to make betterinformed decisions about its future.
The participants at the strategic planning session devoted their time, energy, experiences and
knowledge to create a plan that can help us move effectively into the future. It is now up to all of us to
make that plan a reality.
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Appendix A: Action Planning
Goal: Increase Diversity of Membership
Objective 1: Double number of visible and LGBT members by December 2016
Action 1
Team
leader
Team
members
Tasks and
responsibilities
Outcome
Completion
date
Specific action that
will move
organization closer to
achieving overall goal
and objectives
Person
primarily
responsible
for
completion
of action
Individuals
that will assist
in completing
the action
How the action will
be carried out –
task analysis +
person responsible
Specific
outcome
expected
Date the task
is to be
completed
Team
leader
Team
members
Tasks and
responsibilities
Outcome
Completion
date
Team
leader
Team
members
Tasks and
responsibilities
Outcome
Completion
date
Implement
Welcoming
Congregation policies
Action 2
Publicize UU
principles and FUF as
a welcoming home
for secular
minorities
Action 3
Participate in Gay
Pride parade and
provide literature
table
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