Guide for a Parish Strategic Plan 1. Definition of the protagonists/actors in the plan o o o o o
Who is going to plan? Who are the partners? Whom should we invite? What is the role of advisors and mediators? What is the period we want to plan?
2. Definition of the Parish Mission o o o o o
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? Eventually this step can be substituted for the formulation of the ‘project.’ Disseminate the ‘mission’ as defined in the Founding Documents of the IECLB.
3. Analysis of the situation Internal context
External Context
Strengths
Opportunities
Difficulties (weaknesses)
Threats
4. Identification of the principal problem o o o o
What is the problem that the majority relates with? What will resonate with others? Understand the problem’s qualities. The main problem is not necessarily the worst problem or the most immediate. Eventually select the main cause of the main problem.
5. Formulation of the central objective o How do we propose to solve the main problem, eliminating its cause(s)? o The central objective is the opposite of the main problem. o Formulating the ‘project’, indicating a new vision of reality
6. Developing a plan of action o o o o
Construct 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 will have to 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. o Evaluate the viability of the action plan.
7. Management and evaluation o o o o o o o
Disseminating the strategic plan. Eventually electing a coordinator for 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? o At the end of the proposed period: general evaluation.