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Southside Baptist Church

Discernment and Strategic Plan

2012

Contents

Introduction 2

Southside’s Mission Statement 3

Steering Committee’s Mission Statement 4

Approach 6

Strategic Goals 7

Goals and Associated Objectives 8

Strategic Goal 1: Charge the Deacons with the task of discerning the vision/mission/passion of SSBC. 9

Strategic Goal 2: Nurture, inspire, and engage the spiritual growth of our members. 10

Strategic Goal 3: Cultivate, foster, embrace, and retain potential members. 11

Strategic Goal 4: Create a more welcoming environment through increased hospitality. 12

Strategic Goal 5: Engage congregational members and others in our vision for sharing God’s love and helping those in need. 13

Strategic Goal 6: Be good stewards of SSBC’s staff and congregation. 13

Strategic Goal 7: Be good stewards of our finances. 14

Strategic Goal 8: Be good stewards of our facilities. 16

Strategic Goal 9: Develop and implement a stewardship plan. 17

Strategic Goal 10: Proceed with plan to start a SSBC Child Development Center. 18

Strategic Goal 11: Build an accountability structure among church leaders that fits the current needs of the congregation. 19

Strategic Goal 12: Institute a clear progress measurement process . 20

Appendix A: Tracking Our Progress 21

Tracking Template for Objectives 22

Tracking Template for Objectives Example 23

Appendix B: Facilities Worksheets 24

Appendix C: Finance Worksheet 30

Appendix D: Functions Worksheets 31

Introduction

Unless the LORD builds the house, the builders labor in vain. Psalm 127:1

On September 29-30 2011, Southside Baptist Church (SSBC) engaged the Alban Institute, a consulting firm, to conduct a study and review of our church’s traditions, strengths and the adaptive challenges it faced. Dr. Larry Peers, the designated consultant, met with the clergy, lay leadership, and a cross-section of the congregation, including members of the Deacons. During this process, current systems, program areas, and the values and beliefs of SSBC were analyzed and assessed. Additionally, the impact of Southside’s history and its effect on shaping our current environment were explored. The conversations focused on three distinct phases: reviewing, revising and recomposing. During the initial discussions, Dr. Peers led the group to review “what is”. The participants were encouraged to discuss what traditions we as a congregation felt were essential in the life of the congregation. Upon these conversations, Dr. Peers stated “there was general assessment that, as a congregation [Southside Baptist Church] is at the stage between ‘decline’ and ‘death’ , with some efforts being made and/or needed in the redefining or redeveloping of Southside Baptist Church”.

Regarding our adaptive challenges, it was noted that SSBC should strengthen our current congregational systems and bridges between these congregational systems by analyzing our community presence, welcoming system, nurturing system, empowering system, and serving system. It was recommended by Dr. Peers that SSBC explore several future scenarios for Southside’s future and revise “what could be”. The members and Deacons took this recommendation and explored six different scenarios: a) relocating, b) dissolving, c) growing the church, d) creating an alternative worship service, e) redefining and f) downsizing. In a follow-up conference call with Dr. Peers, the potential scenarios were clustered and discussed.

In January 2012 the Deacons selected a nominating committee, which recommended a Steering Committee Chairperson (Henry Penick) and three Co-chairpersons, one for each focus area: Functions (Mark Grimmett), Facilities (Brenda Tidwell) and Finance (April Brush). The Chairpersons organized the Steering Committee for Discernment and Strategic Planning that consisted of 37 members from a cross-section of the congregation, including chairpersons of all standing committees and members of the Deacons. This Steering Committee for Discernment and Strategic Planning was assigned the task of recomposing “what is next” to make decisions and commitments for Southside’s future.

Southside’s Mission Statement

Southside Baptist Church is a community of believers in the Living God, as revealed in the person of Jesus Christ.

We affirm the authority of Holy Scripture and the guidance of the Holy Spirit, which instructs us in the way of Christ, teaches the value and equality of all persons, celebrates unity in diversity, and requires that we love and serve others as Christ has loved us.

Acknowledging our rich heritage as Baptists, we embrace and hold firmly the principles of the autonomy of the individual congregation, the priesthood of the believer, the separation of church and state, and the freedom to minister in conjunction with other communities of believers.

Southside Baptist's Mission is to "build an inclusive community of grace," first in our own community and then in the world.

Steering Committee’s Mission Statement

The mission of the Steering Committee for Discernment and Strategic Planning is to discern God’s will for Southside Baptist Church and to develop an ongoing church-wide plan, with immediate and long-term goals, to revive of the Church’s spiritual growth and secure its financial stability.

This plan shall provide a vision and roadmap for current and future congregants to steer the church toward radical hospitality, passionate worship, intentional faith development, risk-taking missions and ministries, and extravagant generosity, with the ultimate goal of growing and sustaining a vibrant congregation focused on serving and witnessing to its members and members of the community.

Approach

This Discernment and Strategic Plan, created by the Steering Committee and presented to the Deacons by the Steering Committee leadership, should be carefully analyzed, understood, and prayerfully considered. After endorsement by the Deacons, this Strategic Plan will be presented to the congregation. Following adoption by the congregation, Southside Baptist will immediately move forward in following the timeline set for specific goals, actions, and objectives. The implementation of this Strategic Plan will provide steps for intentional growth and congregational rejuvenation.

Strategic Goals

1. The Deacon Body, with input from the Church, is charged with discerning and instilling the vision/mission/passion of Southside Baptist Church.

2. Nurture, inspire, and engage the spiritual growth of our members.

3. Cultivate, foster, embrace, and retain potential members.

4. Create a more welcoming environment through increased hospitality.

5. Engage congregational members and others in our vision for sharing God’s love and helping those in need.

6. Be good stewards of SSBC’s staff and congregation.

7. Be good stewards of our finances.

8. Be good stewards of our facilities.

9. Develop and implement a stewardship plan.

10. Proceed with plan to start a SSBC Child Development Center.

11. The Deacon Body will build an accountability structure among church leaders that fits the current needs of the congregation.

12. Institute a clear measurement process.

Goals and Associated Objectives

Definition of Objective: A lens or system of lenses that forms an image of an object;

something toward which effort is directed: an aim, goal, or end of action;

a strategic position to be attained or a purpose to be achieve. (Merriam-Webster Dictionary)

For each goal we have defined objectives, as the aims towards which effort should be directed. Objectives provide specificity to the goals in the sense of the first definition, as well as enable the reader to form an image of the future.

Format

For each strategic goal, a number of objectives are identified. Objectives are written in the present tense to show the desired state once the objective has been achieved. Objectives are not presented in any particular order, but are prioritized in the subcommittee worksheets that follow in appendices B thru D.

Most of the objectives represent ongoing initiatives, rather than one-time events. Many of the initiatives are familiar and already in progress to some extent. However, they are included in this strategic plan to ensure that we maintain focus, since that is needed to achieve the associated goal.

Accountability

In order to ensure timely implementation of the Strategic Plan, the Deacon Body shall be charged with the responsibility of overseeing its implementation, and tracking the progress thereof. The Deacon Body will:

• Accept primary responsibility for the plan’s execution

• Assign implementation of the Strategic Plan objectives to appropriate subcommittees

• Receive reports on progress at monthly meetings

• Report progress relative to the Strategic plan to the Deacons and the congregation at the quarterly business meeting

Strategic Goal 1: Charge the Deacon Body with the task of discerning the vision/mission/passion of SSBC.

Objective A. Poll the congregation asking why they came to Southside and why they

remain at Southside Baptist Church

Objective B. Poll the congregation asking where they would like to see “passion into action”

Objective C. Examine the current mission statement of Southside and make any changes that are warranted by the outcomes of the polling

Strategic Goal 2: Nurture, inspire, and engage the spiritual growth of our members.

Objective A. Develop special focus services

Objective B. Incorporate more contemporary elements into the worship service

Objective C. Plan dinner on/off the grounds

Objective D. Plan/sponsor musical events/acts

Objective E. Plan and implement a “mission expo” with displays, literature, sign-up sheet

Objective F. Investigate ways to partner with other churches/organizations to improve/economize on existing missions and/or plan new missions

Objective G. Develop a plan to offer short-term specialized classes, and discuss forming additional study/fellowship groups

Objective H. Expand Vacation Bible School

Objective I. Develop and support the SSBC Missions and Ministry Center

Objective J. Strive to increase the number of times current members are in worship each year. This includes a commitment to faithful worship attendance as part of the stewardship commitment

Objective K. Teach the importance of becoming a welcoming person. Invite our congregation to make a commitment to grow one step toward faithful inviting and witnessing

Objective L. Develop a database of church members that includes their areas of knowledge or special talents/interests/hobbies

Objective M. Implement above objectives according to the schedules in Appendix D: Functions Worksheets

Strategic Goal 3: Cultivate, foster, embrace, and retain potential members.

Objective A. Increase the number of visitors

Objective B. Create and distribute visitor gift bags

Objective C. Place weekly entries highlighting the greeting process in the church newsletter, checking in on FaceBook/Twitter, and use other media to educate the congregation on enhancing the greeting process, and the overall feeling of friendliness of our church

Objective D. Provide scheduled greeter orientation training

Objective E. Develop a plan to reach the community to include: ads, flyers, and possible USPS direct mail

Objective F. Improve inside and outside signage

Objective G. Purchase temporary yard signs to put out for a few days and then remove them, for an inexpensive, eye-catching impact

Objective H. Make sure that the nursery is attractive and clean. Make sure that all nursery guidelines are up to date with current regulations and that parents are comfortable leaving their children.

Objective I. Have greeters at all exits speak with guests as they are leaving

Objective J. Allow time in worship service to greet fellow worshippers

Objective K. Implement above objectives according to the schedules in Appendix D: Functions Worksheets

Strategic Goal 4: Create a more welcoming environment through increased hospitality.

Objective A. Create a Hospitality Ministry Team

Objective B. Study ways and make recommendations as to how the Church can improve on hospitality to its members and visitors

Objective C. Partner with Worship Committee to enhance greeter participation and effectiveness

Objective D. Implement above objectives according to the schedules in Appendix D: Functions Worksheets

Strategic Goal 5: Engage congregational members and others in our vision for sharing God’s love and helping those in need.

Objective A. Adopt the SSBC’s vision set by the Deacons and voted on by the congregation

Objective B. Enlist the current standing committees to develop ideas and activities that center around the SSBC vision

Objective C. Review the current staff structure and make any changes warranted to foster the SSBC vision

Objective D. Develop ministry ideas that have already been offered, such as adopted children, AIDS community, grief support, and our current missions

Objective E. Encourage members to start service or interest groups that reflect their personal passion and talents

Objective F. Be responsive to the needs of the community

Strategic Goal 6: Be good stewards of SSBC’s staff and congregation

Objective A. The Personnel Committee should meet with the staff, individually, and

discuss with each his/her current situation or issues

Objective B. Enlist new or seldom-engaged members to participate. Do not rely solely on a broad solicitation. Ask people individually

Objective C. Identify “non-engaged” members and encourage participation by a varied cross-section of the congregation

Objective D. Provide a staff retreat, not just to plan but also to inspire

Objective E. Plan a member retreat to inspire and revive

Strategic Goal 7: Be good stewards of our finances.

Objective A. Reduce the budget deficit each year so that the budget is balanced within 3 years

Objective B. Review current agreements with tenants of the Mission and Ministry Center and make necessary changes to allow their utility usage to match their rental agreement. Adjust as needed

Objective C. Research and implement, if feasible, a SSBC Non-Profit to allow for grants and additional funds to supplement and grow missions

Objective D. If/when necessary research the possibility of refinancing our current loan.

Objective E. If/when necessary research the possibility of acquiring an additional loan.

Objective F. Implement above objectives according to the schedules in Appendix C: Finance Worksheets

Strategic Goal 8: Be good stewards of our facilities.

Objective A. Develop and support the SSBC Missions and Ministry Center (in the West Wing)

Objective B. Support and partner with other faith congregations through the use of SSBC facilities

Objective C. Strive to be 100% occupied in the Mission and Ministry center within the next 1-2 years

Objective D. Expand Missions and Ministry opportunities through the use of SSBC designated areas of the building

Objective E. Develop and support increased utilization of the designated SSBC facilities

Objective F. Implement above objectives according to the schedules in Appendix B: Facilities Worksheets

Strategic Goal 9: Develop and implement a stewardship plan.

Objective A. Plan and execute training/meetings to foster systematic giving for those members who are not currently giving, and to encourage those who are giving to increase their gifts

Objective B. Work towards and plan to have an increase in tithes and offerings by, at least, 5% each year

Objective C. Regularly educate members on the financial wellbeing of the church and their responsibilities

Objective D. Openly discuss, with the church congregation, the cost to operate Southside Baptist church

Objective E. Emphasize and educate the congregation concerning legacy giving

Objective F. Implement above objectives according to the schedules in Appendix C: Finances Worksheets

Strategic Goal 10: Proceed with plan to start a SSBC Child Development Center.

Objective A. Develop business plan

Objective B. Present business plan to all affiliated committees for approval

Objective C. When approved by Committees and Deacons, present to Congregation for approval

Objective D. Implement above objectives according to the schedules in Appendix D: Functions Worksheets

Strategic Goal 11: Build an accountability structure among church leaders that fits the current needs of the congregation.

Objective A. Review the by-laws and make all necessary changes so that they reflect the current needs of the church and its members

Objective B. Review the current structure of the leadership of the church and seek news ways to adjust the current structure to align more with the current needs

Objective C. Charge the Deacon Body with overseeing implementation of the Strategic Plan and tracking the progress thereof

Strategic Goal 12: Institute a clear progress measurement process.

Objective A. Survey all new members to assess their satisfaction with their orientation into the church and ability to get involved

Objective B. Survey all members annually to determine levels of needs and impressions of different aspects of the church including worship service, missions, and fellowship

Objective C. Compile and measure membership statistics regularly and track growth and attrition, not only in Sunday worship service, but also other Church activities

Objective D. Develop mechanisms that can be used for tracking all goals and measure progress

Objective E. Ensure all measurements used are clear, and specify who will be responsible and when the measurements should take place

Objective F. Implement above objectives according to the schedules in Appendix A: Tracking Our Progress

Appendix A: Tracking Our Progress

SMART Objectives

Objectives are steps by which Southside Baptist Church can achieve our Strategic Plan goals. The way in which the objectives are written can affect their usefulness and practicality. SMART describes the key features of meaningful objectives, which are Specific, Measurable, Achievable, Relevant, and Time –Bound.

Although some long-term, ongoing initiatives incorporated in this Strategic Plan do not meet SMART criteria, SMART milestones can be established on specific tasks over a measurable time period. For shorter-term tasks within each adopted Strategic Plan objective, it is intended that SMART milestones (sub-objectives) will be established on an as needed basis using the format shown.

Meyer, Paul J (2003). "What would you do if you knew you couldn’t fail? Creating S.M.A.R.T. Goals". Attitude Is Everything: If You Want to Succeed Above and Beyond. Meyer Resource Group, Incorporated, The.

Tracking Template for Objectives

After an objective is selected for action and assigned, the following template will be completed by the lead person for that objective, so that the approach for achieving the objective is clear and specifically planned, and so that progress can be easily tracked.

|Objective: |Approach (including cost and other resources) |

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|Lead: | |

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|Implementation window (start/end) | |

|Key milestones for this church year (follow SMART criteria) |

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|Task |

|Who |

|Start |

|End |

|Complete? |

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|Status update notes: |

|Objective: 1A: Poll the congregation asking why they came to Southside. |Approach (including cost and other resources) |

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| |Develop a questionnaire to poll the congregation as to why they came to Southside|

| |using Survey Monkey for the internet based members and a paper version for the |

|Lead: Christian Growth Committee |non-internet based members. Cost for paper and mailing less than $50. |

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| |Distribute the survey with a deadline for submission. |

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|Implementation window (start/end) September 2012 through October 2012 |Collect the surveys and review them to look for all common themes and distribute |

| |the findings to all committees and the Deacons. |

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|Key milestones for this church year (follow SMART criteria) |

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|Task |

|Who |

|Start |

|End |

|Complete? |

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|Develop Survey Monkey |

|Jane |

|09/12 |

|09/12 |

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|Develop paper survey |

|James |

|09/12 |

|09/12 |

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|Mail survey |

|John |

|09/12 |

|09/12 |

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|Review results |

|Jill |

|10/12 |

|10/12 |

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|Status update notes: |

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Tracking Template for Objectives Example

Appendix B: Facilities Worksheets

|Issue: |FACILITIES | | | |

|Goals: |Action Steps: |Resources Needed/Ideas |Target Date |Person(s) Responsible |

|Develop and Support the SSBC Missions and Ministry | | | | |

|Center in the West Wing | | | | |

| |Annual review of those non-profits located in the building | |Complete by 8/1/12 |Tim Kelley w/Facilities |

| | | | |Committee assistance. |

| |Bridge Ministries – 3rd floor | | | |

| |Collaborative Solutions – 3rd floor – Expanding and Occupying space vacated | | | |

| |by Campus Counseling and EGIM | | | |

| |Eddie Gibson Ministries – 3rd floor (Moved) | | | |

| |Birmingham Hospitality Network – 4th floor | | | |

| |Alabama Poverty – 2nd floor | | | |

| | | | | |

| |Relocation of clothes closet to another area of the building to free this |Service group to assist in | |Referred to Mission Committee|

| |space for leasing. (In Process) |this process. | |and Cedric Williams |

| | | | | |

| |Develop a plan that will have non-profits annually apply to the church for | |By year end | |

| |the “in kind” support they are being given. | | | |

| | | | | |

| |Request BHN to budget for a rental increase to same as other groups. | |Done |Brenda Tidwell, Phillip |

| | | | |Prince |

| | | | |(BHN board members) |

| | | | | |

| |Run ad for available space in non-profits’ newsletter |Newsletter info furnished by | |Ruth Grimmett, Tim Kelley |

| | |Donna Wilson. | | |

| | | | | |

| |Explore rental to “for profits” and/or other non-profits. |Consult with commercial real | |Carol Brock |

| | |estate friend. | | |

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| |Formation of a “tenants association” to have monthly meetings so non-profits | |By Aug |Tim Kelley and Facilities |

| |would be aware of what is going on in the church and with the other | | |Committee |

| |non-profits. | | | |

| | | | | |

| |Development of mission statement and master plan for the formation of the | | | |

| |Mission and Ministry Center that will allow for applying for grant money. | | | |

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|Support and partner with other faith congregations | | | | |

|through the use of SSBC’s facilities (3rd & 4th floors) | | | | |

| |Annual review of those congregations now in the building. | |Complete by 8/1/12 |Tim Kelley w/Facility |

| | | | |Committee assistance. |

| | | | | |

| |International Lighthouse Ministry | | | |

| |Korean Church | | | |

| |Christ City Church status for the fall | | | |

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| |Explore ways to let others know of space availability for start up | | | |

| |congregations, etc, | | | |

|Expand missions and ministry opportunities | | | | |

|through the use of SSBC designated areas of | | | | |

|our building (1st & 2nd floors) | | | | |

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| |Facility Committee review of groups already using our | |Complete by 8/1/12 | |

| |building. | | | |

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| |Magic City Chorus rehearsal space and board meeting space | | | |

| |Fasola Group (Sacred Harp Choral Group) – 1st Tuesday of | | | |

| |month | | | |

| |Monday night AA group | | | |

| |Friday night AA group | | | |

| |Basketball | | | |

| |Shades Valley YMCA Summer Camp | | | |

| |Enhanced Addiction Recovery Through Housing (EARTH) | | | |

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| | | | | |

| |Actively promote the use of the church building for weddings | | | |

| |and meetings | | | |

| |1. Wedding brochure/flyer | | |Donna Wilson |

| |2. Revise and update wedding procedure on a regular basis. | | |Ruth Grimmett |

| |3. Advertise with nonprofits and others as a meeting | | |UAB Dental – Merrie Ramp |

| |locatel. | | | |

| |4. Develop a building history/information sheet for visitors.| | |Ruth Grimmett |

| | | | | |

| |Research feasibility of starting a weekly child care in |Functions Committee |TBD |Lura McMillan & Functions Committee researching. |

| |Children’s area. | | | |

| | | | | |

| |Develop volunteer service group to be available to assist | |By year end | |

| |church staff for scheduled events. | | | |

|Develop a stewardship plan for the | | | | |

|preservation, maintenance and enhancement of| | | | |

|our building | | | | |

| |Develop a maintenance and cosmetic repair list of items that |Develop schedule of clean up and | |Earl Richards |

| |volunteer help can perform. |painting days. | |Jerry Huie |

| | | | | |

| |Develop a repair list of items where an outside contractor |Contractor estimates will be | |Earl Richards |

| |will be needed. |needed. | |Jerry Huie |

| | | | | |

| |Develop a list of known capital expenditures, i.e. roof, a/c,|Contractor estimates will be | |Jerry Huie |

| |etc. |needed. | |Earl Richards |

| | | | |Tim Kelley |

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| |Take the 2002 Building Master Plan and update as to items | | | |

| |completed and those postponed or deleted due to cost. | | | |

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| |Monitor utility costs and develop “power down” scenario for |Consult with Alabama Power on |Immediately |Church staff |

| |the building based on daily usage. |usage; monitor utility bills each | | |

| |Sunday & Wednesday would be full power days. |month. | | |

| |All other days would be in “power down” mode based on | | | |

| |scheduled usage. | | | |

| | |Sunday morning sanctuary |Immediately |Tim Kelley with usage of computerized a/c controls.|

| | |temperature raised from 72 to 76. | | |

| | |Motion sensor light switches in |Started immediately. |Purchases will be made as donations come in. |

| | |restrooms and other rooms as | |Suggestion that this be a project of the deacons. |

| | |needed. | | |

| | |Consolidate meeting spaces to west|EOY 2012 or before. |Work with Functions and Finance Committee; Brenda |

| | |wing so first floor areas could be| |Tidwell to coordinate. |

| | |shut down on “power down” days. | | |

| | |Sunday morning – only center door |Immediately |Eunice Grace. |

| | |open before worship service; all | |Paul Huie to instruct greeters. |

| | |doors open after. | | |

Appendix C: Finance Worksheet

|Issue: |Finance | | | |

|Goals: |Action Steps: |Resources Needed/Ideas |Target Date |Person(s) Responsible |

|Systematic Giving |Plan to hold trainings for systematic giving. Two different |A series of lectures/meetings on how|12/12 |Randy Davis |

| |types of trainings: 1) for those who currently tithe and 2) |to achieve systematic giving | | |

| |those who do not. | | | |

|Fund Raising/ Hail Mary |Brainstorm projects and build in the idea of a project that |Research other churches activities |01/13 |Rusty Bennett and April Brush |

| |the congregation will turn their “passion into action”. Ideas |and provide to committee | | |

| |discussed were AIDS work, Adopted Children, Grief support and | | | |

| |Hispanic Outreach (with opposition) | | | |

|Refinancing/Financing |Be open to the idea of refinancing/financing if it will help |Get new loan or refinance loan rates|01/14 |Stan Glasscox |

| |Southside financially. |and project impact | | |

|Expense Reduction |Refer to the Finance Committee and then they will delegate to |Assist the committees as needed to |Done |Carl Lessman |

| |other committees as needed. |develop a plan | | |

|Power Down |Refer to the finance committee and then to the Facilities and |Projection of savings given to the |Done |Stephen Daniels |

| |Christian Growth Committee |committees | | |

Appendix D: Functions Worksheets

|Issue: |Function | | | |

|Goals: |Action Steps: |Resources Needed/Ideas |Target Date |Person(s) Responsible |

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|Radical Hospitality/Welcoming |Create and distribute visitor gift bags |Need someone to make up bags, need |5/13/12 - ongoing |Worship Committee, volunteers |

| | |items to fill bags | | |

| |Weekly Columns entries on the greeting process, checking in |Someone will need to write these |5/14/12 – ongoing |Worship Committee |

| |on Facebook/Twitter, other items to educate the congregation|weekly and send them to the | | |

| |on enhancing the greeting process, such as a charge to greet|appropriate staff members for | | |

| |one visitor per week |publication | | |

| |Greeter Orientation Training |Someone to conduct classes |Phase 1 complete |Worship Committee |

|Passionate Worship/Nurturing |Develop Special Focus Services |Plan the types of services to be held |7/16/12 |Worship Committee |

| |“ “ |First service to be held |9/2012 |Worship Committee |

| |Plan ways to incorporate more contemporary elements into the|Committee will work with staff to |8/6/2012 | |

| |worship service |recommend/implement | |Worship Committee |

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|Risky Missions & Service/Community Presence |Organize Do-Dah Day activities |Volunteers to be present, purchase and|Completed |Outreach Committee, Staff |

| | |provide water/pet treats, staff | | |

| | |members to bless animals | | |

| |Develop a plan to reach target demographics; this will |Determine zip codes of areas of |8/11/12 |Outreach Committee |

| |include ads, flyers, and possibly USPS Direct Mail; |interest, and focus on these | | |

| |determine costs | | | |

| |Implement all phases of the plan above |Someone will need to distribute |9/5/12 |Outreach Committee |

| | |flyers, place ads, work with post | | |

| | |office | | |

| |Improve inside and outside signage |Direct attendants to alternate |7/2/12 |Outreach Committee, Staff |

| | |entrances, elevators | | |

| |Plan dinner on/off the grounds |Contact restaurant, distribute info |8/13/12 |Outreach Committee |

| |Plan/sponsor musical events/acts |Call existing event organizers to |1/1/2013 |Outreach Committee |

| | |determine cost, plan a ‘Southside | | |

| | |Stages’ | | |

|Risky Missions & Service/Community Presence |Plan and implement a ‘Missions Expo’ with displays, |Determine time and place, prepare |7/16/12 |Missions Committee |

| |literature, signup sheet |materials, organize event | | |

| |Investigate ways to partner with other |Identify and contact organizations, |8/13/12 |Missions Committee |

| |churches/organizations to improve/economize on existing |make recommendations | | |

| |missions and/or plan new missions | | | |

| |Identify and implement additional ways the church can |Internal discussion and investigation |9/5/12 |Missions Committee |

| |minister to the Southside homeless community (ministering, |by the committee; implementation of | | |

| |distributing blankets, etc.) Also determine if there are |plan | | |

| |other groups we are not reaching (runaways, veterans?) | | | |

| |Evaluate the possibility of opening and operating a daycare |Will require input and discussion from|7/23/12 |Missions, Finance, Personnel Committees |

| |center on church grounds; develop as a mission; determine |Missions, Finance, and Personnel | | |

| |costs vs. benefits, financial and otherwise |Committees; would require a church | | |

| | |vote; Lura McMillan is putting | | |

| | |together report/proposal | | |

| | | | | |

|Risky Missions & Service/Community Presence |Determine if there are members who are qualified and willing|Contact BBA to determine |7/16/12 |Missions Committee |

| |to be part of B’ham Baptist Association’s Rapid Response |interest/need; contact members | | |

| |Missions Team | | | |

| | | | | |

|Faith Development/Nurturing |Develop a plan to offer special short-term specialized |Internal discussion among Committee |7/16/12 |Christian Growth Committee, Staff |

| |classes, and discuss forming additional study/fellowship |and staff members; implementation of | | |

| |groups (men’s, young couples, etc.) |plan | | |

| |Identify members who have specialized knowledge in certain |Contact members and determine |8/6/12 |Christian Growth Committee |

| |areas, and could teach classes on these topics (wills, |ability/willingness to teach; work | | |

| |estate/financial planning, Social Security benefits, etc.); |with staff, other committees on | | |

| |these could be held Wednesdays or combined with dinner on |scheduling | | |

| |the grounds | | | |

| |Discuss next year’s Vacation Bible School, and determine if |Internal discussion by Committee |2/1/13 |Christian Growth Committee |

| |there are ways to increase attendance/participation |members | | |

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