20172020
Ohio River Valley Strategic Plan
Prepared by
Measurement Resources Company
614-947-8899
March 25, 2017
Ohio River Valley District
2017-2020 Strategic Plan
Overview
The following document contains the results from the Ohio River Valley District’s strategic planning
process that occurred in the first quarter of 2017. These results are based on an analysis of the current
state of the Ohio River Valley and clear vision of the future. Ohio River Valley leadership believe that
focusing on branding and marketing; equipping and resourcing congregations; developing leadership
excellence; creating collaborative networks; and strengthening outreach and witness will help
strengthen the district’s collective impact of making disciples of Jesus Christ for the transformation of
the world. A process of strategic planning implementation is also highlighted in this report.
Increased impact, efficiency, and
effectiveness requires strategic changes
and moving away from the status quo to
create new patterns of behavior and
activities designed to reach the new
objectives and outcomes. For any change
initiative to be successful, three crucial
elements must be considered:
dissatisfaction, vision, and first steps
toward change. To achieve significant
organizational change, all three must be
present.
David Gleicher’s well-known formula,
described in Organization Development:
Strategies and Models by Richard
Beckhard, outlines the essential elements that result in change.
This model, often called Gleicher’s Formula, provides a way to assess the relative strengths affecting the
likely success of organizational change efforts. The formula suggests that for successful change to occur,
dissatisfaction with the current state (D), a desired future vision (V), and the concrete first steps (F) must
be stronger than the natural resistance to change (R). Dissatisfaction, vision, and first steps must be
combined to overcome the natural resistance to change if organizational change is to occur. If any of
these three ingredients is absent or present in a weakened state, resistance will dominate and change
will not occur.
An assessment of the current state of the Ohio River Valley was conducted to “unfreeze” the situation
and create dissatisfaction with current realities. A facilitated strategic planning process was conducted
to achieve the future vision.
Updated. 5.10.17|1
Ohio River Valley District’s Mission
The Ohio River Valley District of the West Conference of the United Methodist Church provides support,
leadership, and capacity building to the congregations and related community organizations in the
district. The collective mission of all is to make disciples of Jesus Christ for the transformation of the
world.
Vision Statement for 2020
Ohio River Valley District (ORV)is the strongest Protestant force in a five-county region sharing the gospel
and providing hope, joy, grace, and celebrating continuous good. The District is a collaborative network
led by Superintendent and staff.
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Strategic planning efforts have led to a culture of excellence which has reformed and renewed
congregational development and community health.
ORV churches and related community organizations understand their local community, actively
seek to be a leader in that community, and address the felt needs of their neighbors.
ORV’s focus is outward, concrete, and compelling.
As a result, ORV has seen district-wide increases in the quality and quantity of disciples,
revitalization and increases in spiritual growth and improved celebration of diversity.
Updated. 5.10.17|2
Strategic Focus Areas
Ohio River Valley leadership agreed upon the following five strategic focus areas. These areas are the
main strategies leadership believes will help the Ohio River Valley achieve its future vision. Leadership
determined the current baseline number for where they believe the Ohio River Valley has achieved this
strategic focus area on a 1-to-10 scale. Leadership identified strengths that will help the Ohio River
Valley achieve these objectives and the barriers that may interfere with success. The results are
outlined below. This information is helpful for ongoing discussion and future action item development.
1: Branding and Marketing
“For I know the plans I have for you the plan I have for you”, declares the Lord, “plans to
prosper you and not to harm you, plans to give you a hope and a future”.
Jeremiah 29:11
Baseline: ? on a 1-10 scale (where 10 is a fully achieved vision and 1 is opposite from the vision).
2020 Branding and Marketing Objectives:
 Development of a strategic plan for monthly mail and weekly good news about our churches
and related community organizations
 Creation of a network of reporters who are gathering and sharing content
 District churches are trained on communication best practices and best ways to share their
story and faith (evangelism)
Recommended Performance Measures:
 Increased amount of district members actively sharing content (# of reporters)
 Increased number of people trained in communication best practices
 Increased number of people who report sharing their faith and participating in evangelism
activities
Strengths
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UMC Conference Office/Communication
Broader United Methodist Resources
Media Outlets/Press
People who Do Share
Church communications staff
Barriers
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Different communication modes/needs
People don’t share/know how to share
Technology skills needed
Need to reach a wider audience
People don’t know how to tell their story
Updated. 5.10.17|3
2: Equip and Resource
How, then, can they call on the one they have not believed in? And how can they believe
in the one of whom they have not heard? An how can they hear without someone
preaching to them? And how can anyone preach unless they are sent? As it is written:
“How beautiful are the feet of those who bring good news!”.
Romans 10: 14-15
Baseline: ? on a 1-10 scale (where 10 is a fully achieved vision and 1 is opposite from the vision).
2020 Equip and Resource Objectives:
 All leaders are trained in and practice cultural competency1
 Develop a network of trainers who can provide cultural competency training
 Develop a communication strategy which educates church members on what evangelism is and
makes it more approachable
 Implement training and a culture within the churches which affirms all calls to ministry
 All congregations have defined discipleship pathways2
Recommended Performance Measures:
 Increase in the number of church members who have attended cultural competency training
 Increase number of people who report sharing their faith and participating in evangelism
activities
 Increase in the diversity of the church in terms of age and multi-cultural participation
 Increase in the number of churches with defined discipleship pathways
Strengths
 Wesleyan tradition and UMC resources
 Scripture (Paul, Peter, and the early church)
provide an example of how to bring people
together in diversity
 Cultural competency best practices exist
Barriers
 People don’t know how or want to talk to other
people outside of the culture
 Lack of interest/desire to talk to others outside of
their culture
 Different cultural concepts of prayer and scripture
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Cultural competence is defined as the ability of organizations to effectively deliver services that meet the
social, cultural, and linguistic needs of the community.
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A Discipleship Pathway is a thoughtful process that creates a natural relationship to grow in relationship with
Christ and in a faith community. A typical pathway will include thoughtful and intentional experiences that meet
individual and corporate needs. Faith communities that are intentionally working towards Discipleship grow the
faith community in a number of ways.
Updated. 5.10.17|4
3: Leadership Excellence
Baseline at State Level: 4 on a 1-10 scale (where
10 is a fully achieved vision and 1 is opposite from
the vision).
Where there is no vision, the people perish: but he
that keepth the law, happy is he.
Proverbs 29:18
2020 Leadership Excellence Objectives:
 Improve the trust, relationship quotient
and follow through between ORV leadership and local congregations
 Enhance the process and implementation of the rapid response of conflict
 Improve clergy health through the use of paid time off, sabbaticals, Sabbaths, and continuing
education monitored by the District Superintendent
 Improve relationships with trustees and clergy and this includes better development of the
parsonages
 Mobilize lay leadership development at the congregation level
 Form a methodology to assist churches (those who are resource strapped) in repair and
maintenance of church buildings and parsonages
 More strategic celebration
 Across the district there is evidence of improved transformation (redefined as joy and fun)
Recommended Performance Measures:
 Annual congregation satisfaction scores
 Increase weekly worship attendance
 Annual ORV satisfaction scores
Strengths
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Trust is improving
Conflict resolution groups are already out there
Lay leadership
Existing leadership and training development
Desire of ORV leadership
Barriers
 Old (mental) tapes/ unrealized promises that
occurred in the past
 Pastors move
 Isolation
 No effective process to identify skill sets of clergy
and laypeople and the community related to
leadership excellence
 Clergy burn out/ pastors do everything
 Churches do not want to pay for sabbaticals/
leadership activities
 Lack of communication skills
 Leaders not recognizing laypeople
 How do you do it?
 Permission to act
 Time to communicate
 Not everyone wants a pat on the back
 People do not understand transformation, only
transaction – duty not joy
Updated. 5.10.17|5
4: Reorganization and Collaboration Excellence
So, go now and write all this down. Put it in a book so that the record will be there to
instruct the coming generations…..
Isaiah 30: 8-11
Baseline at State Level: 4 on a 1-10 scale (where 10 is a fully achieved vision and 1 is opposite from the
vision).
2020 Reorganization and Collaboration Excellence Services Objectives:
 Create regional ministries and affinity groups (congregations, clergy lay leaders, etc.)
 Hold collaborative celebrations
 Understand ORV demographics
 Build and strengthen the relationships among ORV churches and other community organizations
 Review the Caribbean Initiative and determine how best it aligns with the 2020 strategic plan
Recommended Performance Measures:
 Annual ORV satisfaction scores
Strengths
 These do not cost anything to set up
 Models already exist (British Parish Model)
 2,100 people reentered into community that were
incarcerated. The churches can help (Ministry in
the Margins)
 Swap inactive lists
 Existing leadership training
 Mission Foundation awards and grants
 District Superintendent and Assistant
Superintendent Outreach
 Existing leadership and training development
 Hands-on mission
Barriers
 Time
 Different clergy and lay leaders have different
approaches, exchanges in worship and jargon
 Cannot assume they are knowledgeable or dumb it
down too much
 Geographical barriers
 Clergy cannot do all the work
 There is little support from Annual Conference
 Not ready yet – currently there is not a district focus
 Big churches don’t participate in leadership training
 Turf wars
 Fear
 Lack of trust
Updated. 5.10.17|6
5: Outreach/Witness
“And afterward, I will pour out my Sprit on all people. Your sons and daughters will
prophesy, your old men will dream dreams, your young men will see visions.
Joel 2:28
Baseline at State Level: 4 on a 1-10 scale (where 10 is a fully achieved vision and 1 is opposite from the
vision).
2020 Outreach/Witness Objectives:
 Evaluate, reprioritize and mobilize the structure and financial resources of the ORV Mission
Foundation (including staff and grant budgets)
 Connect United Methodist congregations and ministries relationally to their context,
communities
 Develop new places for new people and outreach and witness ministries
Recommended Performance Measures:
 Increase number of (and members participating in) outreach and mission activities
 Increase membership
 Increase baptisms
Strengths
 Compelling Mission
 We can work collaboratively
 Communities want our churches to be
involved
Barriers
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Culture within churches to be inward focused
Fear of change
Culture of communities (outside the Church)
Perception of how things will now change due to
our history
View of competition between the other
churches
People might lose some funding – produce
resistance
Resistance to change and structure overall
Challenge in communicating – the whys and
hows
Updated. 5.10.17|7
Concrete First Steps
The following first steps were identified to help move ORV forward in the next three to nine months.
Ohio River Valley leadership should meet to assign a champion and due dates to each of these action
items to ensure they are completed in a timely manner.
Strategic Focus Area One: Branding and Marketing
Create a content calendar
Start developing the network of reporters
Who
Nick Frederinko
Nancy Newton
Due Date
August 31, 2017
August 31, 2017
Strategic Focus Area Two: Equip and Resource
Start identifying curriculum and/or trainers who conduct
cultural competence training
Continue to identify models and/or trainers who conduct
discipleship pathways training
Who
Todd Anderson
Due Date
August 31, 2017
Suzanne Allen
August 31, 2017
Strategic Focus Area Three: Leadership Excellence
Develop plan to share strategic plan initiatives with District
Develop first steps to accomplish the goals in this area
Who
Todd Anderson
Todd Anderson
Due Date
August 31, 2017
August 31, 2017
Strategic Focus Area Four: Reorganization/Collaboration
Identify best practices models which could work in the Ohio
River Valley (i.e. British Parish Modeli)
Develop first step plan to achieve the goals in this area
Start to align all ministries to strategic plan
Who
David Meredith
Due Date
August 31, 2017
David Meredith
Suzanne Allen
August 31, 2017
August 31, 2017
Strategic Focus Area Five: Outreach/Witness
District Strategy Committee will develop scope of work and
goals for mission and ministry audits
District Strategy Committee will evaluate and assess the
scope of ministry and the funding process relative to grants
provided for by the Ohio River Valley District to be approved
by the Mission Foundation
Who
Cindi Dietrich/Reggie
Brown
Suzanne Allen
Due Date
August 31, 2017
August 31, 2017
Updated. 5.10.17|8
Strategic Planning Implementation/ Meeting Structure
Successful strategic planning relies on the extent an organization takes ACTION! Use the following
process to guarantee success.
1. Weekly/Monthly: During regular leadership or manager meetings, time should be allotted on the
agenda for each strategic focus area to report on the action items due within the time period. These
should be short conversations that include the following topics:
a. Have any action items been completed? If yes, acknowledge and celebrate the success.
b. For each of the action items due that quarter, say if it is off-track or on-track.
c. If it is off-track, why? What needs to be done to get it back on track?
d. Commit to the implementation of the strategies needed to get a focus area back on track.
2. Quarterly: A special strategic planning focus time should occur at least quarterly at the Ohio River
Valley’s leadership meetings. The purpose of this section of the meeting is to establish the current state
and design the concrete next steps to reach the vision. The following process should occur in each
meeting for each strategic focus area.
a. Review strategic focus area definition. The Superintendent should read the strategic
focus area aloud to the group.
b. Establish the “current state” number. Each member should give a number on a scale
from 1 to 10 (where 10 equals fully living the vision and 1 equals the opposite of the
vision) where they believe the organization currently is for each focus area.
c. Acknowledge progress/discuss stagnation. If the current state number has increased
from the previous quarter, celebrate this forward movement. If there has been no
progress or a lower score was identified from the previous quarter, discuss what has
happened to prevent progress.
d. Review the strengths and barriers list. Identify any barriers or strengths that are
currently true for the organization. Add any new barriers or strengths that have
developed.
e. Identify the next concrete steps: Discuss any new action items that should be added to
the action plan to move the organization toward the goal. Make sure to include due
dates for the work.
Repeat this process until the organization achieves a score of 9 or 10 in each of the strategic focus areas.
3. Annually: Hold an All-Staff/Board Meeting to celebrate progress on the strategic plan over the year
and ask staff for feedback regarding how the organization is doing to achieve its goals.
Optional Performance Measures
To strengthen the monitoring and success of the strategic planning process, many organizations find it
useful to establish performance measures to track the strategic planning progress. Performance
measures are recommended for each of the five strategic focus areas. Ohio River Valley leadership
should decide if they want to include performance measures into their plan. If possible, data should be
collected for 2016 (when available) to create a baseline. Measurable targets should also be established
for each year.
Updated. 5.10.17|9
The British Parish Model
The British Parish Model has its origins in early English Methodism. In those days, a Circuit or a group of
Local Churches under the care of one or more ministers was established. The Head of the Circuit was
usually named for a region. As the Church grew this became the basis for the District. The Circuit is the
main functional unit of British Methodism, in that a large number of activities are organized at this level.
For example, ministers are appointed firstly to the Circuit and secondly to the pastoral care of Local
Churches. Preaching appointments for both ministers and (lay) Local Preachers are organized by the
Circuit and advertised on a "Preaching Plan" issued every three months by the leader of the Circuit, the
Superintendent Minister.
Today, in Great Brittan the Circuit flourishes and is an effective means for organizing ministry in a region
that is concerned with effective Methodist presence. The emphasis is on collaborative kingdom work
between churches on the Circuit, eliminating competition and maximizing mission and ministry.
Much could be learned from historical Methodism in reclaiming heritage as a way to embrace the
future. The early Methodist Church was pushed for resources and had to operate collaboratively. In our
generation, through the consolidation of school systems and shifting demographics, collaborative
ministry is a viable option.
In the United States this is sometimes called the Cooperative Parish Model.
Methodist Council, 17-18 October 2016, Reshaping Yorkshire Districts, accessed 3 February 2017
Cooperative Parish Model - Aligning the resources of several congregations to allow effective ministry is
called the Cooperative Parish Model. This model could include sharing facilities, staff, mission and
evangelism. Churches that choose to do this have a strong belief that being yoked together allows them
to accomplish much more than if they did ministry in their own individual settings.
www.desertsouthwestconference.org/cooperative-parish-model
Updated. 5.10.17|10
ORV Strategic Planning Day Meeting Notes
Below are the flip chart notes from the March 2, 2017 strategic planning meeting day.
Defining Strengths: Best of the Best (What do you appreciate, or excites you, the most?)
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The people/network/friendships
who are Christ-filled and faithfilled
There is a desire to make a
difference/ commitment to service
The ministries we offer
Worship/teaching
Collaboration
Opportunities to serve
Diversity of District (geography,
cultural backgrounds, ages, etc.)
God’s presence
Fellowship
Students
Leadership
Staff’s dedication
Education
Colleagues/ network
A place of renewal
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Resource center/information
Innovation and creativity (open to
new learning and new ideas)
Everywhere there are United
Methodists (all 88 counties in Ohio
and in the U.S.)
Excitement about Easter
Care for others
Allowing elderly pastors to
continue to serve
Commitment to improving lay
members
Prayers
Dedicated volunteers
Social Justice Involvement
Cincinnati is a vibrant city
Church family
Potential
Connection
Defining the Current State: What stands out from the Current State Report? What must
be considered in the planning process?
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Youth are underrepresented in the sample, but this is a reflection of membership.
When, where, and how are youth engaging in worship? What are they looking for?
The current state is only looking at those involved. How do we reach people before they
disengage? Why are people dissatisfied? – their voice is not represented in the survey
because they have likely left the church.
People are focused on their local churches and not on the collective impact of the ORV.
Members think they are doing a good job at making disciples of Jesus Christ, but church
membership is declining. Does perception match reality?
If the data were to examine only smaller churches it is likely they believe there is a bias
to larger churches.
There is a deep fear that the church will split, which was brought up in town hall
meetings, but not reflected in the report.
Older members are working with different mental models which are no longer reflective
of the current culture. For example, when people were coming to age in the 50s, more
people attended church. Now there is a larger generation of kids who grew up without
Updated. 5.10.17|11
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any church background/ Biblical knowledge and understanding. How do you reach
them/ what do they want? There seems to be a disconnect between member mindsets
and current culture.
Only 6% of the members report having a gift of evangelism. A larger number report not
ever inviting others to church in the last few years; and those who do only do it seldom.
An understanding of a reality of the Spirit/God
A toleration of toxic churches
Youth want a place to reflect their core values; a place where they can be authentic.
A problem attitude that youth are the future of the church – the mindset needs to shift
that the youth are the church.
Often people stay dissatisfied with a church, but stay due to loyalty factors – they don’t
truly know why they are a “Methodist”
Members are not satisfied or do not know about the ORV. There is an opportunity to be
more preventative, instead of only putting out fires.
The largest churches and those who say they value leadership are often the ones who
are not participating in ORV-wide activities. Not attending leadership day, etc.
NO diversity initiatives to reflect the diversity of the churches
When there is dissatisfaction with pastors or leaders this creates an opportunity for ORV
for further involvement, education, and training.
Current practices do not reflect the culture
Is the motivation to reach the youth the right one? Is it to bail out a dying church or is it
truly to make disciples of the next generation?
Current decision-making model is that the church is to stay open – it is not always
focused on the outcomes – make disciples.
Future Vision – In 2020 what will ORV look like, what will you be celebrating?
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ORV is the strongest protestant force in a five-county region sharing the gospel and
providing hope; joy; grace and celebrating continuous good.
This is accomplished by a collaborative network led by the District Superintendent and
ORV staff. Efforts strive to respond, reform, and renew congregational development
and community health. The goals of activities revolve around adopting a culture of
excellence which includes:
o Increasing the quality and the quantity of disciples
o Revitalization and increases in spiritual growth
o Accountability
o Enhanced trust
o Improved acceptance, celebration of diversity, and recognition of individual
needs
 ORV is a collaborative collection of churches where vita piety and vital
mercy/service happens for real
 The ORV has churches that understand their local community and actively seek to
be a leader in that community
Updated. 5.10.17|1
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ORV’s focus is outward, not inward; it is concrete, not aspirational; it is compelling,
not comfortable. We seek measurable and tangible results.
In 2020 ORV is celebrating:
o Increased diversity and multiculturality in age, ethnicity, and backgrounds
o Acceptance – places where people can be themselves – there are no
barriers to entrance
o Local churches are tapped into a global connection – no plateau in who is
served
o Healthy churches: greater reputation, community, identity
o Increased witness to others
o Increased transformational relationships
o More fruit
o Increased giving, discipleship, children’s ministry, bible study, and lay
equipped
o More Spirit throughout the communities
Strategic Focus Areas
1. Branding and Marketing
a. Telling the story
b. History celebration
c. Cultural relevance
d. Witness
Goal: Monthly mail and weekly good news communication plan. There is a network reports (2 per
county) which are gathering content. People are trained on how to share their message.
Restraining Forces:
 Different communication modes/needs
 People don’t share/know how to share
 Technology skills needed
 Need to reach a wider audience
 People don’t know how to tell their story
Supporting Forces:
 UMC Conference Office/Communication
 Broader United Methodist Resources
 Media Outlets/Press
 People who Do share
 Church communications staff
Next Steps:
Work on a communication plan with monthly mailing going out (one that will go out in print).
Updated. 5.10.17|2
Want to use the newsletter to celebrate the good work we are doing; share good news; and build a
network of reporters to help us tell this story; teach people how to tell their story
2. Equip and Resource
a. Training and prayer
b. Cultural competency
c. Process support
d. Affirm all calls
e. Evangelism –education of what this is, making it more approachable
Goal: Churches undergo training and cultural competency (find trainers and start planning training
events). Conveying that this is important and follow up and accountability.
Restraining Forces
 People don’t know how to talk to other people outside of the culture
 Different cultural concepts of prayer
Supporting Forces
 Wesleyan tradition and UM resources
 Paul and early church – Scripture (Peter and Paul) provides a guide to being together in diversity
 Cultural competency
 Celebrate the variety we have
3. Leadership
a. Celebration
b. Building trust and buy-in
c. Raid Response of Conflict
d. Clergy health
e. Rediscover transformation
Goal: Leadership excellence (4)
Restraining Forces
 Old (mental) tapes
 Unrealized promises that occurred in the past (Action: increase relationship quotient and follow
through)
 Pastors move
 Isolation
 Training Skills of lay clergy
 Push back – we can do it ourselves, not a big deal, suck it up and keep going attitude
 No way to identify skill sets of clergy and lay people and the community (Get outside folks to
come in. It doesn’t have to be the pastor.)
 Burn out
 Way used to pay for it
 Don’t make a plan with Superintendent
Updated. 5.10.17|3
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Not using all vacation time
Lack of communication skills
Pastors do everything
Leaders not recognizing lay people
How do you do it?
Permission to act
Time to communicate
Not everyone wants a pat on the back
People do not understand transformation, only transaction – duty not joy
Supporting Forces
 Trust is improving
 Increase relationship
 Follow through
 Do what we say we will do
 Conflict resolution groups already out there (action: utilize these groups so people can pay
attention to efforts such as police, addiction, tornados)
 Lay leaders
 Sabbatical (Support Sabbatical, Sabbath, and CEUS that the DS monitors) Better relations with
trustees – parsonages are maintained)
 Sabbath
 Study
 CEUS – DS monitors these efforts
 Leadership team raise a hand
 PPR trained
 Trustees and parsonage, clergy
 Empower laity for worship
Action:
 Define transformation as joy and fun
 Event and thank you for all that we do in ministry in the church
 Starlight child of the week (3 minutes) as an example of good (action: Define Joy)
4. Reorganization/Collaboration
a. Create clusters – regional, clergy, lay leaders
b. Understand demographics
c. Collaborative celebration
d. Regional ministry
e. Building and strengthening relationships inside ORV
Goal: Reorganization and Collaboration Excellence (3)
Restraining Forces
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Time
Updated. 5.10.17|4
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Would clergy participate in both
Some clergy or lay leaders have different approaches, exchange in workshop, jargon
We cannot assume knowledge or dummy down too low
Geographical barriers
Clergy cannot do all the work – they want to teach not execute
There is little support from Annual Conference
Can we squeeze out appointments?
Can we see patterns that are beneficial?
Not ready yet
Health care insurance, permission
Building closed – church it
Church mission and place
Not a district focus
Competing with people’s busy schedules
Very self-focused
Big churches don’t participate
Too much “Be like Mike” (an entrepreneur pastor who has built the church)
Turf wars – steal my people
Pastors’ salaries
Focus on home first
Cash strapped
Keep up skills
Lack of Intentionality of building relationships
Trust
Fear
Supporting Forces
 Collaborative national trust in process
 Affinity groups to partnerships
 Make allowances for clergy to participate
 Lay clusters
 Clergy clusters show (action can run it; teach others to run it)
 A phone call
 They are free
 See info there
 “Mission Insight”
 British Parish Model – where resources can be masters – share ministry. It has potential
 Income for ministries
 Buildings well maintained
 Appointment issues
 2,100 people released into community incarceration – isolation, what can the churches do?
 Caribbean – What are best practices? How can we engage?
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VIM component
Go church by church within a county
Celebrate people
Tailgate
Swap inactive lists
District training
Leadership training
Mission-Fund awards/grants
DS and ADS outreach
Hands-on mission
5. Outreach/Witness
a. Youth
b. Families
c. Addressing addiction; providing support
d. Community needs
e. Cultural relevance
f. Evangelism
g. Building relationships with people and groups outside ORV
h. Extend grace
Goal: Evaluate, reprioritize and mobilize the structure and financial resources of the ORV Mission
Foundation (including staff and grant budgets) to connect UM congregations and ministries relationally
to their context, community and develop new places for outreach and witness ministries.
Number: 4
Supporting Factors:
 Compelling Mission
 We can work collaboratively
 Communities want our churches to be involved
Restraining Factors
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Culture of Church
Fear of Change
Outside cultures
Perception of how things will now change due to our history
Competition or do they see it as a win for all
People might lose some funding – produce resistance
Resistance to change and structure overall
Challenge in communicating – the whys and hows
Next Steps
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1. Ministry and Mission audits with external consultants – look at what we have been doing, where
has money been going
2. Identify gaps in communications and opportunities in ministry and mission and identify
collaboratives
3. Leaders will model collaborative relationships as more involved in judicatory leaders and
regional entities
4. Support and train in nonprofit excellence and governance
5. Provide support resources for multi-cultural multi-generational relevant preaching and music
6. Celebrate and communicate and tell the story of incarnation of this strategic direction
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