Join Us on the Journey! - 2019-2022 SIMPSON UNITED METHODIST CHURCH STRATEGIC PLAN - SIMPSON UNITED ...
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SIMPSON UNITED METHODIST CHURCH
STRATEGIC PLAN
2019-2022
Join Us on the Journey!
Introduction and Overview
This document sets forth the 2019-2022 Strategic Plan for the Simpson United
Methodist Church (SUMC). The congregation that became today’s SUMC began
over 100 years ago when a small group of Japanese American Christians came
together in 1907 to worship in Denver. In 1908, this growing group of
worshippers became part of the Japanese Methodist Episcopal Mission. After
several name changes and moves, our congregation, then known as the
California Street Methodist Church, merged with the Simpson Methodist
Church in 1960. The blended church, which included Japanese and Japanese
American members and those from other cultures, was named the Simpson
Methodist Church (later Simpson United Methodist Church). In 1967, our
congregation relocated to a beautiful new building in Arvada, the same location
that our church occupies today.
Over the years, SUMC has seen many changes in leadership, but has
maintained our focus as a place of communion and fellowship for a diverse
group of members and visitors that come from across Northern Colorado. In
July 2018, Rev. Leah Coleman was appointed pastor after a year of tension and
discomfort in the SUMC community. As part of an effort to heal and revitalize
our church, Pastor Coleman and other leaders decided to create a strategic
plan to build on SUMC’s proud history, preserve our legacy, and prepare for a
successful future.
In addition to Rev. Coleman, three church leaders volunteered to serve as
“sponsors” to lead the strategic planning process. The four Sponsors engaged
two outside consultants to facilitate the process. They also chose a three-year
period (2019-2022) as the term for the initial Strategic Plan. Another key
decision was to appoint a Strategic Planning Team with a diverse
representation of current and former congregation members. This group, which
met four times from April to June 2019, was charged with developing the initial
three-year plan under the direction of the sponsors and with guidance from the
facilitators.
The first step of the planning process was analyzing input that had been
collected from congregation members about SUMC’s current environment,
opportunities and challenges. Four primary methods were used:
1) A discussion of SUMC’s organizational strengths, internal and external
threats, and recent innovations that was part of a church cultural
workshop in early 2018.
2) A series of Meet and Greet meetings conducted by Pastor Leah with small
groups of members in their homes in mid-2018. Topics included:
passions, community needs, what SUMC does well, and areas for growth;
2
3) Anonymous congregational responses to a “Standing in the Tragic Gap”
exercise conducted during a November 2018 worship service by a
representative from the Mountain Sky United Methodist Conference. This
exercise asked the questions “Where are we now” and “Where do we want
to be” about relevant issues such as member involvement/attendance,
activities, trust and commitment.
4) A review with church members of what the church does well and what
activities are currently available.
The raw data from these “environmental scan” activities – representing input
from a variety of SUMC stakeholders – are included in Appendix A.
The facilitators analyzed the environmental scan data, identifying a set of
themes and important planning issues. The Strategic Planning Team then used
these themes to develop:
• A new long-term Mission Statement for SUMC
• Long-term Guiding Principles
• The Vision for the three-year plan
• Three-Year Strategic Goals
• Strategies and activities intended to work toward these goals.
Congregational input was again collected at the June 9 worship service using a
questionnaire that asked church members which goals, strategies and
activities were most important to them. The results of this input (Appendix B)
were incorporated into the final plan’s goals, objectives, and recommended
future strategies. Finally, the planning team developed a 2019-2020
implementation plan which identified the priority objectives for the first year of
the planning period and described how they would be addressed.
This 2019-2022 Strategic Plan will be our initial guide for the implementation
phase of SUMC’s planning process, using the Resource List in Appendix C to
help inform and guide our activities. The plan is meant to be a living document,
to be modified as new opportunities and challenges arise, and in response to
lessons learned as the planned activities are tested and implemented. At the
end of each year, we will formally revisit the plan, review our accomplishments,
and formulate objectives for the coming year. Primary responsibility for
implementing the plan will be with the Sponsors, with oversight from the
SUMC Administrative Council.
The goals, objectives and strategies in this Three-Year Strategic Plan cannot be
realized without the active involvement of all who care about the future of
Simpson United Methodist Church. So, we ask you to review this document,
decide how you want to contribute, and:
Join Us on the Journey!
3
SUMC 2019-2022 Planning Process Participants
2019 Strategic Planning Team
Andy Cleary George Kawamura
Rev. Leah Coleman Noelle Maynell
Owen Fitzsimmons Charlotte Namba
Jane Fujioka Lynnette Namba
Kathy Fujita Betsy Sato
John Hall Stacey Shigaya
Dan Hamai
Sponsors Facilitators
Rev. Leah Coleman Chris Engleby
George Kawamura Diana Huerta
Noelle Maynell
Charlotte Namba
4Mission
Simpson United Methodist Church
shares the joy of God through Christ’s
example of worship, community service
and fellowship.
There’s always room at the table for
faith, love and diversity rooted in the
Japanese and Japanese American
culture and experience.
5Guiding Principles
• We are a Japanese American United Methodist Church. We will
build on that legacy, while at the same time reaching out to and
encouraging the involvement of the people and families we strive
to serve.
• We want to create and support a diverse and active congregation.
We welcome people of all ages, genders and cultures, with an
emphasis on embracing children, youth and families as vital
church members. We will provide opportunities for meaningful
involvement that include newcomers, past and current members.
• We look forward to the future while honoring the past.
• We believe in making a positive difference in others’ lives through
service.
• We will connect members through communication, sharing, and
mutual support.
• In all our actions and decisions, we will be respectful, flexible
and open to new ideas.
6• We will demonstrate respect for others by affording opportunities
for all to be heard, listening carefully to others’ opinions, and
including everyone’s voices in decision-making.
• Our financial existence has been given to us by the grace and
generosity of our current and past congregation. We will honor
this gift by continuing to make fiscally prudent decisions and
being honest and open in communicating our financial status.
• We want to establish a strong presence in our communities,
publicizing the church and its activities and establishing
mutually-rewarding relationships with those around us.
• We will share our love of God, our values, and fellowship through
worship and community-wide celebrations.
7Vision for this Plan
Simpson United Methodist Church will be a vibrant
spiritual community that honors our Japanese
cultural heritage,
welcomes involvement from a dynamic membership,
and builds a sustainable legacy for future
generations.
2019-2022 Strategic Goals
• Expand the SUMC congregation by attracting new
individuals and families, re-engaging past members, and
continuing the active involvement of
our current membership.
• Honor, support and share our
Japanese and Japanese American
cultural legacy.
• Assure SUMC’s continued viability
through prudent fiscal management
and responsible stewardship.
• Serve our local, cultural and broader
communities through programming
and ministry.
8Implementation Plan 2019-2020
PRIORITY ONE-A (Start immediately)
Goal: Honor, support and share our Japanese and Japanese American cultural
legacy.
Objective: By the end of August, 2020, develop a plan and implement at least
one new activity that will involve our membership in enriching the Japanese
and Japanese American cultural community.
Strategies: The plan could include working with the Buddhist Temple and/or
other Japanese American community organizations on shared programming,
development of a Japanese American board to facilitate collaboration, and/or
working together long-term to plan the future creation of a cultural center.
Timeframe: Contacts made with other Japanese American organizations and
plan to be developed by the end of 2019. Activity to begin in spring, 2020.
Resources needed:
1. People: a group of SUMC volunteers will be needed to make the contacts
with other groups and develop the plan. The same and/or other
volunteers will be needed to implement the planned activity/ies.
2. Financial Support: to be determined when activities are chosen.
3. Information: contact names for Japanese American groups. Feedback
from congregation members about culturally-focused activities that
interest them, and in which they would like to be involved.
Steps To Be Accomplished This Year:
1. Make contacts with representatives of other Japanese American groups
to discuss feasibility of shared activities.
2. Plan activities
3. Implement at least one new shared activity by the summer of 2020.
Progress Measurement:
1. Representatives from other Japanese American groups are contacted and
engaged.
2. An initial plan of action is completed.
3. At least one new activity is selected and implementation has begun.
Team Members: to be determined
9PRIORITY ONE-B (Start immediately)
Goal: Serve our local and broader community through programming and
ministry.
Objective: By the end of August, 2020, develop a plan and implement at least
one new activity that will involve our membership in serving the local and
broader community.
Strategies: The plan could include activities aimed at the neighborhood
surrounding SUMC (e.g., local school) or the broader community (e.g., focus on
the environment). Pastor Leah will approach the conference’s Good Neighbor
program for assistance with this strategy.
Timeframe: Local community needs assessment to be completed by the end of
2019. Activity/ies to be identified in winter, 2020, and begin in spring, 2020.
Resources needed:
1. People: a group of SUMC volunteers will be needed to develop the plan.
Consultation from the conference on the Good Neighbor Program,
including how to do a neighborhood/community needs assessment.
2. Financial Support: to be determined when activities are chosen.
3. Information: characteristics of the neighborhood/community that will
help to identify their needs. Feedback from congregation members about
activities that interest them, and in which they would like to be involved.
Steps To Be Accomplished This Year:
1. Work with the Good Neighbor program to identify neighborhood and
community needs and resources.
2. Select at least one new service activity to meet an identified
neighborhood or community need and based on service interests of
membership.
3. Implement at least one new shared activity by the spring of 2020.
Progress Measurement:
1. Community/neighborhood needs assessment is completed.
2. At least one new service activity is identified and volunteers are
recruited.
3. Implementation of this activity has begun.
Team Members: To be determined
10PRIORITY TWO (Start in early 2020)
Goal: Expand the SUMC congregation by attracting new individuals and
families, re-engaging past members, and continuing the active involvement of
our current membership.
Objective: By the end of August, 2020, develop plans and implement at least
two new activities that will involve our present and future membership in: 1)
enriching the Japanese and Japanese American cultural community and 2)
serving the local and broader community.
Strategies: This objective will be addressed by involving past, current and
future members in the activities planned for Priorities One-A and One-B. This
could include reconnecting with previous members and recruiting current and
potential members to work on activities that interest them. Efforts will be made
to develop projects that are attractive to families and/or use a multi-
generational approach.
Timeframe: New activities to be identified by winter 2020. Volunteers for each
activity to be identified by spring 2020.
Resources needed:
1. People: The same groups as those working on priorities One-A & One-B.
2. Financial Support: to be determined when activities are chosen.
3. Information: Feedback from past, present and potential new congregation
members about activities that interest them, and in which they would
like to be involved.
Steps To Be Accomplished This Year:
1. Contact former members to determine whether they would be willing to
reengage in the congregation.
2. Select new cultural and community service activities.
3. Recruit volunteers for each activity from past, current and potential
future congregation members, with emphasis on multi-generational/
family participation.
4. Implement activities with volunteer involvement by the spring of 2020.
Progress Measurement:
1. New service and cultural activities are identified.
2. Track number of people/families involved in each activity.
3. Implementation of these activities with volunteer involvement has begun.
Team Members: NA/same teams as those in Priorities One-A and One-B.
There is already a group established to visit former members.
11PRIORITY THREE (First step in fall 2019, then summer 2020)
Goal: Assure SUMC’s continued viability through prudent fiscal management
and responsible stewardship.
Objective: Conduct a stewardship campaign in fall, 2019, develop a plan to
conduct a stewardship campaign in fall, 2020, and identify one additional new
fund-raising activity to be conducted later in 2020-21.
Strategies: The stewardship campaigns will emphasize the strategic plan
activities. The fall 2020 campaign and 2020-2021 fund-raising efforts will be
aimed at supporting the planned activities and at beautifying the church.
Timeframe: Campaigns conducted in fall 2019 and 2020. Additional fund
raising activity identified by summer, 2020.
Resources needed:
1. People: a small group of SUMC volunteers will be needed to plan the
campaigns and contact potential donors.
2. Financial Support: small amounts to fund printing or other related costs
3. Information: Explore what information is available on how to run
successful stewardship campaigns.
Steps To Be Accomplished This Year:
1. Plan and conduct stewardship campaign.
2. Plan activities.
3. Implement at least one shared activity by the summer of 2020.
Progress Measurement:
1. 2019 stewardship campaign is conducted.
2. Track amount of money raised.
3. A plan is developed for 2020 stewardship campaign and new fund-raising
activity.
Team Members: The existing SUMC Finance Team will have the lead.
Additional members will be recruited to help with the stewardship campaign.
12Recommended Future Strategies
for the 2019-2022 Strategic Plan
Goal: Expand the SUMC congregation by attracting new individuals
and families, re-engaging past members, and continuing the active
involvement of our current membership.
Recommended Strategies:
1. Reconnect with members who are no longer active but still support the
church in some way.
2. Champion a cause to draw in young people and youth organizations.
3. Make our church family grow by appealing to a continuum of age groups,
including young parents.
4. Create a social committee to plan fun family/adult activities
5. Develop activities that sustain and support the current, active members.
6. Develop training for greeting and outreach. Help members and potential
members feel more welcome. Be cognizant of new visitors
7. Improve Sunday School: work with current teachers, have an advisory
board, have parent leaders, find ways to be more effective with Sunday
School children and youth by exploring curriculum options.
8. Aim to have about 150 people in average worship on Sunday mornings
(now have about 50)
9. Inform Japanese-American community by letting them know how we have
worked on healing
10. Create more beautiful, congenial area for coffee hour and other small social
events .
11. Outreach, perhaps monthly bentos delivered to our aging congregation
members; revive the homebound visitation and ministry.
12. Recruit more people for the choir and try to get them involved in the Music
Department.
Goal: Honor, support and share our Japanese and Japanese
American cultural legacy.
Recommended Strategies:
1. Work with other Japanese American organizations to develop a Japanese
cultural center in the Denver Metro area. The center could develop
programming, events, exhibits, classes, curriculum and promotions to share
our culture. The focus could include art, pottery, crafts, textiles, food &
cooking, film and photography, language and many others.
132. Develop opportunities to share our Japanese culture for youth and young
families, to join small groups, reach out to our neighborhood
3. Create "What's Your Story" program to capture some of the Japanese
American stories in our congregation.
4. Increase membership and attendance by offering opportunities such as
cultural classes
5. Consider rebranding the church with a new name to reflect our Japanese
culture.
6. Place bronze plaques to remember those who have passed in church.
7. Preorder manju (Japanese food) or sushi three or four times a year. Offer
fellowship in making traditional food for a fund raiser.
8. Develop social and cultural events that we can invite the Japanese language
school families and Denver Buddhist Temple families to participate.
9. Promote sustainability by finding ways to teach younger generations about
our culture.
Goal: Assure SUMC’s continued viability through prudent fiscal
management and responsible stewardship.
Recommended Strategies:
1. Use stewardship drive to reach current members and those who are not
active but still interested in SUMC.
2. Work on beautifying our building to make it more welcoming.
3. Place bricks with stamped names of those who have donated in the back
walkway.
4. Work with Trustees on renting space in our church. Publicize this effort.
5. Increase use of the Nichigo sanctuary with a shoji screen to separate the
sanctuary from the social area.
6. Explore the feasibility of building a 3-story condo or storage units on north
side of property.
7. Develop formal communication and advertising strategies (not just word of
mouth) for events and outreach to the local community and previous
attendees
8. Use money from building a condo to update the Sunday school hall and the
church building so the space can be multi-functional
9. Update use of the Nichigo sanctuary to create more beautiful and congenial
areas for social activities.
14Goal: Serve our local and broader community through
programming and ministry.
Recommended Strategies:
1. Inform our members and neighbors about our stand on lesbian/gay
community.
2. Identify the needs of our local community.
3. Develop programming (i.e. parenting, social issues) and ministry (grief,
prayer circles) based on identified neighborhood and community needs.
4. Expand mission work in our local community (e.g., Tennyson Knolls
Elementary).
5. Provide awareness & training on teen issues for teens and parents,
outreach to community
6. Partner with local schools in town to help meet their needs.
7. Buy electronic sign so neighborhood & train riders know what we offer.
8. Start a summer, tented food bazaar that attracts neighbors.
9. Free spaghetti dinner for neighborhood
10. Establish nursery school for the neighborhood by making an exit from the
basement and hiring teachers
Communication Goal: Assure that SUMC’s activities, history,
events, and accomplishments are widely recognized and shared
across our membership and the communities we serve.
Recommended Strategies:
1. Demonstrate respect for all ideas and suggestions with kindness and open
minds.
2. Improve communication between congregation and working/administrative
committees.
3. Communicate on working projects like building projects, mission projects,
and cultural events.
4. Communicate to current members and provide background for new
members, visitors, and others.
5. Publicize our church through newspaper articles and other means about
events & church history.
6. Engage, communicate and cooperate with other cultural, community, and
spiritual efforts and organizations.
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