Annual & Strategic Goals

2021 Annual Goals


a. Transition to a hybrid ministry

b. Build community both online and in person

Life on Life Discipleship

a. Operation Lost Sheep – reconnecting post-pandemic

b. The Nobles: Vestry, Task Force, & Small Group Leaders

c. Spiritual Gifts participation in kingdom work

Ministry to the Four Corners through the Michaelmas Institute

a. Mustard Seed Ministry

b. Ministry to the Courts, including judges, lawyers, and staff

c. Connection Center outreach

Strategic Goals

Align infrastructure and resources for future growth

a.  Analyze infrastructure and long-term capital needs.  

b.  Research long-term capital needs (e.g., parking, additional classroom space for pre-k children, other properties).

Strengthen Christian Education Programs

a.  Assess the strength of Christian education programs at all levels and identify targets for growth or improvement. (E.g., youth programs).

b.  Reshape Family Ministry with the acquisition of a fulltime Director of Children’s Ministry before the end of July to support the fall semester.  Rationale – Successful models of children’s ministry throughout the diocese reveal the need for a fulltime, dedicated and experienced director to grow this ministry which will feed into and grow our Youth Ministry.

c.  Study our youth programs.  What does it take to excite and retain?

d.  Build on our strengths – The considerable number of strengths include Biblical Teaching, small groups, task force activities (CARE, Mission and Worship especially), vibrant programs like Alpha and Prayer – all of which can be built upon to make a more cohesive, energized Church.

e.  Increase our attendance, retain Newcomers, close the back door of loss members.

Enhance Outreach 

a. Health and growth of the body (outreach). Working with church plants (Resurrection, St. John’s).  New church plants/satellites. Outreach to families moving into the area.

b.  For 2021 realign “mission” efforts, to include funding, to concentrate on the Holy City (surrounding neighborhoods and colleges) with the explicit intent of witnessing Jesus to a decreasing Christian population.  Rationale – The result would not only be saved lives but would also come with the hope of growing/increasing our membership.   

c.  Expand Communication and Evangelism -Excellent communication within the congregation and with the outside world is an evangelistic requirement.  Full use of the digital world and social media we live in allows us to live stream services, have a website with timely and important messages.  Daily Bible readings, prayers, and historic tours of our campus are initiatives that will enhance the life of St. Michaels. 

d.  Fortify our Alpha program with leadership, volunteers; financially, once every four months.

Grow and Maintain Congregational Health

a.  Grow the Congregation – The church must grow the congregation.  Areas that need special attention are the Youth and Sunday School.  Recruitment of new members should be a coordinated priority.  Understanding and eliminating the attrition of members needs to be an equally high priority.  Diversification of the congregation should be addressed in the usual demographic areas such as age, income, gender, marital status and race. Are we gaining or losing?

b.  Congregational health (in-reach). Are we weak in a particular demographic (e.g., young families)? What are retention numbers following baptism? Care for the health of the clergy(burnout).

c.  Maximize data systems to inform growth.

i. Identify/create reliable, consistent analytical tools and use them. Apply innovative use of technology in achieving goals.

ii.  Establish real-time/online viewing and recording of worship services before the end of the year.  Rationale – ~1,200 views of Palm Sunday service!  Opportunities for increased evangelism, outreach, stewardship, etc.