FULL DIGITAL_Strategic Plan_GOMA

STRATEGIC PLAN 

THE GREEK ORTHODOX CATHEDRAL 

OF THE ANNUNCIATION 

“Where there is no vision the people will perish.” PROVERBS 29:18

THE GREEK ORTHODOX CATHEDRAL OF THE ANNUNCIATION 

2500 Clairmont Road N.E., Atlanta, GA 30329 • Tel.: (404) 633-5870 • Fax: (404) 633-6018 

Web: www.atlgoc.org • E-mail: office@atlgoc.org 

Rev. Fr. Paul A. Kaplanis 

Dean 

Rev. Fr. Christos P. Mars 

Presbyter 

Beloved in Christ, 

Holy Scripture teaches us that “Where there is no vision, the people will perish.” (Proverbs 29:18) It is 

in that spirit, that I am pleased to present to you a new and exciting vision for our Holy Annunciation 

Cathedral. 

For almost a year, a dedicated group of faithful that reflect the great and rich diversity of our Parish 

have diligently worked together to identify such a vision. It is a vision that reflects on our significant 

challenges, and yet is motivated by our great and holy opportunities to serve our Lord in his vineyard 

here in the Atlanta metro area. 

After a wonderful and enormous effort, we are honored to present this Strategic Plan to you. It’s 

primary focus and purpose is to strengthen our Parish and parishioners. We have fully researched and 

identified a comprehensive step-by-step process and action plan to achieve 12 very critical and strategic 

goals. We have also recruited an incredibly capable team from throughout our Parish to achieve these 

important goals 

The only thing missing is you. We need you to familiarize yourself with this great work and identify 

what interests you most. We humbly ask you to prayerfully discern where God has called you to serve 

and how you can help us create a Parish that is “a welcoming and inspiring community of God so that we 

experience Christ’s love with all seeking eternal life.” 

We need you to help us grow our Parish and make disciples as we all grow together in Christ. It is to 

this holy work that we ask you to join us. 

The future of the Annunciation Cathedral depends on how diligently we achieve this Strategic Plan as 

stewards of God’s many blessings. I truly look forward to sharing this journey of faith and fulfillment 

with you! 

With Love in Christ, 

+Father Paul A. Kaplanis 

+Father Christos P. Mars

TABLE OF CONTENTS 

p. 5 

EXECUTIVE SUMMARY 

Experiencing a welcoming and inspiring 

community of God 

PART ONE 

The Process, Mission, SWOT, Core Values, 

Vision, Strategic Goals 

PART TWO 

Specific Action Plans For Each Of 

The 12 Strategic Goals 

PART THREE 

Specific Action Plans For Each Of 

The 12 Strategic Goals 

06 

12 

32 

60 

THANK YOU 

The Planning Committee and its Facilitator devoted many 

hundreds of hours of work over a full year to do the work to 

develop this Strategic Plan. 

The volunteer Facilitator and other Planning Committee 

members thank God for our many blessings and we are thankful 

for the opportunity to be stewards of Christ’s church and this 

Parish. The Implementation Teams formed to achieve this 

Strategic Plan will include the Strategic Planning Committee 

and many more individuals who will volunteer to lead and work 

on our 12 Strategic Goals. 

We humbly and respectfully thank all of our co-workers in 

advance for their dedication and stewardship. 

The Strategic Planning Committee was led by: 

Our clergy, Fr Paul Kaplanis and Fr Christos Mars 

Copyright © 2019 The Greek Orthodox Cathedral of the Annunciation 

Strategic Plan The Greek Orthodox Cathedral of the Annunciation

Strategic Plan The Greek Orthodox Cathedral of the Annunciation p. 6 

EXECUTIVE SUMMARY

p. 7 

The ANNUNCIATION CATHEDRAL exists to be a welcoming and 

inspiring community of God so that we experience Christ’s love with 

all seeking eternal life. 

Progress and success requires periodically assessing where you are, where you want to 

be and how you will get there. Our Annunciation Cathedral is a pioneer in undertaking 

such a systematic, ambitious and exciting process. We are focused on helping our 

faithful and creating the strongest and most dynamic Parish. This comprehensive 

Strategic Plan will help all of us manage the “busyness” of our Parish without 

turning our Parish into a “business.” We will make history together as we implement 

this Strategic Plan for the benefit of our Parish and parishioners. 

For the last year, approximately 50 dedicated lay stewards and our clergy, 

representing the significant diversity found within our Parish, have worked 

joyfully and diligently to analyze available data and issues and develop this 

Strategic Plan by consensus with input from many of our faithful throughout 

our Cathedral. Through a disciplined process, we conducted a detailed 

analysis of the Strengths, Weaknesses, Opportunities and Threats (SWOT) of 

our Parish and developed the following MISSION statement: 



MISSION STATEMENT 

The Mission of the Greek Orthodox Cathedral of the Annunciation 

is to live, celebrate and teach the Orthodox Christian Faith as a 

loving, welcoming and understanding community serving others as 

disciples of Jesus Christ. 

We also carefully analyzed the behaviors we wanted to model in our Parish. 

We concluded that to drive our culture and priorities, and provide a 

framework for decision-making, we will embrace the following shared 

core values.

Christ-Centered 

1 

p. 9 

Loving and Welcoming Community 

2 

Service Oriented 

Committed Stewards 

3 

4 

CORE 

VALUES 

Education 

5 



D 

VISION 

In determining what we hoped to accomplish and 

where we were going, we developed a dynamic and 

inspirational VISION that proclaims that: 

I 

S 

C 

I 

P 

L 

E 

S 

IN 4 YEARS, WE WILL BE BETTER DISCIPLES THROUGH: 

IVERSITY 

NFRASTRUCTURE, OPERATIONS AND PHYSICAL PLANT 

TEWARDSHIP 

OMMUNICATION 

NNOVATIVE TECHNOLOGY 

RAYER AND ENGAGEMENT IN CHURCH SERVICES AND EXPERIENCE 

IFELONG LEARNING 

NGAGING OUR YOUTH 

ERVICE-ORIENTED PARTNERSHIPS

p. 11 

To address our Strengths, Weaknesses, Opportunities 

and Threats, stay true to our Mission and Core 

Values, and pursue our Vision, we identified 8 

strategic areas of focus and organized a separate Task 

Force to identify and address goals in each area: 

01 

CAMPUS IMPROVEMENTS 

02 

CHURCH LIFE EXPERIENCE, 

WORSHIP & HOSPITALITY 

03 

COMMUNICATION 

& TECHNOLOGY 

04 

EDUCATION 

05 

LEADERSHIP, MANAGEMENT 

& OPERATIONS 

06 

LIFE STAGE 

MINISTRIES 

07 

PHILANTHROPY, 

OUTREACH & EVANGELISM 

08 

STEWARDSHIP 

These 8 Task Forces then developed by consensus 

12 Strategic Goals and the detailed action plans 

to achieve them, all of which met the “SMART” 

goal criteria of being Specific, Measurable, 

Attainable, Realistically written and with an 

achievable Timetable. 



PART ONE 

THE PROCESS, MISSION, 

SWOT, CORE VALUES, 

VISION, STRATEGIC GOALS

WHAT IS STRATEGIC PLANNING? 

p. 13 

Strategic planning is a process to define our direction (strategy) and 

allocate our resources to achieve our goals. A Strategic Plan must answer four 

fundamental questions: 

STATEMENT OF WHY 

01 

We must be able to articulate why 

we exist and why anyone should want 

to be a part of our Church. 

WHY DO WE EXIST? 

CURRENT STATE 

02 

This step consists of a factual 

assessment of current strengths, 

weaknesses, opportunities, threats, 

programs, talents and financial 

resources and needs. 

WHERE ARE WE NOW? 

DESIRED FUTURE STATE 

03 

04 

Following our sense of God’s calling, 

we determine our consensus and 

comprehensive vision of where we 

want to be within a reasonable period 

of time. 

ACTION PLAN 

This is where specific activities 

are outlined in each area which we 

determine to be critical in making our 

vision a reality. 

WHERE DO WE 

WANT TO BE? 

HOW WILL WE 

GET THERE? 



ABBA SISOES: 

THE SAYINGS 

OF THE 

DESERT 

FATHERS 

Abba Ammoun of Rhaithou asked Abba 

Sisoes, “When I read the Scriptures, my mind 

is wholly concentrated on the words so that I 

may have something to say if I am asked.” The 

old man said to him, “That is not necessary; 

it is better to enrich yourself through purity 

of spirit and to be without anxiety and then 

to speak.”

ANNUNCIATION CATHEDRAL SWOT SUMMARY 

p. 15 

STRENGTHS 

OUR PARISHIONERS 

Parishioners varieties of experiences, skills, 

talents and abilities 

ONE TRUE FAITH 

Annunciation Day School is the only 

accredited Orthodox School in the Southeast 

Clergy and Staff willingness 

Plentiful resources 

Offer a variety of ministries 

Our diverse buildings and facilities 

Established community 

Greek Festival shares culture 

Strengths include characteristics of our Cathedral that give us advantages. 

This can include things we do well. 

WEAKNESSES 



We do not understand our faith or 

its importance 

We have a lack of understanding and practice 

of full stewardship (time, talents and treasure) 

We do not fulfill our responsibility to 

evangelize and teach our faith 

We do not know what our Youth and 

Emerging adults need or want 

We are not welcoming in all we do and 

fully engage our parishioners 

Our Sunday experience is not as great as 

it should be – engagement in services, 

welcoming, intimacy and facilities access 

and appearance 

Communications do not reach 

all demographics 

Weaknesses include characteristics that place our Cathedral at a disadvantage. 

This can include problems we face that we must overcome. 



OPPORTUNITIES 


Leverage partnerships with other non-profits, 

Christian and other Orthodox churches, other 

private schools 

Evangelization to all 

Expanded use of all technologies 


Strategic and tactical communications and 

marketing the church and Orthodox brand 

Community service 

Opportunities include external chances to improve our performance in our environment. 

THREATS 


More attractive religious, social and 

service options 

Living in a secular world diminishes 

the importance of religion 

Religion is perceived as divisive 

Church is not as big a priority in 

parishioners’ lives 

People are defining their own morality 

and not respecting the definitions established 

by the Church 


Declining moral Values in society and culture 

Secular messaging is stronger than religious 

messaging 

Other religious groups are doing a better job of 

messaging 

Traffic 

Threats include external elements in our environment that could be problematic 

for our Cathedral or inhibit our success.

CORE VALUES 

p. 17 

Core Values are beliefs shared among the stakeholders in an organization. 

They drive an organization’s culture and priorities and provide a framework 

to help make decisions. God presented us critical Core Values in the Ten 

Commandments, and our Lord and Savior Jesus Christ augmented them in his 

Sermon on the Mount with what is known as the Beatitudes. ¹¹ 

After numerous small and large group discussions, the Strategic Planning 

Committee agreed by consensus that the following Core Values should guide 

the Cathedral in everything we do: 

CHRIST-CENTERED 

LOVING AND WELCOMING COMMUNITY 

SERVICE ORIENTED 

COMMITTED STEWARDS 

EDUCATION 

11 Matthew 5:1-16 


Strategic Plan The Greek Orthodox Cathedral of the Annunciation p. 18

VISION 

p. 19 

Vision defines what the organization hopes to do in the future. Vision is a 

long-term view and focuses on: (1) What do we want to accomplish? (2) 

Where are we going? (3) What do we want to be in the future? 

A Vision is clearly Biblical: “Where there is no vision, the people will 

perish” ¹ After numerous and extensive small and large group discussions, the 

Strategic Planning Committee by consensus agreed upon the following Vision 

for the Cathedral: 

In 4 years, we will be better DISCIPLES through: 

(D)IVERSITY 

(I)NFRASTRUCTURE, OPERATIONS AND PHYSICAL PLANT 

(S)TEWARDSHIP 

(C)OMMUNICATION 

(I)NNOVATIVE TECHNOLOGY 

(P)RAYER AND ENGAGEMENT IN CHURCH SERVICES AND EXPERIENCE 

(L)IFELONG LEARNING 

(E)NGAGING OUR YOUTH 

(S)ERVICE-ORIENTED PARTNERSHIPS 

1 Proverbs 29:18 



p. 21 

Accordingly, we must 

work diligently to be 

a Church that truly 

is a “welcoming and 

inspiring community 

of God so that we 

experience Christ’s 

love with all seeking 

eternal life.“ 



STRATEGIC GOALS 

p. 23 

Strategy is a roadmap of how to implement the Vision and achieve the 

organization’s goals. It keeps the organization going in the right direction. 

Strategic Goals are only as effective as the process and discipline implemented 

to achieve and monitor them. 

Setting strategic goals and action plans is Biblical. Throughout the Holy 

Gospel, our Lord provided his Apostles and Disciples such clear direction and 

step-by-step instructions. “Let your light so shine before men, that they 

may see your good works and glorify your Father in heaven.” ² “These 

twelve Jesus sent out, charging them… go rather to the lost sheep of the 

house of Israel. And preach as you go… Heal the sick, raise the dead, 

cleanse lepers, cast out demons.” ³ 

The Strategic Planning Committee used the “SMART” goal process to ensure 

that each Strategic Goal was: Specific, Measurable, Attainable, Relevant and 

Realistically written, and has a precise Timeline. This discipline will help 

better ensure that each Strategic Goal is achieved if all of the various actions 

and steps identified in the process are diligently pursued and executed. 

The SMART Goal process requires that each Strategic Goal be: 

(S)PECIFIC: Is the goal specific enough for clarity so that everyone will understand it? 

(M)EASURABLE: Is there a way to measure the success of the goal? 

(A)TTAINABLE: Is the goal truly attainable by us within a reasonable time? 

(R)ELEVANT AND REALISTICALLY WRITTEN: Is the goal relevant to our 

situation and realistically written to address our needs? 

(T)IMELINE: Is there a timeline associated to the goal to ensure completion and 

accountability? 

2 Matthew 5:16 

3 Matthew 10:1, 5-8 



STRATEGIC TASK FORCES 

At the first Strategic Planning retreat, the Strategic Planning Committee 

brainstormed many specific strategic items they felt addressed the Weaknesses, 

Opportunities and Threats and were consistent with the Core Values, focused 

on the Mission and helped achieve the Vision. After many hours of discussions, 

the Strategic Planning Committee consolidated the all of the many items and 

organized them into 8 Strategic Areas of Focus and formed Strategic Task 

Forces to systematically consolidate and address the items in each Strategic 

Area. The 8 Strategic Areas of Focus are (in alphabetical order): 

1. CAMPUS IMPROVEMENTS 

2. CHURCH LIFE EXPERIENCE, WORSHIP & HOSPITALITY 

3. COMMUNICATION & TECHNOLOGY 

4. EDUCATION 

5. LEADERSHIP, MANAGEMENT & OPERATIONS 

6. LIFE STAGE MINISTRIES 

7. PHILANTHROPY, OUTREACH & EVANGELISM 

8. STEWARDSHIP

STRATEGIC GOALS 

p. 25 

In the months between the two strategic planning retreats, the Strategic 

Planning Committee divided itself into these 8 Strategic Task Forces and began 

weekly/bi-weekly/monthly meetings and calls to develop a reasonable number 

of the most important specific SMART Strategic Goals to be achieved in their 

Strategic Area. At a second two-day retreat, the Strategic Planning Committee 

thoroughly discussed and agreed upon the specific wording of each SMART 

Strategic Goal and a detailed Action Plan to achieve each goal that outlined: (1) 

each specific action to be undertaken; (2) who was responsible for doing each 

required action; (3) how we would measure the successful achievement of that 

action; and (4) the timetable for the achievement of the action. 

Here are the summary titles for the 12 SMART goals in the 8 Strategic Areas 

of Focus: 

01 


02 



1.1 Accessibility, Athletic & Storage Facility 

Improvements 

2.1 Welcoming & Newcomer Ministries 

2.2 Worship & Sacramental Engagement 

03 

COMMUNICATION & TECHNOLOGY 

04 

EDUCATION 

3.1 Communications & 

Technology Platform 

05 

07 


& OPERATIONS 

5.1 Orthodox Servant Leadership Program 

5.2 Operational Excellence 

PHILANTHROPY, 


7.1 Philanthropy, Outreach & 

Evangelism Ministry 

4.1 Adult Education 

4.2 Youth Education 

06 

6.1 Small Groups 

6.2 Life Stage Ministries 

08 

LIFE STAGE MINISTRIES 

STEWARDSHIP 

8.1 Comprehensive Stewardship Program 



CAN WE DO THIS? 

Some of the challenges we will address have been with us for a while. 

Others are new. Each of us has unique gifts that must be celebrated and 

put to the best use for God’s greater glory and for our salvation. And all of 

us working together can achieve the unimaginable. 

“God has appointed some in the church as follows: first apostles, second 

prophets, third teachers, then wonderworkers, also those having the gifts 

of healing, those able to help others, those with gifts of administration, 

and those with different kinds of tongues.” ⁴ 

Just as our Lord appointed 70 Disciples to go to “every city and place” ⁵ and 

preach the word, so too must all of us in the Cathedral family become disciples 

and share the good news. This Strategic Plan affords each of us that opportunity. 

Implementation of Action Plans for 12 Strategic Goals and 

Accountability. 

To be successful, any true Strategic Plan should follow a 4-P approach: (1) use 

the right Process; (2) recruit the right People; (3) develop the best, practical 

Plan; and (4) Perform effectively and fully implement the plan. We believe 

that with God’s grace and the invaluable and essential assistance and presence 

of the Holy Spirit, this Strategic Planning process allowed the right team to 

deploy the right process to reach important goals and action plans. What 

remains is the most critical and difficult step, namely the performance and 

implementation of this Strategic Plan. 

The initial hard work of the Strategic Planning Committee and Facilitator is 

now complete with the publishing of this Strategic Plan. The Cathedral will 

now reorganize itself and dedicate the necessary resources (human, financial, 

time and other) to ensure complete implementation and success. This will 

4 1 Corinthians 12:28 

5 Luke 10:1

p. 27 

require the dedication of time and the active involvement of a much bigger and 

broader group of the faithful. Indeed, significant additional human and financial 

resources and operational changes will be required if we are to be successful. 

To achieve the 12 Strategic Goals, reconstituted “Implementation Task Forces” 

will be formed - one for each of the 12 Strategic Goals identified by the Strategic 

Planning Committee. These new Implementation Task Forces will include some 

members of the initial Strategic Planning Task Forces and will also add large 

numbers of individuals from throughout (and perhaps outside) the Cathedral 

who can assist in the achievement of the 12 Strategic Goals. 

We are also implementing an unprecedented level of accountability and 

transparency. As you can see, every action plan step for all 12 Strategic Goals 

is clearly measureable and has a deadline. We will be regularly and publicly 

reporting on our progress. We have also instituted multiple feedback and 

accountability loops to ensure that we stay on track and are focused on achieving 

success. All of this will be publicly tracked and reported on our Cathedral 

Strategic Plan website (www.____________________) and will be shared with 

parishioners regularly. And after we have achieved every Strategic Goal, we will 

again measure how well we have addressed our challenges and then reassess 

where we go from there. Failure is not an option! 



YOU ARE INVITED TO JOIN THE TEAM 

We invite anyone who is interested in working on any specific Strategic 

Goal to volunteer and offer their stewardship of time and talents. The more 

experienced and dedicated souls we have working together, the more we 

can achieve. These newly constituted and expanded 12 Strategic Planning 

Implementation Task Forces will execute and manage the tasks identified in 

the specific Strategic Action Plans contained in this Strategic Plan. 

Each Strategic Goal will have a “Goal Co-Captains” who are the individuals 

primarily responsible for ensuring that the Implementation Task Force team 

working on that Strategic Goal stays on track and on schedule. The overall 

implementation of every aspect of this Strategic Plan will be coordinated by 

three “Head Coaches” who, together with the clergy, form our Implementation 

Headquarters (“IHQ”) to help ensure the entire project remains on track. 

At the same time, we welcome all the faithful of our Xathedral family to 

join us on this holy journey of faith by contacting us and volunteering at: 

volunteer@___________________________. 

COMMUNICATIONS AND BREADTH 

The proper and effective communication of this Strategic Plan, and the 

progress made on its achievement, will be equally critical. Accordingly, regular 

communications about how we are achieving our exciting Strategic Goals 

and Vision is an integral part of this Strategic Plan. Our Clergy and IHQ 

will be regularly communicating to all the faithful all of the latest updates 

regarding our progress. The Cathedral website and other publications will be 

re-formatted to feature active links and content to each of the elements of our 

Vision and 12 Strategic Goals. By regularly communicating our progress and 

successes, we will make our Strategic Plan both real and achievable.

Some might be concerned that the breadth of this Strategic Plan may be 

overwhelming. So too are the challenges that face our Parish and Holy 

Orthodox Church. Given the disparate needs, and varied talents, of our 

faithful, it is critical to have Strategic Goals that serve the vast diversity of 

our Parish, stewards and challenges. Prioritization and allocation of available 

resources will inevitably be required. Each step sets out the time period and 

sequence from the previous action item(s) and steps. Once the start date for 

any Strategic Goal is finally determined by the Head Coaches and Strategic 

Goal Co-Captains, the timetable for its achievement is then clearly established. 

We have also included numerous reporting and accountability processes and 

feedback loops to ensure that we transparently report our progress and do not 

drop the ball on any of this critical and holy work. 

Strategic Plan The Greek Orthodox Cathedral of the Annunciation 

p. 29


CONCLUSION 

There is something in this Strategic Plan for everyone that will allow us 

to address our most significant issues. Please take a moment to review 

the significant challenges facing our Holy Orthodox Church that we have 

summarized in Part 3 - Appendix “B” of this Strategic Plan. As you understand 

what is happening, we are confident that you too will agree that we need to 

implement changes now and address these very disturbing trends. 

After thorough research, careful and prayerful reflection and diligent work 

by over 50 dedicated faithful from our Parish, we believe that the systematic 

implementation of the detailed action plans in this Strategic Plan will allow us 

to directly address our needs and allow us to measurably improve our service 

to the faithful entrusted to us. We purposefully included in our Vision that we 

will “live, celebrate and teach the Orthodox Christian Faith as a loving, 

welcoming and understanding community serving others as disciples of 

Jesus Christ.” 

We do not believe our resources to implement this Strategic Plan are scarce 

given the extraordinary God-given talents that exist within the faithful of our 

Parish. We believe we live in a world of abundance. By the Grace of God and 

with the essential support of the Holy Spirit, we can make a difference and 

achieve all of our Strategic Goals in the fullness of time. Our future can be 

very bright if we work together! 

Throughout the process, our Cathedral will remain true to our Core Values: 

CHRIST-CENTERED 

LOVING AND WELCOMING COMMUNITY 

SERVICE ORIENTED 

COMMITTED STEWARDS 

EDUCATION

VOLUNTEER 

p. 31 

We want as many of our faithful as possible involved in the transformational 

improvements that will result from this exciting Strategic Plan. If you, or 

anyone you know, wants more information or to volunteer, please contact the 

Cathedral office directly or email us at: volunteer@__________________. You 

can always access this entire Strategic Plan, and check out our progress which 

we will regularly update, by going to our Annunciation Cathedral Strategic 

Planning website at www.________________.net. 

There is plenty of room for the active engagement of every person and 

organization prepared to ensure that our Parish is a be a welcoming and 

inspiring community of God so that we experience Christ’s love with all 

seeking eternal life, by achieving our Vision: 



PART TWO 

SPECIFIC ACTION PLANS 

FOR EACH OF THE 12 

STRATEGIC GOALS

p. 33 

Summarized 12 SMART Goals In The 8 Strategic Areas of Focus. 

01 


02 



1.1 Accessibility, Athletic & Storage Facility 

Improvements 

2.1 Welcoming & Newcomer Ministries 

2.2 Worship & Sacramental Engagement 

03 

COMMUNICATION & TECHNOLOGY 

04 

EDUCATION 

3.1 Communications & 

Technology Platform 

05 

07 


& OPERATIONS 

5.1 Orthodox Servant Leadership Program 

5.2 Operational Excellence 

PHILANTHROPY, 


7.1 Philanthropy, Outreach & 

Evangelism Ministry 

4.1 Adult Education 

4.2 Youth Education 

06 

6.1 Small Groups 

6.2 Life Stage Ministries 

08 


STEWARDSHIP 

8.1 Comprehensive Stewardship Program 



Goal 1.1 Campus Improvements 


(a) Within 15 month, we will determine the projected costs, timelines, obtain necessary approvals 

and prioritize a Master Plan for the most critical Cathedral Campus improvements, including 

improved: (i) facilities more accessible to individuals with disabilities; (ii) outdoor facilities; 

(iii) storage facilities; and (iv) signage. 

SPECIFIC KEY ACTIONS NECESSARY TO 

ACHIEVE GOAL 1.1 

1. Form Campus Improvements Goal 1.1 Task 

Force (“CI1.1TF”). 

CAMPUS IMPROVEMENTS GOAL 1.1 ACTION PLAN 

2. Research and identify accessibility, athletic 

and storage facility projects (“Master Plan 

Projects”) needs throughout our campus by 

(a) conducting an on-site assessment with 

appropriate legal and facilities experts; (b) 

developing outreach tools (e.g., survey, 

focus groups, etc.) to receive feedback 

from community concerning Master Plan 

Projects needs; and (c) reviewing existing 

documentation on previous efforts to 

identify necessary improvements. 

3. Establish criteria for prioritization and 

then prioritize Master Plan Projects list 

identified in step 2 (e.g., critical, necessary, 

desirable, etc.) and establish a proposed 

implementation timeline. 

4. Create preliminary design drawings 

and research cost estimates for each 

prioritized Master Plan Project and compile 

comprehensive Master Plan Project Plan 

with all projects prioritized, costed and having 

proposed timelines. 

WHO MUST DO 

EACH ACTION 

Strategic 

Planning Team 

and Goal 

Captain 

1 month from Start 

Date 

1 month from Start Date 

CI1.1TF 4 months after step 1 Completed on-site assessment, 

survey/focus group findings 

compiled in centralized format, 

existing documentation 

compiled a notebook of Master 

Plan Projects. 

Parish Council 

and CI1.1TF 

TIMETABLE: HOW 

MANY MONTHS 

OR DAYS TO FINISH 

ACTION FROM 

PREVIOUS ACTION 

HOW WILL WE KNOW 

WHEN THIS ACTION HAS 

BEEN COMPLETED 

1 month after step 2 Proposed prioritization 

of Master Plan Projects 

completed 

CI1.1TF 5 months after step 3 Estimated costs and timelines 

determined and Master Plan 

Project Plan developed

p. 35 

CAMPUS IMPROVEMENTS GOAL 1.1 ACTION PLAN 



WHO MUST DO 

EACH ACTION 


MANY MONTHS 


ACTION FROM 





5. Obtain first Parish Council and then General 

Assembly (and any other required approvals 

(e.g., Metropolis, county, etc.)). 

CI1.1TF and 


and General 

Assembly 

4 months after step 4 Required Parish Council, 

General Assembly and other 

approvals all obtained 

6. Work collaboratively with Parish Council 

and Parish community to conduct feasibility 

study and procure necessary funding for 

approved prioritized Master Plan Projects. 

CI1.1TF and 


10 months after step 5 Master Plan Project funds 

are raised 

7. Work collaboratively with Parish Council and 

appropriate Parish authorities responsible 

for project management (e.g., finalize the 

design plans and design and construction 

bid process and permits, and the 

construction process, etc.) as necessary and 

appropriate to monitor progress and ensure 

timely and proper completion. 

8. Supervise completion of construction on 

identified Master Plan Projects. 

9. Conduct after completion review on all 

Master Plan Projects and processes and 

document lessons learned. 

CI1.1TF and 


CI1.1TF and 


CI1.1TF and 


6 months after step 6 Periodic project reports and 

presented to Parish Council 

7 months after step 7 Construction, including punch 

list items is complete and 

Parish accepts work 

1 month after step 7 Master Plan Project final 

report submitted to Cathedral 

community 





Goal 2.1 Welcoming and Newcomer Ministries 

Within 13 months, we will develop and implement a Welcoming and Newcomer Ministry that 

ensures that all, including visitors and newcomers, are fully welcomed and engaged in the life and 

ministries of the Parish and the Sunday experience. 

CHURCH LIFE EXPERIENCE, WORSHIP & HOSPITALITY GOAL 2.1 ACTION PLAN 



1. Form Church Life Experience, Worship 

& Hospitality Goal 2.1 Task Force 

(CLEWH2.1TF). 

2. Research most effective best practices 

regarding church welcoming, hospitality 

and newcomer ministries from both non- 

Orthodox and Orthodox churches (including 

visiting other successful churches) and 

determine appropriate welcoming best 

practices, and most effective hospitality 

metrics to collect and analyze. 

3. Develop new data collection tools 

(e.g., surveys, personal interviews, web 

solicitations, and original research from 

other Orthodox and non-Orthodox 

sources) that will effectively capture church 

welcoming, hospitality and engagement 

barriers data and input with a consistent 

methodology from the widest possible 

spectrum of our church body and beyond 

(including people who do not currently 

attend, those that have only visited once, 

and those that have never visited before, 

youth, seniors, converts, young families, 

newlyweds, college students, Orthodox, 

non-Orthodox, friends that have never 

attended, etc.). 

WHO MUST DO 

EACH ACTION 



and Goal 

Captain 


Date 

CLEWH2.1TF team members 

agree to serve 

CLEWH2.1TF 3 months after step 1 Research analysis report of 

welcoming, hospitality and 

newcomer processes and other 

best practices is completed 

CLEWH2.1TF 


MANY MONTHS 


ACTION FROM 


Simultaneous with 

step 2 




Comprehensive data collection 

plans, methodologies and tools 

created

p. 37 




WHO MUST DO 

EACH ACTION 


MANY MONTHS 


ACTION FROM 





4. Execute the data collection methods chosen 

from step 3 above, utilizing best practices 

in methods and tools to identify church 

welcoming and hospitality barriers and areas 

of improvement. 

5. Compile research and data from steps 2 

through 4, existing processes, best practices 

research and visitor’s experiences and review 

and analyze results and data and identify 

the elements of a best practices welcoming, 

hospitality and engagement ministry program 

(the “Welcoming and Newcomer Ministry 

Plan”) to be implemented. 

6. Recruit and train Welcoming and Newcomer 

Ministry team members using the Welcoming 

and Newcomer Ministry Plan. 

7. Implement Welcoming and Newcomer 

Ministry Plan. 

8. At least every 6 months thereafter review and 

assess success against appropriate welcoming 

and hospitality best practices, continuous 

data collection and metrics identified in step 

2 and refine the Welcoming and Newcomer 

Ministry Plan accordingly. 

CLEWH2.1TF 2 months after step 3 Minimum acceptable level 

of data collected from each 

of the identified constituent 

groups 

CLEWH2.1TF 3 months after step 4 Data analysis is complete and 

Welcoming and Newcomer 

Ministry Plan is completed 

CLEWH2.1TF 

3 months after step 5 Welcoming and Newcomer 

Ministry team recruited and 

trained 

CLEWH2.1TF 1 month after step Schedule is maintained 

CLEWH2.1TF At 6 month intervals Semi-annual assessment and 

remediation of Welcoming 

and Newcomer Ministry 

Plan occurs, including public 

reporting of results from 

evaluation assessments. 





Goal 2.2 Worship and Sacramental Engagement 

Within 20 months, we will develop and implement a plan and process that will more fully 

engage parishioners of all ages in an accessible and fulfilling Worship and Sacramental 

experience. 




1. Form Church Life Experience, Worship 

& Hospitality Goal 2.2 Task Force 

(“CLEWH2.2TF”). 

2. Research most effective best practices 

regarding worship and church experience 

from both non-Orthodox and Orthodox 

churches (including visiting other successful 

churches) and determine appropriate 

best practices, and worship and church 

experience and most effective engagement 

metrics to collect and analyze. 

3. Develop new data collection tools (e.g., 

surveys, personal interviews, web 

solicitations, and original research from 

other Orthodox and non-Orthodox sources) 

that will effectively capture church worship 

and church experience engagement 

barriers data and input with a consistent 

methodology from the widest possible 

spectrum of our church body and beyond 

(including people who do not currently 

attend, those that have only visited once, 

and those that have never visited before, 

youth, seniors, converts, young families, 

newlyweds, college students, Orthodox, 

non-Orthodox, friends that have never 

attended, etc.). 

WHO MUST DO 

EACH ACTION 



and Goal 

Captain 


Date 

CLEWH2.2TF team members 


CLEWH2.2TF 5 months after step 1 Research analysis report of 

worship and church experience 

and other best practices is 

completed 

CLEWH2.2TF 


MANY MONTHS 


ACTION FROM 



step 2 




Comprehensive data collection 

plans, methodologies and tools 

created

p. 39 




WHO MUST DO 

EACH ACTION 


MANY MONTHS 


ACTION FROM 





4. Execute the data collection methods chosen 

from step 3 above, utilizing best practices 

in methods and tools to identify church 

engagement and accessibility barriers and 

areas of improvement. 

5. Compile research and data from steps 2 

through 4, existing processes, best practices 

research and visitors’ experiences and review 

and analyze results and data and identify best 

practices in worship and church experience 

engagement (the “Worship and Church 

Experience Plan”) to be implemented. 

6. Prioritize the implementation schedule for 

the Worship and Church Experience Plan and 

identify any financial or other resources or 

approvals needed to fully implement them 

according to an agreed-upon implementation 

schedule. 

7. Develop a strategy, detailed action plan 

and timeline to address prioritized list of 

worship and church experience barriers 

and opportunities per the Worship and 

Church Experience Plan (and raise any 

necessary funds or obtain any other required 

resources). 

8. Implement Worship and Church Experience 

Plan action plans. 

9. Announce/publicize the completion of each 

implementation as a “win” to help create 

momentum and support. 

10. At least every 6 months thereafter review and 

assess success against appropriate worship 

and church experience engagement best 

practices metrics identified in step 2 and 

refine the Worship and Church Experience 

Plan accordingly. 

CLEWH2.1TF 

4 months after steps 

2 & 3 

Minimum acceptable level 

of data collected from each 

of the identified constituent 

groups 

CLEWH2.1TF 3 months after step 4 Data analysis is complete 

and Worship and Church 

Experience Plan is developed 

CLEWH2.1TF 2 months after step 5 Worship and Church 

Experience Plan 

implementation is prioritized 

CLEWH2.1TF 4 months after step 6 Each barrier has a written 

action plan as well as 

the expected timeline to 

implement the solution 

CLEWH2.1TF 

CLEWH2.1TF 

Beginning 1 month 

after step 7 

Ongoing during 

step 8 

Worship and Church 

Experience Plan action plans 

are implemented 

Communicated via master 

communication plan 

CLEWH2.1TF 6 months cycle Assessment of Worship and 

Church Experience Plan and 

remediation occurs at least 

annually 



COMMUNICATIONS & TECHNOLOGY 

Goal 3.1 Communications and Technology Platform 

Within 21 months, we will create and implement an enhanced communications process plan, 

Cathedral branding strategies and secure technology platform that will enable all parishioners to 

have 100% online access to our Parish services, ministries and other resources, information, tools 

and materials that will allow us to: 

(a) have at least 70% of our stewards engaging and donating using our online engagement 

platform within 12 months thereafter; 

(b consistently achieve at least a 75% parishioner satisfaction level with this technology 

platform within 6 months thereafter; and 

(c) develop and roll out a consistent and effective brand for the Cathedral and its ministries 

COMMUNICATIONS & TECHNOLOGY GOAL 3.1 ACTION PLAN 



1. Form Communications & Technology 

Goal 3.1 Task Force (“C&T3.1TF”). 

2. Research most effective church 

communications, branding strategies 

and technology resources, software, 

information, tools, and the best practices 

that churches and other non-profits use to 

connect with, and communicate to their 

parishioners and stakeholders. 

3. Create, collect and determine metrics to 

measure parishioner use of and satisfaction 

with current website, online engagement 

and giving processes and communication 

channels, and other desirable ways to access 

our Parish and other services, information, 

processes and ministries. 

4. (a) Analyze survey results from step 3; 

(b) begin developing branding materials; 

and (c) audit all current technology, 

communications process and all software 

capabilities (including, website, video 

broadcast, social media accounts, telephony, 

phone tree) compared against best practices 

established in step 2. 

WHO MUST DO 

EACH ACTION 

Strategic Planning 

Team and Goal 

Captain 


Date 

C&T3.1TF members agree to 

serve 

C&T3.1TF 4 months after step 1 Report of most effective 

church communications 

and technology resources, 

information, tools and best 

practices is completed 

C&T3.1TF 


MANY MONTHS 


ACTION FROM 



step 2 




At least 20% of Parishioners 

respond to survey and report 

of survey results is summarized 

C&T3.1TF 4 months after step 2 Report summarizing status 

of capabilities of current 

resources and processes and 

preliminary branding materials 

is produced

COMMUNICATIONS & TECHNOLOGY GOAL 3.1 ACTION PLAN 


MANY MONTHS 



WHO MUST DO 

EACH ACTION 

OR DAYS TO 

FINISH 

ACTION FROM 





p. 41 

5. Interview stakeholders (clergy, office staff, ministry 

chairs and all demographics of parishioners) 

that produce or consume Parish services, 

communications and technology resources and 

work with our staff to research and identify the 

capabilities and gaps of our existing software and 

how our engagement and giving is processed. 

C&T3.1TF 

Simultaneous 

with step 4 

Report summarizing 

stakeholder interviews 

and giving processes and 

any underutilized software 

features and gap analysis is 

produced 

6. Finalize (the “Communication & Technology 

Plan”) consisting of : (a) branding materials; (b) 

research and identification of potential alternative 

technology solutions enabling broadcast and 

dissemination of church services and creation of a 

communications hub to allow for content creators 

(clergy, office staff, ministry chairs) to create and 

target and deliver communications to parishioners 

through all channels; and (c) comprehensive 

recommendations, budget and implementation 

timeline in all areas of communications, online 

engagement and giving and technology, including 

appropriate metrics to evaluate and determine success. 

C&T3.1TF 

4 months after 

step 5 

Communication & Technology 

Plan is finally developed (in 

cooperation with the Task 

Force working on Operational 

Excellence Strategic Goal 5.2) 

7. Obtain (a) any necessary budgetary, Parish 

Council, General Assembly or other approvals 

for Communication & Technology Plan 

recommendations; and (b) any necessary funding. 

C&T3.1TF, 

Clergy and 



step 6 

Necessary approvals and 

budgets are obtained 

8. Establish governance, guidelines and monitoring 

processes for proper operation and use of all 

communications and engagement technology 

solutions. 

C&T3.1TF, 

Clergy and 


Simultaneously 

with step 7 

Governance, guidelines 

and monitoring processes 

document is created and 

approved 

9. Procure the products, systems, technical and facility 

resources, human resources necessary to implement 

the Communications & technology Plan. 

10. Begin implementation of Communication & 

Technology Plan based on implementation 

timeline, including enhanced online engagement 

and giving and access to other church services and 

self-service communications hub (“Communications 

Hub”) to allow parishioners to subscribe to the 

communications channels they wish to receive. 

11. Semi-annual parishioner survey and independent 

review, evaluation, update and changes 

in Communication & Technology Plan and 

Communications Hub to ensure that all elements are 

the most effective best practices available and ensure 

achievement of the targets of: (a) 70% of our stewards 

engaging and donating using our online engagement 

platform; and (b) at least a 75% parishioner satisfaction 

level with this engagement technology platform. 

C&T3.1TF, 

Clergy and 


C&T3.1TF 

1 month after 

steps 7 and 8 


step 9 

C&T3.1TF Beginning 6 

months after 

step 10 and 

every 6 months 

thereafter 

Procurement and preimplementation 

checklist is 

fully acquired and complete 


Plan and Communications 

Hub roll out begins 

Semi-Annual assessment of 


Plan and Communications 

Hub is completed at 

least every 6 months and 

appropriate changes are 

implemented 



Goal 4.1 Adult Religious Education 

EDUCATION 

Within 21 months, we will develop and implement an effective, comprehensive and interactive 

full-year Adult Religious Education Program that will be successfully delivered to a minimum of 

30% of adult parishioners over the next 2 years thereafter. 



1. Form Education Goal 4.1 Task Force 

(E4.1TF). 

2. Compile and send survey to community for 

input on most needed and desired adult 

religious education and spirituality topics, 

information and curriculum. 

3. Conduct comprehensive research to 

determine best in class adult religious and 

spiritual education materials, content, 

programs, delivery options and best 

practices from both Orthodox and non- 

Orthodox sources (including reviewing 

existing Metropolis of Atlanta strategic plan 

religious education materials and other 

offerings from Orthodox Parish Priests 

and Religious Education Directors) and 

specifically identify objective evidence of 

the effectiveness of each. 

4. Qualitatively analyze and assess: (a) all 

researched and submitted educational 

materials and categorize them according 

to topics and objective evidence of their 

effectiveness and create a comprehensive 

list of topics and best in class content; (b) 

assess community survey data of needed 

and desired adult religious education and 

spirituality topics and information; and (c) 

best alternative methods for delivery of 

adult religious education content. 

EDUCATION GOAL 4.1 ACTION PLAN 

WHO MUST DO 

EACH ACTION 

E4.1TF 

1 month from start 

date 

E4.1TF team members agree 

to serve 

E4.1TF 4 months after step 1 Surveys returned and 

responses are compiled 

E4.1TF 


MANY MONTHS 


ACTION FROM 



step 2 




All materials are researched 

including objective evidence of 

effectiveness 

E4.1TF 4 months after step 3 Comprehensive report 

completed of qualitive analysis 

of all content / materials, 

community survey and 

alternative delivery systems




WHO MUST DO 

EACH ACTION 


MANY MONTHS 


ACTION FROM 





p. 43 

5. Finalize outline of comprehensive “Adult 

Religious Education Program” and delivery 

schedule and methods to identify gaps in 

the Program and the process and timeline 

for specifically filling such gaps, including 

who is responsible for achieving each 

step within the established timeline (“Gap 

Analysis Workplan”). 

6. Research, gather, revise, develop, and/ 

or solicit the development of additional 

materials needed for missing areas, or areas 

that do not meet best practices, or most 

effective standard as determined through 

Gap Analysis Workplan, including replacing 

those materials that are deemed ineffective. 

7. Recruit and train any additional appropriate 

persons needed to most effectively 

deliver the content for the Adult Religious 

Education Program. 

8. In conjunction with Communications and 

Technology Task Force, establish online, 

video and/or alternative platform for 

delivery of Adult Religious Education 

Program, including a format for peer review 

and commentary, as well as a process to 

submit newer and more effective materials, 

and load best practices education materials 

onto Metropolis of Atlanta Portal Spiritual 

Growth Resources. 

9. Begin promotion of Adult Religious 

Education Program and establish process to 

sign up as many adults as possible with the 

goal of participation from 30% of our adults. 

10. Begin official roll out of Adult Religious 


11. Create and implement a regularly 

scheduled evaluation plan for reviewing 

the performance and effectiveness of all 

Adult Religious Education Program materials 

after each delivery and make improvements 

based on results of evaluation. 

12. Semi-annual review, evaluation and update 

of all materials, presenters, and entire Adult 

Religious Education Program to ensure that 

all materials and presenters are the most 

effective best practices available and the 

target of 30% of adults having completed 

the program is achieved. 

E4.1TF 3 months after step 4 Adult Religious Education 

Program and Gap Analysis 

Workplan is complete 

E4.1TF 4 months after step 5 Gap Analysis Workplan is 

executed and gaps are filled 

E4.1TF 4 months after step 6 Additional educators agree to 

serve and are trained 

E4.1TF 

E4.1TF 


steps 6 and 7 


step 7 

Online and video delivery 

options established and best 

practice materials for the 

various topics are loaded on 

the Metropolis Portal 

Communication and sign-up of 

participants occurs 

E4.1TF 1 month after step 9 Program is officially rolled-out 

E4.1TF 

Beginning after each 

Program is delivered 

Evaluations reviewed and 

improvements made in each 

element of Adult Religious 

Education Program 

E4.1TF Semi-annual review Semi-Annual assessment is 

complete, improvements 

implemented and 30% adult 

target is achieved 



Goal 4.2 Youth Religious Education 

EDUCATION 

Within 21 months, we will determine the applicable metrics to ensure that our Sunday School 

curriculum is effective, and design and implement such an effective K-12 curriculum that reaches 

and engages at least 60% of our youth. 



1. Form Education Goal 4.2 Task Force 

(E4.2TF). 

2. Conduct comprehensive research from 

all available sources to determine how 

to measure properly the effectiveness 

of church religious education programs 

and materials for youth and establish an 

“Effectiveness Measurement Methodology 

and Process” to test the effectiveness of our 

youth religious education programs. 


determine best in class religious and 

spiritual education materials, content, 

programs, delivery options and best 

practices from both Orthodox and non- 

Orthodox sources (including site visits to 

successful churches and reviewing existing 

Metropolis of Atlanta strategic plan religious 

education materials and other offerings 

from Orthodox Parish Priests and Religious 

Education Directors) and specifically identify 

objective evidence of the effectiveness of each. 

4. Qualitatively analyze and assess: (a) all 

researched and submitted educational 

materials and categorize them according 

to topics and objective evidence of their 

effectiveness and create a comprehensive 

list of topics and best in class content; 

(b) all content against the Effectiveness 

Measurement Methodology and Process to 

determine the most effective content; and 

(c) best alternative methods for delivery of 

most effective youth religious education content. 


WHO MUST DO 

EACH ACTION 


MANY MONTHS 


ACTION FROM 





E4.2TF E4.2TF E4.2TF team members agree 

to serve 

E4.2TF E4.2TF Effectiveness Measurement 

Methodology and Process 

Report is completed 

E4.2TF E4.2TF All materials are researched 

including objective evidence 

of effectiveness based on 

Effectiveness Measurement 


E4.2TF E4.2TF Comprehensive report 

completed of qualitive analysis 

of all content/materials, and 

alternative delivery systems

p. 45 




WHO MUST DO 

EACH ACTION 


MANY MONTHS 


ACTION FROM 





5. Finalize outline of comprehensive “Youth 

Religious Education Program” and delivery 

schedule and methods to identify gaps in 

the Program and the process and timeline 

for specifically filling such gaps, including 

who is responsible for achieving each 

step within the established timeline (“Gap 


6. Research, gather, revise, develop, and/ 

or solicit the development of additional 

materials needed for missing areas that do 

not meet best practices, or most effective 

standard as determined through Gap 

Analysis Workplan, including replacing 

those materials that are deemed ineffective. 

E4.2TF 3 months after step 4 Youth Religious Education 

Program and Gap Analysis 

Workplan is complete 

E4.2TF 4 months after step 5 Gap Analysis Workplan is 


7. Recruit and train appropriate teachers 

needed for the most effective delivery of the 

Youth Religious Education Program. 

8. Begin official roll out of Youth Religious 


9. In conjunction with the Communications 

and Technology Committee, establish and 

implement alternative online, video and/ 

or other platform for delivery of Youth 

Religious Education Program, including a 

format for peer review and commentary, as 

well as a process to submit newer and more 

effective materials,. 

10. Semi-annual review, evaluation and update 

of all materials, teachers, and entire Youth 

Religious Education Program to ensure 

that all materials are the most effective 

best practices available and the target of 

60% of Youth having effectively completed 

the Youth Religious Education Program is 

achieved. 

E4.2TF 4 months after step 6 Additional teachers agree to 

serve and are trained 

E4.2TF 1 month after step 7 Youth Religious Education 

Program is officially rolled-out 

E4.2TF 


steps 7 and 8 

Online, video or alterative 

delivery options established 

and implemented 

E4.2TF Semi-annual review Semi-Annual assessment of 

Youth Religious Education 

Program is complete, 

improvements are 

implemented and 60% Youth 

target is achieved 



LEADERSHIP, 

MANAGEMENT & OPERATIONS 

Goal 5.1 Orthodox Servant Leadership Program 

Within 12 months, we will develop and implement a comprehensive and effective Orthodox 

Servant Leadership training and development program that will be mandatory for all Parish 

Council members, Ministry Leaders and youth leaders. 

LEADERSHIP, MANAGEMENT AND OPERATIONS GOAL 5.1 ACTION PLAN 



1. Form Leadership, Management 

& Operations Goal 5.1 Task Force 

(“LMO5.1TF”). 

2. Research and identify best practices in: 

(a) Servant Leadership (both inside and 

outside the Orthodox church, including 

the Metropolis of Atlanta Orthodox 

Leadership Training program); (b) identify 

key leadership skill elements and gaps which 

need to be filled (shaped by the our values, 

mission, vision and goals); and (c) develop 

interview questions for participants in steps 

3 and 4. 

3. Identify and interview adults already in 

Parish leadership positions and discuss their 

skills, experiences and what they believe 

would help improve their performance and 

our Parish now and into the future. 

4. Identify and interview youth, as well as 

other adults who show leadership potential, 

and assess what developmental areas that 

would help them or would be required 

by them in order to step into leadership 

positions in the near future. 

WHO MUST DO 

EACH ACTION 



& Goal Captain 


Date 

LMO5.1TF team members 


LMO5.1TF 3 months after step 1 Research is completed and 

best practices summary report 

generated, including elements 

of Metropolis Training Program 

that can be used 

LMO5.1TF 3 months after step 2 Summaries of adult leadership 

interviews are completed and 

compiled 

LMO5.1TF 


MANY MONTHS 


ACTION FROM 



step 3 




Interviews of youth and adult 

leaders are completed and 

compiled

p. 47 




WHO MUST DO 

EACH ACTION 


MANY MONTHS 


ACTION FROM 





5. From all available research, resources and 

materials (including the work done in steps 

2-4), develop Leadership Program training 

for all 4 tiers (the “4 Tiers”): (a) Parish 

Council members; (b) Ministry Leaders and 

Endowment members; (c) future leaders; 

and (d) youth leaders, that at least includes 

core management skills (planning, process, 

people, budgets, reporting, etc.), and 

leadership skills (team building, coaching and 

visioning, negotiation, conflict resolution, 

communication, etc.). 

6. Establish a schedule for, and begin to 

regularly deliver, Leadership Program training 

to all 4 Tiers, with any candidate for Parish 

Council or Ministry Leadership being required 

to receive the training before they can serve 

in such capacities. 

7. After every Leadership Training program 

perform an assessment of its effectiveness 

and identify areas for improvement and make 

necessary course corrections, 

8. At least annually, comprehensively assess the 

effectiveness of the entire Leadership Training 

Program for all 4 Tiers to ensure that all 

materials are the most effective best practices 

available and the target level of mandatory 

training is achieved. 

LMO5.1TF 4 months after step 4 Training program created 

for all 4 Tiers of Leadership 

Program 

LMO5.1TF 1 month after step 5 Training for all 4 Tiers is 

conducted on set schedule 

LMO5.1TF After each program Assessments are completed 

after every program 

and at least annually 

and improvements are 

implemented 

LMO5.1TF 

At least annual 

review 

At least annual assessment of 

Leadership Training Program 

is completed, improvements 

are implemented and training 

targets are achieved 



Goal 5.2 Operational Excellence 

LEADERSHIP, 

MANAGEMENT & OPERATIONS 

(a) Within 20 months, we will identify the most critical operations, processes and staffing, assess 

them against agreed-upon, best-practices, and make improvement recommendations; and 

(b) Within 1 year thereafter, we will train all relevant individuals on how to properly implement 

and measure progress so that we achieve the agreed-upon percentage improvement in each 

operation and process. 




1. Form Leadership. Management 

& Operations Goal 5.2 Task Force 

(“LMO5.2TF”). 

2. Obtain and review existing documentation 

about our current operations and processes 

of management of the Parish and its 

ministries and key operations (including 

Hellenic Center, but excluding ADS). 

3. Research best practices for church 

administration operations, and staffing 

from other religious (Orthodox and non- 

Orthodox) and non-profit organizations. 

4. Survey our community regarding 

assessments of our operating performance 

in key identified areas and suggestions for 

improvement and analyze results. 

WHO MUST DO 

EACH ACTION 



& Goal Captain 


Date 

LMO5.2TF team members 


LMO5.2TF 5 months after step 1 Complete review of current 

operations, processes and 

management and compile 

report of key findings 

LMO5.2TF 


MANY MONTHS 


ACTION FROM 



step 2 




Research of best practices is 

completed and report of key 

elements is compiled 

LMO5.2TF 4 months after step 3 Survey completed and analyzed 

and report of key findings is 

compiled





WHO MUST DO 

EACH ACTION 

MANY MONTHS 

OR DAYS TO 

FINISH 

ACTION FROM 





p. 49 

5. Identify and interview all key (clergy and nonclergy) 

employee staff and volunteers and: (a) 

discuss their skills, experiences, challenges; (b) 

what they believe would help improve their 

performance and the Parish; (c) conduct risk 

assessment of organization structure and identify 

key roles and any gaps in bench strength or 

succession planning that place the viability of 

major church initiatives at risk; and (d) identify 

a best practices annual review process for key 

roles (except for clergy) and evaluate progress in 

implementing succession plan recommendations. 

LMO5.2TF 

Simultaneous 

with step 4 

Key interviews are completed 

and report of summary of key 

findings is compiled 

6. Map each area’s and operation’s current workflow 

and procedures and related available metrics and: (a) 

identify key operational metrics and key performance 

indicators (“KPIs”) to assess in each area of operations; 

(b) current levels of KPIs performance in each area; 

(c) achievable desired percentage performance KPIs 

improvements; and (d) timeline to achieve them (the 

“Operational Metrics Plan”). 

LMO5.2TF 


step 5 

Operational Metrics Plan is 

completed 

7. From all available resources, materials, research, surveys 

and interviews (including the work done in steps 2-6) 

create “Operations Improvement Plan” to include at 

least: (a) finalized Operational Metric Plan; (b) employee 

and volunteer staffing job descriptions, development, 

training, succession and needs plan (the “Staffing Plan”); 

(c) other key recommendations to improve our operations 

and service of parishioners; (d) a shared dashboard (the 

“Dashboard”) with regular cadence for reporting the KPIs 

for each area. 

8. Submit draft Operations Improvement Plan for 

approval of the Parish Council and work with Parish 

Council to reach consensus on final Operations 

Improvement Plan. 

9. Begin implementation of Final Operations 

Improvement Plan, including: (a) regular public 

reporting of Dashboard of KPIs; and (b) at least 

annually conduct talent performance development 

assessments privately for employees and volunteers. 

10. At least annually assess the Operations 

Improvement Plan against actual experience 

and evolving best practices and make necessary 

adjustments and improvements. 

LMO5.2TF 

LMO5.2TF and 


LMO5.2TF, 


and other 

identified 

stakeholders 

LMO5.2TF and 



step 6 


step 7 

Beginning 1 

month after 

step 8 and 

continuously 

thereafter 

1 year after step 

9 and annually 

thereafter 

Draft Operations 

Improvement Plan is 

completed 

Final Operations 

Improvement Plan is 

approved by Parish Council 

Implementation begins, 

Dashboard KPIs are regularly 

publicly reported and annual 

private talent assessments are 

completed 

Annual assessment of 

Operations Improvement 

Plan is completed and 

improvements are 

implemented 



Goal 6.1 Small Groups 

Within 21 months, we will develop and implement an effective Small Group Program that within 3 

years thereafter will include at least 100 of our families. 



1. Form Life Stage Ministries Goal 6.1 Task 

Force (“LSM6.1TF”). 

LIFE STAGE MINISTRIES GOAL 6.1 ACTION PLAN 

2. Conduct comprehensive research to find 

best practices in Small Group programs 

(including making site visits and interviews 

of those who have successfully implemented 

this program), and closely examine and 

investigate what has worked, what has not, 

what lessons have been learned and what 

resources are available to facilitate a Small 

Group Program, and specifically identify 

objective evidence of effectiveness. 

3. Qualitatively analyze and assess all 

researched Small Group program materials 

and resources, results of personal site 

visits and objective evidence of their 

effectiveness, and create a comprehensive 

list of topics and best in class content and 

best alternative methods for delivery and 

logistics. 

4. Compile, distribute and process survey, 

interviews and data collection techniques 

to our community for input on willingness 

to participate in a Small Group, and obtain 

feedback on logistics, methodology to 

maximize attendance and participation, 

including desired topics, frequency, 

information and curriculum. 


WHO MUST DO 

EACH ACTION 

LSM6.1TF 


MANY MONTHS 


ACTION FROM 


1 month from start 

date 




SM6.1TF team members agree 

to serve 

LSM6.1TF 3 months after steps 1 All materials are researched 

including objective evidence of 

effectiveness 

LSM6.1TF 2 months after step 3 Complete comprehensive 

report of Small Group research 

and site visits analysis 

LSM6.1TF 4 months after step 3 Surveys returned and 

responses are compiled

LIFE STAGE MINISTRIES GOAL 6.1 ACTION PLAN 




WHO MUST DO 

EACH ACTION 

MANY MONTHS 

OR DAYS TO 

FINISH 

ACTION FROM 





p. 51 

5. Using all of the research compiled in steps 2 

through 4, create a comprehensive “Small Group 

Program” and delivery schedule and methods and 

identify materials and curriculum gaps and the 

process and timeline for specifically filling such 

gaps, including who is responsible for achieving 

each step within the established timeline (“Gap 


LSM6.1TF 


step 4 

Small Group Program Gap 

Analysis Workplan is complete 

6. Research, gather, revise, develop, and/or solicit the 

development of additional materials needed for 

missing areas, or areas that do not meet best practices 

or most effective standard as determined through Gap 

Analysis Workplan, and complete Small Group Program 

curriculum and process. 

LSM6.1TF 


step 5 

Gap Analysis Workplan is 


and Small Group Program 

curriculum and process is 

finalized 

7. Recruit and train at least 5 Small Group leaders on how 

to most effectively lead small groups based on the Small 

Group Program. 

LSM6.1TF 

3 month after 

step 6 

At least 5 Small Group 

Leaders agree to serve and 

are trained 

8. Recruit sufficient parishioners to participate in 

at least 5 Small Groups to be formed by leaders 

trained in step 7 and provide them training on how 

the Small Group Program will be implemented. 

LSM6.1TF 


step 7 

At least 5 Small Groups are 

formed and parishioners ate 

recruited and trained 

9. Conduct pilot test of at least 5 Small Groups and 

conduct at least quarterly assessments of lessons 

learned and changes needed to ensure the greatest 

effectiveness and make appropriate improvements 

in Small Group Program. 

10. Recruit and train additional Small Group 

leaders and expand recruitment of additional 

parishioners to participate in Small Group 

Program and continue to grow to achieve the 

target of at least 100 participating families. 

11. Implement a regularly scheduled evaluation 

plan for reviewing the performance of all Small 

Groups and materials at least quarterly and make 

improvements based on results of evaluation to 

ensure that all materials are the most effective best 

practices available and the target of at least 100 

participating families is achieved. 

LSM6.1TF Beginning 1 

month after 

step 8 

and Small 

Group 

Program 

Leaders 

LSM6.1TF and 

Small Group 

Program 

Leaders 

Continuously 

occurring after 

step 9 

At least 

quarterly 

assessment 

Pilot test assessment is 

completed continued on at 

least a quarterly basis 

Additional Small Group 

Leaders and groups are 

formed until at least 100 

families participate 

Evaluations occur and 

improvements are made in 

each element of Small Group 

Program 



Goal 6.2 Life Stage Ministries 


Within 18 months, we will develop and implement a series of Life Stage Ministries to address 

the varied ministry needs of our singles, married couples, families, youth and seniors, that will 

include at least 50% of our parishioners within 3 years thereafter. 



1. Form Life Stage Ministry Goal 6.2 Task 

Force (“LSM6.2TF”) 

2. Conduct comprehensive research from 

all available sources to determine how 

to properly measure the effectiveness of 

church singles, married couples, family, 

youth & seniors ministries and programs 

(“Life Stage Ministries”) and establish a 

“Ministry Effectiveness Measurement 

Methodology and Process” to test the 

effectiveness of our Life Stage Ministries. 


determine best in class Orthodox and non- 

Orthodox Life Stage Ministry programs, 

materials, content, delivery options and 

best practices (“Best Practices”), including 

reviewing existing Metropolis of Atlanta 

strategic plan Life Stage Ministry materials, 

and specifically identify objective evidence 

of the effectiveness of each. 

LIFE STAGE MINISTRY GOAL 6.2 ACTION PLAN 

WHO MUST DO 

EACH ACTION 



and Goal 

Captain 


Date 

LCM6.2TF team members 

agree to serve. 

LSM6.2TF 6 months after step 1 Life Stage Ministries 

Effectiveness Measurement 


Report is completed 

LSM6.2TF 


MANY MONTHS 


ACTION FROM 



step 2 




All materials are researched 

including objective evidence 

of effectiveness based on Life 

Stage Ministries Effectiveness 

Measurement Methodology 

and Process and Best Practices 

are defined

p. 53 

LIFE STAGE MINISTRY GOAL 6.2 ACTION PLAN 



WHO MUST DO 

EACH ACTION 


MANY MONTHS 


ACTION FROM 





4. Together with existing Parish Life Stage 

Ministry leaders use Life Stage Ministries 

Effectiveness Measurement Methodology 

and Process and Best Practices to 

qualitatively analyze and assess all existing 

and researched Life Stage Ministry programs 

and materials (“Best Practices Report”) 

and identify gaps in existing our Life Stage 

Ministries (“GAP Analysis”). 

5. Based on Best Practices Report and GAP 

Analysis revise existing Life Stage Ministries 

and develop new Life Stage Ministry 

programs that meet or exceed Best Practices 

and establish timetable and action plan to 

achieve engagement of at least (50%) of our 

parishioners within 3 years. 

6. Begin official roll out of new and revised Life 

Stage Ministry programs. 

7. Semi-annual review, evaluation and 

update of all Life Stage Ministries against 

Effectiveness Measurement Methodology 

and Process, Best Practices and progress 

toward achievement of goal of reaching at 

least (50%) of our parishioners within 

3 years. 

LSM6.2TF 

and existing 

Parish Life 

Stage Ministry 

Leaders 

4 months after step 3 Complete comprehensive 

Best Practices Report of all 

existing and researched Life 

Stage Ministries Measurement 

Methodology and Process and 

Gap Analysis 

LSM6.2TF 6 months after step 4 Gap Analysis Workplan is 


LSM6.2TF 1 month after step 5 New and revised Life Stage 

Ministry programs are officially 

rolled-out 

LSM6.2TF Semi-annual review Semi-Annual assessment 

of Life Stage Ministries is 

complete, improvements are 

implemented and 50% target is 

achieved 



Goal 7.1 Philanthropy Ministry 

Within 16 months, we will establish a vibrant Philanthropy Ministry, that within 8 months from 

formation will: 



PHILANTHROPY MINISTRY GOAL 7.1 ACTION PLAN 

1. Recruit Stewardship Goal 8.1 Task Force 

(“S8.1TF"). 

2. S8.1TF meets and allocates work to: (a) 

review the current Metropolis 15-step 

Igniting the Flame of True Orthodox 

Christian Stewardship Program and 

determine what elements of that will be 

incorporated in the new Parish Stewardship 

Program (the “Stewardship Program"); (b) 

complete research of other stewardship 

best practices that can be implemented, 

including specifically a youth stewardship 

program; (c) compile detailed stewardship 

data from the last 3 years. 

3. Complete the assessment of the research in 

the previous step 2, including determination 

of what constitutes best practices and 

finalize all of the stewardship data analysis 

from the last 3 years. 

PHILANTHROPY, 


(a) recruit at least 100 parishioners to participate in Parish Philanthropy Ministries and 

partnerships; 

(b) plan and execute at least one specific Parish Philanthropy Ministry event every four months, 

either alone or in partnership with another non-profit entity; 

(c) define and successfully implement at least one re-occurring signature Philanthropy Ministry 

program or event. 

WHO MUST DO 

EACH ACTION 

Stewardship 


Planning Task 

Force and the 

Goal Captain 


MANY MONTHS 


ACTION FROM 


1 month after Start 

Date 




S8.1TF members agree to serve 

S8.1TF 3 months after step 1 Meeting has occurred and 

re-tooling process and best 

practices research has started 

S8.1TF 2 months after step 2 Assessment and research is 

complete

p. 55 

PHILANTHROPY MINISTRY GOAL 7.1 ACTION PLAN 


MANY MONTHS 



WHO MUST DO 

EACH ACTION 

OR DAYS TO 

FINISH 

ACTION FROM 





4. Synthesize current stewardship best practices, 

best of the current Metropolis Igniting the Flame 

of True Orthodox Stewardship Program to develop 

the new official Parish Stewardship Program that 

will include personal interactions and “Other 

Elements” (e.g., youth stewardship, planned giving, 

thanking ministry, etc.) 

Stewardship 



Force and the 

Goal Captain 

1 month after 

Start Date 

S8.1TF members agree to 

serve 

5. Recruit Stewardship Team (the “Stewardship Team”) to 

conduct the personal interactions with the parishioners. 

S8.1TF 


step 4 

Stewardship Team have 

accepted responsibility 

6. Train the Stewardship Team on the process to be used for 

the personal interactions. 

S8.1TF 


step 5 

All Stewardship Team 

members have been trained 

7. Begin the personal interaction process and reach: 

(a) 100% of previous stewards; and (b) at least 

20% of former (non-current) stewards from the last 

3 years, per year for each of the next three years. 

S8.1TF and 

Stewardship 

Team 


step 6 

Personal interaction has 

been completed with all 

parishioners and target 

former stewards 

8. After all personal interactions are complete, conduct 

a detailed analysis of the results, commitments 

obtained and lessons learned, and determine what 

changes should be implemented in the next round 

of personal interactions. 

9. Begin initiation of the other elements that 

comprise the final approved Stewardship 

Program as determined in Step 4 beyond the 

personal visitations (the “Other Elements”). 

10. Conduct follow-up assessment of each of Other 

Elements and corresponding successes, challenges 

and revise the Other Elements accordingly. 

S8.1TF and 

Stewardship 

Team 

S8.1TF and 

Stewardship 

Team 

S8.1TF and 

Stewardship 

Team 


step 7 

Concurrent with 

steps 5 and 6 

At least 6 month 

months after 

implementation 

of step 9 and 

continuously 

every three 

months 

thereafter 

Assessment is complete and 

changes are agreed upon and 

implemented in next round 

of interactions 

Each Other Element is 

initiated 

Other Element assessment 

is completed and changes 

are agreed upon and 

implemented 



Goal 7.2 Outreach & Evangelism Ministry 

Within 16 months, we will establish a vibrant Philanthropy Ministry, that within 8 months from 

formation will: 

OUTREACH & EVANGELISM MINISTRY GOAL 7.2 ACTION PLAN 



1. Form Philanthropy, Outreach and 

Evangelism (“POE”) Goal 7.2 Task Force 

(“POE7.2TF”) . 


determine best-in-class Outreach and 

Evangelism methods, programs, activities, 

structure, success factors, volunteer 

recruitment strategies and effectiveness 

assessment tools from Orthodox, 

non-Orthodox and other non-profit 

organizations. 

3. Develop a baseline inventory to identify: 

(a) all current and past Parish Outreach and 

Evangelism programs (and their perceived 

success); (b) other signature Outreach and 

Evangelism ministries and programs from 

other Christian or non-profit organizations 

which can either be copied or adapted or 

with whom partnerships can be established 

to pursue that ministry or program; and 

(c) outreach and evangelism-minded 

parishioners to help coordinate Outreach 

and Evangelism ministries and activities. 

PHILANTHROPY, 


(a) recruit at least 100 parishioners to participate in Parish Philanthropy Ministries and 

partnerships; 

(b) plan and execute at least one specific Parish Philanthropy Ministry event every four months, 

either alone or in partnership with another non-profit entity; 

(c) define and successfully implement at least one re-occurring signature Philanthropy Ministry 

program or event. 

WHO MUST DO 

EACH ACTION 



and Goal 

Captain 


MANY MONTHS 


ACTION FROM 



Date 




POE7.2TF team members agree 

to serve 

POE7.2TF 4 months after step 1 Outreach and Evangelism best 

practices report is completed 

POE7.2TF 4 months after step 2 Outreach and Evangelism 

baseline inventory is 

completed

OUTREACH & EVANGELISM MINISTRY GOAL 7.2 ACTION PLAN 



WHO MUST DO 

EACH ACTION 


MANY MONTHS 

OR DAYS TO 

FINISH 

ACTION FROM 





p. 57 

4. From among the many ideas generated from the 

research in steps 2-3, survey the community and 

conduct some interviews in order to determine 

what areas of Outreach and Evangelism programs, 

ministries, activities and partnerships are most 

important to the Parish and will obtain the greatest 

participation and positive results. 

POE7.2TF 


step 3 

Parish Outreach and 

Evangelism survey 

information and interviews 

are collected 

5. From all available resources, materials, research, 

surveys and interviews, identify, plan and obtain 

any necessary approvals for: (a) a quarterly 

schedule of Outreach and Evangelism events to 

be implemented by the Parish either alone or in 

partnership with another entity (the “Quarterly 

Outreach and Evangelism Events”); and (b) the 

most attractive Parish re-occurring signature 

Outreach and Evangelism program (the “Signature 

Outreach and Evangelism Program”); and 

develop strategy, budget, fundraising, mechanism, 

communications and implementation plan for all 

such Outreach and Evangelism programs, including 

dates, time and goals. 

POE7.2TF 


step 4 

Planning of recommended 

Quarterly Outreach and 

Evangelism Events and 

Signature Outreach and 

Evangelism Program is 

completed and ready for 


6. Present Quarterly Outreach and Evangelism Events 

and Signature Outreach and Evangelism Program 

to the Parish and continuously recruit until at least 

100 parishioners participate in at least one of the 

Quarterly Outreach and Evangelism Events or 

Signature Outreach and Evangelism Program. 

7. Successfully implement: (a) at least one Quarterly 

Outreach and Evangelism Event every 3 months; 

(b) the Signature Outreach and Evangelism 

Program annually; and (c) publicize successes and 

results of events every 3 months. 

8. Implement the Outreach and Evangelism 

effectiveness assessment tool to manage on-going 

effectiveness of the all Quarterly Outreach and 

Evangelism Events and the Signature Outreach and 

Evangelism Program, ensure alignment with overall 

Parish vision, and make necessary adjustments and 

improvements. 

POE7.2TF 

POE7.2TF 

POE7.2TF 


step 5 


step 6 

After every 

Quarterly 

Outreach and 

Evangelism 

Eventusly 

thereafter. 

At least 100 Outreach and 

Evangelism volunteers are 

recruited and participate in 

at least one of the Quarterly 

Outreach and Evangelism 

Events or Signature Outreach 

and Evangelism Program 

Quarterly Outreach and 

Evangelism Events and 


Evangelism Program are 

executed on schedule 


Evangelism Program is 

evaluated and revised as 

needed, and success is 

determined 





1. Recruit Stewardship Goal 8.1 Task Force 

(“S8.1TF"). 

2. S8.1TF meets and allocates work to: (a) 

review the current Metropolis 15-step 

Igniting the Flame of True Orthodox 

Christian Stewardship Program and 

determine what elements of that will be 

incorporated in the new Parish Stewardship 

Program (the “Stewardship Program"); (b) 

complete research of other stewardship 

best practices that can be implemented, 

including specifically a youth stewardship 

program; (c) compile detailed stewardship 

data from the last 3 years. 

3. Complete the assessment of the research in 

the previous step 2, including determination 

of what constitutes best practices and 

finalize all of the stewardship data analysis 

from the last 3 years. 

STEWARDSHIP 

Goal 8.1 Comprehensive Stewardship Program 

Within 12 months, we will develop and implement a comprehensive new adult and youth 

Stewardship Program that will: 

(a) include personal interactions with all parishioners to be completed within 12 months after 

they begin; 

(b) result in a sustainable minimum 35% increase in financial stewardship contributions and a 

35% increase in engagement of volunteers in ministries within 18 months thereafter; and 

(c) ensure that we fully fund our operating budget directly from parishioner Stewardship 

contributions within 3 year 

STEWARDSHIP GOAL 8.1 ACTION PLAN 

WHO MUST DO 

EACH ACTION 

Stewardship 



Force and the 

Goal Captain 


MANY MONTHS 


ACTION FROM 


1 month after Start 

Date 




S8.1TF members agree to serve 

S8.1TF 3 months after step 1 Meeting has occurred and 

re-tooling process and best 

practices research has started 

S8.1TF 2 months after step 2 Assessment and research is 

complete

p. 59 

STEWARDSHIP GOAL 8.1 ACTION PLAN 


MANY MONTHS 



WHO MUST DO 

EACH ACTION 

OR DAYS TO 

FINISH 

ACTION FROM 





4. Synthesize current stewardship best practices, 

best of the current Metropolis Igniting the Flame 

of True Orthodox Stewardship Program to develop 

the new official Parish Stewardship Program that 

will include personal interactions and “Other 

Elements” (e.g., youth stewardship, planned giving, 

thanking ministry, etc.) 

Stewardship 



Force and the 

Goal Captain 

1 month after 

Start Date 

S8.1TF members agree to 

serve 

5. Recruit Stewardship Team (the “Stewardship Team”) to 

conduct the personal interactions with the parishioners. 

S8.1TF 


step 4 

Stewardship Team have 

accepted responsibility 

6. Train the Stewardship Team on the process to be used for 

the personal interactions. 

S8.1TF 


step 5 

All Stewardship Team 

members have been trained 

7. Begin the personal interaction process and reach: 

(a) 100% of previous stewards; and (b) at least 

20% of former (non-current) stewards from the last 

3 years, per year for each of the next three years. 

S8.1TF and 

Stewardship 

Team 


step 6 

Personal interaction has 

been completed with all 

parishioners and target 

former stewards 

8. After all personal interactions are complete, conduct 

a detailed analysis of the results, commitments 

obtained and lessons learned, and determine what 

changes should be implemented in the next round 

of personal interactions. 

9. Begin initiation of the other elements that 

comprise the final approved Stewardship 

Program as determined in Step 4 beyond the 

personal visitations (the “Other Elements”). 

10. Conduct follow-up assessment of each of Other 

Elements and corresponding successes, challenges 

and revise the Other Elements accordingly. 

S8.1TF and 

Stewardship 

Team 

S8.1TF and 

Stewardship 

Team 

S8.1TF and 

Stewardship 

Team 


step 7 


steps 5 and 6 

At least 6 month 

months after 


of step 9 and 

continuously 

every three 

months 

thereafter 

Assessment is complete and 

changes are agreed upon and 

implemented in next round 

of interactions 

Each Other Element is 

initiated 

Other Element assessment 

is completed and changes 

are agreed upon and 

implemented 



PART THREE 

WE ARE LIVING IN 

EXPONENTIAL TIMES

p. 61 

EXHIBIT “A” 

The World Has Changed and Is Changing Rapidly ¹⁷ 

How is Our World Changing During Our Lives? 

†† 

The number of years it took to reach 50 million users: 

Telephone 75 years 

Radio 38 years 

TV 

13 years 

Internet 4 years 

Google Plus 88 days 

Angry Birds 35 days 

†† 

Facebook added 100 million users in just 9 months. 

†† 

IPOD apps downloads topped 1 BILLION in just 9 months. 

†† 

The amount of new technical information being created was doubling every 2 years at 

the beginning of the last decade. 

†† 

The amount of new technical information is currently estimated to double every 72 

hours as of 2010. 

†† 

Twitter receives over 500 million tweets per day…and hit a peak of 143,199 tweets per 

second in 2013. 

17 This data is partially updated and adapted from a pioneering presentation and YouTube video called “Did You Know - Shift 

Happens” It originally started out as a PowerPoint presentation for a faculty meeting in August 2006 at Arapahoe High 

School in Centennial, Colorado. Did You Know? is licensed by Karl Fisch, Scott McLeod, and XPLANE under a Creative Commons 

Attribution Non-Commercial Share-Alike license. You are free to copy, distribute, remix and transmit the presentation 

as long as you give proper attribution to the original creators and share the resulting work under the same license. You 

may not use Did You Know? for commercial purposes without permission from the creators. (Selected statistics have been 

updated, as much as reasonably possible, from available sources.) Readers are encouraged to review the original presentation, 

and its numerous updated iterations, and then creatively explore the many new and exciting ways in which the world is 

changing around us and “shift” is happening. 



†† 

Facebook started in October 2003. It now has over 1.07 Billion registered users. It is 

has over 829 million active users every day. 

†† 

If Facebook were a country, it would be the 3rd largest country in the world behind 

only China and India and over 3 times larger the U.S. 

†† 

A recent PEW research study concluded that over 30% of people now get their news 

from Facebook. 

†† 

64% of adults in the U.S. use Facebook 

EXHIBIT "A" (CONT.) 

†† 

There are 540,000 words in the English language... about 5 times as many as during 

Shakespeare’s time. 

†† 

More than 3,000 new books are published. . . daily. 

†† 

A week’s worth of New York Times contains more information than a person was 

likely to come across in a lifetime in the 18th century. 

†† 

40 Billion+ gigabytes of unique new information will be generated worldwide this 

year (That’s more than in the previous 5,000 years combined). 

†† 

The average kid today sends 2,640 text messages…per month. That’s 88 per day. 

†† 

In 2011 in the US, there were an estimated 6 BILLION text messages… PER DAY. 

†† 

YouTube started in December 2005… It currently experiences over 4 Billion hours 

viewed EACH MONTH. 

†† 

More video content was uploaded to YouTube in the last 2 months…than the amount 

of content that would be aired if all 3 major networks broadcast content 24 hours 

per day for 62 years. 

†† 

More than 50% of U.S. 21-year-olds have created content on the web. 

†† 

90% of U.S. 2-year-olds have used a computer. 

†† 

The top 10 on demand jobs in 2012 did not even exist in 2004. In other words, we 

are currently preparing students for jobs that don’t yet exist, using technologies 

that haven’t yet been invented, in order to solve problems we don’t even know are 

problems yet. 

†† 

Today’s learners will have 10 to 14 jobs… by their 38th birthday. 

†† 

1 out of 8 couples married in the U.S. in 2005 met online. 

†† 

By 2013, 1 out of 6 couples in the U.S. met online. 

†† 

There are over 3.5 BILLION Google internet searches per day. To whom were those 

questions directed B.G? (Before Google) 

We are living in exponential times…

EXHIBIT “B” 

Selected Challenges Facing American Christian Churches 

p. 63 

When one asks: “Why does any Church need a strategic plan?” the Exhibit 

“A” short list of changes in the world around us provides part of the answer. 

Another part of the puzzle comes from the information gathered from over 

11+ years of detailed field research accumulated by the Strategic Planning 

Facilitator.¹⁸ From a detailed analysis of extensive empirical data and 

research and comprehensive work with a significant number of Parishes, the 

Facilitator concluded that the Greek Orthodox Church in America (and indeed 

the Christian Church in America) is experiencing an unprecedented “SIN” 

challenge. The acronym stands for: 

Our “SIN” Challenges 

(S)PIRITUALITY CHALLENGE 

(I)NCOME CHALLENGE 

(N)UMBERS CHALLENGE 

While it is difficult to summarize all of the data and information gathered, the 

Strategic Planning Committee considered the following summary data that 

illuminates our Spirituality, Income and Numbers challenges: 

A. SELECTED LAITY “SPIRITUALITY” CHALLENGE FACTS ¹⁹ 

− − “Regular Bible reading dropped over the last decade from 45% to 37%. 

−− 

Volunteering at Church declined from 27% to 20% over the same decade. 

−− 

Church attendance has slipped from 49% to 42% percent. 

−− 

40% of Christians do not attend Church or read the Bible in a typical week 

−− 

70% of Christians are not involved in a small group that meets for spiritual purposes 

−− 

There are more than 10 million Christians who are “un-Churched” (i.e., no longer 

actively engaged with a Church) 

18 For the last 11+ years, Strategic Planning volunteer Facilitator Bill Marianes has spent every available weekend (and 7 days 

a week for the last 2 years) traveling the country and working on a pro bono basis working with Orthodox Parishes (and a 

few other denominations) understanding their stewardship and operational challenges and conducting the research from 

available sources to identify strategies to address these issues. By the grace of God, this work led to allowing his to help 

complete strategic plans that now cover over 25% of all orthodox Christians in the U.S. 

19 State of the Church report by the Barna Research Group (BRG) from a nationwide study of the country's faith practices 

and perspectives 



80 75 

60 

40 

20 

20 

THE IMPORTANCE OF RELIGION ²⁰ 

How important would you say religion is in your own life -- 

very important, fairly important, or not very important? 

22 

5 7 

70 

0 

1952 1956 1960 1964 1968 1972 1976 1980 1984 1988 1992 1996 2000 2004 2008 

% Very Important 

% Fairly Important 

% Not Very Important 

20 Annual Gallup survey of Americans 

52 53 

32 32 

14 14 

61 

24 

15 

55 

19 

26

THE YOUTH CHALLENGE FACTS ²¹ 

p. 65 

The “millennial generation” (born after 1980) is “less religiously affiliated” than 

any previous generation. One in four Americans aged 18-29 do not affiliate 

with any particular religious group. Millennials are twice as unaffiliated as Baby 

Boomers (born between 1946 and 1964) were at the same age. 

40 % 

YOUNG PEOPLE LESS RELIGIOUSLY AFFILIATED 

Percent unaffiliated with a religion, by generation 

30 % 

20 % 

20 

26 

20 

10 % 

0 % 

6 

3 

13 

Early 70's Late 70's Early 80's Late 80's Early 90's Late 90's Early 00's Late 00's 

13 

8 

5 

Source: General Social Surveys. 

Question Wording: What is your religious preference? 

Is it Protestant, Catholic, Jewish, some other religion or no religion? 

Millennial (born 1981 or later) 

Gen X (born 1965-80) 

Boomer (born 1946-64) 

Silent (born 1929-45) 

Greatest (born before 1928) 

Indicates point when generations 

were at comparable ages 

Pew Research Center's Forum on Religion & Public Life - Religion in the Millennial Generation. February 2010 

B. SELECTED LAITY “INCOME” CHALLENGE FACTS 

CHURCH GIVING DECREASES IN 2011 ²² 

Individual charitable donations rose nearly 4% in 2011; however, Individual 

donations to Churches and religious bodies dropped by 1.7%. 

21 Religion in the Millennial Generation (2010) and U.S. Religious Landscape Survey (2007), Pew Forum on Religion & Public 

Life of the Pew Research Center. 

22 Giving USA report, compiled by the Indiana University Center on Philanthropy and released Tuesday (June 19) 



TOTAL U.S. POPULATION 

Hindu 

Jewish 

Orthodox 

Buddhist 

Mainline 

Protestant Churches 

Mormon 

Unaffiliated 

Catholic 

Evangelical 


Muslim* 

Jehovah's Witness 

Historically Black 


CHARITABLE GIVING FACTS ²³ 

†† 

People are giving a lower percent of income to Churches in the 2000’s than they did 

either during the Great Depression or during the 1920’s. 

†† 

The number of nonprofit 501(c)(3)s soliciting volunteers and funds almost doubled, 

but the number of U.S. Churches remained the same. 

†† 

In 1985, religious entities received 53% of charitable donations but by 2007 Churches 

received only 33% of charitable donations. 

US INCOME BY RELIGIOUS/ETHNIC GROUP ²⁴ 

9 

14 

Less than 

$30,000 

20 

25 

25 

31% 

10 

26 

29 

31 

34 

35 

11 

Percentage of each group making... 

42 

15 

47 26 

24 Pew Forum on Religion & Public Life of the Pew Research Center. 

24 

$30,000 

$49,999 

17 

19 

21 

21 

23 

20 

22 

24 

12 

24 

16 

17 

23 

18 

$50,000 

$74,999 

22 

16 

16 

13 

18 

15 

17 

15 

13 

14 

17 

43 

46 

16 

$75,000 

$99,999 

22% 17% 13% 18% 

10 

12 

11 

28 

9 

22 

21 

7 

19 

19 

16 

16 

13 

9 

8 

$100,000 

12

PER PERSON PER YEAR GIVING 

p. 67 

G.O. ARCHDIOCESE AND U.S. CHRISTIAN 

CHARITABLE PER PERSON PER YEAR GIVING 

†† 

Total 2010 reported income from all U.S. Greek Orthodox Archdiocese Parishes 

was $230,654,324.²⁵ 

†† 

On average, less than 52%²⁶ of our Church income comes from direct stewardship. 

Thus, our 550+ Parishes generated approximately $119,940,248 from direct 

stewardship contributions. 

†† 

Based on the latest data from the Gallup organization that concluded there were 

approximately 550,000 individual Greek Orthodox parishioners, our average per 

steward per year contribution is $218. 

†† 

For frame of reference purposes, the U.S. Christian average per person per year 

contribution is $880²⁷ (403% higher than the Greek Orthodox average) and the 

Evangelical Protestant average per person per year contribution is $1,165 (534% 

higher than the Greek Orthodox average), even though our faithful are the third 

highest income earners in the U.S. 

C. SELECTED “NUMBERS” CHALLENGE FACTS 

SUMMARY CONCLUSIONS 

SUMMARY CONCLUSIONS FROM PEW 

FORUM U.S. RELIGIOUS LANDSCAPE SURVEY 

†† 

… constant movement characterizes the American religious marketplace, as every 

major religious group is simultaneously gaining and losing adherents. 

†† 

Religion in the United States is often described as a vibrant marketplace where 

individuals pick and choose religions that meet their needs, and religious groups are 

compelled to compete for members. 

218$ 403% 534% 

Greek Orthodox 

Average Donations 

U.S. Christian 

Average Higher 

Evangelical Protestant 

Average Higher 

25 Income numbers are as reported to the Greek Orthodox Archdiocese of America. 

26 This represents the average percentage of income realized by Greek Orthodox Archdiocese of America Parishes actually 

contributed directly by stewards as their stewardship contribution as reported to the Facilitator as a part of his longitudinal 

study of Greek Orthodox Parishes which provided detailed income and expense information as a part of the “Igniting The 

Flame Of True Orthodox Christian Stewardship” program. 

27 Barna Research Group 



THE LATEST CHURCH GROWTH STATISTICS ²⁸ 

†† 

“Overall, total U.S. Church membership declined by 1.05% from 2010 to 145,838,339 

members.” 

†† 

“The direction of membership (increases or decreases) remains very stable.” (i.e., 

Churches which have been growing in recent years continue to grow, and Churches 

declining in recent years continue to decline.) 

†† 

As the reported date below demonstrates, virtually all mainstream Christian 

Churches are experiencing consistent year after year declines in membership. 

MEMBERSHIP DECREASES 

“TOP 25” DENOMINATIONS REPORTING 

2010-11 MEMBERSHIP DECREASES 

RANK 

DENOMINATION 

2 Southern Baptist Convention (16,160,088 members) down 0.42% 

3 The United Methodist Church (7,774,931 members) down 1.01% 

7 Evangelical Lutheran Church in America (4,542,868 members) down 1.96% 

10 Presbyterian Church (U.S.A.) (2,770,730 members) down 2.61% 

13 The Lutheran Church - Missouri Synod (2,312,111 members) down 1.08 % 

14 The Episcopal Church (2,006,343 members) down 2.48% 

19 American Baptist Churches in the U.S.A. (1,310,505 members) down 1.55% 

21 United Church of Christ (1,080,199 members) down 2.83% 

1 The Catholic Church (68,503,456 members) up 0.57% (NOTE: increase in 

membership due to Asian and Hispanic immigration) 

4 The Church of Jesus Christ of Latter-day Saints (Mormon Church) 

(6,058,907 members) up 1.42% 

9 Assemblies of God (2,914,669 members) up 0.52% 

20 Jehovah’s Witnesses (1,162,686 members) up 4.37% 

22 Church of God (Cleveland, TN.) (1,076,254 members) up 0.38% 

24 Seventh-Day Adventist Church (1,043,606 members) up 4.31% 

28 National Council of Churches’ 2011 Yearbook of American & Canadian Churches.

TOP CHURCH MEMBERSHIPS 

p. 69 

MEMBERSHIP OF TOP 10 ORTHODOX 

CHRISTIAN CHURCHES IN THE USA ²⁹ 

RANK DENOMINATION MEMBERSHIP 

1 Greek Orthodox Archdiocese of America 476,900 

2 Orthodox Church in America 84,900 

3 Antiochian Orthodox Christian Archdiocese 74,600 

4 Serbian Orthodox Church in North America 68,800 

5 Russian Orthodox Church Outside of Russia 27,700 

6 Ukrainian Orthodox Church of the USA 22,400 

7 Patriarchal Parishes of the Moscow Patriarchate 12,400 

8 Romanian Orthodox Archdiocese 11,200 

9 American Carpatho Russian Orthodox Diocese 10,400 

10 Vicariate for the Palestinian / Jordanian 

Orthodox Christian Communities 

6,800 

TOTAL MEMBERSHIP FOR ALL 20 ORTHODOX JURISDICTIONS = 1,043,300 

29 Alexei D. Krindatch, The Atlas of American Orthodox Christian Churches, (Brookline, MA: Holy Cross Orthodox Press 2011) 



10,000 

9,000 

8,000 

7,000 

6,000 

5,000 

4,000 

3,000 

2,000 

1,000 

0 

DECLINING SACRAMENTS STATS 

GREEK ORTHODOX ARCHDIOCESE 

(GOA) DECLINING SACRAMENTS 

GOA BAPTISMS ARE DECLINING 

Baptisms 1989 - 2013 

Greek Orthodox Archdiocese of America 

1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 

Since 1996, statistics from Canada, Central America and South America were no longer included in Registry tabulations.

p. 71 

GOA CHRISMATIONS ARE DECLINING 

Baptisms 1989 - 2013 


1,400 

1,200 

1,000 

800 

600 

400 

200 

0 

1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 

Since 1996, statistics from Canada, Central America and South America were no longer included in Registry tabulations. 



7,000 

6,000 

5,000 

4,000 

3,000 

2,000 

1,000 

0 

GOA WEDDINGS ARE DECLINING 

Baptisms 1972 - 2013 


1972 1975 1978 1981 1984 1987 1990 1993 1996 1999 2002 2005 2008 2011 

Since 1996, statistics from Canada, Central America and South America were no longer included in Registry tabulations.

p. 73 

GOA FUNERALS ARE INCREASING 

Baptisms 1989 - 2013 


5,000 

4,500 

4,000 

3,500 

3,000 

2,500 

2,000 

1,500 

1,000 

500 

0 

1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 

Since 1996, statistics from Canada, Central America and South America were no longer included in Registry tabulations. 



p. 75 

Help us create a 

Parish that is “a 

welcoming and 

inspiring community 

of God so that we 

experience Christ’s 

love with all seeking 

eternal life.” 




p. 77



p. 79


THE BOTTOM LINE FOR 

THE CHRISTIAN CHURCH 

IN AMERICA 

†† 

Church membership is declining 

†† 

Church sacraments are declining 

†† 

Church contributions are declining 

†† 

Church member spirituality is declining 

†† 

Church relevance is declining 

†† 

Church stewardship is declining 

†† 

Church disengagement by youth is increasing 

†† 

Church member deaths are increasing 

†† 

Church dependence on fund raisers and 

festivals is increasing 

The time for a change in 

operational strategy is NOW!

NOTES 


p. 81

STRATEGIC PLAN 2019 

THE GREEK ORTHODOX CATHEDRAL 

OF THE ANNUNCIATION 

The Greek Orthodox Cathedral of the Annunciation | 2500 Clairmont Rd. NE | Atlanta, Georgia 30329 

tel: 404 634 9345 | fax: 404 634 2471 | www.atlanta.goarch.org

FULL DIGITAL_Strategic Plan_GOMA

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