Bright Way Zen Strategic Plan: 2019 – 2022
Overview : This plan will guide our efforts through fiscal year 2022. May our efforts be in service to the Dharma.
A strategic plan is always in service to a Mission and Vision, and Bright Way Zen’s mission is to help people find spiritual peace, deepen their wisdom, and manifest compassion. We do this by providing access to the teachings and practices of Soto Zen Buddhism, maintaining a harmonious and welcoming spiritual community, and supporting a vital and sustainable Zen center that will be here for future generations. Our vision includes: Offering a place of spiritual refuge in Washington County; making our Zen center accessible and visible to anyone who wants to explore meditation or Zen; building a warm, vibrant, inclusive community; and manifesting our bodhisattva vows beyond the walls of our Zen center.
Overall, development of our Strategic Plan has taken place over several years, and incorporated the ideas and concerns of many people. The Board of Directors drafted a Mission and Vision for Bright Way Zen in the spring of 2017. Later that year, a survey was conducted to help identify what participants most appreciated about Bright Way Zen and what they would like to see happen. Responses were received from 40 people, or 80 percent of the Sangha. In March 2018 the Mission and Vision were adopted by the Board and, based on the results of the survey, strategic planning identified three key areas of focus: Sangha growth, member investment and enhancement of sangha resources. Leaders were identified to support these goals and several successes – such as the development of a popular children’s program and a celebratory fundraising event – came to fruition.
In March 2019 the board plus two senior BWZ members drafted this updated version of our strategic plan with the help of facilitator Thomas Bruner of Bruner Strategies. This plan was adopted by the board at its April 17, 2019 meeting, and will be implemented as time and resources allow, guiding our strategic decisions through fiscal year 2022.
This strategic plan is focused on three key goals. The first is to deepen member engagement. We will support Sangha members connecting to one another through practice and social opportunities. We will build a culture of gratitude. Our second goal is to share the Dharma with more people, which we will achieve by broadening the visibility of Bright Way Zen and by broadening our appeal to a diverse community. Our third goal is to build Sangha resources, which will help insure that our mission and Sangha community thrive for many years to come.
Articles from the Strategic Plan Committee:
– July 31, 2019: Bright Way Zen Creates Strategic Plan to Address Priorities, by Jeff Young, Chairman of the Board
– August 9, 2019: Building a Culture of Gratitude, by Jinryu Janna Allgood
– August 16, 2019: Our Growing Children’s Program, by Marcia Kahn
– August 21, 2019: Exploring and Polishing the Sangha Jewel, by Myoju Bella Jhunjhunwala
– August 29, 2019: Multiple Ways to Practice Dana Paramita, by Jinryu Janna Allgood
– September 19, 2019: Embracing Diversity, Equity, and Inclusion at BWZ, by Shoketsu Ellen Carlin
Goal 1: Deepen Member Engagement
We will increase the level of engagement and involvement of existing Bright Way members.
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Strategy A: Build a culture of gratitude and of appreciation for each other among members
Tactics:
- Develop a plan to acknowledge members and attendees in our weekly newsletter and on the web site as appropriate
- Use U.S. mail to personally thank and in other ways acknowledge sangha members and friends of Bright Way Zen. Use verbal “thank you’s” where appropriate
- Consider gratitude or appreciation-oriented services, potlucks, and/or talks
Advocate: Not currently filled. Former advocate: Jinryu Janna Allgood[i]
Cost: $1,150/year (materials and supplies $250; admin support $900)
Outcome: 85% of members report feeling acknowledged and appreciated according to annual survey
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Strategy B: Facilitate engagement of families and children among members
Tactics:
- Add two additional helpers to program
- Expand engagement of members in our children’s program, including grandchildren, nieces, nephews, foster children, visiting relatives and others
- Expand our children’s program from 1 to 2 Sundays/month as interest allows
Advocate: Not currently filled. Former advocate: Marcia Kahn
Cost: $5,000/year (space $3,000; materials and supplies $500; admin support $1,500)
Outcome: Number of member families participating increases from 6 to 12
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Strategy C: Increase connectivity and communication among members
Tactics:
- Develop and maintain an online membership directory
- Hold at least one sangha social event per quarter
- Send welcome packets to new members
- Pair new members with active members of at least one year
Cost: $1,700/year (materials and supplies $500; admin support $1,200)
Advocate: Not currently filled. Former advocate: Myoju Bella Jhunjhunwala
Outcome: 85% of members report feeling connected according to annual survey
Goal 2: Share the Dharma with More People
We will share the Dharma with more people in Beaverton and surrounding communities.
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Strategy A: Broaden the visibility of Bright Way in our community at large
Tactics:
- Advertise our programs to people who have an interest in meditation, mindfulness and contemplative traditions
- Grow our social media presence, activity and followers
Advocate: Not currently filled.
Cost: $2,400/year (targeted advertising $600; admin support $1,800)
Outcome: 10% increase in visitors annually
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Strategy B: Engage non-member families in our children’s program
Tactics:
- Advertise our children’s program to non-member families who have an interest in meditation, mindfulness and contemplative traditions
Advocate: Not currently filled. Former advocate: Marcia Kahn
Cost: $600/year (targeted advertising)
Outcome: Number of non-member families participating increases from 5 to 10
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Strategy C: Increase our diversity, equity and inclusion
Tactics:
- Offer “Awakening to Whiteness” cohort at least every 18 months
- Target market to people of color who have an interest in meditation, mindfulness and contemplative traditions
- Develop partnerships with 1 culturally-specific organization/group annually
Advocate: Not currently filled. Former advocate: Shoketsu Ellen Carlin
Cost: $1,800/year (targeted advertising $600; admin support $1,200)
Outcome: 10% increase in visitors and/or members of color annually
Goal 3: Build Sangha Resources
In order to deepen member engagement and share the Dharma with more people, we will grow our financial resources.
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Strategy A: Increase membership revenue
Tactics:
- With Board support and approval, develop a plan to increase member donations that includes:
- Inviting regular attendees to consider becoming members
- Visiting members 1:1 and within small groups to discuss pledges for the coming year
Advocate: Not currently filled. Former advocate: Jinryu Janna Allgood
Cost: $1,350/year (materials/fees $150; admin support $1,200)
Outcome: Gradually increase our annual membership revenue from $36,000 in 2019 to $55,000 in 2022
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Strategy B: Grow our fee revenue
Tactics:
- Market our fee-based events to non-members with an interest in meditation, mindfulness and contemplative traditions
- Consider fee increases as market and costs warrant
Advocate: Domyo Burk
Cost: $1,400/year (materials/fees $200; admin support $1,200)
Outcome: Gradually increase our annual fee revenue from $7,400 in 2019 to $10,000 in 2022
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Strategy C: Grow our fundraising revenue
Tactics:
- Work with Executive Director and Board to create a workshop for fundraising communication. Consider making this a fee-based workshop and invite other communities
- Based on annual budget review/approval and biennial plan review/approval, develop a multifaceted fundraising plan to include:
- Membership pledges (see Strategy C above)
- An annual year-end appeal
- Continue to explore the possibility of events with Cost per Dollar Raised of $0.35 or less
- Planned giving
- Acceptance and management of high-ticket items, such as cars and boats
Advocate: Not currently filled. Former advocate: Jinryu Janna Allgood
Cost: $2,850/year without event (materials/fees $450; admin support $2,400)
Outcomes: Gradually increase net fundraising revenue from $1,500 in 2019 to $6,000 in 2022; Identify six people as planned givers
[1] If someone is identified in the plan as an advocate (in some places “champion” or “point person”), that individual is simply taking on the responsibility of seeing that plan area gets executed in some way. It is not an indication of what that person must do him/herself. Note also that the plan is for the three-year period from 2019 through 2022. Time frames for the tactical aspects of the plan will be identified by the person/s responsible and those who support them.
