Goal 1: Make the Three Treasures Accessible to All

Strategy 1: Broaden the visibility of Bright Way Zen

Help more people discover Bright Way Zen, find ways to make our offerings seem inviting and accessible, and increase the diversity of people who participate in the Sangha for the first time.

Responsible: Visibility Committee; Board Liaison: ________

Current activities:

• Advertising via Google Ads to people who have an interest in meditation, mindfulness, and contemplative programs
• Social media presence: Instagram, _____? – May 2026: Check with Visibility Committee
• Attention to website SEO and online search ads – May 2026: Check with Visibility Committee

Measurable Goals Identified by Board of Directors 2025:

• YouTube Videos: Post Intro to Zazen video by 8/1/25 and additional two Cloud Formations videos by 9/1/25 – May 2026: Not completed
• Finish Google Ads training – May 2026: Check with Visibility Committee
• Visibility Committee establishes measurable goals for growing social media by 6/30/25, to be met by end of year – May 2026: Check with Visibility Committee
• Lighted outdoor sign – Achieved

Possible activities for the future:

• Get engaged with local organizations to build relationships, particularly those led and championed by people of color and/or black or indigenous people
• Offer Zen meditation workshops in Spanish or out in locations convenient and welcoming to the large Hispanic populations in our area

Strategy 2: Make our offerings inviting and meaningful to all

Once people have come through our physical or virtual door, make sure they feel welcome, provide clear ways for them to become part of the Sangha, and pay attention to potential barriers in this process.

Responsible: Sangha Committee; Board Liaison: ________

Current activities:

• Greeter role in Dirt Zendo, Cloud Host greeter, on Tuesdays and Sundays
• Introduction to Zen Meditation Workshops for new people in both the Dirt and Cloud Zendos – two workshops held in 2026 (Jan and March)

Measurable Goals Identified by Board of Directors 2025:

• Begin Intro Workshops – Achieved (see above)
• Introduction Workshops on YouTube – May 2026: Not completed

Possible activities for the future:

• Continue having periodic Awakening to Whiteness series for cohorts of white Sangha members
• Design or adapt offerings to meet the needs or interests those with disabilities and in the BIPOC (black, indigenous, people of color) and LGBTQIA communities

Goal 2: Deepen People’s Engagement with the Three Treasures

Strategy 1: Cultivate a strong, warm, and inclusive sense of Sangha

Look after the social aspects of our community long term, help Sangha members feel valued and connected, and facilitate effective communication and harmonious relationships.

Responsible: Sangha Committee; Board Liaison: ________

Current activities:

• Acts of appreciation such as sending thank yous and membership anniversary cards
• Support smaller, intimate cohorts like the book, podcast discussion, transatlantic, and metta groups
• Discord server allowing Sangha members to connect outside of regular events
• Annual “Sharing in Sangha” night
• Sangha Treasures series in weekly email newsletter

Measurable Goals Identified by Board of Directors 2025:

• Establish Sangha Care program – May 2026 – Check with Coordinator (Leah) for more info
• Develop Zen Buddies Program – May 2026 – Check with Coordinator (Jessica) for more info

Possible activities for the future:

• Find new ways to keep Sangha members better connected and informed

Strategy 2: Provide opportunities for members to deepen their practice

Responsible: Domyo & Senior Members; Board Liaison: Domyo

Current activities:

• Annually: One 6-day Sesshin; 5-day Continuous Practice Retreat, two zazenkai and two one-day retreats with mondo
• Offer a rich array of zazen, Dharma study, ceremonies, and all other traditional aspects of our Soto Zen practice
• Mentor people in Sangha practice roles like Cloud Zendo host, ceremony roles, and chant leading

Measurable Goals Identified by Board of Directors 2025:

• Doanry training sesshin before end of 2025, led by Domyo – May 2026 – Not completed

Strategy 3: Manifest our bodhisattva vows beyond the walls of our Zen center

Act as a community within the greater world, put our bodhisattva vows into concrete action, embody compassion and generosity, and honor the truth of interdependence.

Responsible: Bodhisattva Action Circle; Board Liaison: ________

Current activities:

• Monthly Bodhisattva Action Circle meetings to support Sangha members (Dirt and Cloud) seeking to manifest their bodhisattva vows in the world
• Sangha members occasionally participate in actions together

Measurable Goals Identified by Board of Directors 2025:

• August 2025 Sangha Voices talk on previous incarnation of Bodhisattva Action Circle (BuMP) – May 2026 – Not completed

Possible activities for the future:

• Do service projects as a Sangha, benefiting our greater community
• Get engaged with other organizations to build relationships, particularly those led and championed by people of color and/or black or indigenous people

Goal 3: Ensure Our Sangha Will Thrive Far Into the Future

Strategy 1: Provide an annual salary and benefit package of $70,000 of support to our teacher by 2030

Responsible: Bright Way Zen Board

Current activities:

• Annual fundraiser
• Continued activities to cultivate a strong community in order to grow members numbers and financial support (indirect)

Measurable Goals Identified by Board of Directors 2025:

• Increase teacher salary by $10k by 2026 – May 2026 – Teacher salary increased by $5,000 ($46,000 in 2025, $51,000 in 2026)
• Increase in membership by Jan. 2026 – May 2026 – Jan. 2025 = 107 members; Jan. 2026 = 120
• Raise $20k in fall 2025 fundraiser – May 2026 – Fall 2025 Fundraiser goal passed
• Maintain at least an average monthly donation of $53.18 – May 2026 – Average Monthly Donation of all members who donate (not including complimentary) = $53.18

Possible activities for the future:

• Directed efforts to encourage membership and/or increase pledge donations
• Cultivating Sangha growth in terms of numbers, consistent with Goal 1 (Making the Three Treasures Accessible to All Who Might Benefit)

Strategy 2: Work toward ownership of a physical Zen center sufficient for the Sangha’s needs by 2035

Responsible: Board Property Committee & Conditional Use Committee; Board Liaison: Domyo

Current Activities:

• The Burks working toward purchase of Oleson Road property
• BWZ applying for Conditional Use Permit from Washington county to operate at Oleson Road
• Communicate clearly with the Sangha, Dirt and Cloud, the reason for the value of strong physical roots
• Capital Fund and Campaign underway

Measurable Goals Identified by Board of Directors 2025:

• Establish contact with potential lender by 8/1 – May 2026 – Now irrelevant with current plan (but will be necessary in the future)
• Establish contact with WUBC by 8/1 – May 2026 – ?
• Identify 5 potential sites – May 2026 – Home Committee looked at many properties online and several in person
• Outreach to identified churches by EOY – May 2026 – Early 2026 mailing to 125 local churches and nonprofits inquiring about property, no responses

Important activities for the future:

• Establish a strong planned giving program (e.g. members putting Bright Way Zen in their wills)
• Establish plan for BWZ’s purchase of a property (establish relationship with a lender)

Strategy 3: Grow ability of the Sangha to maintain and transmit the Soto Zen tradition and its own culture 

Current activities:

• Mentor Sangha members into practice, leadership, and teaching roles
• Schedule regular student talks 
• Offer the Zaike Tokudo path (lay ordination)
• Offer Priest or Monastic Ordination path as a possibility to senior members who have already received Zaike Tokudo

Measurable Goals Identified by Board of Directors 2025:

• Zaike Tokudo Ceremony by end of year – Achieved

Strategy 4: Work for the transition to a life-sustaining society and increase climate resilience within our Sangha and in our communities

Possible activities for the future:

• Facilitate discussion of our climate and ecological emergency in Dharma Talks and classes
• Make ecologically-friendly choices as a Sangha
• Participate in non-partisan efforts to ensure a liveable environment for all people, including those experiencing the worst effects of the climate crisis
• Take measures to be resilient in face of likely negative impacts of climate change, both in Oregon and in the various places where our Cloud Zendo members live

Measurable Goals Identified by Board of Directors 2025:

• Have OCERA visit BWZ for info session by 7/30 – May 2026 – Not completed