Methodists Associated Representing the Cause of Hispanic Americans (MARCHA) STRATEGIC PLAN 2013 - 2016

Executive Summary MARCHA represents a critical voice for the Hispanic/Latino community within the United Methodist Church (UMC) and the Methodist Church of Puerto Rico. Its purpose is to advocate for justice and speak for those who have no voice. It creates space for theological reflection, analysis and action. It plays an important role in the formation and development of the Latino church and its leaders. Since its inception, MARCHA has continuously advocated for a church and society that are just, inclusive and transformational. Over the last 40 years, the Hispanic/Latino community has experienced significant growth and diversity. Hispanic/Latinos are no longer concentrated in northeast and southwest sections of the country. Hispanics can now be found in all parts of the country as well as communities both large and small. The United Methodist Church has also experienced much change. Although many new and transformational ministries have been developed, the UMC continues to experience membership decline and fewer financial resources. New models and approaches are needed to address these changing realities. The following MARCHA strategic plan is a response to a new demographic and ecclesiastical landscape. It reflects the best thinking and creativity of its members. The Planning Process This strategic plan provides a blue print for the transformation of the MARCHA organization. It is the result of two key planning events involving the members of the organization and its executive leadership (Consejo Directivo). The first event involved an Appreciative Inquiry process that took place at the 2013 MARCHA Assembly in Boston, Massachusetts. This event was held August 8-10, 2013. Members participated in an Appreciative Inquiry (AI) process involving: 1) Discovery; 2) Dreaming and 3) Designing. Everyone participated in a series of conversations and group activities for purposes of envisioning a new MARCHA, analyzing its current strengths and opportunities and designing new initiatives and projects. Many ideas were presented by various table work groups and then placed on a large wall in the Assembly hall for review and reflection. At the end of the meeting, the ideas were recorded for future planning work. After the Assembly meeting, a MARCHA consultant (Dionisio Salazar) reviewed all of the information and then synthesized the ideas into summary themes, insights and categories. The result of this process is attached to this report. This document was then reviewed and evaluated by members of a leadership team that participated in a two and half day strategic planning retreat. Seven members of the Consejo Directivo participated in a Participatory Strategic Planning (PSP) process in San Antonio, Texas from November 21 – 23, 2013. Participants worked with the various ideas generated from the AI process. This provided substantial input for the completion of the planning process. The planning team participated in three Technology of ParticipationTM consensus workshops that included 1) The Wave (Trends & Paradigms of the UMC), 2) Underlying Contradictions (Barriers/Obstacles) and 3) Strategic Directions (Movement Forward). The result of the process is attached to this report. These workshops enabled the planning team to complete the strategic plan template provided by the General Commission on Religion and Race. Combined, all of the above processes produced the following strategic plan that will enable MARCHA to grow, develop and achieve financial sustainability. We foresee these goals being accomplished over the present and next quadrennium. This work will be ongoing.

MARCHA STRATEGIC PLAN I. PHILOSOPHY - (Beliefs, Values, Operating Principles) MARCHA believes in the dignity and respect of every person within and outside the church. It acts from a sense of compassion and mission in the world. It values diversity, inclusiveness, transparency, integrity, collaboration, teamwork and participation. It advocates for justice for the Latino/Hispanic community in the United States and Latin America. It provides space and opportunities addressing concerns and relevant issues throughout the UMC denomination and the Methodist Church of Puerto Rico. It believes that all Hispanic/Latino leaders, congregations and communities have the potential to experience life to its fullest and is dedicated toward achieving this reality.

II. SWOT ANALYSIS The following Strengths, Weaknesses, Opportunities and Threats (SWOT) components were identified during Appreciative Inquiry process at the 2013 MARCHA Assembly in Boston, Massachusetts and Strategic Planning Retreat in November 2013 involving Consejo Directivo planning team.

STRENGTHS Connected Network  Connections throughout UMC  Power to Convene Annually Leadership Throughout the Denomination  Leaders at all levels of UMC structure  Active participation at all levels Youth Presence and Leadership  Youth participation at Annual Assembly  Youth involved in leadership roles Resources and Tools  Bilingual Worship & Resource Materials  National Plan for Hispanic/Latino Ministry Technology and Communication System  Use of Technology and Digital Communication  Website & Electronic Newsletter Social Justice Advocacy  Advocacy for Immigration Reform  Social Justice Workshops Theological Education and Reflection  Theological Reflection & Praxis  Teaching and Learning Political Education Multicultural Diversity  New people, new ideas

OPPORTUNITIES Growing Hispanic/Latino Presence in US  U.S. Hispanic Pop – Over 52 Million  Present throughout the country Changes in United Methodist Church  Membership is aging – 57 yrs – avg. age  Interest and prioritization for reaching into mission field with new groups Partnerships with other Racial/Ethnic groups within UMC  Relationship with other UMC caucuses interested in collaboration  Opportunity to learn from other’s experience in civil rights Connectivity Through Technology and Social Media  Social media provides opportunities and tools for organizing and growing  Young people are adept at social media Youth Presence in MARCHA  Young people have participated in MARCHA for many years  Large demographic that can be reached

WEAKNESSES Relatively Small Presence in UMC 

Latino Churches are Struggling

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One Annual National Meeting

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Little or No Conference or Jurisdictional Presence and Organizations

Unfocused Leadership Development Plan  Undefined Process for Leadership Development  Obsolete Models for Leadership Development Underutilization of the UMC Connection  Resources Not Leveraged Fully  Little visibility at Conference level Disconnect with Young People  Generational Divide  Youth not reaching/recruiting youth Financial Scarcity  No Income Planification  Limited Membership Financial Commitment

THREATS Limited Financial Capacity  Dependence on Church Grants  Less Resources Unhealthy Attitudes and World Views  Dependency attitudes  Inflexibility Towards Change Institutional Racism  Oppressive Structures  Resistance to Change Unjust Public Policy  Unjust Immigration Laws  Persecuted and Unstable Communities

III. VISION STATEMENT – (Dreams, Hopes, Aspirations) The vision of MARCHA is for a strong Hispanic/Latino community that transforms the United Methodist Church and the Methodist Church of Puerto Rico in order to create effective leaders, congregations and ministries.

IV. MISSION STATEMENT - (Social purpose, business and primary value of organization) MARCHA’s mission is to advocate on behalf of the Hispanic/Latino community. It serves as a prophetic voice and movement of the Hispanic/Latino community. It works within the United Methodist Church and Methodist Church of Puerto Rico. Its organizational goals are:   

Advocacy for the Hispanic/Latino community within and outside of the United Methodist Church Accompaniment and support for the Hispanic/Latino community in its formation Promotion of the respect of human rights, commitment to peace justice, liberty and equality

V. GOALS Goal 1- Develop effective leaders for advocacy and social holiness. Objectives:

 1.1 Equip Leaders for Advocacy  1.2 Empower Young People for Social Holiness Goal 2: Engage UMC denomination and society on critical social justice issues. Objectives:

 2.1 Address Systemic Social Justice Issues  2.2 Engage in Innovative Partnerships and Community Development Projects Goal 3: Create a financially sustainable organization Objectives:  

3.1 Develop a Fund Raising Campaign. 3.2 Increase Revenue: Develop a culture of generosity by gifts and donation from members, friends, and others interested in Hispanic/Latino Ministries.

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3.3 Utilize new and innovative methods for funding raising. 3.4 Increase MARCHA membership payments and registration.

Goal 4: Enhance organization’s communication system for telling MARCHA story and organizing Objectives:    

4.1 Create a communication team and build capacity to implement strategy and produce content. 4.2 Produce content on a more frequent basis. 4.3 Enhance Social Media Presence. 4.4 Utilize Computer Technology for More Connections, Meetings and Events.

Goal 5: Build and expand membership base Objectives:  5.1 Increase the membership numbers significantly.  5.2 Identify, track and connect with persons who are self-identify as friends or supporters of MARCHA.

VI. ACTION PLANS The following are action plans for each of the goals. These include objectives, strategies, team

members, accomplishment dates and performance measures. Primary role of name members is to convene the task group. Other MARCHA members will be identified and participate as well.

MARCHA Strategic Plan

Goal 1- Develop effective leaders for advocacy and social holiness. Team Members: Rosanna Panizo (Chair), Francisco Cañas, Eliezer Valentín-Castañón, Dolimar Lebron

Objective

Strategy

Completion Date

Performance Indicators/Outcomes

12/2014

* 1 Regional/Jurisdictional Workshop2 participants per Conference (15-20) * Various MARCHA Assembly Workshops * 1 Coordinating Mtg w/GBGM

Objective 1.1 Equip leaders for advocacy

 Regional Workshop on Advocacy as a Spiritual Discipline - 2 day workshop  MARCHA Assembly Workshop – Lay & Clergy Leadership Development  Connect with Community Development program with GBGM  Brown & Black Dialogue (GBGM – GBCS)  Regional Workshop on Advocacy as a Spiritual Discipline- 2 day workshop  Workshop at the National Consultation on H/L Ministries  Web-Based Education Materials - Webinars for Social Justice  Develop Regional Training Centers for Community Development and Organizing. (NPH/LM)  MARCHA Assembly Workshop – Lay & Clergy Leadership Development  Regional Workshop on Advocacy as a Spiritual Discipline - 2 day workshop  MARCHA Assembly Workshop – Lay & Clergy Leadership Development

12/2014 12/2014 12/2014 12/2015 12/2015

*Establishing connections *2 Regional/Jurisdictional workshops (2 participants per Conference (30-40) *30 participants nation wide

12/2015

* 1 Webinar – 20 people

12/2015

*1 Comm. Dev. Event -20 people (Module 3) *Workshop MARCHA Assembly 2015 (30) *2 Regional/Jurisdictional Workshops (2participants per Conference 30-40)

12/2015 12/2016

12/2016

Various MARCHA Assembly 2016 Workshops (30)

Objective 1.2 Empower Young People for Social Holiness

 Young MARCHA Representative at General Conference  MARCHA Executive Committee Secure Grant from (GBGM/GBCS)  Raise awareness of youth to participate in GBCS summer internship  Develop workshops on justice at annual Assembly – Pre-Events

12/2016 12/2015 12/2015 12/2015 12/2016

 Create Leadership Development Mentoring Program for Young People  MARCHA Convocation for Young People on Justice

* 1 Youth Leader

* 10 Youth Identified & Activated (2 MARCHA youth participate) * Workshop offered at MARCHA – Social Justice * 5 Youth are Mentored under this program * 1 Convened Event – 25 People

Goal 2- Engage the UMC denomination and society on critical social justice issues. Team Members: Joel Hortiales (Chair), Jorge Domingues, Marissa Villareal, Alex Soto

Objective

Strategy

Completion Date

Performance Indicators/Outcomes

Objective 2.1 Address systemic social justice issues

 Create social advocacy team  Coordinate work with Inter Ethnic Strategy Development Group (UMC)  Issue Press Release to UMC on Immigration Reform  Develop a Report Card Involving Hispanic Employment and Hispanic Ministry Development as it Relates to UMC General Agencies & Annual Conferences in partnership with The General Commission on Religion and Race

3/2014 12/2014 & Ongoing 12/2014 12/2016

* 5-7 people identified * Participation in 2014 Coordinated Event * Press Release * Start conversations with GCORR on 2014 to work in partnership to do Comprehensive Report Card

Objective 2.2 Engage church and community

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Engage & Organize within 1 Jurisdiction Engage & Organize within 2 Annual Conferences Conduct Asset Inventory MAP of MARCHA Membership Organize a Racial/Ethnic Partnership with 1 other Racial/Ethnic Group  Participation and Coordination with Secular Justice Organizations  Building Capacity of the Board for Advocacy on critical social issues

12/2014 09/2015 12/2015 01/2015 and ongoing 01/2015 08/2015 to 04/2016

* 1 MARCHA Event * 2 MARCHA Events * Asset Inventory Map * Coordinating Strategy * Participation in Social Justice Conference * Establish contacts *Submit Legislation and select the Strategy Team for General Conference

Goal 3- Create a financially sustainable organization Team Members: Raúl Alegría (Chair), Oscar Garza, Ilía Vasquez-Gascot, Francisco Nolla

Objective Objective 3.1 Develop a Fundraising Campaign.

Strategy  Create a team to review,, assess, develop and implement a fundraising campaign. Recruit members with knowledge about how to raise money, have passion for funding raising, and knowledge of business management, etc.,  Convene Team & Develop Plans/Strategies 

Develop Finance Campaign

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Implement Finance Campaign

Objective 3.2 Increase Revenue: Develop a culture of generosity by gisfts and donations from mebers, friends and others interested in the Hispanic/Latino Ministries.

 Motivate MARCHA membership to make donations in regular basis.  Collaborate with the Communications Committee to set up an electronically process to receive donations.  Invite MARCHA members, friends and others through media communications to donate.  Plan an Endowment Campaign  Implement Endowment Campaign  Set up a MARCHA Sunday Offering among Latino

Completion Date

Performance Indicators/Outcomes

08/2014

* Financial Team Created

12/2014

*Conference calls and plans/strategies developed *Plan developed with strategies and timeline

03/2015 Starting on 06/2015 until 12/2016

*Activities Completed

Start on 06/2014 and ongoing 08/2014

* Various Revenue

Monthly

*Communications sent

01/2015 12/2016

01/2015

*System Implemented

*Plan and strategies developed *Donations and pledges received *Information sent to

congregations

churches and offering received

Objective 3.3 Utilize new and innovative social media methods for funding raising

 In collaboration with the Communications Committee and Goal 3 team develop and use social media techniques and promotional video to raise funds

12/2014 12/2015 12/2016

*Promotional videos developed

06/2014

*Membership and early bird registrations payments received *Communications sent and message posted

Objective 3.4 Increase MARCHA membership payments and registration

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Promote membership payment and early bird registration for the 2014 MARCHA Annual Meeting.

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11/2014 and Promote membership payment at the beginning of the ongoing year. - Communicate by email and social media

Goal 4- Enhance organization’s communication system for telling MARCHA story and organizing. Team Members: Hector A. Burgos (Chair) David Martinez, Guillermo J. Barroso Content Team: Rosanna Panizo, Joel Hortiales, Eliezer Valentín-Castañón

Objective

Strategy

Completion Date

Performance Indicators/Outcomes

Objective 4.1 Create a communication team & to implement strategy and produce content

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Identify MARCHA members to be part of communications team. Hire part time staff or consultant to do communications – design & content. Get GBGM to fund a communications internship with MARCHA (2015-2017) Utilize seminary interns with right skills to assist with communication activities.

09/2014

Recruit and Identify MARCHA members to write stories and article on local Hispanic Ministries and projects. (Ideally 6, 1 per Jurisdiction) Conduct Webinar training for writing and content production

09/2014

12/2014 9/2015

* Establishment of Communication Teams with assigned tasks for the Year. * Communications Consultant Hired

12/2016

Objective 4.3 Produce content on a more frequent basis

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 Objective 4.3 Enhance Social Media Presence

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Survey Members to better understand their use of social media tools and techniques. Conduct assessment of MARCHA Communications including Emails, Newsletters, & Website Survey Members to better understand their use of social media tools and techniques

03/2015

* Group of writers who are identified and trained to write content * More diverse stories throughout U.S. included in newsletter

06/2015

12/2015

* Redesigned Website and active, ongoing usage for content, information and resource materials.

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Objective 4.4 Utilize Computer Technology for More Connections, Meetings and Events

Design integrated social media presence that incorporates: Website, Blogs, Youtube, Twitter, Facebook, and LinkedIn

09/2015

12/2016  

Conduct Executive Committee Meetings through Skype or Google Plus and other similar platforms. Conduct Jurisdictional and Conference Meetings through Skype or Google Plus or other similar platforms.

* Various media utilized to conduct MARCHA business * MARCHA members more technology savvy

Goal 5- Build and expand membership base Team Members: Lyssette Perez (Chair), José Morales, Stephannie Fernandez, Abel Vega, Lyda Pierce

Objective

Strategy

Completion Date

Performance Indicators/Outcomes

Objective 5.1 Increase the membership numbers significantly.

 Research membership systems of other caucuses or organizations  Review and update actual membership information in all categories (including life time members) and define responsibilities, benefits and cost of each.  Connect and collaborate at different levels with Communications and Finance Teams.  Create a new membership system connected to the work of MARCHA as a movement and not related exclusively to Annual Gathering, promoting a sense of ownership, and contributing to financial stability.  First pilot membership recruitment campaign using different means of communication and networks–

12/2014

Research done

08/2015

*Review and offer changes to the bylaws

12/2015

* Increase total membership to 200

 Review and improve connections to prospective members through the five jurisdictional caucuses.

12/2016

* Clear connection for membership established with Jurisdictional Caucuses

 A second membership campaign improving on the first one

12/2016

*Increase membership totals to 300

2014 08/2015

Objective 5.2 Identify, track and connect with persons who are selfidentified as friends or supporters of MARCHA

 Use website and Facebook to get people connected.  Established formal partnerships with UMC groups and constituents (UMWs, GBCS, JFON)  Offer a new type of membership status (Associate Membership)  Get MARCHA links on various agency websites.

12/2016

* Recruit 100 New supporters and friends of MARCHA