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Strategic Plan:
Puget Sound Chrysalis



Michael Heavener, ABC



  Read/print strategic plan in Microsoft Word format  





This strategic plan is intended to isolate and identify strengths, weaknesses, opportunities, and threats to the non-profit Puget Sound Chrysalis youth spiritual retreat organization that can be used to develop a long-term goal to alleviate weaknesses and control threats. The paper analyzes environmental conditions from which a strategic plan can be established for the Chrysalis program. The plan discusses the vision, mission, values, and organizational statements that define Chrysalis as a Christian ministry. It highlights external and internal factors which most significantly affect long-term goals. It sets a single significant long-term goal, develops a process for implementing the goal, assesses the critical success factors, and defines measurements to evaluate the plan’s effectiveness.


Table of Contents

Executive Summary. 4

Company Background. 4

Vision Statement 5

Mission Statement 6

Values Statement 7

Environmental Analysis. 8

Internal Environment 9

Strengths. 9

Weaknesses. 10

External Environment 12

Opportunities. 12

Threats. 13

Long-term Objectives. 15

Strategic Analysis and Choice. 17

Plan Goals and Implementation. 19

Financial Projections and Analysis. 22

Grand Strategies. 24

Critical Success Factors. 27

Controls and Evaluation. 31

Conclusion. 33

Appendices. 35

Appendix 1.1—Purpose of Chrysalis. 35

Appendix 1.2—SWOT Analysis Table. 37

Appendix 1.3—Additional Strengths. 38

Appendix 1.4—Additional Weaknesses. 39

Appendix 1.5—Short Term Goals. 40

Appendix 1.6—Competing Organizations. 41

Appendix 1.7—Communications, Critical Success Factors. 43

Appendix 1.8—Glossary. 44

References. 48



Strategic Plan:
Puget Sound Chrysalis


Executive Summary

Puget Sound Chrysalis is caught in a whirlwind, buffeted by external and internal forces over which it has little influence. It can be trapped and whirled away. Or it can respond like an airplane pilot, trimming the wing tabs, and using piloting skills to steer around dangerous eddies toward safer, calmer air. In order to be a good pilot—a good steward of the Chrysalis community’s resources—the board of directors needs to start with a checklist of the critical factors over which it is able to exercise control. The checklist includes assessing the environment, determining the potential of the board’s actions, and setting long-term goals and measurement criteria. Once the wind’s velocity, direction, and turbulence are known, the board can develop strategies to safely navigate the whirlwind of the next 10 to 15 years. This paper offers a sample strategic plan shaped around some of the strengths and weaknesses of Chrysalis, and around the opportunities and threats the organization is likely to encounter.


Company Background

Chrysalis is a nondenominational spiritual renewal program to provide young men and women between the ages of 15 and 24 with spiritual lessons and means to grace, centered on growing closer to Jesus Christ. These young men and women are seeking deeper meaning in their lives. They have expressed openness to the teachings of Jesus Christ and many are eager to expand their faith and spiritual knowledge.

Chrysalis is an international ecumenical youth adaptation of the adult-focused Walk To Emmaus, managed by The Upper Room, a division of the General Board of Discipleship of the United Methodist Church. The Upper Room was granted exclusive use of the copyrighted program and materials of the Catholic Cursillo de Cristanidad, modified for use by Protestant denominations. (Chrysalis, Walk To Emmaus, The Upper Room, and Cursillo are defined in the glossary.)

Puget Sound Chrysalis, a registered 501(c)3 corporation in Western Washington, has developed growing pains and struggles to maintain its ministry, focus, and financial footing. Economic slowdowns have crimped the organization’s ability to grow. A strategic plan, which it does not have, would help the organization concentrate on its core competencies and aims.

Policies set forth by the local board of directors must conform to those stated in a Letter of Agreement between the Puget Sound Chrysalis board and The Upper Room.


Vision Statement

At this time, Puget Sound Chrysalis does not have a vision statement. Therefore, I propose the following statement to give central purpose to this strategic plan:

“Creating an environment where youth can learn the importance of a Christ-filled life.”

The proposed vision identifies three areas of concentration the long-term plan can influence to move Chrysalis forward in its ministry. It must conduct the ministry in an atmosphere of charity, love, nurturing, and understanding that is Christ-centered and Biblically based. It must instill in the youth a sense of excitement about leading Christian lives and establishing their own ministries. It must lead the youth to make Christ the heart of their entire being, actions, conduct, and faith, including prayer, meditation, service, love, and compassion.


Mission Statement

The following mission statement can be found on the Puget Sound Chrysalis web site:

“To develop, challenge, inspire, and equip Christian youth as leaders, through Christian action in their homes, churches, schools, communities, and the Chrysalis experience.”

This mission is an action statement enabling the vision to be carried out and long-term objectives to be established. It establishes the unique purpose for which Chrysalis exists, as well as its scope of operation, and reflects the values of the entire organization (Pearce-Robinson, 2003).

The mission is something every Chrysalis team (see glossary) should memorize, as it is supported and implemented through the Team Covenant each team member is required to sign.

Leadership is important to Chrysalis, for having dedicated leaders willing to share themselves with the youth, and for developing youth who are comfortable with their own leadership roles in the church and community. Christ was the leader of his disciples—and he trained them to become leaders in the early Christian church after his death and resurrection.


Values Statement

The values of Puget Sound Chrysalis are to foster youth participation in church activities, their service to God and community, and their continued spiritual and moral behavior, set forth in the New Testament. Essentially, the values answer: “What’s in the future for us?”

As a signee of The Upper Room’s Letter of Intent, Puget Sound Chrysalis adheres to the Statement of Organization of the parent organization. This statement best sums up the values of Chrysalis:

“The purpose of Chrysalis is to serve as a ministry of the church to inspire and support the spiritual formation of Christian young people. Chrysalis provides young people in the church a course in the essentials of Christian faith and practice that is educational and experiential in character ... through a daily flow of worship and reflection, systematic teaching and small group dialogue, creative expression and play, prayer and signs of support from the wider Walk to Emmaus and Chrysalis communities” (Gilmore, 2004; full text in Appendix 1.1).

Environmental Analysis

The environmental analysis is used to identify the positive and negative influences on the growth of Puget Sound Chrysalis. It consists of internal environmental variables (i.e. about Puget Sound Chrysalis) that translate in to strengths and weaknesses, and external environmental variables (i.e. about the entire youth spiritual movement “industry”) that translate into opportunities and threats.


Table 1.1: Abbreviated Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis

SWOT Analysis

Strengths (see page 9)

Weaknesses (see page 10)

Identify one (1) long-term priority for each strategy 

s1.Youth dedication, spirituality, and enthusiasm

s2.Program strengths

w1.Fragmented pool of participants

w2.Lack of clergy

(see page 12)

SO Strategies

WO Strategies


Use strengths to leverage opportunities.

Use opportunities to overcome weaknesses

 o1.Increased spiritual longing

o2.Future upturn in families with children

Youth dedication, spirituality, and enthusiasm + Future upturn in families with children

Future upturn in families with children + Fragmented pool of participants

(see page 13)

ST Strategies

WT Strategies


Use strengths to avoid or overcome threats

Manage weaknesses and avoid threats

t1.Lack of church availability

t2.Declining youth population, lack of volunteers and donors

Program strengths + Lack of church availability

Lack of clergy + Lack of church availability

A more detailed SWOT analysis is available in Appendix 1.2. For a brief explanation about the SWOT analysis process, see the long-term objectives section on page 14.


Internal Environment

Chrysalis is subject to a number of key internal trends that affect the program’s viability. These can sometimes be viewed as either strengths or weaknesses, however, this paper identifies them separately.

In the strengths column are found the following key ingredients for successful growth and organizational renewal, as well as flourishing weekend (see glossary) activities. These are, unfortunately, offset by some negative factors—weaknesses—that pose long-term concern.

Other secondary strengths and weaknesses were also identified but for the purposes of this strategic plan, to simplify the strategic analysis, these have been relegated to Appendixes 1.3 and 1.4. The abbreviated SWOT analysis is shown on page 8.



S1—A key internal strength is the dedication, spirituality, and enthusiasm of the youth of Chrysalis. We count heavily on their enthusiasm levels to buoy each retreat weekend. Even “graduates” who have married, joined the military, or relocated strive to return whenever possible to work weekends on which their younger siblings or friends are candidates. It is not possible to work a weekend in isolation. Required participation in team gatherings, worship times, and kitchen/logistics functions places volunteers in close proximity to others eager to share their passion and enthusiasm. Girls’ weekends, particularly, can pump up the entire community for the next month. It is a constant source of joy—and amazement—to see the depths of spirituality the youth have gained in their faith quests. They are as educated as most adults (and often more) about the scriptures and Biblical interpretation, history, and tradition, as well as the importance and operation of a weekend’s program. A number of Chrysalis “graduates” are attending seminary or have been ordained as clergy.

S2—An important strength of Chrysalis is the “program” because it adheres so closely to the basics of Christianity. Youth participants receive a solid grounding in the sacraments, teachings of Christ, and paths that lead to rewarding lives as children of God. Five talks are given by clergy, along with five by peers (youth) and five more by adult laity—all come from the depths of the speaker’s personal faith, all are filled with scripture, experience, reason, tradition—the four corners of the Wesleyan Quadrilateral (see glossary), and all are critiqued by the team before being delivered. The program also features time for singing, boundary-breaking, group discussions, meditation, prayer, worship, community building, Holy Communion (Eucharist), personal time with clergy as desired, delicious well-prepared meals, and even shedding tears.



W1—A critical internal weakness for Puget Sound Chrysalis is social and geographic fragmentation in our community. Groups such as ours are based upon the worldwide Cursillo de Cristanidad model, nonsectarian, ecumenical organizations into which youth from any Christian denomination are welcomed. However, various denominations offer their own youth programs and have traditionally stayed away from recruiting in other groups’ populations (The Upper Room, 2004). In addition, Puget Sound Chrysalis covers an area 160 miles long by 100 miles wide, with the 12th worst traffic in the U.S. (Pryne, 2004), down from fifth worst in 2003 (Park, 2004). Although we strive to balance retreats geographically so everyone has at least one opportunity per year, many volunteers and candidates are not able to travel the entire distance, limiting the pool of volunteers and adding to the workloads of those nearby who can participate.

W2—A serious internal weakness is lack of available clergy, forcing us to face a painful ongoing crisis. The Cursillo model requires four clergy per weekend; Puget Sound Chrysalis has operated with as few as two—and cancelled one weekend due to lack of clergy. It can count on a handful of like-minded Lutheran and Presbyterian pastors but the bulk of clergy resources come from The United Methodist Church. UMC pastors must balance their time between parish ministry (their local congregations), organizational functions such as church camps, annual legislative meetings (annual conference), ongoing boards of ministry, special orders from the presiding bishop, community ministries and regional charities, and Chrysalis/Walk To Emmaus. A clergyperson must also attend his or her own Walk To Emmaus before becoming eligible to serve as a weekend’s clergy (and many have chosen not to attend). In addition, with the “splintering” of The United Methodist Church over ordination of homosexuals, clergy are increasingly forced to defend and communicate their points of view. In Puget Sound Chrysalis a vocal laity minority has already unsuccessfully demanded certain clergy be banned, and their voices are increasingly strident. These same lay people have removed themselves from the pool of volunteers.


External Environment

Chrysalis exists in a world where external influences sway the scales toward or away from successful operations. The following section identifies key external trends of interest, which this paper identifies separately as opportunities or threats.

An abbreviated SWOT analysis table showing these opportunities and threats is found on page 8, and a detailed SWOT is available in Appendix 1.2.



O1—The first trend is an increase in spiritual searching and religious interest in the United States and the Puget Sound region. Bible reading is up: “27% Increase in Bible sales...” reads one headline (Olsen, 2001). Worship attendance is increasing. New churches are starting. The United Methodist Church added four new congregations in the Pacific Northwest in the past eight years; other denominations in the region are growing by six or more churches a year (NAMB, 2004). Even in traditionally non-churched mass media, anything that can be construed as spiritual has earned an aura of virtue. This is a God-given opportunity, especially for Christians striving to enrich the lives of their children.

O2—Spiritual organizations draw heavily from the aging “baby boomer” demographic—for adult volunteers and as parents seek spiritual education for their children. Closely aligned with the baby boomer crest is a secondary wave of “aging” in the children of boomers. Most are attending college or have graduated. All are in the workforce in some way, requiring them to balance their commitments. Many have found happiness with another person to whom they are engaged or now married, and they are starting families. Babies of baby boomers’ babies are starting to appear at community gatherings and functions. It is very likely these young parents will want their children to attend similar weekends in the next 10 to 15 years, to share the camaraderie and faith they enjoyed, presenting the organization with marvelous long-term growth opportunities.



T1—Christian churches are increasingly under attack, and not just from atheists or extremist religious groups. In many communities, the church facility is increasingly seen as environmental unfriendly—it draws too much traffic at irregular hours, its boisterous activities run counter to its quiet residential surroundings, and its tax sheltered status makes it somewhat immune to local jurisdictional regulation. Many churches have been entreated to close their doors to outside groups such as Chrysalis, and a handful have done so.

T2—The unemployment rate in Washington State was 7.1 percent in July 2002, mostly lost in public education, aircraft manufacturing and parts, and durable manufacturing (PSBJ, 2002). These are precisely the jobs held by parents of youth most open to spiritual programs. The cost of buying consumer goods in this region rose by 23.2 percent between 1995 and 2002 (PSRC, 2002). This loss of buying power was not, on the whole, compensated by increased payrolls, leading some adults to take second jobs. Workloads have increased for adults who are working. For these reasons, volunteers are progressively harder to recruit for service at activities and on organizational boards. Many are unable to make the time commitment. The burnout process is accelerated as community members juggle their many stress inducing activities.

Long-term Objectives 

Using a strengths-weaknesses-opportunities-threats (SWOT) analysis, long-term objectives for the effective strategic management of Puget Sound Chrysalis can be identified and planned. The full analysis table can be found in Appendix 1.2

The condensed long-term goal for Puget Sound Chrysalis is:

“To use the fruits of the spirit (love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, and self-control) to perpetuate an environment fostering the values of a loving, learning, giving Christian community where youth are guided to become healthy, moral, constructive members of society”

For Puget Sound Chrysalis, the long-term objectives must incorporate the following:

·        Profitability. We have an obligation and responsibility to our community to perpetuate our vision, mission, and program by maintaining solvency.

·        Productivity. We must meet our objectives in a constructive, beneficial atmosphere.

·        Competitive position. Although we are not, in the for-profit sense, competing with any other organization, Appendix 1.6 shows there is “competition” with other groups in the spiritual community.

·        Employee development. We do not have “employees” in a business context. However, our volunteers seek the same personal involvements, challenges, satisfactions, recognition, and rewards.

·        Employee relations: We must at all times be cooperative, cordial, and caring.

·        Technological leadership. This has a double meaning. Most of our youth and many adults use computers and technology professionally, so we must be solvent enough to afford the necessary equipment, software, and supplies. The ministry and program of Chrysalis has a “technological” and vocabulary of its own, and requires us to stay current with the latest Letter of Intent and ministry trends.

·        Public responsibility. The Puget Sound Chrysalis and Walk To Emmaus communities hold Chrysalis and its leaders responsible for adhering to and teaching morals and ethics, ministry values, and high Christian standards.

(All items derived from Gould, 2003).

Specific short term and long-term goals are defined in the following section and are all derived from these seven basic assumptions.


Strategic Analysis and Choice

In order to be successful, the strategic plan must establish some long-term goals preparing the organization to effectively deal with the internal and external environments. A grid showing these choices can be found in Appendix 1.2.


The optimal strategic plan uses organizational strengths to leverage opportunities. This strengths/opportunities strategy is the best, most pro-active position an organization may hope to achieve. For Chrysalis this SO strategy is:

Long-Term—Develop ways to build upon the dedication, spirituality, and enthusiasm of our youth (strength) so we are ready when the inevitable future upturn comes in families with children (opportunity).


As a secondary strategy, the organization should look to using opportunities to overcome weaknesses. This weaknesses/opportunities strategy is not the best position to be in, since it does not have the advantage of being a totally positive plan. For Chrysalis, this WO strategy is:

Long-Term—Develop ways to tap into and assure that the future upturn in families with children will be ensured in the Chrysalis program (opportunity) to counteract the fragmented pool of participants (weakness).


Another secondary strategy uses organizational strengths to avoid or overcome threats. Again, this strengths/threats strategy does not give the organization as strong or positive a plan. For Chrysalis, this ST strategy is:

Long-Term—Develop ways to build upon the Chrysalis program’s strengths (strength) so we counteract the immediate shortcomings of our lack of church availability (threat).


As a last resort, if nothing else is going right for the organization, the weaknesses/threats strategy must manage weaknesses and avoid threats, which places it in a very reactive position strategically. For Chrysalis, this WT strategy is:

Long-Term—Seek ways to counteract the lack of clergy (weakness) while overcoming the lack of church availability (threat).


Plan Goals and Implementation 

In order to determine long-term goals, a number of criteria should be applied. Strategic plan designers must ask whether the goals are acceptable, flexible, measurable, inspiring, suitable, understandable, and achievable (Gould, 2003).

For the purposes of simplifying this paper, a single long-term goal will be the focus from this point forward. In actual business practices, all aspects of the SO, WO, ST, and WT strategies must be considered and contingencies developed for each to counteract negative conditions in the internal and external environments.

The author has selected the ST strategy as the most immediately achievable long-term goal to bring Puget Sound Chrysalis more closely into alignment with the community’s needs and trust. While not as compelling as an SO strategy, this goal is:

“To use the strengths of the Chrysalis program, including its personal fulfillment, sense of belonging and satisfaction, heritage, teachings, activities, teamwork, bonding, emphasis on sacraments, and faith development, to overcome lack of church availability, by leading and encouraging members of the community to research, enlist, and support alternative weekend locations, including schools, retreat centers, community center facilities, churches hitherto untapped, and gain back access to churches made off-limit for reasons not in keeping with the ‘great commandment.[1]‘ “

Once a long-term goal has been planned and established, the Chrysalis board is faced with the task of implementation. For each part of the goal, seven questions (Gould, 2003) must be answered:

·        Acceptability: Will the community accept using the strengths of the Chrysalis program to overcome the lack of church availability?

·        Flexibility: Are the strengths of the Chrysalis program flexible enough to overcome the lack of church availability?

·        Measurability: Can the strengths of the Chrysalis program and increased church availability be measured?

·        Inspirational: Will the community be inspired to use the strengths of the Chrysalis program to overcome the lack of church availability?

·        Suitability: Is it suitable to the needs of the community to use the strengths of the Chrysalis program to overcome the lack of church availability?

·        Understandability: Can the goal and implementation of using the strengths of the Chrysalis program to overcome the lack of church availability be communicated and explained to the community?

·        Achievability: At the end of the goal period, will the community and board actually overcome the lack of church availability?

This list may not include all items and processes needed to accomplish the defined goal. If these questions can all be answered positively (and the author believes for this exercise they can be), Chrysalis will find new strengths and be able to leverage the other opportunities to overcome weaknesses and threats dropped from this limited analysis.

To play out this scenario during the next five to 10 years, Puget Sound Chrysalis must measure the results of the long-term plan according to the controls and evaluations section. To increase the likelihood for success, additional outside input may be needed from former board members, the community and its members, and The Upper Room and its staff.


Financial Projections and Analysis

Because Puget Sound Chrysalis is a non-profit organization, it is not subject to the strict financial accounting of a publicly traded company. The Chrysalis board maintains an auditable bookkeeping process but does not use an accounting system.

Financial projections are presented to the board each month. The treasurer analyzes past transactions, estimates what future transactions will likely cost the organization, and discusses what must be done to balance the checkbook. In addition to weekend expenses, program and training materials, and leaders’ manuals, the board pays a small yearly fee to The Upper Room for use of the Chrysalis program, and pays a small honorarium to each church for use of its facilities.

In recent years, the board determined that the weekend fee was too low. The fee is in reality a trust donation assessed to team members, onsite participants, and sponsors (see glossary) of candidates (candidates themselves do not pay anything). It is the sole ongoing source of income for the organization and is greater than United Way and other charities received. A second and parallel determination was made that too few team participants had honored the spirit of the program by donating the fee; payment has at times been as low as 55 percent. The board moved to answer these weaknesses by increasing the fee from $40 to $50 per weekend and authorizing the board’s representative to each weekend to “police” the donation process.

The targeted goal defined in this paper does not have any other financial structures or measurements attached. If the goal is met and a full yearly complement of weekend retreats are conducted with full team participation, the income levels for Puget Sound Chrysalis will be more consistent with weekend expenses and other anticipated program costs.

If other facilities are identified for use on Chrysalis weekends, the cost of these facilities must be factored into the annual budget, or other methods of generating necessary revenues must be developed in accordance with the community mandate to keep expenses as low as possible while conducting worthwhile activities.


Grand Strategies

Before a grand strategy can be defined, Chrysalis must be compared to the possibilities of generic strategies and matched, if possible, with at least one. In this respect, two of the three generic strategies listed in J.A. Pearce and R.B. Robinson’s Strategic Management fit the long-term objectives of this strategic plan. These are:

2.      Striving to create and market unique [programs] for varied customer[s] through differentiation.

3.      Striving to have special appeal to one or more groups of consumer ... focusing on their … differentiation concerns.

(Pearce & Robinson, 2003).


From these two generic strategies can be developed the following grand, or master, strategies out of which implementation of the long-term goals will come. The following list is based upon a framework suggested by Dr. David L. Gould, dean of the Graduate School of Business Management at the University of Phoenix Washington Campus.

·        Focus on a specific program agenda and demographic combination for which the agenda seems most suited. This can be done simultaneously for any number of agendas/demographics, depending on the resources of the organization. In the case of Chrysalis, the agenda is the ministry and teaching trust placed on us by the Chrysalis/Walk To Emmaus community.

·        Develop multiple markets by presenting the program to youth (and their parents) of different age groups.[2] The program itself may only need cosmetic modifications, along with slightly different channels for recruiting candidates, sponsors, and team participants, and by changing the content of the promotional messages from the Puget Sound Chrysalis board.

·        Continue to develop and evolve the program (within the parameters set forth by the Letter of Intent and the copyrights of the various materials). Although substantive modification of the overall program is prohibited, Puget Sound Chrysalis has permission to add “flavorings” suited to the local community and the program’s long-term effects.

·        Conduct horizontal integration by spreading the program to other denominational groups not yet affiliated with the programs listed in Appendix 1.6. This could include churches affiliated with national and international movements (such as Washington Cathedral, tied to Robert Schuler’s Crystal Cathedral), independent churches (such as Westminster Chapel), and other churches celebrating the same sacraments and geographic distinctions (such as the region’s many Baptist and Foursquare congregations).

·        Conduct “joint ventures” with one or more other youth retreat organizations by combining resources to achieve the mutual objective. This models itself after the ecumenical Kairos program for prison inmates, in which the Catholic and Episcopalian Cursillos and the Protestant Walk To Emmaus work together to bring the three-day spiritual retreat program inside the prison walls.

Once the grand strategy has been determined, the organization—Puget Sound Chrysalis, along with any potential partners—can begin coordinating and focusing on the long-term objectives (Pearce & Robinson, 2003). It should be noted that the partners need not be bound by the same objectives, goals, and program constraints, as long as all are willing to adhere to the basics of youth ministry outreach and their shared responsibilities to the community. Differences in their programs may need to be worked out in advance and sanctioned by the various parent bodies, as Puget Sound Chrysalis is bound by The Upper Room’s Letter of Intent. This is a detail, however, and not the focus of this strategic plan.

Critical Success Factors

Critical Success Factors (CSFs) are those things that an organization must “do well” in order to be successful. Not all CSFs have the same importance for all organizations (Gould, 2003). Although these are usually applied to for-profit and publicly traded companies, they can also be applied to any non-profit organizations, although in slightly different contexts.

For Puget Sound Chrysalis, the CSFs include:

·        Location

Since it is part of the long-term goal and is listed as a primary threat, location is a crucial factor. It affects when weekends are scheduled, how many volunteers can be enlisted to work, and how many candidates can be signed up to attend. The later two items affect the financial health of Chrysalis.

·        Clergy support

Without full support of the region’s clergy, including the presiding bishop, the Chrysalis program fails. Clergy give talks about the sacraments common to all Christians. They speak about the three forms of God’s grace and the means to attain grace. They bless the elements and serve communion. They pray over, counsel, sometimes even heal, meditate with (and cry with) the youth.

·        Leadership (management) skills

The board is viewed by the Chrysalis community as the “brains of the outfit,” and the board looks to its lay directors to recruit for and conduct each weekend. The teams look to the lay directors to successfully engage the Holy Spirit and the nine fruits of the spirit. These leadership roles are—as part of The Upper Room program—filled by both adults and youth.

·        Program (product) quality

There is only one “product” for Chrysalis, defined in the vision and mission statements on page 5. The strength of the organization, as noted in the SWOT grid in Appendix 1.2, depends on the quality of the program. That is why Puget Sound Chrysalis is required to sign a Letter of Intent with The Upper Room each year, and why the organization is required to adhere to the basics of the copyrighted program.

·        Customer service

Although “customer service” is not exactly the terminology used during weekends, the end result of each weekend must be a group of candidates who rededicate themselves to serving Christ. If dissatisfaction over the program or its conduct ever arises, it affects the youth, his or her sponsor, parents, and congregation, the church as a whole, the future of Chrysalis, and its leadership status in the community.

·        Volunteer (employee) morale

Because team volunteers are called upon to perform yeoman labors with less than optimal sleep, in sometimes unfamiliar and often crowded facilities, under tight schedules, with the community, church, parents, and The Upper Room comparing their actions against those set forth in scripture and program materials, a weekend can become an exercise in frustration. Puget Sound Chrysalis keeps team morale carefully in mind by conducting team services, offering communion, and making sure that issues are quickly identified and resolved.

·        Cost control

Every item purchased for a Chrysalis weekend is chargeable against the overall Puget Sound Chrysalis budget. It is important that lay directors and their team leaders diligently attend to cost containment, if for no other reason that the trust placed on them by the Chrysalis and Walk To Emmaus communities.

·        Competition

Chrysalis really does compete in a mature market environment, even though it is a non-profit organization, and the board walks a tightrope between cutting too far back on schedules and budgets and planning too aggressively. In addition to tapping the same diminishing overall pool of youth as identified in Appendix 1.6, Puget Sound Chrysalis competes for the limited number of available weekends each year with all of the following: the Pacific Northwest Annual Conference of The United Methodist Church, the various local congregations, Puget Sound Walk To Emmaus weekends, weekends of Washington State Kairos, college schedules, and high school activities including proms, sports, and standardized tests. Every year at least one weekend of the six conflicts with another function that taps into the same pool of volunteers and participants. Unfortunately, Chrysalis is often the second choice event for those volunteers.

·        Communication

Puget Sound Chrysalis has a thrice-yearly newsletter, a web site, and a very social group of youth who stay in touch with one another. It lacks any mechanism (or budget) to communicate effectively in other ways, such as postal mailings, community informational meetings, community relations, or promotions). To achieve the long-term goals of this strategic plan, the board will need to improve communications channels to the community. To highlight the problem, my good friend Jerry Weltner, who was lay director of the 2003 Springtime boys’ weekend, said: “I emailed to a list of over 180, and had more than half come back as undeliverable” (Weltner, 2004). His entire comment about Chrysalis communications can be found in Appendix 1.8.


Controls and Evaluation

To achieve the long-term goal, Puget Sound Chrysalis needs to subject itself to standard business process reengineering (BPR)  controls and evaluations. BPR holds the organization accountable to its long-term goals (Gould, 2003).

Key questions to identify the Chrysalis BPR would be:

·        Why does the organization do the things it does in the way it does them?

·        What value is produced for participants, team, and community by performing these activities in these ways?

·        How could the organization perform these activities in different ways to enhance their value?

·        What innovative or breakthrough results does the organization want to achieve?

·        What talents are required, and who within (or outside) the organization has them?


Beyond the BPR process, Chrysalis must also ask some serious questions about its business and leadership functions:

·        Is it possible to conduct weekends with less people to reduce expenses?

·        Is it possible to “outsource” selected activities to reduce team sizes?

·        Are there ways to get more value for the money spent? This might include economies of scale by standardizing menus with another retreat group and pooling the food budgets.

·        Are there other sources of funding Chrysalis could tap with the right energy and using the right contacts, including other funding agencies, other retreat groups, corporate backing, and cooperative efforts between a number of organizations?

·        Is it possible to operate a weekend program that satisfies the Letter of Intent but uses non-ordained church leaders and/or divinity students in place of clergy?

·        Is it necessary to engage churches on the outer extremes of the geographic region or would participants and volunteers be willing to drive farther to the central Puget Sound area if it meant they would not go any farther toward an opposite extreme?

·        Would a better accounting system be useful to control expenses (the organization currently uses Microsoft Excel)?

·        Is another fee adjustment required? Is there a way to ensure all volunteers (and sponsors) pay for their involvement? Are there incentives that can be given for early payment of weekend fees?



There is pressure growing within society for increased faith and spiritual development—exactly what Puget Sound Chrysalis and its greater Chrysalis and Walk To Emmaus communities are providing. Parents of youth are intent on ensuring their children lead healthy, productive, social lives as adults. Whether the parents are already Christian or not, the majority sees value in teaching their youth the lessons of Jesus Christ. The media is full of lamentations about the decline of civilization, and parents (and their youth) are able to draw parallels between being un-churched and at least knowing the moral and ethical concepts for which the church, and Chrysalis, stand.

In this environment, Chrysalis is not alone. A number of other organizations provide the same social “product.” This competition for youth participants—when coupled with a shrinking pool of volunteers, the recent economic downturn, difficulty locating adequate facilities, and a diminishing clergy resource—raises potentially overwhelming setbacks.

However, there are many positives that could potentially outweigh those negatives. By creating a sound strategic plan, with level-headed analysis of the issues, well-developed long-term goals, and practical measurement standards, the board of directors of Puget Sound Chrysalis can safely maneuver the organization through troubling winds into calmer skies. Such a strategic plan would give Chrysalis a roadmap to follow during the yearly changes to the board, through growth cycles and slowdowns, and through varying styles of leadership. This paper proposes such a strategic plan that would serve the community—however, there are possibilities that it does not fully explore due to limitations of manpower, time, and scope.

Puget Sound Chrysalis takes delight in sharing God’s many graces with the youth population of the Pacific Northwest. God answers prayer in many ways, with many voices, and through many means to grace. The author of this paper shares the vision, mission, and values of Chrysalis and is eager to see them achieved. If this paper is accepted in the spirit it is offered, as one of God’s graces, there surely will be uncountable blessings reaped by the board, the organization, and the community.



Appendix 1.1—Purpose of Chrysalis

Unfortunately, the following text does not appear on the national Chrysalis or The Upper Room web sites. The statement was kindly provided by Richard A. Gilmore, International Lay Director of The Walk To Emmaus.

“The purpose of Chrysalis is to serve as a ministry of the church to inspire and support the spiritual formation of Christian young people. Chrysalis provides young people in the church a course in the essentials of Christian faith and practice that is educational and experiential in character. During the three days, Chrysalis becomes a Christian community in which persons experience the living Christ through a daily flow of worship and reflection, systematic teaching and small group dialogue, creative expression and play, prayer and signs of support from the wider Walk to Emmaus and Chrysalis communities. As a result, young people experience spiritual growth in a variety of ways that contribute to their wholeness and their readiness to live a life of Christian discipleship in today’s world.”

“During the Chrysalis Weekend young people are called to receive the dynamic friendship God offers through Jesus Christ, to become the unique and beautiful expression of God’s image each was created to be, and to grow together in the grace and love of Jesus Christ as servants of God in church and society. After the Chrysalis Weekend, the young people are encouraged to share the love they have received, to be an energetic and renewing presence in their churches and youth groups and schools, and to keep the faith and fire alive through spiritual support groups and occasional gatherings of the whole Chrysalis community. “

“The butterfly—an ancient Christian symbol of Christ’s death and resurrection—provides us with the central metaphor of the Chrysalis Weekend. The journey of spiritual growth into which Chrysalis invites young people is marvelously illustrated in the lifecycle of the butterfly that is first a caterpillar and then undergoes an amazing transformation as a chrysalis in a cocoon, dying to what it was before in order to become what it is meant to be. Similarly, our process of transformation in Christ involves dying with Christ to our old self through faith in God’s accepting love (the focus of Day 1), rising with Christ to a new self motivated by hope in the new life and continual growth that God gives through faithful living (the focus of Day 2), and going forth with Christ as the church by joyfully sharing God’s ministry of reconciliation and love in an alienated world (the focus of Day 3)” (Gilmore, 2004).

Appendix 1.2—SWOT Analysis Table

SWOT Analysis






s1.Youth dedication, spirituality, and enthusiasm


w1.Fragmented pool of participants



s2.Program strengths


w2.Lack of clergy



SO Strategies


WO Strategies



Use strengths to leverage opportunities.


Use opportunities to overcome weaknesses


o1.Increased spiritual longing

SHORT TERM—Youth dedication, spirituality, and enthusiasm + Increased spiritual longing


Increased spiritual longing + Fragmented pool of participants


o2.Future upturn in families with children

LONG-TERM—Youth dedication, spirituality, and enthusiasm + Future upturn in families with children


LONG-TERM—Future upturn in families with children + Fragmented pool of participants



Program strengths + Future upturn in families with children


SHORT TERM—Increased spiritual longing + Lack of clergy



Program strengths + Future upturn in families with children


Future upturn in families with children + Lack of clergy



ST Strategies


WT Strategies



Use strengths to avoid or overcome threats


Manage weaknesses and avoid threats


t1.Lack of church availability

Youth dedication, spirituality, and enthusiasm + Lack of church availability


SHORT TERM—Fragmented pool of participants + Lack of church availability


t2.Declining youth population, lack of volunteers and donors

SHORT TERM—Youth dedication, spirituality, and enthusiasm + Declining youth population, lack of volunteers and donors


Fragmented pool of participants + Declining youth population, lack of volunteers and donors



LONG-TERM—Program strengths + Lack of church availability


LONG-TERM—Lack of clergy + Lack of church availability



Program strengths + Declining youth population, lack of volunteers and donors


Lack of clergy + Declining youth population, lack of volunteers and donors



Appendix 1.3—Additional Strengths

S3—The presence of the Holy Spirit imbues everything done and said during the Chrysalis weekend and its preparation period. We believe that God wants this to happen, so no matter what misfortune presages the weekend, the outcome will always be positive and spiritually uplifting. It may not match what the leaders planned at all in their human frailness. The team must be prepared to relinquish control to God to bring renewal in His own way. As the Apostle Paul wrote in his letter to the church at Philippi: “I can do everything through Him who gives me strength” (Phil. 4:13).

S4—In his gospel, Matthew recorded a snippet of dialog between Jesus and the disciples, who were trying to understand his ministry and their part in it.

36 Master, which is the great commandment in the law?

37 Jesus said unto him, Thou shalt love the Lord thy God with all thy heart, and with all thy soul, and with all thy mind.

38 This is the first and great commandment.

39 And the second is like unto it, Thou shalt love thy neighbour as thyself.

40 On these two commandments hang all the law and the prophets.

(Matt. 22:36-40, New International Version)

From this “great commandment” come the entire vision, mission, values, and ministry that are Puget Sound Chrysalis and its parent organizations. Community members are called to total surrender for the Lord by sharing His Love with others and believe they are called to show their own love and commitment to the well being (spiritual, mental, physical, and emotional) of those around them.

S5—We share one common value: Jesus is our Savior and through Him, all Christians are granted forgiveness for human failings and given life eternal with God the Father. This is the thread that binds each weekend together, as well as binding it to those of the past and those yet to come.

Appendix 1.4—Additional Weaknesses

W3—It costs approximately $3,000 to conduct a single three-day weekend youth retreat. If several are conducted—for example, Chrysalis does six each year—resulting expenses burden the organization’s solvency. Even for registered 501(c)3 organizations and United Way recipients, finances are skin-tight. Some denominations financially support organizations to which their youth belong; the United Methodist Church does not (PSRC, 2002 & The Upper Room, 2004).

W4—Much of the organization’s “revenue” is based on contributions by participants, parents, and other volunteers, so donations and giving may fluctuate uncontrollably. Chrysalis does not have methodology to systematically track such giving nor encourage all participants to meet their “obligation.” For this reason, recent budgets have recently dropped dangerously toward (occasionally below) the weekend minimum. The board once presided over a cash cushion that they loaned to Puget Sound Walk To Emmaus but that has long since been paid back and now evaporated.

Appendix 1.5—Short Term Goals

In this paper, I give brief attention to short term goals identified by the SWOT. These are important to achievement of the long-term goals, however, due to constraints of time, manpower, and resources, and for the purposes of this strategic planning exercise, I list them here without further analysis or explanation.

Short Term SO (strengths/opportunities)—Leverage the dedication, spirituality, and enthusiasm of our youth (strength) by encouraging them to tap the increased spiritual longing we see in the community around us (opportunity).

Short Term WO (weaknesses/opportunities)—Leverage the increased spiritual longing seen in analysis of the regional church populations and in the general public demographic (opportunity) to resolve the lack of available clergy (weakness).

Short Term ST (strengths/threats)—Leverage the dedication, spirituality, and enthusiasm of our youth (strength) so we counteract the declining youth population and lack of volunteers/donors (threat).

Short Term WT (weaknesses/threats)—Seek ways to minimize the fragmentation of our pool of participants (weakness) and overcome the lack of church availability (threat).

Appendix 1.6—Competing Organizations

Among the easy-to-find Internet presences are the following three-day ministry organizations.

 3 Day Weekends Online/Footsteps -  

 Campus Crusade for Christ -

 CumChristo - 

 Days with the Lord - 

 DeColores en Cristo/DeColores Ministries - 

 Dias con Cristo - 

 Diaspora - 

 Discipleship Walk - 

 Paseo con Cristo - 

 Great Banquet/Lampstand Ministries - 

 Happening - 

 Heart of America Camino - 

 Heartland Ecumenical Camino - 

 Journey Through Faith - 

 Journey to Damascus -  

 Kairos - 

 Koinonia - 

 Residents Encounter Christ - 

 Teens Encounter Christ - Catholic - 

 Teens Encounter Christ - Lutheran -

 Tres Dias - 

 Unidos en Cristo - 

 Via de Cristo - 

 Vida Nueva - 

 Vocare - 

 Young Life -

 Youth for Christ USA -

There are others, some with no Internet presence at all, some operating loosely under other denominational umbrellas or as offshoots of Cursillo and other movements. All represent competition to Chrysalis in some ways—by tapping the pool of available volunteers and charitable or grant funding, or by “locking down” certain denominational groups from participating in Chrysalis.

Yet, all are part of a gratifying international transformation toward increased spirituality and faith, and all strive to achieve Christ’s “great commandment.”

Appendix 1.7—Communications, Critical Success Factors

Jerry Weltner and his son Matt were adult and youth lay directors of the 2003 Springtime boys’ weekend, at which eight candidates rededicated themselves to serving Christ. Jerry and Matt were hampered in their team recruiting process by the state of communications within the Puget Sound Chrysalis and Puget Sound Walk To Emmaus communities. Jerry recently commented on what he still perceives as a problem:

“I have a personal suggestion concerning ‘Communication’: I suggest we find a single PSWTE/Chrysalis contact within each participating congregation, and have the Board (or whomever) work through that contact to keep the mailing list (and/or email lists) accurate and up-to-date. That conduit could also be a resource for volunteers and Cats. In my experience, the email and phone lists were way out of date real fast with this strata of our community (high-school and college). (I emailed to a list of over 180, and had more than half come back as undeliverable.) I think more people would volunteer and participate, if we only knew how to get to them. I also think more people would sponsor Cats, if we knew how to alert them to the possibilities” (Weltner, 2004). [Ed: the Chrysalis database contains information for more than 1000 names but email addresses are collected catch-as-catch-can.]

Appendix 1.8—Glossary

The following glossary of terms is used to assist in comprehension of this strategic plan, and to aid in clarification of terminology and organizational structure.

Glossary Item



The worldwide oversight organization for local groups conducting three-day (72-hour) spiritual retreat weekends for 16-19 year old youth in 10th to 12th grade (“Flights”) and 18-24 year olds (“Journeys”).

Cursillo, Cursillo de Cristanidad

Cursillo de Cristanidad is an international movement to train leaders of the Roman Catholic church to better understand and teach about Jesus Christ. Intended to develop strong lay leadership at the local church level, this copyrighted program is licensed for use by other similar groups, including Episcopalian “Cursillo” and Protestant Walk To Emmaus. The program started in Majorca (Spain) in 1947 and was brought to United States in 1957.

Sponsorship, sponsoring, sponsor

The aim of sponsorship is the same as the aim of Chrysalis: the spiritual growth of young Christians as disciples of Jesus Christ through churches and their youth groups. Every sponsor should reflect upon his or her motivation for wanting to sponsor a young person and make sure it is consistent with this aim. Some examples we have seen of mistaken aims include:

“to get all of my friends to go”

to fill all the tables at a weekend with the youth’s friends

to reproduce one’s own religious experience in others

to fix a young person’s problems or crisis

Sponsorship can be motivated, however, by a number of hopes and prayers for young persons that are consistent with the aim of Chrysalis. These include giving young persons the gift of three days apart:

to experience the accepting and healing grace of God through Christian community

to realize they are precious in God’s eyes, that they are here on this earth for a holy purpose

to discuss without judgment their questions and struggles as young persons with peers and mature Christian adults

to hear anew the gospel of God’s love in Jesus Christ and the basics of Christian faith and life

to make friends with other youth who share the faith and will support each other in living as Christians

to develop relationships with mature Christian adults, relationships which might extend beyond the three days

to be strengthened in their decisions to follow Jesus

to be better prepared to live as Christian witnesses in home, school, church, and community

to learn what goes into building their lives and relationships on a solid foundation

to bring new vitality to the church youth group upon returning, to inspire the sponsorship of other youth, to energize the body of Christ through young people whose hearts are on fire with the love of Christ (Chrysalis, 2003).

Sponsors agree to pay a donation fee of $50 to cover the board’s weekend operating expenses for their candidates. Sponsors who serve on the team also agree to pay a donation for themselves.


Each three-day Chrysalis Flight and Journey is “staffed” by a 35- to 50-member team of volunteers who themselves previously attended a three-day weekend. The national model encourages an even mix of adults and youth, and strives to ensure 1/3 are seasoned veterans, 1/3 are willing (if untrained) participants, and 1/3 are recent “graduates from the program. All team members accept four obligations when they agree to serve:

1) They agree to serve as the hands of Christ and do the will of God without complaint and by striving to set a Christian example for each other;

2) They agree to a set of Team covenants ( binding them to the first obligation;

3) They agree to make sure they are present at all times during the weekend and to remove or ignore outside obligations during the 72-hour period. If not, they agree to notify the team leaders or the Chrysalis board that they cannot serve on the team; and

4) They agree to support the Chrysalis ministry with a donation of $50 per person. Team members who sponsor candidates also agree to pay a donation of $50 for their cat.

The Upper Room

The Upper Room is an operating division of The General Board of Discipleship of The United Methodist Church. It publishes daily and monthly devotionals and training materials for the entire church. Based in Nashville, Tennessee, The Upper Room is charged with overseeing and spreading the Walk To Emmaus and Chrysalis programs worldwide. The name refers to the location in Jerusalem where Christ celebrated The Lord’s Supper with his disciples on the night before his betrayal

Walk To Emmaus

Story in Luke 24: 13-35 about two followers of Jesus who, dismayed at his trial and execution, flee to a nearby town called Emmaus. Along the way, they meet a stranger who interprets the events for them. As they prepare their night’s stay, the stranger reveals himself as the risen Christ and vanishes. Overjoyed, the travelers rush back to Jerusalem to share with the other disciples their experience of Christ’s permanence. The name and interpretation was adopted by The Upper Room to signify the Protestant version of the Cursillo movement. Walk To Emmaus started in 1977 in Nashville, Tennessee, led by Rev. Robert R. Wood.


Each three-day (72-hour) Chrysalis is known as “the weekend.” The weekend started Thursday night when sponsors deliver their candidates and ends Sunday afternoon when the community gathers to welcome the new butterflies. Between, there are a series of “surprises” consisting of special events, gifts, revelations, and periods of meditation, singing, sharing, and 15 talks by clergy and lay (evenly divided between youth and adults). The talks cover a gamut of Christian topics including grace, study, communication, action, what it means to be married, what it means to stay single, and the commonly accepted sacraments (baptism and communion/Eucharist). The talks do not enter into areas of contemporary Christian controversy but speakers are expected to share their own triumphs and crises of faith as personal examples.

Puget Sound Chrysalis conducts six weekends each year, based on gender of the participants (and teams are entirely same-gender except as necessary for clergy). Weekends are conducted at churches “loaned” by local congregations with Walk To Emmaus and/or Chrysalis connections (the board generally offers an honorarium to the church for administrative costs). A springtime “boys-only” weekend is followed by a “girls-only” weekend. In the summer, a pair of gender-specific weekends are conducted for older youth (18-24). The board has experimented with “concurrent” summer weekends, per the national model, wherein the two weekends are conducted simultaneously in separate parts of the same church, sharing common functions to gain a measure of economy. Back-to-back boys’ and girls’ weekends are conducted in the fall.

Generally, it costs approximately $35-$40 per person per weekend for the operation. This includes some ongoing organizational overhead but is mostly spot costs of providing food, program materials, and logistics. Weekends break down to approximately 12-20 candidates (Puget Sound Chrysalis has conducted weekends with as few as eight and once reached 33 but tries to limit the attendance to four to six tables of four each). In addition to the cats, there are 20-30 team members in the “cocoon” where the talks and surprises happen, and another 15-20 “background” team in the kitchen and logistics areas. The aggregated total can be as low as 50 and as high as 85. Operating costs, except for the variables of food, do not change with the size of the weekend’s attendance. Some Chrysalis and Walk To Emmaus communities do not use on-site background teams but have volunteers providing kitchen and logistics functions from their own homes or home churches, reducing operating costs accordingly.

Wesleyan Quadrilateral

John Wesley founded the Methodist Church in the 1740s. The process of putting Christian beliefs into practice in changing circumstances was central to Wesley’s ministry and theology. Although we might think of the quadrilateral as Wesley’s “method” for theological reflection (albeit loosely since he, himself, never thought in these terms), the four sources never replaced the essentials of the faith. In other words, by drawing upon scripture, first and foremost, and using tradition, experience, and reason to help reflect upon real situations, Wesley was able to put his faith to work in the real world. Today this approach helps us express and live out our faith within the postmodern world. The quadrilateral provides a bridge between the beliefs of our heritage and the context of our contemporary situation, such that we do not have to choose between living either as “traditional” Christians or as “postmodern” ones (Robinson, 2003).


The following reference sources provided information used in this strategic plan.

About Chrysalis. (2004). Nashville, TN: The Upper Room.

Adams, D. The Pillars of Planning: Mission, Values, Vision. (2003). Washington, DC: National Endowment for the Arts.

Bryant, S.D. What Is Emmaus? (1995). Nashville, TN: The Upper Room.

Bylaws of Puget Sound Chrysalis. (2003). Seattle, WA: Puget Sound Chrysalis.

Central Puget Sound Regional Economic Profile Chapter 5 Summary.  (2002). Seattle, WA: Puget Sound Regional Council. 

Charities & Non-Profits : Exemption Requirements. (2002). Washington, DC: Department of the Treasury, Internal Revenue Service.,,id=96099,00.html

Donations: Where Your Money Goes: Rescue and Non-Sectarian Relief. (2004). New York, NY: United Jewish Communities.

Draw a Psychographic Profile of Your Audience. (1997). Upper Saddle River, NJ: Allyn & Bacon/Longman Publishers, Pearson Education.

Frequently Asked Questions: What’s in a mission statement? (2003). Washington, DC: Alliance for Nonprofit Management.

Frequently Asked Questions: What’s in a vision statement? (2003). Washington, DC: Alliance for Nonprofit Management.

Gilmore, R.A. Personal emails messages. (2004). Nashville, TN: The Walk To Emmaus; The Upper Room.

Gould, D.L. Strategic Planning Outline. (2003). Tukwila, WA: Washington Campus, The University of Phoenix.

Heavener, M.Q. Personal experience as member of board. (1999-2003). Seattle, WA: Puget Sound Chrysalis.

News. (2004). Washington, DC: U.S. Bureau of Labor Statistics, U.S. Department of Labor.

Nonsectarian: Dictionary Entry and Meaning. (2003). Ottawa, ON, Canada: WebNox Corp. dba Hyperdictionary. 

Olsen, T. Go Figure: The world around us by the numbers. (2001). Carol Stream, Ill: Christianity Today. 

Park, C. Washington is tops in U.S. for business startups, failures. (2004). Bellevue, WA: King County Journal.

Pearce, J.A. & Robinson, R.B. Strategic Management, Eighth Ed. (2005). Columbus, OH: Primis Online, The McGraw-Hill Companies.

Pryne, E. Seattle no longer in traffic’s worst 10. (2004). Seattle, WA: The Seattle Times.

Robinson, E.A. Our Formative Foursome: The Wesleyan Quadrilateral and Postmodern Discipleship. (2003). Nashville, TN: Covenant Discipleship Quarterly.

Statement of Organization for Puget Sound Chrysalis. (2003). Seattle, WA: Puget Sound Chrysalis.

Strategic Focus Cities. (2004). Alpharetta: GA: North American Mission Board, Southern Baptist Convention.

Swartz. M. Lies, damn lies and (job) statistics. (2004). Toronto, ON, Canada:, reprinted from The Toronto Star.

Team Covenant binds us to servanthood. Seattle, WA: Puget Sound Chrysalis.

The Cursillo Movement: What Is It? (2004). Dallas, TX: National Cursillo Center.

The Mission of Puget Sound Chrysalis. (2003). Seattle, WA: Puget Sound Chrysalis.   

Topical Teachings: Fruits Of The Spirit. (2001). Burlington, ON, Canada: The Crossroads Ministry Centre.

Unemployment rate bounces back up. (2002). Seattle, WA: Puget Sound Business Journal. 

Weltner, G.E., Jr. Personal email and personal conversation. (2003-2004). Seattle, WA: Puget Sound Chrysalis.

What Is Chrysalis? (2004). Nashville, TN: The Upper Room.

Wood, R.R. & Roy, M.L. Day Four: the Pilgrim’s Continued Journey. (1986). Nashville, TN: The Upper Room.

Your Gateway to Census 2000. (2004. Washington, DC: U.S. Census Bureau. http ://


The following Web sites contain information used in this strategic plan.

Alliance for Nonprofit Management

Allyn & Bacon/Longman Publishers

Christianity Today 


Covenant Discipleship Quarterly

Crossroads Ministry Centre, The


General Board of Discipleship

General Board of Global Ministries


Internal Revenue Service 

King County Journal, The

National Cursillo Center

National Endowment for the Arts

Puget Sound Business Journal, The 

Puget Sound Chrysalis 

Puget Sound Regional Council 

Seattle Times, The

Toronto Star, The

U.S. Bureau of Labor Statistics

U.S. Census Bureau

United Jewish Communities

United Methodist Church, The

University of Phoenix, The

Upper Room, The

Walk To Emmaus, The



[1] See Appendix 1.3 for information about Christ’s “great commandment”

[2] Puget Sound Chrysalis is already doing this. The program includes “Flights” for candidates between 16 and 19 years old, and “Journeys” for candidates between 18 and 24. The determination is made by the sponsors and registrars based on the youth’s maturity, his or her participation in local congregation ministries, and special needs. Puget Sound Chrysalis has experienced limited success with this program differentiation and would like to conduct more weekends that truly separate and address the unique needs of these age groups.