WCC 2020 Vision: Strategic Plan Phase 1 Update May 5, 2013.
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Transcript of WCC 2020 Vision: Strategic Plan Phase 1 Update May 5, 2013.
WCC 2020 Vision: Strategic Plan
Phase 1 UpdateMay 5, 2013
Agenda
Where we’ve been: A roadmap
What’s happened since
Our options
What we envision
Our strategic imperatives
What we want from you today
What’s next in the process
Where we’ve been
Since that time:
•SPSC has consolidated and reviewed the input•Made our recommendation to Council, which approved the draft plan April 9
Key things we pondered:
•Lifecycles of Churches•External Environment•Internal Assessment: Stable, but Declining•Trends are not our Friends
Life Cycle of Churches
•We identified WCC as a Third Quadrant Church•Although presently sustainable, we need more ENERGY for a new, rapidly changing time and ministry.
External Environment
• Then and Now• Sports on
Sunday• Church Shopping• Worship was
broadcast and sermons were quoted
• People want to be Spiritual, not Religious
•The burning platform for change
Stable, but Declining?
Stemmed decline despite significant headwinds
There is much good going on at WCC we can build on
Blessed with excellent staff
Have been the chapel/chaplain” to Winnetka
•Really? •Consistent strengths
•Presently sustainable
We’re resting on our laurels and the headwinds
are not going to cease
Trends are not our Friends
1994
1998
2002
2006
2010
0200400600800
100012001400
Membership
MembershipLinear (Mem-bership)
1990
1993
1996
1999
2002
2005
2008
2011
050
100150200250300350400450
Attendance
OctoberLinear (October)MayLinear (May)
1994
1997
2000
2003
2006
2009
2012
$-
$500,000
$1,000,000
$1,500,000
Total Budget
Total BudgetLinear (Total Budget)
1994
1999
2002
2005
2008
2011
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
Pledges
PledgesLinear (Pledges)
Up Our Game
•Now is the time to act decisively for renewal and greater future vitality.
•We are looking at a five year piece of work to put key building blocks in place and then another five years to make it work.
• Process will require sustained focus, capacity to endure some resistance and distress, and time.
Three Alternatives
Alt 1: “Status Quo”
Alt 2: “Up Our Game”
Alt 3: “Merge, Rent, or Sell”
What we envision
Begin with the End in Mind …. In 2020 WCC will be a vibrant and energized progressive Christian church with 250 highly engaged members who: Regularly attend Sunday services Participate at least monthly in some other activity Has a lesser engaged but involved population of
500+ who are inclined to become more engaged members
“We will be a church that welcomes all, but may not be the best fit for everyone”
Two Strategic Imperatives
1. Growing WCC Through FaithA. Centered: A mission focused faith communityB. Faith Based: A vibrant faith communityC. Engaged: An energized faith communityD. Service: A supportive faith community E. Stewardship: A spiritual practice
2. Successfully Transitioning Pastoral Leadership
The 2020 Strategy
Priority A: Getting centered to be a mission-focused faith community
Requires: Fresh discernment and articulation of identity, core values and core
purpose (mission) of Winnetka Congregational Church.
A transition from a generic community church identity with high historic emphasis to a clear, compelling and contemporary sense and statement of WCC identity (who we are), Our core values (what we believe), and Our core purpose (what we are called by God to do).
Define our “deep well”
1. Growing WCC Through Faith
1. Growing WCC Through Faith (Cont.)
Priority B: Deepening Faith to be a vibrant faith community
Thriving congregations deeply explore, and challenge, their faith understanding. WCC does this fairly well. And particularly well with children (grade school through
Servants). However, WCC can broaden its offerings and provide more
challenging and thought provoking opportunities that will collectively deepen our faith.
Requires: Transitioning from a primary emphasis on faith formation
of youth and children to faith growth and deepening of all ages and stages.
Priority C: Engagement for an energized faith community.
Worship is central to Christian life; therefore, a strong component of our membership guidelines.
Yet on a typical Sunday morning there are only 150 members in attendance. We have a beautiful, yet “uncomfortably empty” sanctuary as compared to other mainline Protestant churches.
Requires: Increasing worship attendance by 50 to 100 people will
strengthen the service by contributing to a sanctuary that is “comfortably full”
Increasing overall Worship energy The pulpit and sermons should continue to be core to our worship
1. Growing WCC Through Faith (Cont.)
Priority D: Service as a supportive faith community Service ministry/mission is a strength of WCC and a part of
the ethos of the congregation, however we aren’t affecting our members or the community to our full potential. For most of our members, service has focused on financial
giving, interspersed with some limited hands-on experiences (Family Promise, A Just Harvest, Wish Tree, etc.)
Requires: Increased understanding of service as a necessary part of our faith
and commitment to God. Renewed outward orientation from a strong emphasis on responding
to needs of our members to a new and deepened emphasis for WCC members to engage with and respond to the wider community.
As part of our faith which we embrace, we will invite others to share with us and make this an expectation of membership.
1. Growing WCC Through Faith (Cont.)
Priority E: Stewardship as a Spiritual Practice
Our members think of stewardship as an annual discussion about money rather than a faith challenge to grow in the practice of generosity and giving as a part of their faith. Our focus needs to be on our mission and vision for 2020 and the lives we are changing.
Requires: Expand spiritual position on Stewardship Stewardship should reflect the deepening faith changes that
we should all experience Continued transparency, but less time talking about money An appropriate challenge pledge goal Emphasis on Endowment Growth – framed as “Stewardship
of Assets”
1. Growing WCC Through Faith (Cont.)
One of the most frequently mentioned “best practices” of successful churches is:
“Effective and Empowered Pastoral Leadership”.
2. Successfully Transitioning Pastoral Leadership
• Led and directed by the Personnel Committee
• Focus and consideration on possible transitions of all Pastors and key Lay Ministers
• Proactive alignment with the developing 2020 Strategy
Two Strategic Imperatives1. Growing WCC Through Faith
A. Centered: A mission focused faith communityB. Faith Based: A vibrant faith communityC. Engaged: An energized faith communityD. Service: A supportive faith community E. Stewardship: A spiritual practice
In Summary:The 2020 Strategy
2. Successfully Transitioning Pastoral Leadership
WCC 2020 Vision
In 2020 WCC will be a vibrant and energized progressive Christian church with 250 highly engaged members who:
Regularly attend Sunday services Participate at least monthly in some other activity Has a lesser engaged but involved population of
500+ who are inclined to become more engaged members
“We will be a church that welcomes all, but may not be the best fit for everyone”
What we want from
you today?
Understanding of our progress to date
Participate in this or another small group discussion over the next few weeks.
Read, discern and pray about the plan so far.
Vote to approve this Phase and to commit to Phase 2 at the June 2 Annual Congregational Meeting.
Join us in the Fall as we start Phase 2.
What’s next for Phase 2?
What’s next for Phase 2?
What’s next for Phase 2?
Fall 2014WCC 2020
A New Beginning
Discussion and Feedback