Transcript WCC Data Synthesis

WCC 2020 VISION:
STRATEGIC PLAN
DRAFT
Rev 8
OUTLINE
I.
II.
III.
IV.
V.
1.
2.
Assessment Findings
Three Alternatives
SPSC Recommendation
A Vision for WCC
The 2020 Strategy: Growing Faith & Finding Leadership
Strategic Imperative 1: Growing in Faith
Strategic Imperative 2: Leadership Transition Planning
VI. Outcome: WCC 2020 = Vibrant and Energized
VII. Appendix
I. ASSESSMENT FINDINGS
“ C ON SID ERABLE S T RE N GTH S, S TAB LE, B U T D E CLIN IN G ”
 WCC has distinct and remarkable strengths and is presently sustainable. We have actually
managed to reduce the rate of decline compared to other similar churches and in the face of
“category headwinds” and an overall decline in “religion” in the face of growing “spirituality”.
 Over the past 20 years we have become substantially more welcoming and open, the children's/youth
programs have grown exponentially, the music has been strengthened and is open to more groups, we
are considerably more progressive than in the past, to name just a few examples.
 There is much good going on at WCC with which to build for the future beginning with the strength of
the committed people involved.
 However we are still declining.
 Tr e n d
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lines of decline in five key areas:
membership
attendance
giving
overall budget
giving units
WHY?
 It is not primarily attributable to one cause, e.g. pastoral staf f or membership per se, but to a
group of trends best described as the culture of the congregation . This culture was a good fit for
the “ Then” world (see sermon of March 10, 2013, linked below), i.e. for the period of 1945 to
1985. WCC’s congregational culture is less ef fective in the “Now” period (again see sermon of
March 10, 2013). http://www.wcc-joinus.org/home/2020_vision/the -two-questions-sermon-by-tony-robinson/
 WCC has been the “chapel/chaplain ” to Winnetka, which worked well in “Then ” period/culture, but
i s n o l o n g e r a n e f f e c t i v e m o d e l . A n e w e r m o d e l i n d i c a t e s a n e e d f o r g r e a t e r c l a r i t y o f i d e n t i t y,
core purpose and target audience, as well as deeper membership engagement for a more robust
posture in a more competitive period/culture.
I. ASSESSMENT FINDINGS (CONT.)
LIFECYCLES OF A CHURCH: An important note
•Further confirmation was the exercise at the March 10 Leadership Event. Virtually all respondents
identified WCC as a “third quadrant church,” which means that though WCC is presently sustainable;
energy (passion, excitement, intentionality, “fire”) is lacking. Other lifecycle of church markers -inclusion, programs and administration are relatively strong. The core task: renew, re-discover, release
ENERGY for a new, rapidly changing time and ministry.
•Our “stable-but-declining” profile should provide motivating DISTRESS. This plan and its implementation
are designed to offer a new VISION as well as FIRST STEPS. Nevertheless, RESISTANCE to change in a
long-established church should not be underestimated. Moreover, despite the clear local and trans-local
trends, the congregation indicated -- during the assessment phase -- high interest in “maintaining status
quo” and “staying the course.” To seek simply to maintain status quo will ensure continued decline,
which at some point will mean that WCC is no longer sustainable.
This leads to our consideration of three alternative courses of action ….
II. THREE ALTERNATIVES
Alt 1: “Status Quo”
 Keep doing pretty much what we are doing now and have been doing and continue a
pattern of slow decline, growing smaller in membership and ministry. We will need to
consider future market value of our assets as we will not need as large a sanctuary.
 Also, see Alternative III below as Alt I could quickly lead to Alt III
Alt 2: “Up Our Game”
 In the ways suggested in this 2020 Vision Plan resulting in some short term resistance
and loss of membership but long term greater vitality and moderate growth.
 “Up Our Game” more aggressively. This could result in short term high levels of
resistance and larger loss of present membership. Longer -term it could mean higher
level of vitality and even robust growth.
Alt 3: “Merge, Rent, or Sell”
 It is an option to leverage WCC’s assets by merging with another congregation, renting
the church, or even selling the assets. The Steering Committee does not think this is
suitable for consideration at this time.
III. SPSC RECOMMENDATION
Alternative 2: “Up Our Game”
 Now is the time to act decisively for renewal and greater future vitality.
 Such a process will require sustained focus, capacity to endure some
resistance and distress, and time.
 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.
IV. A VISION FOR WCC 2020
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”
IV. A VISION FOR WCC 2020 (CONT.)
How will we know that we are there?
 By 2020, and as a result of implementation of the “2020
Strategic Vision Plan,” Winnetka Congregational Church will
be characterized by the following :
 A concise, contemporary and operationalized statement of identity, core
values and core missional purpose (which includes clarity regarding WCC’s
target audience).
 Greater visibility and reputational strength in Winnetka and the North
Shore as a leading progressive, Christian church
 New senior pastoral leadership, and staff team, in place, established and
effectively leading and serving the congregation and its missional purpose
 Reversed (or at least further slowed) patterns of decline in key indicators
and demonstration of modest, sustainable growth in worship attendance,
membership growth and as well as in key financial indicators
V. THE 2020 STRATEGY
Two Strategic Imperatives
1. Growing WCC Through Faith
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Centered: A mission focused faith community
Faith Based: A vibrant faith community
Engaged: An energized faith community
Service: A supportive faith community
Stewardship: A spiritual practice
2. Successfully Transitioning Pastoral Leadership
1. GROWING WCC THROUGH FAITH
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”
Actions: ExCo or Council to select a Discernment Committee to develop and lead this process of
discernment to derive statements of identity, core values and purpose (mission).
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Consider “Progressive Christianity: Eight Marks” as illustration of both identity and core values material
that WCC might appropriate or adapt.
Consider sample purpose/mission statements from Leadership presentation to inform writing of concise
WCC purpose/ mission. http://www.wcc-joinus.org/home/2020_vision/leadership-presentation/
Become explicit in our “welcoming of all people” through the UCC “Open and Affirming” program and
designation or the PCUSA “More Light” ministry.
Review similar materials from churches in our “competitive set” and from the list of vital mainline and
progressive churches. http://www.wcc-joinus.org/home/2020_vision/churches-of-note/
Develop a process that provides for congregational participation.
Who Does This: Discernment Committee, five to ten members who are a true cross -section of the
congregation.
How: An iterative and open process with the congregation, Council, and ExCo per our by -laws.
When: Start June, 2013 with completion of identity, core value and purpose/mission statements
by November 15, 2013.
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.
Actions:
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Host conversations that challenge our faith perceptions (perhaps in existing Spiritual Life or Wine,
Women and God groups)
Broaden our “faith deepening” with extended speaker series that challenge our thinking about our
faith and extend us to the broader community
Many other ideas can be explored here, including how to engage our college students and young
adults who are seeking a church
Who does this: Selected ad hoc committee develops plans and programs
How: Considerable and iterative discussion throughout the congregation; then to Council,
ExCo for review/approval
When: Start Fall 2013
1. GROWING WCC THROUGH FAITH
(CONT).
Priority C: Engagement for an energized faith community.
Wo r s h i p i s c e n t r a l t o C h r i s t i a n l i f e ; t h e r e f o r e , a s t r o n g c o m p o n e n t o f o u r m e m b e r s h i p g u i d e l i n e s .
Ye t o n a t y p i c a l S u n d a y m o r n i n g t h e r e a r e o n l y 1 5 0 m e m b e r s i n a t t e n d a n c e . W e h a v e a
beautiful, yet “uncomfortably empty” sanctuar y as compared to other mainline Protestant
churches.
Requires:
 Incr e asing wor ship atte ndance by 50 to 100 pe ople will str e ngthe n the se r vice by contr ibuting to a sanctuar y that
is “comfor tably full”
 Incr e asing ove r all Wor ship e ne r gy
 The pulpit and se r mons should continue to be cor e to our wor ship
Actions:
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Create a higher level of mutual expectation for regular worship attendance at WCC.
2.
Continue to emphasize pastoral leadership that energizes and challenges the congregation; willing to
take risks
3.
Rigorously evaluate worship and music in light of worship characteristics of growing and vital churches:
“joyful,” “exciting,” “a sense of expectancy,” and “filled with a sense of God’s presence.”
4.
Expand the musical selections to include a wider range of genres
5.
Expand Adult Ed topics to make the previously “ unchurched” feel more at home and knowledgeable
6.
Use the front and back yards more frequently for both our enjoyment and to show others in the
community who we are and that we have fun together
7.
Offer other Sunday morning mission opportunities along the lines of delivering Wish Tree gifts and
setting up for Family Promise that offer both Fellowship and Service benefits
Who Does This: Selected ad hoc committee develops plans and programs
H o w : Conside r able and ite r ative discussion thr oughout the congr e gation; the n to Council, E xCo for r e vie w/appr ov a l
When: Start Fall, 2013
1. GROWING WCC THROUGH FAITH
(CONT).
Priority D: Service as a supportive faith community
S e r v i c e m i n i s t r y / m i s s i o n i s a s t r e n g t h o f WC C a n d a p a r t o f t h e e t h o s o f t h e c o n g r e g a t i o n ,
h o w eve r we a r e n ’ t a f fe c t i n g o u r m e m b e r s o r t h e c o m m u n i t y to o u r f u l l p o te n t i a l . Fo r m o s t
o f o u r m e m b e r s , s e r v i c e h a s fo c u s e d o n fi n a n c i a l g i v i n g , i n te r s p e r s e d w i t h s o m e l i m i te d
h a n d s - o n e x p e r i e n c e s ( Fa m i l y P r o m i s e , A J u s t H a r v e s t , W i s h Tr e e , e t c . )
Requires:
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Increased understanding of service as a necessary part of our faith and commitment to God.
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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.
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As part of our faith which we embrace, we will invite others to share with us and make this an expectation of
membership.
Actions:
 Our members are very accomplished in a variety of fields. Leverage the particular talents of members,
not just their money. Picking hands-on service projects that “transform our members into Christian
disciples who live lives of service.”
 Use a Volunteer coordinator to help focus our efforts and make it easier for members to understand
options and opportunities.
 Increase awareness inside and outside WCC of opportunities to serve – use it to enhance our brand,
increase participation, and potentially attract new members
 Create intergenerational opportunities & focus on youth
Who Does This: Selected ad hoc committee develops plans and programs
H o w : Conside r able and ite r ative discussion thr oughout the congr e gation; the n to Council, ExCo for review/approva l
When: Start Fall, 2013
1. GROWING WCC THROUGH FAITH
(CONT).
Priority E: Stewardship as a Spiritual Practice
O u r m e m b e r s t h i n k o f s tew a r d s h i p a s a n a n n u a l d i s c us s i o n a b o u t m o n ey r a t h e r t h a n a
f a i t h c h a l l e n g e to g r o w i n t h e p r a c t i c e o f g e n e r o s i t y a n d g i v i n g a s a p a r t o f t h e i r f a i t h .
O u r f o c us n e e d s to b e o n o u r m i s s i o n a n d v i s i o n f o r 2 0 2 0 a n d t h e l i v e s w e a r e
c h a n g i n g . F i s c al l y, WC C h a s a h e a l t hy f i n a n c i a l p o s i t i o n , w i t h s o m e q u a l i fi e r s a n d
g r o w i n g c o n c er n s . H o w ev er, ex te n d i n g l o n g - te r m t r e n d l i n e s i n d i c a te t h a t f i s c a l i s s ues
would worsen by 2020.
Requires:
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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”
Actions:
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Develop a faith-centered approach to annual giving
Incorporate insights from Mission Giving Committee and their recipients.
Reframe “giving” as enhancing our core purpose and mission
Diminish budget-based approach (“costs are up, so please give more”)
Who Does This: Selected ad hoc committee develops plans and programs
How: Develop plan with input from Annual Giving (present and past) and Planned Giving (present and past).
Understand where Mission Giving is donating. Conside r able and ite r ative discussion thr oughout the congr e gation;
the n to Council, E x Co for r e vie w/appr ova l
When: Begin June, 2013
2. SUCCESSFULLY TRANSITIONING
PASTORAL LEADERSHIP
O n e o f t h e m o s t f r e q u e n t l y m e n t i o n e d “ b e s t p r a c t i ce s ” o f s u c c e s s f ul c h u rc h e s i s
“ E f fec t i ve a n d E m p owe r e d P a s to r a l L e a d e r s h i p ” .
 WCC is currently blessed with an outstanding pastoral leadership team.
 Joe has clearly stated that he will not be here to execute this plan. He is working closely with
the Personnel Committee, keeping them informed of his retirement plans.
 The most critical challenge for WCC over the next several years will be the retirement and
transition of Joe and others.
 The planning for this process will be an important activity led and directed by the Personnel
Committee (Steve Huels, Peter Egan, Greg Klein) along with the Council and other committees
to be named as required.
K E Y C O N S I D E RAT I ON S
 The primar y transition of the Senior Pastor including a possible interim, a search committee
and celebrations to honor the accomplishments. Just to name a few.
 Similar focus and considerations must be given to the ramifications on and possible
t r a n s i t i o n s o f t h e o t h e r s t a f f m e m b e r s i n c l u d i n g A s s o c i a t e P a s t o r s , Yo u t h M i n i s t r y, M i n i s t e r s
of Music and others.
 The Strategic Planning process currently in progress becomes even more critical in
consideration and anticipation of these changes, which will take place over the next several
years.
 The direction put in place here will not only drive the choice of a candidate but will also set
the path of the church for the years to come.
2. SUCCESSFULLY TRANSITIONING
PASTORAL LEADERSHIP (CONT.)
Ac tions: Recommend to ExCo and Council to:
 Expand present Personnel Committee
 Begin to actively manage anticipated Senior Pastor transition
 Establish a transition timeline with Joe, as well as timeline for announcement of retirement
plan to the congregation.
 Review established transition model with Personnel Committee for pastoral transition
(interim, pastoral succession, other) and preferred option.
 Af firm a model by Sep 2013.
 Appoint a Search Committee that reports directly to ExCo.
 Develop criteria for new Senior Pastor with congregational input using forced choice
characteristic tools of UCC or PCUSA.
 Use this Strategic Plan to develop a search specification for prospective candidates for interim
and for new Senior Pastor.
 Consider use of a Search Firm for the Senior Pastor search process
 Develop plan to ensure clear communication to congregation throughout process
 Personnel Committee should conduct individual consultations with other senior staf f members
 Evaluate the staf fing model in light of current needs and projected outcome
 Plan for continuity of key programs of WCC.
Who Does This: Personnel Committee and separate Search Committee
How/When: Develop transition plan summer 2013 as previously approved by Council. Search
Committee planning to commence per direction from Personnel Committee, Council and ExCo
VI. WCC 2020
In 2020 WCC will be a vibrant and energized progressive
Christian church with 250 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
APPENDIX: THEN AND NOW
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Then and Now or Living in the Midst of a Sea Change
 T h e n : E v e r y r e s p e c t a b l e a n d u p w a r d ly m o b i le c i t i z e n w a s ex p e c te d to b e i n c h u rc h
o n S u n d ay m o r ni n g .
N o w : S o c i et y a t l a r g e c a r e s l i t t le i f s o m e o n e a t te n d s w o r s hi p o r n o t .
 T h e n : W h e n s o m e o n e m o v e d i n to a n ew c o m mun i t y, o n e o f t h e f i r s t t h i n g s t h ey
w o u l d d o w a s l o c a te a n d j o i n a c h u rc h .
N o w : I f s o m e o n e d e c i d e s to j o i n a c h u rc h , i t i s o n l y a f te r a l o n g p r o c e s s o f
d e l i b e r a t i o n a n d s o u l - s e a rc h i n g ( a n d c h u rc h s h o p p i n g ! ) .
 T h e n : S to r e s w e r e c l o s ed o n S u n d ay s .
N o w : S u n d ay i s t h e s e c o n d b u s i e s t s h o p p i n g d ay o f t h e w e e k .
 T h e n : T h e p h r a s e “ u n d e r G o d ” w a s a d d e d to t h e P l e d g e o f A l l eg i a n c e a n d p r aye r s
w e r e r o u t i n el y o f f e r e d i n p u b l ic s c h o o l s .
N o w : P r aye r i s f o r b i d d e n a t a l l p u b l ic s c h o o l ev e n t s , i n c l ud in g
g r a d ua t i o n c e r e m o n i e s .
 T h e n : B a p t i s m w a s , b y a n d l a r g e , b a p t i s m o f i n f a n t s . I t w a s “ ex p e c te d ” a s a f a m i l y
a n d s o c i et a l r i t ua l . P r e p a r a t i o n c o n s i s te d l a r g el y o f c o m m uni c a t i n g t h e l o g i s t ic s o f
t h e c e r e m o ny.
N o w : I n c r e a s i n g l y, b a p t i s m i s a l s o o f a d u l t s w i t h o ut p r i o r c h u rc h b a c k g ro un d o r
ex p e r i e nc e . I t i s c o n s c i o us l y c h o s e n . I t i s p r e p a r e d f o r w i t h a p r e p a r a t io n c o u r s e .
 T h e n : T h e f o c us o f c h u rc h m i s s i o n e f f o r t s w a s o n d e n o m i n a t i o n al l y
s p o n s o r e d f o r ei g n m i s s i o n s , a n d c o n s i s ted l a r g el y o f f i n a n c i a l s u p p o r t .
N o w : T h e f o c us o f c h u rc h m i s s i o n e f f o r t s i s i n c r e a s i n g l y “ h a n d s - o n ” e f f o r t s , b o t h i n
t h e l o c a l c o m m un i t y a n d a b r o a d t h r o ug h “ m i s s i o n t r i p s . ”
APPENDIX: THEN AND NOW (CONT.)
 T h e n : A c i v i c o r g a n i z a t i o n w o u l d b e ex p e c te d to h av e a t l e a s t o n e c l e r g ym a n o n i t s
b o a r d a n d w o u l d a s k h i m to o f f e r p r aye r b e f o r e m e et i n g s .
N o w : A c i v i c o r g a n i z a t i o n m ay s o m et i me s h av e a c l e r g y p e r s o n o n i t s b o a r d , b u t
w o u l d n o t a s k h i m o r h e r to o f f e r a p r aye r.
 T h e n : T h e a u t h o r i t y o f t h e p a s to r o f a l o c a l c h u rc h w a s w i d el y r e c o g n i z e d i n t h e
c o m m uni t y, a s w e l l a s w i t h i n t h e c h u rc h .
N o w : T h e a u t h o r i t y o f t h e p a s to r o f a l o c a l c h u rc h i s r e c o g n i z e d o n l y i n t h e c h u rc h
( a n d s o m et i me s n o t ev e n t h e r e ! ) .
 T h e n : T h e r o l e o f t h e l a i t y w a s to h e l p t h e p a s to r d o m i n i s t r y.
N o w : T h e r o l e o f t h e c l e r g y i s to e q u i p t h e l a i t y f o r t h e i r m i n i s t r y.
 T h e n : S e r m o n s p r e a c h e d i n “ i m p o r t a n t p u l p it s ” w e r e o f te n q u o te d o r r ev i ewe d i n
M o n d ay m o r n i n g ’s n ew s p a p e r.
N o w : T h i s i s ev e n h a r d to i m a g i n e .
 T h e n : Wo r s h i p s e r v i c e o f “ p r o m in e n t c h u rc h e s ” w e r e b r o a d c a s t o n r a d i o , f r e e o f
c h a r g e a s a “ p u b l ic s e r v i c e . ”
N o w : C h u r c h e s t h a t w a n t t h e i r s e r v i c es o n r a d i o o r te l ev i s i o n m u s t p u r c h a s e
b r o a d c a s t t i m e.
 T h e n : T h e a c t i o n w a s o n B o a r d s a n d C o m m it te e s .
N o w : T h e ex c i te m e n t i s , o f te n , a r o u n d M i n i s t r y Te a m s .
 T h e n : T h e r e w e r e n o yo u t h s p o r t s o n S u n d ay s o r S u n d ay m o r n i n g s .
N o w : S u n d ay s a r e b u s y d ay s a t r e c r e a t i o n c e n te r s a n d o n s p o r t s f i e l d s w i t h s o c c e r,
h o c key, f o o t b a l l , s k i i n g a n d m o r e .
 T h e n : We e m p h a s i z e d m e m b e r s h i p .
N o w : We n u r t ur e d i s c ip l e s hi p