WCC 2020 Vision: Strategic Plan

Phase 1 UpdateMay 5, 2013

Agenda

Where we’ve been: A roadmapWhat’s happened sinceOur optionsWhat we envisionOur strategic imperativesWhat we want from you todayWhat’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)

1994199

7200

0200

3200

6200

9201

2 $-

$500,000

$1,000,000

$1,500,000

Total Budget

Total BudgetLinear (Total Budget)

1994199

9200

2200

5200

8201

1 $-

$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