DRAFTRev 8

WCC 2020 VISION: STRATEGIC PLAN

I. Assessment FindingsII. Three AlternativesIII. SPSC RecommendationIV. A Vision for WCCV. The 2020 Strategy: Growing Faith & Finding

Leadership1. Strategic Imperative 1: Growing in Faith2. Strategic Imperative 2: Leadership Transition Planning

VI. Outcome: WCC 2020 = Vibrant and EnergizedVII. Appendix

OUTLINE

 

“CONSIDERABLE STRENGTHS, STABLE, BUT DECLINING” WCC has d i s t inc t and remarkab le s t rengths and i s p resent ly sus ta inab le . We have actua l l y

managed to reduce the ra te o f dec l ine compared to o ther s imi la r churches and in the face o f “ca tegory headwinds” and an overa l l dec l ine in “re l ig ion” in the face o f g rowing “sp i r i tua l i ty” . Over the past 20 years we have become substantial ly 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 st i l l declining.

Trend l i nes o f dec l ine in fi ve key a reas : membership attendance giving overall budget giving units

 WHY? I t i s no t p r imar i l y a t t r ibu tab le to one cause , e .g . pas to ra l s taff o r membersh ip per se , but to a

g roup o f t rends bes t descr ibed as the cu l tu re o f the congregat ion . Th i s cu l tu re was a good fi t fo r the “Then” wor ld ( see sermon o f March 10 , 2013 , l i nked be low) , i .e . fo r the per iod o f 1945 to 1985. WCC’s congregat iona l cu l tu re i s l ess eff ect ive in the “Now” per iod (aga in see sermon o f March 10 , 2013) . h t t p : / / w w w. w c c - j o i n u s . o r g / h o m e / 2 0 2 0 _ v i s i o n / t h e - t w o - q u e s t i o n s - s e r m o n - b y - t o n y - r o b i n s o n/

WCC has been the “chape l / chap la in” to Winnetka , wh ich worked we l l i n “Then” per iod /cu l tu re , bu t i s no longer an eff ect ive mode l . A newer mode l ind ica tes a need fo r g reater c la r i ty o f ident i ty , co re purpose and ta rget aud ience , as we l l as deeper membersh ip engagement fo r a more robust pos ture in a more compet i t i ve per iod /cu l tu re .

I. ASSESSMENT FINDINGS

 

 

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 ….

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. 

II. THREE ALTERNATIVES

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.

III. SPSC RECOMMENDATION

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

IV. A VISION FOR WCC 2020

“We will be a church that welcomes all, but may not be the best fit for everyone”

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 

IV. A VISION FOR WCC 2020 (CONT.)

Two Strategic Imperatives

1. Growing WCC Through Faith

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

V. 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). Defi ne 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).

1. Consider “Progressive Christianity: Eight Marks” as illustration of both identity and core values material

that WCC might appropriate or adapt.2. 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/

3. Become explicit in our “welcoming of all people” through the UCC “Open and Affirming” program and designation or the PCUSA “More Light” ministry.

4. 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/

5. Develop a process that provides for congregational participation.  

Who Does This: Discernment Committee, fi ve 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

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 throughServants). However, WCC can broaden its off erings 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:

1. Host conversations that challenge our faith perceptions (perhaps in existing Spiritual Life or Wine, Women and God groups)

2. Broaden our “faith deepening” with extended speaker series that challenge our thinking about our faith and extend us to the broader community

3. 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.

Worsh ip i s cent ra l to Chr i s t ian l i f e ; the re fo re , a s t rong component o f our membersh ip gu ide l ines . Ye t on a typ ica l Sunday morn ing the re a re on ly 150 members in a t tendance . We have a beaut i f u l , ye t “uncomfor tab ly empty” sanc tuary as compared to o the r ma in l ine Pro tes tant churches .

Requ i res : Increasing worship attendance by 50 to 100 people wi l l strengthen the service by contr ibuting to a sanctuary

that is “comfortably ful l” Increasing overal l Worship energy The pulpit and sermons should continue to be core to our worship

Act ions : 1. C re a t e a h i g h e r l e v e l o f m u tu a l ex p e c t a t i o n f o r re g u l a r w o r s h i p a t t e n d a n c e a t W C C . 2. C o n t i n u e t o e m p h a s i z e p a s t o r a l l e a d e r s h i p t h a t e n e r g i z e s a n d c h a l l e n g e s t h e c o n g r e g a t i o n ; w i l l i n g

t o t a k e r i s k s3. R i g o ro u s l y e v a l u a t e w o r s h i p a n d m u s i c i n l i g h t o f w o r s h i p c h a r a c t e r i s t i c s o f g ro w i n g a n d v i t a l

c h u rc h e s : “ j o y f u l , ” “ exc i t i n g , ” “ a s e n s e o f ex p e c t a n c y , ” a n d “fi l l e d w i th a s e n s e o f G o d ’ s p re s e n c e . ”  

4. E x p a n d t h e m u s i c a l s e l e c t i o n s t o i n c l u d e a w i d e r r a n g e o f g e n re s 5. E x p a n d Ad u l t E d t o p i c s t o m a ke t h e p re v i o u s l y “ u n c h u rc h e d ” f e e l m o re a t h o m e a n d k n o w l e d g e a b l e6. U s e t h e f ro n t a n d b a c k y a rd s m o re f re q u e n t l y f o r b o t h o u r e n j o y m e n t a n d t o s h o w o t h e r s i n t h e

c o m m u n i t y w h o w e a re a n d t h a t w e h a v e f u n t o g e t h e r7. O ff e r o t h e r S u n d a y m o rn i n g m i s s i o n o p p o r tu n i t i e s a l o n g t h e l i n e s o f d e l i v e r i n g W i s h Tre e g i f t s a n d

s e t t i n g u p f o r Fa m i l y P ro m i s e t h a t o ff e r b o t h Fe l l o w s h i p a n d S e r v i c e b e n e fi t s

W h o Do es Th i s : S e l e c t e d a d h o c c o m m i t t e e d e v e l o p s p l a n s a n d p ro g r a m s

How: Considerable and i terat ive discuss ion throughout the congregation; then to Counci l , ExCo for review/approval

W h en : S t a r t Fa l l , 2 0 1 3

1. GROWING WCC THROUGH FAITH (CONT).

Priority D: Service as a supportive faith communityService ministry/mission is a strength of WCC and a part of the ethos of the congregation, however we aren’t aff ecting our members or the community to our ful l potential . For most of our members, service has focused on fi nancial g iving, interspersed with some l imited 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.

Act ions: Our members are very accompl i shed in a var ie ty o f fi e lds . Leverage the par t i cu lar ta lents

o f members , not jus t the i r money. P ick ing hands- on se rv ice pro jec ts that “ t rans form our members in to Chr i s t ian d i sc ip les who l i ve l i ves o f se rv ice . ”

Use a Vo lunteer coord inator to he lp focus our eff or ts and make i t eas ie r fo r members to understand opt ions and oppor tun i t ies .

I nc rease awareness ins ide and outs ide WCC of oppor tun i t ies to se rve – use i t to enhance our brand, inc rease par t i c ipat ion , and potent ia l l y a t t rac t new members

Create in te rgenerat iona l oppor tun i t ies & focus on youth

Who Does This: Se lec ted ad hoc commi t tee deve lops p lans and p rograms

How: Considerable and iterative discussion throughout the congregation; then to Council, ExCo for review/approval

When: S ta r t Fa l l , 2013

1. GROWING WCC THROUGH FAITH (CONT).

Priority E: Stewardship as a Spiritual Practice

Our members th ink of stewardship as an annual d iscuss ion about money rather than a faith chal lenge to grow in the pract ice of generosity and giv ing as a part of their fai th. Our focus needs to be on our miss ion and vis ion for 2020 and the l ives we are changing. Fiscal ly , WCC has a healthy fi nancial posit ion, with some qual ifi ers and growing concerns. However, extending long-term trend l ines indicate that fi scal issues would worsen by 2020.

Requ ires :

E xp an d s p i r i tu a l p os i t i on on S teward s h ip S teward s h ip s h ou ld refl ec t th e d eep en in g f a i th ch an g es th a t we sh o u ld a l l exp e r i en ce Co n t in u ed t r an s p a ren cy , b u t l e s s t ime ta l k i n g ab ou t m on ey A n ap p rop r i a te ch a l l en g e p l ed g e g oa l E mp h as i s on E n d owm en t G rowth – f r amed as “S teward s h ip o f A s s e ts ”

Act ions :

D eve lo p a f a i th - cen te red ap p roach to an n u a l g i v i n g I n co rp o ra te i n s ig h ts f ro m M i s s i on G iv i ng Co mmi t tee an d th e i r rec ip i en ts . Re f rame “g i v in g ” as en h an c in g o u r co re p u rp os e an d m i s s i o n D im in i s h bu d g e t - bas ed ap p ro ach ( “co s t s a re u p , s o p l eas e g i ve mo re” )

Who Does Th is : S e lec ted ad h o c co mmi t tee d eve lo ps p l ans and p ro g rams

How: Develop plan with input from Annual Giving (present and past) and Planned Giving (present and past). Understand where Mission Giving is donating. Considerable and iterative discussion throughout the congregation; then to Counci l , ExCo for review/approval

When: Beg in J u n e , 2013

1. GROWING WCC THROUGH FAITH (CONT).

One of the most frequently mentioned “best practices” of successful churches is “Eff ective and Empowered Pastoral Leadership”.

WCC is current ly b lessed with an outstanding pastora l leadership team. Joe has c lear ly stated that he wi l l not be here to execute th is p lan. He is work ing

c lose ly wi th the Personnel Committee, keeping them informed of h is ret i rement p lans.

The most cr i t ica l chal lenge for WCC over the next several years wi l l be the ret i rement and trans i t ion of Joe and others .

The planning for th is process wi l l be an important act iv i ty led and di rected by the Personnel Committee (Steve Huels , Peter Egan, Greg K le in) a long wi th the Counci l and other committees to be named as required.

KEY CONSIDERATIONS The pr imary trans i t ion of the Senior Pastor inc luding a poss ible inter im, a search

committee and ce lebrat ions to honor the accompl ishments. Just to name a few. Simi lar focus and considerat ions must be given to the ramifi cat ions on and

poss ible t rans i t ions of the other staff members inc luding Associate Pastors , Youth Ministry, Ministers of Music and others .

The Strategic P lanning process current ly in progress becomes even more cr i t ica l in considerat ion and ant ic ipat ion of these changes, which wi l l take place over the next several years .

The di rect ion put in p lace here wi l l not only dr ive the choice of a candidate but wi l l a lso set the path of the church for the years to come.

2. SUCCESSFULLY TRANSITIONING PASTORAL LEADERSHIP

Actions: Recommend to ExCo and Counci l 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.

Affi rm 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 specifi cation 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 staff

members Evaluate the staffi ng 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 trans i t ion plan summer 2013 as previous ly approved by Counci l . Search Committee planning to commence per d i rect ion f rom Personnel Committee, Counci l and ExCo

2. SUCCESSFULLY TRANSITIONING PASTORAL LEADERSHIP (CONT.)

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

VI. WCC 2020

Then and Now or L iv ing in the Midst of a Sea Change

Then: Every respectable and upwardly mobi le cit izen was expected to be in church on Sunday morning.Now: Society at large cares l i tt le i f someone attends worship or not.

Then: When someone moved into a new community, one of the fi rst things they would do was locate and join a church.Now: I f someone decides to join a church, i t is only after a long process of del iberation and soul-searching (and church shopping!).

Then: Stores were closed on Sundays.Now: Sunday is the second busiest shopping day of the week.

Then: The phrase “under God” was added to the Pledge of Al legiance and prayers were routinely off ered in publ ic schools.Now: Prayer is forbidden at al l publ ic school events, including graduation ceremonies.

Then: Baptism was, by and large, baptism of infants. I t was “expected” as a family and societal r i tual . Preparation consisted largely of communicating the logist ics of the ceremony.Now: Increasingly, baptism is also of adults without prior church background or experience. I t is consciously chosen. I t is prepared for with a preparation course.

Then: The focus of church mission eff orts was on denominational ly sponsored foreign missions, and consisted largely of fi nancial  support.Now: The focus of church mission eff orts is increasingly “hands-on” eff orts, both in the local community and abroad through “mission tr ips.”

APPENDIX: THEN AND NOW

Then: A c iv ic organizat ion would be expected to have at least one c lergyman on i ts board and would ask him to off er prayer before meet ings.Now: A c iv ic organizat ion may sometimes have a c lergyperson on i ts  board, but would not ask him or her to off er a prayer.

Then: The author i ty of the pastor of a local church was widely  recognized in the community, as wel l as within the church.Now: The author i ty of the pastor of a local church is recognized only in  the church (and sometimes not even there!) .

Then: The ro le of the la i ty was to help the pastor do ministry.Now: The ro le of the c lergy is to equip the la i ty for their ministry.

Then: Sermons preached in “ important pulpi ts” were often quoted or  rev iewed in Monday morning’s newspaper.Now: This is even hard to imagine.

Then: Worship serv ice of “prominent churches” were broadcast on radio,   f ree of charge as a “publ ic serv ice.”Now: Churches that want their serv ices on radio or te levis ion must  purchase broadcast t ime.

Then: The act ion was on Boards and Committees.Now: The excitement is , often, around Ministry Teams.

Then: There were no youth sports on Sundays or Sunday mornings.Now: Sundays are busy days at recreat ion centers and on sports fi elds with soccer, hockey, footbal l , ski ing and more.

Then: We emphasized membership.Now: We nurture discipleship

APPENDIX: THEN AND NOW (CONT.)