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WCC 2020 Vision: Strategic Plan

WCC 2020 Vision: Strategic Plan. Phase 1 Update May 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: .

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WCC 2020 Vision: Strategic Plan

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  1. WCC 2020 Vision: Strategic Plan Phase 1 Update May 5, 2013

  2. 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

  3. Where we’ve been

  4. Since that time: SPSC has consolidated and reviewed the input Made our recommendation to Council, which approved the draft plan April 9

  5. Key things we pondered: • Lifecycles of Churches • External Environment • Internal Assessment: Stable, but Declining • Trends are not our Friends

  6. 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.

  7. 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

  8. 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

  9. Trends are not our Friends

  10. Up Our Game • Now is the time to act decisively for renewal and greater future vitality. • 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.

  11. Three Alternatives Alt 1: “Status Quo” Alt 2: “Up Our Game” Alt 3: “Merge, Rent, or Sell”

  12. What we envision Begin with the End in Mind …. • In 2020 WCC will be a vibrant and energizedprogressiveChristian 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”

  13. The 2020 Strategy Two Strategic Imperatives • 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 • Successfully Transitioning Pastoral Leadership

  14. 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”

  15. 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.

  16. 1. Growing WCC Through Faith (Cont.) 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

  17. 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.

  18. 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”

  19. 2. Successfully Transitioning Pastoral Leadership One of the most frequently mentioned “best practices” of successful churches is: “Effective and Empowered 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

  20. In Summary:The 2020 Strategy Two Strategic Imperatives • 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

  21. WCC 2020 Vision  • In 2020 WCC will be a vibrant and energizedprogressiveChristian 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”

  22. 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.

  23. What’s next for Phase 2?

  24. What’s next for Phase 2?

  25. What’s next for Phase 2? Fall 2014 WCC 2020 A New Beginning

  26. Discussion and Feedback

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