Wayzata Community Church Strategic Vision Plan
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Wayzata Community Church Strategic Vision Plan

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Wayzata Community Church- 5 Year Strategic Plan

Wayzata Community Church- 5 Year Strategic Plan

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Wayzata Community Church Strategic Vision Plan Wayzata Community Church Strategic Vision Plan Presentation Transcript

  • WCC Strategic Visioning 2009-2014
  • Mission Wayzata Community Church Is… a Christian Community: United by Faith… While Respecting Other Pathways to God Called to Serve… Those in Need – Close to Home and Far Away Inspired to Think… Finding Grace in the Search for Meaning Sharing the Journey
  • Agenda
    • Situation Analysis
    • Vision
    • FIVE Strategic Imperatives
      • Recommended Actions
      • Measurement of Success
    • Q&A, Feedback
  • The Vision Task Force – A Journey At 30,000 Feet
    • Task Force Created By The Council in Early 2008
    • Launched May 19, 2008
    • Met Monthly and Sometimes More Than Once a Month
    • The Journey Took Several Paths – a “Focus Group” of Ideas
      • What’s Working
      • What’s Not
      • What Are the Dynamics Impacting Church Life
    • The Journey Is Not Over… It’s Just Beginning
    • The Vision Team
      • Lisa Smith – Chair lsmith @Halmen.com
      • Linda Keller – Facilitator
      • Carol Bergenstal
      • Alan Bovi
      • Bart Foreman
      • Steve Harrison
      • Dick Minors
      • Heather Page
      • Kim Puckett
      • Annie Minors Roeder
      • John Ross
      • Jim Sanford
      • Jim Smith
      • Lynda Stahl
      • Mike Sund
      • Rima Torgerson
      • Jeff Urban
  • Situation Analysis
    • The 2009-2014 Five Year Strategic Plan Has Been Developed to Support Our Mission
    • We Looked Back to Look Forward
      • The Previous Two Plans Focused on Physical Space Needs, Youth Programs and Governing Structure
    • We Looked Around
      • Met With Clergy, Staff and Interested Parties to Understand the Current Situation
    • We Looked Ahead
      • Studied Demographic, Social and Lifestyle Affecting the Lake Area Communities
      • Recognized the Need to to Fill the Buildings and Expand Programs
      • Created a Guiding Framework for Clergy, Staff and Boards to Achieve Our Potential and Support Our Mission
  • What’s Going Well
    • Worship Attendance Has Grown Significantly at Christmas and Easter
      • Increased Christmas Services From 6 to 9
      • Increased Easter Services From 4 to 6
    • Have Begun to Add Unique Opportunities for Worship
      • WOW (Worship on Wednesdays) Summer Services
        • Increased Summer Attendance 9%
    • Children and Youth Programs Are Growing, Improving and Thriving
      • High School Ministry Engaging 200+ Students, Exponential Growth
        • Mexico Mission Now Involves Over 100 Youth From WCC and Our Community Since 2005
      • Graceland Offering High Quality Education to Over 700 Children
      • Middle School on the Road to Recovery
  • What’s Going Well… Con’t
    • Continued Growth of the Annual Rummage Sale Ministry
      • A Growing Volunteer Workforce Drawn from Members and the Community
      • Revenues Increasing Yearly
    • Expanded Active Mission and Outreach Opportunities
      • New International Partners (Lighthouse Ministries Intl’ and Amor Ministries)
      • New Local Partner (COOL in the City)
      • Restructured Mission & Outreach With Focus on Partnerships, Members in Mission and Benevolence.
      • Refocused Budget to Put Resources Where Members are Actively Involved in Mission Work.
  • What’s Going Well… Con’t
    • Positioned Ourselves to Manage the Size of the Church With the Restructure of the Church Governance
      • New Structure Provides Institutional Memory via Increased Term Length and Established Path to Leadership Positions
    • Strong Pastoral Care Potential
      • Restructured Clergy Team to Ensure a Full Time, Dedicated Clergy Member on Pastoral Care to Ensure Relevancy and Changing Needs Are Addressed
  • What’s Not Going Well
    • Average Weekly Worship Attendance Has Been Flat Since 2001
    • Recent Adult Education Programs Have Not Had Broad Appeal
    • Limited Number of Members Do the Majority of Volunteering
    • Small Number of Members Do the Majority of Leadership
    • Unmet Desire for Personal Connections With the Church
    • Communication Resources Have Not Kept Up With the Technology Evolution
      • Communications Are Haphazard, Ad Hoc and Labor Intensive
    • Lack a Measurable Baseline for Current Church Satisfaction and Health
  • What’s Not Going Well… Con’t
    • Our Giving has not Sustained or Supported Our Vision
      • It Has Been Eight Years Since We Have Made a Balanced Budget Without Utilizing Reserves
      • Average Pledge Amount Grew Just 2.5% from 2003 to 2009
      • Pledging Units have Declined Over the Past 5 Years
  • Vision
    • Our vision for the next five years is….
    • To be a welcoming, loving and accepting Christian community challenging and engaging people of all ages and stages to grow spiritually through relevant worship, learning, fellowship and outreach
    • We will achieve this vision through…
        • Refreshing our Worship Experience
        • Renewing our Passion for Engagement
        • Reclaiming our Commitment to Community
        • Reframing our Story through Communication
        • Reinvesting our Financial Resources
        • … Recommitting our lives to Christ.
  • As You Review The Strategies… Understand
    • We are not Lost
    • We are not Reinventing
    • We are Reinvigorating
  • Renewing Our Worship Experience - Strategies
    • Ensure Worship Services are Welcoming and Inspirational , Forming the Core of Our Identity
    • Provide Alternative Access to Worship, Including Location and Times
    • Offer Additional Styles of Worship to Our Diverse Community
    • Clarify, Establish and Adhere to a Music Standard of Excellence in All Services Consistent with Our Mission and Vision
    • Design Every Worship Service to Unite Participants by Faith, Call Them to Serve and Inspire Them to Think
    • Enhance Our Sermon Capacity and Capability to Ensure Relevant, Vibrant and Inspiring Messages
  • Renewing Our Worship Experience Recommended Actions
    • Ensure Sr. Minister’s Top Priority Is Worship
    • Hire a Minister of Faith and Learning Who is a Dynamic Preacher
    • Optimize Distinctive Clergy and Staff Talents for Inspirational Worship
    • Increase Participation of Lay Leaders and Youth in Worship Services
    • Evaluate the Number and Schedule for Various Styles of Worship
    • Ensure and Support Excellence in Contemporary and Traditional Music
    • Incorporate Technology into the Worship Services
      • Enable Multiple Methods of Engagement
      • Facilitate Greater Participation
  • Renewing Our Worship Experience Measurements of Success
    • Average Weekly Worship Attendance Increases 30% from 2009 to 2014
    • Members are Monitored through Annual Surveys
      • Music is Consistently Referenced as a Central Reason for Attending Worship Service
      • Worship is Referenced by a Majority of Members as a Primary Reason for Engaging in the Church
    • New Services Are Added At Different Times
      • Monday Night, Saturday Evening, etc.
  • Recalling Our Passion for Engagement- Strategies
    • Offer Compelling Learning Opportunities in Adult Education.
    • Engage Members through Relevant and Meaningful Mission and Outreach Opportunities.
    • Expand Our Understanding of Stewardship to include Time and Talent, Not Just Financial Resources
      • Stewardship Is Not an Annual Campaign; It Is an On-Going Involvement
    • Broaden the Base of Participants Who Engage in Volunteer Opportunities and Promote Lay Ownership in All Programs
      • Boards  Committees  Choirs  Sunday School
    • Create Programs to Attract and Engage College Students and Young Adults to Become Active in the Life of the Church
  • Recalling Our Passion for Engagement Recommended Actions
    • Education Ministries
      • Hire a Minister of Faith and Learning Who Is Also a Dynamic Preacher
      • Provide Increased Focus on Adult Education
      • Offer a Diverse Portfolio of Adult Education Programs That Are Relevant to All Life Stages
      • Offer Adult Education Programs at a Variety of Times and Via a Number of Formats
      • Continue to Enhance and Extend Our Middle School Ministry
      • Identify Space to Accommodate Expanded Adult Education Programs
        • Optimize Current Building Space
      • Encourage Young Adults to Consider Ministry as a Career
      • Enhance Coordination Among Programs at All Ages and Stages
  • Recalling Our Passion for Engagement Recommended Actions… Con’t
    • Volunteerism
      • Hire a Program/Volunteer Coordinator to Tap Into Member Volunteer and Engagement Interests
      • Review Our Current Nominating Process for Boards and Committees to Expand Diverse Participation
      • Encourage Boards to Develop Committees To Expand Membership Involvement
      • Extend Personal Invitations to Get Involved
      • Create a “Get Involved” Campaign
    • Incorporate Giving Opportunities to Include Both Time and Talent
  • Recalling Our Passion for Engagement Measurements of Success
    • Triple the Number of Participants Engaged in Learning Opportunities
    • Double the Number of Participants Engaged in Hands-on Mission and Outreach Annually
    • Fill 10% of Board and Committee Positions with First Time Volunteers
    • Include a Story of Inspirational Engagement in Every Beacon
  • Reclaiming Our Commitment to Community - Strategies
    • Sustain and Nurture Church Membership
      • Provide Means and Occasions for Members to Come Together in Christian Fellowship
    • Sustain and Nurture Our Connection with the Community at Large
      • Provide Means and Occasions for the Community to Come Together.
  • Reclaiming Our Commitment to Community Recommended Actions
    • Continue to Expand on Current Fellowship Opportunities for All Ages and Stages
    • Incorporate a “Moment of Fellowship” Component in Every Church Related Event
    • Encourage and Support Church Members to Become Community Leaders to Build Community and Share Our Message
      • Celebrate Our Current Community Leaders
    • Develop Meaningful Ways to Extend Ourselves and Our Facility to the Community to Share Our Message. Ideas to consider:
      • Sister Church
      • Community Chapel (Rice & Walker or Opening Wakefield Chapel 24/7)
      • People in Transition
      • Camp
  • Reclaiming Our Commitment to Community Measurements of Success
    • A Majority of Members Report a Strong Sense of Connection with the Church Through Annual Surveys
    • The Community at Large References WCC As a Location for Community Building and a Partner in Civic Activities
      • Track Outside Events
      • Track References in Local Publications
  • Reframing Our Story Through Communication - Strategies
    • Widely Articulate and Share Our Vision Statement and Unique Message with the Community
    • Extend and Enhance Our Ministry Through Technology
    • Provide a Welcoming Environment from Beginning to End
      • Website
      • Signage
      • Greeters
      • Ushers
      • Communications
      • Ministers & Staff
  • Reframing Our Story Through Communication Recommended Actions
    • Establish a Communications Board
    • Create an Integrated Communication Plan for Internal and External Audiences
      • PR, Advertising, Marketing
    • Build Infrastructure to Support Diverse Communications
    • Develop a Campaign to Spread the Word of Who We Are and What We Have to Offer
    • Conduct an Annual Survey to Measure Success of Core Strategies and Vision Achievement (critical)
    • Implement the Interior and Exterior Signage Plan
  • Reframing Our Story Through Communication Recommended Actions… Con’t
    • Expand Our Focus on Technology
      • Create Additional Methods of Engaging in Worship via the Internet and Television
      • Offer New Features to Our Current Website
        • Blogs, Podcasts, Social Networks
        • Sermon Reference Links
        • Online Gifts and Pledges
        • Volunteer Sign-ups
      • Enable Wireless Internet Access Throughout the Building
      • Update Meeting Rooms With Current Technology
        • Phones
        • Screens
        • Wireless Internet Access
      • Leverage the Capabilities of Our Current Software to Create an Accurate, Comprehensive and Maintainable Member Database
  • Reframing Our Story Through Communication Measurements of Success
    • Quadruple the Amount of Traffic on the WCC Website
      • Currently 68 Visits Per Day.
    • A Minimum of 50 People Each Week Are Accessing Our Worship Via the Internet.
    • Increase in Worship Visitors By 10%
    • A Minimum of 40% of New Members Reference Media Messages As the Reason They First Visited
    • The Church Database Software is Merged with Our New Internet Initiatives
  • Reinvesting Our Financial Resources- Strategies
    • Increase Shared Budgetary Accountability for Clergy, Staff and Boards
    • Educate the Congregation on the Costs Tied to Various Programs and Services, Including a Call to Action
      • Every Program, Every New Initiative Has a Cost
    • Develop a Fundraising Campaign to Support Enhanced Program, Technology, and Building Maintenance Initiatives
  • Reinvesting Our Financial Resources Recommended Actions
    • Funding
      • Hire a Development Professional
      • Implement a “Share the Journey” Campaign
        • Focus: Increase Capital and Reserves to Fund Strategic Vision 2009-2014 Goals Including People, Property and Programs
      • Expand the Number of Individuals Actively Involved in Stewardship Activities
      • Direct Clergy, Staff and Boards to Work Cooperatively in the Creation and Management of Annual Budgets
      • Create a Five Year Financial Plan to Support the Vision
  • Reinvesting Our Financial Resources Recommended Actions… Con’t
    • Financial Growth
      • Increase Awareness of the Heritage Foundation
      • Implement a Broad Based and On-going Strategy for Major Gift Giving
      • Implement an Operating Reserve of $1/sq Foot for Annual Repairs and Maintenance
    • Promote Good Fiscal Management
      • Audit Current Cost of Programs to Ensure Cost Recovery Fees are Adequate.
      • Reduce Costs of Current Programs Where Necessary
  • Reinvesting Our Financial Resources Measurements of Success
    • Increase the Number of Member Commitments to The Heritage Foundation Fund by 50 by 2014
    • Increase Number of Pledges by 10% Per Year
    • Increase Number of Pledging Units From 49% of the Membership to 75% of the Membership
    • Grow Pledged Dollars 5% Annually
  • Next Steps
    • Create an Implementation Team to Execute the Plan, Review Progress and Report On-going Results to the Council and the Church Membership
    • Charge the Clergy, Staff and Boards to Create Tactics to Implement This Plan
  • Q & A… Our vision for the next five years is…. To be a welcoming, loving and accepting Christian community challenging and engaging people of all ages and stages to grow spiritually through relevant worship, learning, fellowship and outreach